CMIT-801-BECO-15.81-18005 Project Execution Plan

PROJECT EXECUTION PLAN
FOR
PURCHASE OF 3000 M3 WATER TREATMENT SKID EPC
1
MISSAN OIL FIELD DEVELOPMENT PROJECT 13-05-2018
PROJECT EXECUTION PLAN REVISION : B
CMIT-801-BECO-15.81-18005-B PAGE: 2 / 146
B 2018-05-13 Issued for Approval HM HA EA
A 2018-05-01 Issued for Review HM HA EA
Rev. Date Description of revision Originator Discipline Project

Company:
CNOOC MOC IDC

TAPO
This document is CMIT property. It cannot be copied or transmitted to third parties without
prior authorization
Company name:
CMIT IRAQ LTD
Type of documents:
PROJECT EXECUTION PLAN
documents identification： Rev：
C M I T 8 0 1 B E C O 1 5 ． 8 1 1 8 0 0 5 B
Document title:
PROJECT EXECUTION PLAN FOR

PURCHASE OF 3000m³ M3 WATER TREATMENT SKID EPC
Sheet：2 / 146
13-05-2018
MISSAN OIL FIELD DEVELOPMENT PROJECT
PROJECT EXECUTION PLAN OF 3000 M3 WATER REVISION : B
TREATMENT SKID EPC
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CHANGE RECORD PAGE
REVISION DESCRIPTION OF REVISION
A Issued For Review
B Issued For Approval
0 Final Issue
REVISION TABLE
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TABLE OF CONTENTS
1.0 GENERAL...................................................................................................................................................................11
1.2 PROJECT OVERVIEW.............................................................................................................................................11

1.3 Scope Of Work.................................................................................................................................................16
1.3.1 Process System...........................................................................................................................................16
1.3.2 Civil & Structural.......................................................................................................................................16
1.3.3 Equipment and Piping................................................................................................................................17
1.3.4 Electrical and Power..................................................................................................................................18
1.3.5 Instrumentation and Controls.....................................................................................................................19
1.3.6 Telecommunication.....................................................................................................................................19
1.3.7 Fire and Gas...............................................................................................................................................20
2.0 PROJECT MANAGEMENT SYSTEM...........................................................................................................20
2.1 Key project objectives and value drivers.............................................................................................................20

2.2 Critical success factors.........................................................................................................................................21
2.3 ORGANIZATION CHART........................................................................................................................................21
2.4 PROJECT MANAGEMENT SYSTEM.........................................................................................................................24
2.4.1 GENERAL.........................................................................................................................................................24
2.4.2 OFFICE AND WORK LOCATIONS;....................................................................................................................25
2.4.3 CONTRACT ADMINISTRATION......................................................................................................................26
2.4.4 SUBCONTRACTING AND SUBCONTRACT ADMINISTRATION;............................................................................26
2.4.5 H&S MANAGEMENT........................................................................................................................................27
2.4.6 MATERIAL MANAGEMENT;..............................................................................................................................47
2.4.7 IMPORTATION OF MATERIALS AND CONSTRUCTION EQUIPMENT..............................................48
2.4.8 TRANSPORTATION............................................................................................................................................48
2.4.9 PLANNING, MONITORING AND REPORTING.....................................................................................................51
2.4.10 MEETINGS...................................................................................................................................................51
2.4.11 COST REPORTING AND CONTROL...............................................................................................................51
2.4.12 DOCUMENT AND RECORD MANAGEMENT..................................................................................................52
2.4.13 RISK ASSESSMENT & BROWNFIELD CHALLENGES.....................................................................................53
2.4.14 QUALITY ASSURANCE.................................................................................................................................56
2.4.15 MOBILIZATION PLAN............................................................................................................................57
2.4.16 INTERFACE MANAGEMENT................................................................................................................58
2.4.17 DESIGN CHANGE MANAGEMENT......................................................................................................59
2.4.18 PROJECT CONTROLS....................................................................................................................................61
2.4.18.1 Schedule & Planning;............................................................................................................................61
2.4.18.2 Progress Monitoring;............................................................................................................................62
3.0 QUALITY MANAGEMENT PROGRAM......................................................................................................64
4.0 ENGINEERING, PROCUREMENT AND CONSTRUCTION....................................................................73
4.1 GENERAL..............................................................................................................................................................73
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4.2 DETAIL ENGINEERING DESIGN.............................................................................................................................75

