PROJECT EXECUTION PLAN

B 02/05/2024 ISSUED FOR IMPLEMENTATION (“IFI”) LC EMR DM AR

A 12/19/2023 ISSUED FOR REVIEW LC EMR DM AR
REV DATE DESCRIPTION ORIG KSI CHK APPR

PROJECT DOCUMENT NUMBER REVISION

DS-00098A-ENG-PLA-0001 B
Table of Contents
1 PROJECT EXECUTION PLAN OVERVIEW ...................................................... 5
1.1 PURPOSE .................................................................................................................. 5
1.2 PROJECT ORGANIZATION ........................................................................................ 5

• KSI ALLIANCE- STRATEGIC MODEL ............ERROR! BOOKMARK NOT DEFINED.

• RESOURCE MANAGEMENT ................................................................................. 6

1.3 PROJECT INFORMATION .......................................................................................... 7

• PROJECT BACKGROUND .................................................................................... 7

1.4 SCOPE OF WORK AND CRITICAL MILESTONES ....................................................... 7

• SCOPE FACILITY WORK ...................................................................................... 7

1.5 PROJECT SHAREPOINT SITE .................................................................................... 7

1.6 PROJECT ONENOTE NOTEBOOK .............................................................................. 7
1.7 PROJECT SCHEDULE ................................................................................................ 8
1.8 INTELLECTUAL PROPERTY AND CONFIDENTIALITY ................................................ 8
1.9 OPERATING CENTERS .............................................................................................. 8

2 CORRESPONDENCE AND COMMUNICATION ................................................ 8

2.1 CONTACT LIST AND ZIPPER PLAN ........................................................................... 9
2.2 EXTERNAL COMMUNICATIONS ................................................................................. 9
2.3 INTERNAL COMMUNICATIONS ................................................................................ 10

3 DATA AND DOCUMENT MANAGEMENT ...................................................... 10

3.1 DATA AND DOCUMENT MANAGEMENT LOCATIONS .............................................. 10
3.2 REQUEST FOR INFORMATION ................................................................................ 11
3.3 FINAL DATA AND DOCUMENT SUBMITTAL ............................................................. 11

4 DELIVERABLE ISSUANCE WORKFLOW ...................................................... 11

4.1 APEGA AUTHENTICATION AND DELIVERABLE REQUIREMENTS ........................... 11
4.2 DELIVERABLE NAMING ........................................................................................... 11
4.3 DELIVERABLE REVISIONS ...................................................................................... 11
4.4 DELIVERABLE ISSUANCE ....................................................................................... 12
4.5 CLIENT REVIEW PERIOD ........................................................................................ 13
4.6 RECORDS RETENTION AND ARCHIVING ................................................................ 13

5 PROJECT REPORTING ................................................................................ 13

• KSI INTERNAL REPORTING ............................................................................... 14
• PROJECT KPI’S .................................................................................................. 14
• CLIENT GATE REVIEW PROCESS ..................................................................... 16

6 RISK AND OPPORTUNITY MANAGEMENT .................................................. 16

6.1 GENERAL PRINCIPLES ........................................................................................... 16
6.2 RISK AND OPPORTUNITY TRACKING ..................................................................... 16
7 ENVIRONMENTAL, HEALTH, SAFETY AND SECURITY ............................... 17
8 REGULATORY COMPLIANCE ...................................................................... 18
9 QUALITY MANAGEMENT............................................................................. 18
9.1 COMPANY QUALITY POLICY ................................................................................... 18
9.2 QUALITY MANAGEMENT SYSTEM MANUAL ............................................................ 18
9.3 PROJECT LESSONS LEARNED ............................................................................... 18

10 PROCUREMENT SUPPORT ......................................................................... 19

11 ENGINEERING EXECUTION PLAN ............................................................... 19
11.1 PROJECT MEETINGS .............................................................................................. 20
11.2 TEAM MEMBER RESPONSIBILITIES ........................................................................ 21

12 PROJECT CONTROLS ................................................................................. 23

12.1 CHANGE ORDER MANAGEMENT ............................................................................ 23
12.2 COST MANAGEMENT .............................................................................................. 24
12.3 SCHEDULE MANAGEMENT ..................................................................................... 24
12.4 PROJECT CONTROLS EFFICIENCY ........................................................................ 25

• BUDGET ............................................................................................................. 25
• EARNED ............................................................................................................. 25
• CLAIMING STANDARDS ..................................................................................... 26

13 SUPPLY CHAIN MANAGEMENT (SCM) ........................................................ 26

14 CONSTRUCTION ......................................................................................... 26
14.1 CONSTRUCTION MANAGEMENT ............................................................................. 26
14.2 CONSTRUCTION TURNOVER .................................................................................. 27

15 MODULARIZATION / PRE-FABRICATION .................................................... 28

16 COMMISSIONING AND START UP ............................................................... 28
16.1 PRE-COMMISSIONING ............................................................................................ 28
16.2 COMMISSIONING .................................................................................................... 29
16.3 START UP ................................................................................................................ 30
16.4 OPERABILITY AND PERFORMANCE TESTING ........................................................ 30
16.5 TESTING AND CHECKOUT ...................................................................................... 31
16.6 VENDOR REPRESENTATIVES ................................................................................. 31
16.7 OPERATOR TRAINING ............................................................................................. 31

17 PROJECT CLOSEOUT ................................................................................. 32

17.1 FINAL DOCUMENTATION AND DELIVERABLES ...................................................... 32
17.2 STAKEHOLDER COMMUNICATION AND HANDOVER .............................................. 32
17.3 LESSONS LEARNED AND PROJECT EVALUATION ................................................. 32
17.4 FINANCIAL CLOSURE .............................................................................................. 32
17.5 PROJECT PERFORMANCE EVALUATION ................................................................ 32
17.6 PROJECT REVIEWS AND AUDITS ........................................................................... 33
17.7 FINAL REPORT ........................................................................................................ 33

18 PROJECT ACRONYMS ................................................................................ 33

NOTES

• Some links within this document may only be accessible by Partnering Company
or Carbon Capture Technologies
 1 PROJECT EXECUTION PLAN OVERVIEW
1.1 PURPOSE
The purpose of having a project execution plan (PEP) for a front-end engineering design (FEL-2,
Design Basis Memorandum “DBM”) project is to ensure that the project is executed in a structured
and efficient manner, and that all stakeholders are aligned on the project objectives, scope,
schedule, budget, quality standards, risk management strategies, and communication protocols.
The PEP serves as a roadmap for the project team and provides a clear outline of the tasks,
milestones, and deliverables that need to be completed throughout this project’s lifecycle.
By introducing the PEP, it allows the project team to demonstrate how the project will be executed
and how potential risks will be mitigated. This plan will build confidence and alignment internally
with the project team and ensure that all stakeholders are aware of the project's status, progress,
and key milestones. This PEP will also serve as a reference point for any deviations from the
project’s original plan and help the team to quickly identify any potential issues or challenges that
may arise during the project execution. Overall, this document will help to ensure that the project
is completed according to the signed contract, on time, within budget, and to the satisfaction of
all stakeholders.

1.2 PROJECT ORGANIZATION

Client is conducting an FEL-2 (DBM) study, including a cost estimate, for the installation of a
Carbon Capture Plant.
Partnering Company and Carbon Capture Technologies, forming the “KSI” Alliance, will
collaborate to meet Client’s requirements during the FEL-2 stage. Contractually, this alliance still
operates under a normal subcontract agreement. Partnering Company subcontracts Carbon
Capture Technologies’ services.
The Client FCC Carbon Capture Technologies Carbon Capture DBM project’s Organization Chart
and the project communication/zipper plan are stored on the Project SharePoint site. The
organization chart will be updated as necessary throughout the project. If any party’s
organizational structure or communication zipper plan undergoes changes that have an
immediate impact on the project communication, revisions will be made promptly to reflect the
most accurate structure and communication channels.
 • RESOURCE MANAGEMENT
KSI acknowledges that any changes affecting key resources such as the Project Manager,
Engineering Manager, and Sponsor will be promptly communicated to Client. In the event of such
changes, KSI will propose a suitable replacement who possesses the necessary experience and
skill sets required for the project.
The KSI Alliance will operate as a highly collaborative and integrated team, ensuring that the
most suitable talent is deployed at the project level, thereby maximizing efficiency and
effectiveness.
By leveraging the strengths and capabilities of staff members from both Partnering Company
and Carbon Capture Technologies, the alliance will offer Client a comprehensive and
streamlined approach throughout the project lifecycle. This collaborative effort ensures that the
expertise of each team member is harnessed, resulting in the most efficient and successful
outcomes for the project as well as Client.
1.3 PROJECT INFORMATION
The following is the official project information to be used as required for all deliverables:
Owner Name: Client
Project Name: Client Carbon Capture

• PROJECT BACKGROUND
Client and the KSI Alliance have completed the following stages up to the PEP and the beginning
of the FEL-2 phase.

• Client FCC FEL-1 – Pre-FEED

• Client FCC FEL-2 – DBM Bridgework
o Winterization Study
o FCC Dynamic Analysis and Dynamic Impact Study
o Stack Minimum Flow Memorandum

1.4 SCOPE OF WORK AND CRITICAL MILESTONES

• SCOPE FACILITY WORK
This is a brownfield site, with the existing facility having been in operation since 1974.
Client has expressed a strong interest in utilizing Carbon Capture Technologies Inc., Partnering
Company ,and Carbon Capture Technologies’s solid sorbent Veloxo ThermTM technology to
remove CO2 emissions from the Fluidized Catalytic Cracker Unit (FCC) flue gas at the Client
refinery. The Carbon Capture Technologies technology will capture the flue gas from the FCCU
unit, remove CO2 from the flue gas, and other equipment transport the CO2 off-site for
sequestration. Partnering Company will be responsible for the balance of plant activities and
deliverables. The KSI Alliance will be responsible for the ISBL (Inside Battery Limits) and OSBL
(Outside Battery Limits) activities of the project.

1.5 PROJECT SHAREPOINT SITE

The Client FCC Carbon Capture DBM utilizes one SharePoint site for project document sharing,
storage, and coordination. KSI will utilize this Partnering Company SharePoint for internal project
related document sharing.
Client collaboration folders are found in the Client Shared Documents site. This site can be found
on the project’s main SharePoint site. All documents shared on the Client Shared Documents site
are visible to Client and Carbon Capture Technologies unless otherwise noted in the folder title.
A Teambinder folder will also be used for formal document transmittals. This will be monitored
and controlled by Partnering Company document controls personnel.

1.6 PROJECT ONENOTE NOTEBOOK

 The project utilizes a master OneNote Notebook for storage of meeting notes, discipline
information, and general onboarding information. Select KSI team members will use this OneNote
for project related items. Meeting notes will be circulated to client via email.

1.7 PROJECT SCHEDULE

The FEL-2 (DBM) project schedule will utilize Smartsheet for schedule management and progress
claiming. The schedule is reviewed at each weekly Client meeting and a PDF is created and
uploaded to the Client Shared Documents section of SharePoint. Contact the Project Manager
(PM) for new user permissions, if required.
The project schedule will combine inputs from key parties that drive subsequent deliverables, and
continual focus and iteration of the schedule will occur during the DBM phase.
For other schedules such as EPC construction schedules, P6 will be used.

1.8 INTELLECTUAL PROPERTY AND CONFIDENTIALITY

Please Refer to the Intellectual Property and Confidentiality Contract Clauses of the contract for
details.

1.9 OPERATING CENTERS

The execution of the Client FCC Carbon Capture DBM Study will be a collaborative effort,
involving multiple teams across various locations. Partnering Company's primary execution hubs
will be in Lenexa, KS, and Calgary, Alberta, with additional support from teams based in Houston,
TX. Carbon Capture Technologies will predominantly operate from its office in Burnaby, British
Columbia, while also receiving personnel support in Toronto, Ontario. Client's dedicated teams
are located in both their Calgary office and the Refinery office. This distributed approach allows
for the integration of expertise from diverse locations, ensuring the successful execution of the
project.

2 CORRESPONDENCE AND COMMUNICATION

The communication and correspondence section of the project execution plan emphasizes the
importance of effective communication and collaboration among project stakeholders, including
Partnering Company, Carbon Capture Technologies, and Client. It outlines the contact list and
zipper plan, which provide project contacts and interface points for efficient coordination. External
communications are highlighted, emphasizing the need for meeting minutes and action item
tracking.. The plan emphasizes the role of project managers as primary points of contact and the
use of formal and informal deliverables for efficient communication. Internal communications
involve relevant teams and personnel such as the Constructability group and Carbon Capture
Technologies Product team to ensure comprehensive design discussions and brainstorming
sessions. This sets the framework for clear and collaborative communication throughout the
project.
Microsoft Teams, Microsoft SharePoint, and InEight Teambinder will be the primary
communication tool for internal and external communication.
2.1 CONTACT LIST AND ZIPPER PLAN
The project contact list contains a running list of Partnering Company, Carbon Capture
Technologies, and Client project contacts. The “Client FCC Carbon Capture DBM zipper plan”
provides interface points for project leadership and specific areas of scope. Both can be found in
the Project Contacts folder located in the Client Shared Documents section of the project
SharePoint site.

2.2 EXTERNAL COMMUNICATIONS

All coordination or project meetings with Client, KSI, or 3rd parties shall include project minutes of
meetings or project notes relating to specific project issues. In general, OneNote will be used to
organize meeting notes which will be emailed to the invitees. Any action items from these
meetings shall be assigned and tracked at the appropriate level. All actions and design decisions
will be tracked in the Project Action Item Log. Team members will copy the Partnering Company
and Carbon Capture Technologies project managers on any correspondence that will potentially
impact scope, drive design decisions, or other major material or technical items.
Any action item of a commercial nature or requiring input from Client or Carbon Capture
Technologies should be notified to the PM for proper tracking.
During the Project FEL-2 Study, PMs for Partnering Company, Client, and Carbon Capture
Technologies are the primary points of contact. The Partnering Company PM is responsible for
managing interactions with Client and Carbon Capture Technologies, including establishing
formal contacts and responsible parties representing Client, Partnering Company, and Carbon
Capture Technologies.
Formal deliverables requiring Client review and input will be managed by Document Control
powered by TeamBinder. Informal deliverables requiring Client or KSI review and input will be
submitted through SharePoint or via email, via the PMs.
All team members are encouraged to have an informal relationship and interaction with their
appropriate Partnering Company, Client, and Carbon Capture Technologies counterparts. The
PM and Engineering Manager (EM) shall be informed of, and copied on, all external
communications. The EM is responsible for keeping the PM informed of any communications that
may require their notification. The use of follow-up communication such as notes, emails, or
meeting minutes is required whenever project input is received verbally.
The PM and EM are to be notified of, and the PM must approve, any changes, requests for
changes, requests for additional work, modifications, etc., arising out of conversations with
Partnering Company, Client, or Carbon Capture Technologies.
For all correspondence with Client, the distribution will include at a minimum the applicable project
team member(s) directly involved in the discussion, the below listed personnel, and the project
mailbox:
 NAME EMAIL ROLE COMPANY
Lane.Caffaro@Partnering Partnering Company
Lane Caffaro Partnering Company
Company.com Project Manager
Carbon Capture
ERunco@Carbon Capture Carbon Capture
Eva Runco Technologies Project
Technologiesinc.com Technologies
Manager
Client Development
Adam Ragan [email protected] Client
Lead
Leon Bane [email protected] Client Execution Lead Client

Project managers shall ensure that correspondence is distributed to appropriate project team
members if those team members are not copied in the original distribution.
Please refer to the communication matrix/zipper plan for all proper communication plans.

2.3 INTERNAL COMMUNICATIONS

KSI’s Constructability group (via Partnering Company resources) shall be involved with all
technical design conferences, critical layout meetings, path to construction, build schedule
decisions, modularization, transportation, and brainstorming. To facilitate turnover to the KSI cost
estimate team (1E), key personnel from the 1E group will be invited to all critical design meetings
and brainstorms. See the list below for constructability and 1E personnel.

NAME EMAIL ROLE COMPANY

Matthew.Daniels@Partnering
Matt Daniels Constructability Manager Partnering Company
Company.com
Lance Spink [email protected] 1E Manager Partnering Company
JBekel@Carbon Capture Carbon Capture
Jordan Bekel Estimate Lead
Technologiesinc.com Technologies

For a full list of KSI contacts, please refer to the communication plan/zipper plan. The project
contact list contains a running list of Partnering Company, Carbon Capture Technologies, and
Client project contacts. The Client FCC Carbon Capture DBM zipper plan provides interface
points for project leadership and specific areas of scope. Both can be found in the Project
Contacts folder located in the Client Shared Documents section of the project SharePoint site.

3 DATA AND DOCUMENT MANAGEMENT

3.1 DATA AND DOCUMENT MANAGEMENT LOCATIONS
The following list describes the key areas in which data and documentation are stored:

• TeamBinder – All officially issued deliverables, RFIs, transmittals.

 • SharePoint –Contract, Client Shared Documents/transmittals, Master Sets, Project
Documents, Invoices
• Smartsheet – Schedule and Project Claiming
• V: Drive – Partnering Company-only Internal network drive for administrative use, and
where storage is utilized for programs that cannot be run from a SharePoint location (e.g.,
analysis models)

3.2 REQUEST FOR INFORMATION

KSI and Client to follow the RFI process that was established during the Pre-FEED and
Bridgework. These templates can be found in the link below. RFI’s will be issued using
Teambinder.

3.3 FINAL DATA AND DOCUMENT SUBMITTAL

Final documents will be submitted in PDF format, and native files will be provided where
reasonable and as required by the contract deliverables list.

4 DELIVERABLE ISSUANCE WORKFLOW

The Client project will use TeamBinder for control, distribution, and retainment of project
documents.

4.1 APEGA AUTHENTICATION AND DELIVERABLE

REQUIREMENTS
Certain deliverables require authentication by an APEGA Licensed professional and Validated by
a Partnering Company Permit Holder, as contractually specified in Attachment 002-Deliverable
List Final for PO Award 231108. These shall be authenticated and validated in accordance with
notes 7 and 9 in the Deliverables List cover page near the end of the DBM phase. Authentication
will align with the Partnering Company PMPP rev 1 and details provided in the Engineering
Execution Plan.
Partnering Company standard checklists will be utilized for deliverable review.

4.2 DELIVERABLE NAMING

Prior to the issuance of any deliverable, the deliverable shall be named according to the
Engineering Deliverable Codes document or applicable Client naming convention if all parties
agree to do so. Client will train KSI on how to self-serve/obtain Client Documents and Document
numbers through Client’s ALIM system.
Include this code on the official Client cover page in the appropriate "Document Number" fields.
If a document has previously been issued, ensure that the code from the previous revision is still
in use. A change will not allow the file to be considered a revision in TeamBinder.

4.3 DELIVERABLE REVISIONS

 Deliverable revisions will adhere to the following requirements:
IFI – Issued for Implementation: Client Deliverable list: (Note 11)- As a required issue
status prior to stage 4 states that the deliverable has been completed with the
information / details required for that stage and is being issued for implementation / use
in the next stage of the project. Engineering Contractors to state "Issued for
Implementation - Applicable Stage" (e.g. IFI - DBM or Stage 2) on the title block of the
deliverable, along with registering revision status IFI in EDMS.
IFA – Issued for Approval: Drawing is issued externally for external entities or owner.
Confirmation of concept and owner interface design. Conceptual design is complete
based on the information available during that study stage.
IFD – Issued for Design: Drawing is issued to document design progression for the
current stage of study, so this has varying degrees of completeness. E.g., A FEL-0 IFD
may not be the same completeness as a FEL-3 IFD if design inputs at FEL-3 are
progressed.

*Client Deliverable List explains the requirements for each deliverable (issued for
Implementation, Approval or Design) and its stamping requirements.

4.4 DELIVERABLE ISSUANCE

When a deliverable is ready to be issued, that deliverable shall be fully converted to PDF format
and formatted to be issued. This includes assembling multiple sections into a single PDF. The
name of the single file shall be the deliverable name to be issued. Do not add revisions or any
other descriptions, as these can prevent the document from recognizing either past or potential
future revisions.
Should the document need authentication in accordance with the Project Stamping Plan, the
authentication and any flattening should be complete by this point. The checklist shall also be fully
signed off at this time.
Once ready for issuance to TeamBinder, the Engineering Manager sends an email to the following
list:
To: PC Issuance Mailbox: Client.PC@Partnering Company.com
CC: Stephanie.McAtee@Partnering Company.com
Checker/Preparer
Discipline Lead
Project Manager
Quality Manager
The email should contain the following:
1. Deliverable Name
 2. Deliverable Revision Level
3. Document Coordinator Name
4. Review Group (distribution list) as applicable per latest Client DDM
5. Direction on whether the deliverable is being sent out for IFI, IFA, IFD
At this point the Project Coordinator will validate that the deliverable meets these requirements.
They will follow up with the preparer if there are any questions or other items preventing issuance.
Following the completion of those items, the deliverable will be posted to TeamBinder.
To guarantee issuance on a specific day, the cutoff is 2:00 pm CST for all deliverables. Note the
Engineering and Consulting Services Project Coordinator’s scheduled workday begins at 7:30am
and ends at 4:00pm CST.
Do not include the PC on email chains until the deliverable is checked, complete, ready to issue
and the checklist is fully signed.
There should only be one deliverable per email.
All Documents and Drawings can be dated within 5 business days of the issue date.
All other documents with cover sheets must be issued with the current date.
Client and Carbon Capture Technologies team members can contact the Project Coordinator for
additional details or updates to deliverable distribution lists.

4.5 CLIENT REVIEW PERIOD

Documents requiring approval shall be clearly marked, i.e. For Approval, complete with the issue
date. Unless otherwise agreed with Client, Client will provide its approval (or rejection, or with
comments, as appropriate) within 10 business days of receipt of the document.
If a deliverable does not receive Client comment or approval within business 10 days, the
deliverable will be progressed as required to maintain project schedule. This is based on one
review cycle per deliverable.
KSI has agreed upon review periods for KSI-internal reviews to stay on schedule.

4.6 RECORDS RETENTION AND ARCHIVING

Follow Partnering Company standard procedures.

5 PROJECT REPORTING
Project reporting will take place during the weekly client meeting. During schedule review,
progress will be communicated by reporting completion percentages, per KSI deliverable claiming
schemes. Partnering Company is utilizing SmartSheet for schedule and claiming and it is
encouraged that the progress is claimed daily. However, it is required of the Partnering Company
Leads and EM to update and verify claiming for their discipline every Friday by noon. The
Engineering Manager is responsible for ensuring this process happens for Partnering Company
metrics.
Carbon Capture Technologies will use other tools and report progress to Partnering Company.

• KSI INTERNAL REPORTING

KSI will hold internal alliance project management meetings and technical meetings outside the
normal meetings with Client. KSI will align on updates and KPI’s prior to presenting to Client.
Carbon Capture Technologies will provide their updates and inputs to the Partnering Company
project manager, so they can be incorporated into the overall project updates presented to the
client.

• PROJECT KPI’S
KSI will be presenting overall progress of the project during weekly client calls by reviewing
safety topics, schedule, deliverable due dates (2-3 week look ahead), Action Item Logs, new
assumptions, and other hot topics which will be tracked using OneNote.
During the monthly owner reviews with Client, KSI will be presenting more detail through their
standard FEL-2 reporting template. Topics to be covered in this meeting include:
1. Executive Summary
a. Overall Project Progress
b. Major Accomplishments & Deliverables
c. Financial Summary
d. Change Order Management Summary
e. Schedule / Milestone Summary
f. Areas of Focus
g. Critical Items for Next Month
h. Issues and Concerns
i. KSI Needs/Inputs from Client
2. Action Items List
3. Project 4 Square Matrix
 *ABOVE IS AN EXAMPLE PROJECT 4 SQUARE

4. DBM Schedule
5. Project Financials
6. Risk Mitigation Strategies
7. Owner Comment Summary
8. Progress Curves

*ABOVE IS AN EXAMPLE PROJECT CURVE

9. Change Management Summary

 KSI will also track internal comment logs and actions within the KSI internal alignment meetings.

• CLIENT GATE REVIEW PROCESS

KSI recognizes that Client has an internal gate review process, also known as a stage gate or
phase gate process. This is a Client internal structured approach used to assess the progress,
viability, and readiness of a project at various key milestones or gates throughout its lifecycle.
These gates represent important decision points where project stakeholders evaluate the
project's performance, risks, and alignment with strategic objectives before proceeding to the
next phase or stage.
KSI will act as a supporting role for inputs required by the Client team for these reviews. In
order for KSI to fully support these gates, Client must communicate early what inputs are
needed and when so KSI can plan accordingly and recommend a path forward in their support
role.

6 RISK AND OPPORTUNITY MANAGEMENT

6.1 GENERAL PRINCIPLES
KSI accounts for project-specific risks from day one – starting in the project development phase.
KSI’s risk management process covers all engineering, procurement, construction, and pre-
commissioning activities through FEL-2, into FEED and project execution. This process follows a
systematic approach starting with risk identification, risk assessment, risk mitigation planning, risk
monitoring, control, and closure. In general, KSI’s risk management process will achieve the
following:

• Assign risk ownership and accountability of risks within the management team that
results in effective action plans, continuous monitoring, and proactive management.
• Incorporate forecasted effects of known untreated risks into plans, procedures, or
schedules to minimize project disruption.
• Reduce cost incurred to rectify the impacts of realized risk.
• Improve the quality of a design packages through better scope definition, minimizing the
number of design changes and subsequent impacts to cost and schedule.

6.2 RISK AND OPPORTUNITY TRACKING

A Risk and Opportunity Log has been created and will be maintained during the execution of the
FEL-2. Opportunities are items identified to potentially improve the total installed cost of the
project but may not have the full detail or availability to implement at this time or have been
decided not to implement based on a design decision but worth noting for if cost cutting measures
are needed in the future. The log will be accessible through the project SharePoint site and input
provided by all members of the Project FEL-2 execution team. The Risk and Opportunity log will
be periodically reviewed by the PM and EM to assess the value of items tracked and propose
items to Client when needed to review options for reducing project capital and operating costs.
Risk Identification by Discipline can also be shared in the monthly reviews.

7 ENVIRONMENTAL, HEALTH, SAFETY AND

SECURITY
Environmental, health, safety and security issues must be carefully considered during engineering
and design. As designers, Partnering Company can directly influence the safety of personnel
during construction and the operators/maintainers for the life of the asset. Eliminating hazards at
the design or planning stage is often easier and cheaper to achieve than making changes later
when the hazards become a real concern in the workplace. Being cognizant of safety upfront
during the design process will invariably have a positive impact down the line.
Areas of opportunities for safety in design may include:

• Less hazardous materials or service fluids

• Provide access areas and/or platforms around equipment for operations and
maintenance according to Client’s access, egress, and maintenance standards.
• Consider adding tie-off locations for elevated areas where personnel will be working
during construction or operations.
• Design piping and equipment to facilitate removal of such items for maintenance.
• Install safety signage to communicate safety hazards.
• Consider personnel protection insulation for hot or cold equipment or piping.
• Avoid placing equipment or piping at high elevations if the Process does not warrant
so.
 • Consider redundant equipment or instrumentation for critical services according to
Client’s Class of Plant results.
• Include access and space needs for maintenance equipment and emergency
services.

8 REGULATORY COMPLIANCE
KSI shall ensure that all engineering work is completed in accordance with all national and
provincial regulatory standards and the applicable Client engineering standards, specifications,
and practices.
This includes familiarization with transferred Client standards, procedures and systems
including Canadian National Codes and Provincial Regulatory Codes and Standards.
As per the deliverable list, KSI will review the Client Regulatory Permit and Registration
Activities. KSI will also deliver an Emissions Report for Client review.

9 QUALITY MANAGEMENT
9.1 COMPANY QUALITY POLICY
It is KSI’s policy to meet project requirements as defined by the contract documents and to adhere
to corporate quality objectives. Our principal quality objectives are to:
1) Meet or exceed customers’ expectations, both internal and external
2) Eliminate re-work by performing our work “Right the First Time.”
3) Align the accuracy of engineering work to meet or exceed the DBM phase required
accuracy, with a strong focus on safety.

9.2 QUALITY MANAGEMENT SYSTEM MANUAL

The Project Quality plan shall be utilized by all Partnering Company Engineering personnel to
ensure compliance with quality expectations, engineering specifications, industry guidelines and
applicable codes and standards.

9.3 PROJECT LESSONS LEARNED

During the project execution, Partnering Company will implement its Engineering Services Carbon
Capture-specific condition reporting system to identify potential gaps in our tools and processes.
With input from the discipline representatives, the Engineering Manager shall ensure lessons
learned are reported to the Project Manager and Partnering Company Engineering & Consulting
Services “ECS” team’s Lessons Learned Database located in the project specific Smartsheet to
mitigate the risk of known issues recurring on future projects. As part of the project closeout, a
lesson learned session will be scheduled by the Engineering Manager with the appropriate
personnel to gain feedback on the lessons learned process and document the effectiveness of
the procedure. Opportunities for improvement will be evaluated by the leadership team and
considered for implementation on future projects.
10 PROCUREMENT SUPPORT
During the DBM phase Partnering Company’s Engineering Services and 1Estimating groups will
handle all bids, solicitation of vendors, quote reviews and other equipment items. During FEED
and beyond stages of a project, Partnering Company Supply Network (KSN) will provide
procurement support for the project starting at FEED phase. KSN will identify/align approved
vendors with Client, coordinate with the project team on selecting vendors for providing quotations
and handle all commercial aspects of equipment quotations. KSN will coordinate with key
Canadian KSN personnel during the procurement process. The dedicated KSN lead is available
for consult and coordination during the DBM phase.
Non-Disclosure Agreements with vendors/equipment suppliers will also be handled through KSN
and Randy Marshall.
More Details on the procurement support can be found in the Partnering Company Supply Chain
Management Execution Plan.

NAME EMAIL ROLE COMPANY

randy.marshall@Partnering
Randy Marshall KSN Procurement Lead Partnering Company
Company.com

11 ENGINEERING EXECUTION PLAN

The Project FEL-2 team will be staffed from engineering and design team members from the KEGI
and KPE districts. The Client FCC Carbon Capture DBM Study is a unique project in that portions
of the project align with similar markets that KEGI resources are familiar with. With that in mind,
the project FEL-2 team is made up of team members with experience in Oil and Gas, Power, and
Industrial projects. Partnering Company standard workflows, checklists and other procedures
have been created and issued for project use.
Partnering Company Power is the lead district with process support from the Partnering Company
Oil, Gas and Chemical (OGC) district. Partnering Company Industrial’s (K-IND) water
technologies, Partnering Company Supply Network (KSN), Partnering Company Constructors,
and buildings group will also support the project.
Carbon Capture Technologies's Carbon Capture Centre of Excellence, located in Burnaby, BC,
will provide the Carbon Capture Technologies staffing for the project. To ensure the engineering
team's success, several key strategies will be implemented. These include a strong emphasis on
conducting timely and appropriate reviews of relevant documents. By fostering a shared mindset
with Partnering Company and Client, crucial considerations can be thoroughly reviewed and
potentially implemented as necessary. The project will adopt a fully integrated project delivery
approach in collaboration with Partnering Company, which will encompass the project's
comprehensive schedule, budget, and resource allocation, thereby ensuring optimal utilization of
available resources. Additionally, KSI will jointly develop plans to address risk management,
 quality controls, and communication protocols, facilitating effective coordination and collaboration
among all project stakeholders.

11.1 PROJECT MEETINGS

PROJECT KICKOFF MEETING
An internal kick-off meeting with the project FEL-2 execution team will be held at the beginning to
the project, after project initiation activities have completed to share the project baseline schedule,
scope, budget, deliverables, and other execution details to set the project team up for success.
The Partnering Company and Carbon Capture Technologies PM’s shall collect and compile
meeting notes and action items resulting from this meeting for distribution to the project team.

WEEKLY LEADS MEETING

A weekly leads meeting will be held to discuss overall FEL-2 progress for engineering and design.
Status updates will be given for each discipline. Metrics will be reviewed, and forecasts and
completion dates will be updated for the project scope. This meeting is also where discipline leads
can elevate concerns that require interdisciplinary discussion or project management
involvement.

WEEKLY DISCIPLINE MEETINGS

Each discipline lead will facilitate weekly meetings with the discipline teams. Status updates will
be given for each activity. Metrics will be reviewed, forecasted, and completion dates will be
updated for the project scope. This meeting is also where support staff can elevate concerns that
require lead involvement. These meetings will occur during times where more than one person is
working in a specific discipline.

WEEKLY CLIENT MEETING

A client meeting will be held weekly to review the project schedule, any open reviews, general
discussion items, discipline updates, as well as other items the client wishes to present to
Partnering Company and Carbon Capture Technologies. Actions, comments, and design designs
will be tracked using the previously noted Project Action Item Log located on SharePoint. Project
Meeting notes will utilize OneNote.

WEEKLY KSI COORDINATION MEETING

A weekly technical collaboration meeting will be held between Partnering Company and Carbon
Capture Technologies to discuss open items, design decisions, optimizations, needs, and general
design. The Engineering Manager or Project Manager will lead this meeting and is responsible
for keeping this meeting’s action item log on SharePoint up to date.

TECHNICAL DESIGN CONFERENCES

Discipline specific and milestone planning sessions and technical design conferences will be held
throughout the FEL-2 study before critical decisions and design work progresses. Each of these
 constructability reviews and planning sessions will be scheduled by the respective Discipline
Leads or EM in coordination with the FEL-2 Constructability Manager.

11.2 TEAM MEMBER RESPONSIBILITIES

PROJECT MANAGER (PM) (PARTNERING COMPANY AND
CARBON CAPTURE TECHNOLOGIES)
• Primary interface with Client on progress and performance issues for project
• Has overall responsibility for cost, schedule, and quality of project execution
• Establishes a project change management process and negotiates changes as may be
necessary during project execution
• Manages changes to the engineering and design scope of work and initiates the project
change management process as required in accordance with Client change management
processes, forms, durations and procedures.
• Provides direction and priorities to each discipline to support the project
• Responsible for all technical and execution related engineering and design deliverables
• Establishes the project organization and staffing the project accordingly
• Responsible for engineering and design quality, schedule and cost with internal resources
assigned to the project
• Responsible for the detailed scope of work, detailed execution schedule, discipline
budgets and man-hour allocations and the performance of engineering and design
resources to support the scope of work
• Reports on engineering and design performance to internal stakeholders
• Ensures that the Project Execution Plan is adhered to, and that all quality measures are
defined, in place and functioning
• Ensures the relationships Between Partnering Company, Carbon Capture Technologies
and Client are positive, collaborative, supportive and transparent.

ENGINEERING MANAGER (EM) / TECHNICAL LEAD

• Engineering Manager will be the primary interface point with the client on technical issues.
The EM will then coordinate internally with discipline leads.
• Coordinate all engineering activities as well as interface with engineered equipment
suppliers, Procurement, and Construction
• Advise the Project Manager of all technical matters that require attention and bring notice
to all contractual and commercial matters that arise in the course of the technical work
• Manage change and initiate the contract change process as required in accordance with
Client change management processes, forms, durations and procedures.
• Monitor aspects of the technical coordination and take corrective actions as necessary
• Monitor technical issues whose solution is critical to the performance and cost, or which
have a significant bearing on safety to achieve best-for-project solutions
• Implement/execute project procedures for technical coordination of engineering work
• Identify resource constraints or areas of concern with the project team
 • Manage the client comment log to confirm the team is properly addressing input from the
owner promptly
• Manage project action item log to ensure proper requests, communication, and timely
closeout
• Lead coordinator and point of contact with outside technology partner(s) for technical
matters

CONSTRUCTION MANAGER
• Responsible for execution philosophy and safe methods of construction
• Value engineering reviews and unit rate recommendations for construction activities
• Construction equipment layout and engineering guidance for access and construction
loads
• Guidance in Design for Safety, modularization, access, construction laydown, and
maintenance
• Guidance in temporary structures and devices for engineering awareness
• Execution schedule guidance, communication, and management
• Participate in applicable Technical Design Conferences
• Procurement specification reviews and constructability agreements with vendors

LEAD DISCIPLINE ENGINEER

• Responsible for schedule, budget, and quality of all respective discipline deliverables
• Monitors scope of work and advises the Engineering Manager and Project Manager of
potential scope changes
• Manages equipment specifications and datasheets
• Manages equipment bid reviews and spec compliance
• Reviews equipment engineering
• Reviews and squad checks equipment vendor and existing facility drawings
• Manages discipline list(s)
• Interfaces with other disciplines to supply and obtain design and data as required
• Interfaces with client discipline leads
• Identifies resource needs/overages to the EM regularly

PROJECT COORDINATOR
• Manages transmittals to the Owner
• Ensures all deliverables have checklists and quality checks completed prior to issuing
• Responsible for the Document Control Plan
• Responsible for the Distribution Matrix
• Manages the EDMS system

QUALITY CONTROL SPECIALIST

• Assists with audits
 • Ensures PQP and other quality procedures and plans are appropriate for the stage of
design progression

12 PROJECT CONTROLS
12.1 CHANGE ORDER MANAGEMENT
The engineering and design team and Project Management will be responsible for identifying any
variances to the scope of work or schedule as agreed in the contract. The KSI PMs review and
approve proposed engineering and design variances and, where applicable, determines if a
potential change order is warranted. KSI jointly is responsible for making the decision to pursue
the changes with the Client. All change orders shall involve the Partnering Company Project
Sponsor.
Neither Partnering Company nor Carbon Capture Technologies may propose a change to the
Client, nor accept a Client initiated change request, unless both parties agree on the nature, extent
and impact of such change and the apportionment of such impacts as between each party. This
should be documented in a formal change request documents and include agreed scope and cost
for each Party. Appropriate Client Appendix C change documentation forms shall be used
whenever documenting change topics.
No work, progress, studies, engineering, conversations, or evaluations on a
potential/proposed change can proceed until a formal Client Change Order Approval is
received and fully signed by Partnering Company and Client. No exceptions.
The KSI PMs and Sponsors shall be aware of the clause in the contract general conditions
which requires KSI to notify Client within 10 days that something is a change to the
contract if Client requests something outside the scope of work. Should we fail to do that
in this 10 day window there is strong contract language limiting our ability to ask for more
schedule or payment relief. KSI must remain diligent about communicating things that are
a potential change order to Client, in writing. This notification must be worked through the
Partnering Company Project Manager, and not discussed with Client discipline engineer
levels.
12.2 COST MANAGEMENT
The Cost Management function shall ensure the effective controlling, monitoring, and reporting of
project costs including the development of the control budget, the monitoring of cost budgets, the
control and validation of actual costs, the analysis and reporting of cost variances and the
development of estimates to complete that accurately forecast the project estimated cost at
completion.
The project’s code of accounts (WBS) and associated control budgets are structured to effectively
support client and Partnering Company reporting requirements. The project code of accounts and
control budgets are uploaded into the system during the project set-up phase. During project
execution, the system is updated with project cost budgets, actual costs, and cost variances
through established SAP interfaces. Project cost reports are prepared and reviewed internally
monthly or as agreed to with project management.

12.3 SCHEDULE MANAGEMENT

The Schedule Management function is integral to effective project planning and execution. Project
schedules are developed using a hierarchal methodology whereby the information contained in
the lower detailed schedules can be summarized at the overall project level for management
progress reporting of WBS elements and key project milestones. The schedule coding structure
 is developed to ensure that internal management and external client reporting requirements are
effectively addressed and supported.
KSI will also hold Schedule Workshops through the DBM and FEED to ensure the Carbon Capture
Technologies Technology Roadmap aligns with the EPC project schedule. KSI will share results
of these workshops with Client through monthly update meetings.
KSI will be utilizing Smartsheet for managing the DBM and FEED schedules.
For other schedules such as EPC construction schedules (Level 2), P6 program will be used.

12.4 PROJECT CONTROLS EFFICIENCY

KSI will report project schedule, deliverable progress, owner comment and review progress and
status, and other items to demonstrate performance relevant to a lump sum contract, and as
agreed to jointly in our Project Controls Plan. Overall PF will be tracked internally to Partnering
Company.
• BUDGET
Once budgeted hours are established for each discipline, they are distributed among the schedule
packages defined by the baseline schedule. At that point, hours are frozen to assist in resource
loading activities in the target schedule. Any related adjustments to the allocation of hours in the
schedule are done in “Current schedule” tracking.
The Project Manager has ultimate authority over the schedule and any changes made to the
schedule. Leads are expected and empowered to bring up schedule busts, improvements, risks
and opportunities to the Engineering Manager and Project Manager throughout the DBM.

• EARNED
After man-hours have been allocated, earned man-hours reporting begins and is reported. Earned
Man-hours, forecasted manhours, cost, and schedule are reviewed during Partnering Company
internal productivity review meetings.
EARNED (Power Bi):
Earned man-hours are available in the supplemental reporting. A time-based earned by discipline
 report of earned man-hours is available in Man-hour Curves.

• CLAIMING STANDARDS
Project specific claiming standards and schemes are used to track the progress of work (Rules of
Credit), specifically tailored to review periods and reviewers in the FCC DBM study. All claiming
shall follow this scheme.
CLAIMING STANDARDS/SCHEMES (Power Bi):
Power Bi Claiming: Operations Management System charged to the correct project WBS based
on actual time worked.
The claiming schemes and WBS tables provide project specific details.
The intent of the productivity review meeting is to ensure that all time charged for the project is
allocated into the correct cost accounts and all work that was completed is accurately claimed in
the operations management system. Ensuring the correct time spent and correct time earned in
productivity reporting will provide the project with current and top-to-date productivity performance
and proper cost and schedule forecasting. Reference the appropriate project controls system
work tools for more details.
PRODUCTIVITY REVIEW MEETING (POWER BI):

13 SUPPLY CHAIN MANAGEMENT (SCM)

Partnering Company Supply Network (KSN) will follow Client’s invoicing and payment
procedures outlined in Exhibit G-1 – Invoicing and payment provisions in the project contract
Appendix B.
KSI PM’s will be responsible for communicating with Client SCM representatives and ensuring
invoices and payments are being executed as per the milestones in the contract.

14 CONSTRUCTION
14.1 CONSTRUCTION MANAGEMENT
KSI will promote optimal input from construction management through the entire project life
cycle. This occurs during early design, early planning, procurement, field operations and
commissioning to improve safety and quality, reduce cost and schedule, and foster teamwork
between all groups. Constructability is based on a forward-looking, integrated planning
philosophy rather than a backward-looking review of completed designs. Our forward-looking
approach includes drawing on individual expertise and a company-wide past projects database
to incorporate lessons learned. Leveraging our construction knowledge and experience during
the DBM & FEED stage, KSI will identify innovative ideas and mitigate risks and obstacles that
would otherwise arise during execution. Construction support during DBM/FEED phase
includes, but is not limited to:

• Guidance for design for safety

• Execution philosophy and methods of construction
• Driving the constructability process through collaboration with the design disciplines
 • Value engineering reviews and unit rate recommendations for construction activities
• Construction equipment layout and engineering guidance for access and construction
loads
• Execution schedule guidance, communication and management
• Participation in plot plan reviews, model walks/reviews for layout, access, safety and
maintenance, constructability workshops and technical design conferences
• Participation in planning sessions and engineering schedule development with
construction needs by dates
• Thorough review of equipment specifications for design, freight, erection, and
modularization opportunities
• Guidance on extent of prefabrication and modularization, including installation
constraints/requirements
• Quantity reduction assessments/evaluations
KSI will also hold Schedule Workshops through the DBM and FEED to ensure Constructability is
being built into the overall EPC project schedule. KSI will share results of these workshops with
Client through monthly update meetings.

14.2 CONSTRUCTION TURNOVER

KSI will execute in a manner that meets or exceeds expectations by incorporating our proven
project management tools and best practices collected from our years of experience executing
EPC projects.
Fourteen days before the scheduled construction turnover of a package, a joint walk-down
between construction and startup personnel is conducted. Owner is encouraged to participate in
these walk-downs. The outstanding items are identified, monitored, added to the work list, and
discussed in the weekly construction and startup meetings.
Once all construction activities for a system are complete, a system package will be turned over
to the startup team for testing and checkout. The completeness of the turnover is verified through
a joint walk-down between the startup and construction personnel. Once again, Owner’s
involvement in these walk-downs is encouraged. Any minor, outstanding work items found during
the construction walk-down are recorded as package exceptions, and dates will be established
for resolution of these items. These items are assigned a priority code of 2 or 3. Systems with
major omissions, errors or problems found during the walk-down will not be accepted. These are
assigned with a priority code of 1. These priority 1 items must be corrected and reviewed for
completeness prior to system acceptance for pre-commissioning.
All construction documentation will be turned over to the startup team for review during
construction turnover. This documentation will be reviewed for completeness and included in the
final package turnover to the test and startup manager. Examples of construction test
documentation include hydro testing, data sheets, cable and buss testing, hi-potential test data
sheets and alignment/lubrication record data sheets. Once a system has been accepted by
startup, components within that system are under the control of the startup team. They will be
identified by a “CAUTION – SYSTEM UNDER TEST” or similar tag. Tagging will be in accordance
with the site tagging procedures, which will be rigorously and strictly enforced.
 Pre-commissioning activities follow as soon as practical to construction operations. Areas need
to approach 70% complete before the focus shifts. The KSI project teams will use special crews
to undertake activities such as pipe cleaning, pressure testing, loop checks, cable testing, lube oil
flushes, and other pre-commissioning tasks. Once startup has completed these tasks and has
deemed a system Mechanical Complete the systems will then be walked down with Owner to
ensure both parties agree with the system status.
Insulation and touch-up painting of pipe and equipment will be the last activity to finish; however,
we will coordinate insulation on vertical and other elevated vessels and drums while on the ground
as much as possible to avoid work at heights.
Pipe insulation follows associated pipe pressure testing. Installing insulation at the right time is
critical to avoid damage by others during the construction operations. The painting will be
subcontracted with dedicated supervision to identify priorities.
The construction team will provide the startup team with commissioning equipment and support
personnel from various craft teams. Other personnel will remain on site to provide efficient
demobilization.

15 MODULARIZATION / PRE-FABRICATION
KSI’s modularization and off-site prefabrication strategy will be defined during the FEED phase
to explore the benefits of transferring stick-built construction efforts off site. One example of
prefabrication that KSI will put into practice during the FEED is in-shop pipe fabrication. This will
include shop welds, field fabricated longs, and dimension control for transportation from shop to
site location. A standard approach is implemented where all inline welded components and all
welded attachments ship to the fabricator and get welded in the shop. This philosophy of
engineers considering future work of installation has a proven track record for KSI to provide
projects on time and on budget.
We select modules/pre-assemblies and vendor-assembled units during the FEED phase, so the
design progresses with minimal rework during project execution. This will be a key component
of the construction sequencing operation due to the limited laydown area in the immediate
project site.
Performing such tasks can benefit the project schedules, add potential cost savings, enhance
safety/quality by performing work in a more controlled environment and indirect benefits by
reducing the labor force required onsite.

16 COMMISSIONING AND START UP

16.1 PRE-COMMISSIONING
Pre-commissioning occurs when piping and equipment within a defined subsystem are ready for
cleaning and inspection. After construction system integrity testing is complete, it is safe to
place the system under pressure for blowing or flushing.
 Pre-commissioning activities for the Client will be managed by the commissioning, start up
(“CSU”) team with support from construction craft and specialist subcontractors, as required.
These activities may include:

• Bump testing of motors - giving motors a rotational check

• Valve stroking - checking operability of control valves and validating their control room
indicators
• Electrical equipment static testing (pre-energization)
• Equipment run-in - uncoupled operation of fan/pump motors to check bearing, operation
of meter, etc.
• Chemical cleaning - using chemicals to remove grease and other impurities from select
piping systems
• Line blowing - using pneumatic pressure to blow debris from process lines
• Final vessel cleanliness inspection and closure
• Circulation testing - checking for proper operation of lubricating oil systems
• Circulating lube oil systems and checking the operation of system components and
system cleanliness
• Making electrical systems functional, to allow testing and operation of equipment during
commissioning activities
• Loop checking - verifying proper operation of control loops
• Loop functionality checks

16.2 COMMISSIONING
While maintaining the highest standards of safety, productivity and quality, our commissioning
and startup (CSU) plan commences during the early phases of design and follows our KieStart
process. This ensures that comprehensive strategy and design forethought are put into the
construction sequence, determines the simultaneous operations (SIMOPS) interfaces, de-risks
startup; and leads to a seamless transfer and stable facility operations.
As shown in Figure below, we incorporate startup, operation, and maintenance requirements
into the design phase to support facility operability. These front-end planning efforts limit costly
rework derived from initial design issues concerning drains, vents, isolations, blinds, spades,
and removable spools.

Commissioning work occurs after pre-commissioning is complete and before the introduction of
process fluids and gases. Plant equipment and systems cannot receive fluids and gases until all
commissioning activities are complete. The CSU team will work closely with Owner O&M
 personnel to perform system walk- downs and coordinate final punch list activities with
construction prior to the commissioning of process and utility systems in the plant.
In general, commissioning activities consist of:

• Initial charging of solvents and chemicals (catalysts and permanent solid chemicals are
typically be charged during pre-commissioning)
• Vessel final internal inspection and closure work not completed prior to mechanical
completion
• Achieving dryness in cryogenic lines and equipment
• Prolonged machinery run-in performance tests
• Cleaning and checking of temporary strainers during initial circulation or fluid flow
• Hot alignment of mechanical equipment
• Energizing of electrical equipment not previously addressed
• HVAC system pressurization and balancing
• Energizing and testing digital control system, fire, gas, and safety systems
• Energizing skid-mounted equipment packages
• Checking and testing hazard detection, fire-fighting and other loss prevention systems,
and equipment
• Nitrogen or air operational tightness testing
• Verifying documentation is in place so a system can progress to the startup phase by
issuing a ready for startup certificate
Owner operations personnel will work with our commissioning group while KSI remains
responsible for the initial startup and operation. On past projects, this approach has proven
beneficial by familiarizing client owners and operators with their new facilities. KSI conducts
operator training consisting of engineering support, along with support from representatives of
the technology licensors and equipment suppliers. As Client project personnel gain the required
confidence and demonstrate their abilities, they take a more active role in daily plant operations,
until final handover. Equipment vendors are available as appropriate during the commissioning
phase to support required activities. KSI completes all required inspection test records and
verifies they meet the agreement. We deliver these records to Owner at the substantial
completion stage as part of the turnover package.

16.3 START UP
Startup occurs after all commissioning activities are done successfully, joint pre-startup safety
reviews are completed, regulatory approvals have been received, and the facility is ready to
introduce hydrocarbons into a new area.
Startup of the Carbon Capture Facility is the responsibility of KSI CSU team with integrated
Owner operations and maintenance personnel. This phase includes startup of utilities and the
pretreatment system, followed by cool-down of refrigeration systems, tuning, and proving
operability of the plant, followed by plant performance testing.

16.4 OPERABILITY AND PERFORMANCE TESTING

 All construction documentation will be turned over to the startup team for review of construction
turnover. Performance testing includes the activities necessary to demonstrate that all
equipment and systems meet the required design parameters as specified in the contract. Upon
completion of the performance tests, we prepare an interim test report for immediate
confirmation. We review the results with Owner and issue a final performance test report,
including a comprehensive explanation and evaluation of those results and a certificate.

16.5 TESTING AND CHECKOUT

Once the startup team has accepted a system, the responsible startup engineer directs all pre-
operational tests required to get the system ready for initial operation. Devices and pieces of
equipment contained within the system packages will undergo testing to verify that they are in
good condition and ready for service. The tests also verify that initial settings have been applied
in Owner initial operation. These tests include insulation resistance, motor rotation checks,
vibration readings and instrument calibration.
As it pertains to equipment within a skid, control circuit terminations in a system are checked for
accuracy and completeness. Each input to a control system is loop-tested, and all alarms in the
Distributed Control System (DCS) are verified. Loop testing is usually performed from the
equipment or the device through to the DCS or local control system without interruption. The
project may require that the loop testing be performed in segments, and exceptional care will be
taken to confirm the loop is continuous and performs as designed.
Once a system has been loop-tested and the equipment tests have been completed, system
functional testing is performed. The functional tests verify the installation by using the logic and
schematic diagrams as a reference and checking each logic function on the design documents.
As plant operation is verified against the design diagrams, the logic and schematic diagrams are
highlighted in yellow to show completion. A master logic set is updated and kept in the startup
files.

16.6 VENDOR REPRESENTATIVES

Large or complex pieces of equipment or systems will require the services of a vendor
representative to ready the system for initial operation. Major Equipment OEMs will have
technical representation on site throughout the construction and commissioning activities.
System packages that require these services are identified in advance, and the vendors are
notified of the anticipated service date and Owner. The field engineers coordinate with the
startup manager to finalize the exact date for the visit. The vendor representatives inspect,
advise, and in certain cases, perform actual hands-on work at the direction of the startup
engineers. Technical service requirements are included as a part of the purchase order or
subcontract scope of work.

16.7 OPERATOR TRAINING

On-site training of Client operator staff is a key deliverable. The training involves Original
Equipment Manufacturer (OEM) and Balance of Plant (BOP) training. The major equipment
suppliers provide OEM training. During the BOP training, the varied systems are studied with an
 emphasis on understanding the process and controlling the process, including the logic
involved. The operating staff reviews and understands the project’s P&IDs, arrangement
drawings and electrical one-lines.
The daily schedule includes class lectures, self-study of the provided materials and walking
tours of the project. In addition to the formal classroom training, operators gain working
knowledge on the systems and equipment by being involved with the initial commissioning.

17 PROJECT CLOSEOUT
Project Closeout on the Client project involves the systematic completion of all project activities
and deliverables, ensuring that the project is finalized and ready for handover. It encompasses
the necessary steps to wrap up project activities, evaluate project performance, and formally
conclude the DBM phase. KSI will use Client appendix template Form of Completion for
contract close out notification at the end of DBM.

17.1 FINAL DOCUMENTATION AND DELIVERABLES

Ensure that all required documentation, reports, technical specifications, and other project
deliverables have been completed and compiled. This includes any final design documents,
feasibility studies, cost estimates, and other relevant project artifacts. Project team will also
follow requested native document turnover to Client as prescribed in the contract.

17.2 STAKEHOLDER COMMUNICATION AND HANDOVER

Facilitate effective communication with project stakeholders, both internal and external. Provide
a clear overview of the project's status, outcomes, and lessons learned. Coordinate the
handover of deliverables, technical information, and project knowledge to relevant parties as
necessary.

17.3 LESSONS LEARNED AND PROJECT EVALUATION

Conduct a high-level review of the DBM project, evaluating its overall performance,
achievements, challenges, and areas for improvement. Capture and document lessons learned
from the project, including best practices, successful strategies, and areas where
enhancements can be made for future projects.

17.4 FINANCIAL CLOSURE

Ensure that all financial aspects of the project are properly closed, including finalizing contracts,
resolving outstanding invoices, and completing any necessary financial reconciliations.
Coordinate with the finance team to ensure accurate project cost reporting and budget
finalization.

17.5 PROJECT PERFORMANCE EVALUATION

Internally assess the project's performance against key performance indicators (KPIs),
milestones, and objectives defined during the DBM phase. Internally analyze any deviations,
 variances, or risks encountered and document the project's overall success in meeting its
intended goals. Project KPI’s are reference in Section 5 of this document.

17.6 PROJECT REVIEWS AND AUDITS

During DBM, there will be no relevant reviews or audits necessary unless requested by Client in
accordance with the DBM contract.
For FEED and future stages, KSI will coordinate any necessary project reviews or audits to
ensure compliance with relevant industry standards, regulations, and internal processes.
Address any identified issues or non-compliance, and implement corrective actions as required.

17.7 FINAL REPORT

KSI will prepare a final report that summarizes the project's activities, outcomes, challenges,
and key findings. It will include recommendations for future projects and highlight any
noteworthy achievements or areas of improvement.
Archiving and Documentation Retention: KSI will utilize existing TeamBinder functions for
archiving and retaining project documentation, ensuring that all relevant records, files, and data
are securely stored for future reference and compliance purposes.

18 PROJECT ACRONYMS
CSU Commissioning & Start up
DDM Document Distribution Matrix
DBM Design Basis Memorandum
ECS Engineering & Consulting Services
EDMS Engineering Data Management System
EM Engineering Manager
FCCU Fluid Catalytic Cracking Unit
IFI Issued for Implementation
IFA Issued for Approval
IFD Issued for Design
ISBL Inside Battery Limits
KEGI Partnering Company Engineering Group Inc.
KIND Partnering Company Industrial Water Technologies
KOGC Partnering Company Oil, Gas and Chemical
KPE Partnering Company Power Engineering
KPI Key Performance Indicator
KSI Partnering Company Carbon Capture Technologies Industrial
Alliance
KSN Partnering Company Supply Network
OSBL Outside Battery Limits
PEP Project Execution Plan
PM Project Manager
RAM Rotary Absorption Machine
RFI Request for Information
SAB Structure Absorbent
SCM Supply Chain Management
SIMOPS Simultaneous Operations
WBS Work Breakdown Structure
1E KSI cost estimate team