4.4 FINAL DESIGN DOCUMENTS.................................................................................................................................76
4.5 DESIGN BASIS/STANDARD DOCUMENTATION.......................................................................................................76
4.6 CALCULATIONS.....................................................................................................................................................76
5.0 PROCUREMENT..............................................................................................................................................89
6.0 CONSTRUCTION MANAGEMENT;.............................................................................................................91
7.0 RISK MANAGEMENT.....................................................................................................................................94
9.0 INSPECTION AND TESTING.................................................................................................................................95
10.0 HANDOVER AND QUALITY ASSURANCE OF ALL RELEVANT PHASES OF THE WORK......ERROR:
REFERENCE SOURCE NOT FOUND
11.0 ENVIRONMENTAL MANAGEMENT................................ERROR: REFERENCE SOURCE NOT FOUND
ATTACHMENTS:
ATTACHMENT 1 ACRONYMS USED IN ITT PACKAGE
ATTACHMENT 2 DOCUMENT REVIEW MATRIX
ATTACHMENT 3 DOCUMENT AND DATA FORMAT REQUIREMENT
ATTACHMENT 4 DELIVERABLE LIST
ATTACHMENT 5 WORK COMPLETION CERTIFICATES
ATTACHMENT 6 REGISTER OF PROTECTIVE DEVICES
ATTACHMENT 2 TECHNICAL CLARIFICATION FORM
ATTACHMENT 8 MANAGEMENT OF CHANGE – HSE CHECKLIST
ATTACHMENT 9 HAZARD & RISK REGISTER AND ACTION TRACKING SYSTEM
ATTACHMENT 10 VENDOR LIST
ATTACHMENT 11 COMPANY PROVIDED ITEMS
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1.0 GENERAL
1.1 Purpose of Document
This document is a Project Execution Plan (PEP) for the 3000m3 Water Treatment Skid EPC project of the
Missan Oil Field Development Project with CNOOC. It provides an overview of the execution plans and
strategy for the PC Expansion Project facilities.
This PEP will ensure that adequate communication, co-ordination and controls are in place to facilitate safe,
successful and timely delivery of the Project scope. The PEP is a high level document, specifically concise
and therefore refers to other documents for details where appropriate. It is not the aim of this document to
define the detail of any contractual agreement or procedure. The PEP is a live document and will be updated
as applicable.
The PEP is an important integration and interface management document bringing together the individual
HSSE, Quality, Contracting, Engineering, Construction, Cost & Schedule, Logistics, Operations Readiness,
Strategies and plans. The document describes how the overall project will be delivered.
This document also serves as part of the project quality management system and respective routines and
controls found in the project quality plan
1.2 Project Overview
Missan Oil Field is located in the SE of Iraq, close to the border with Iran, some 175 kilometers N-NW of
the city of Basrah, and 350km SE of Bagdad – the capital of Iraq. Missan Oil Field includes three producing
fields such as Abu Ghirab, Buzurgan and Fauqi. Abu Ghirab and Fauqi fields straddle the bounder with Iran.
Missan Oil Field was built in 1976, and suffered from Iran-Iraq War and Iraq War. Many facilities are
needed to be maintenance and upgraded. Oily water treatment plant is located in the NW of BUT.
1.2.1 Existing Surface Facilities of the Oil Field

The existing surface facilities of Missan Oil Field mainly include:
 Nine DEGASSING STATIONs:
3 stations (AGN, AGS1 and AGS2) are located in Abu Ghirab field, 4 (BUN, BUS1, BUS2 and BUS3) in
Buzurgan field, 2 (FQN and FQS) in Fauqi field. The Degassing Stations mainly perform gas separation
from crude oil.
 Two Junctions with Relatively Simple Facilities
One is located in Abu Ghirab field and receives the gas and fluid from the Degassing Stations in Abu Ghirb.
After being collected at the junction, the fluid is transported to Buzurgan CPF, and the natural gas to the
Power Plant near Buzurgan CPF for power generation. The other Junction is located in Fauqi field and
receives the fluid from the Degassing Stations in Fauqi, which is collected and transported to Buzurgan CPF
for processing.
 One BUT
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One BUT, which called Burzurgan Terminal (BUT), near Buzurgan field for centralized processing of the
fluid from 2 Junctions and Degassing Stations, including desalting, dehydration, storage, metering and
export.
In addition, electricity used in the Missan Oil Field is mainly supplied by the National Power Plant near
BUT.
 One Natural Gas Plant
One natural Gas Treatment Plant in BUT terminal South New Area, processing the natural gas from the
degassing stations and BUT facilities including Gas receiving unit, Gas boosting units, Sulphur removing
units, Heat supply unit, Sulphur recovery unit ,RO water supply unit and water circulation unit.
 One Fresh Water Treatment Plant
One fresh water Plant in BUT South New Area is under construction, process the water form Tigris river, the
water was designed to be pumped from the pump station to BUT through 24” ductile pipe, the total capacity
is 11300/d, including deoxygenation water for water injection, purified water for firewater and fresh water
consumable, demineralised water for BUT and Natural Gas Plant.
 One water Injection Station
One water injection station which is under construction, will receive the treated water from existing oily
water treatment plant Train A and deoxygenated water from fresh water treatment plant, with a water
injection capacity of 14800 /d, including 3 sets of water feed pumps(320/h) and water injection
pumps(320/h).
1.2.2 Project Description

One Oily water Treatment Plant in BUT South New Area was finished construction, process the oily water
from slug catchers, desalters, wash tanks, etc. in BUT. Train A with the capacity of 10000m³/d has been
finished, and future train B with the capacity of 10000m³/d is under biding. The system has tie-in points to
allow the addition of treatment equipment in 3000m³ /d DGF OWTU.
Process flow is as below:
Oily water from crude oil system→3000m³ control-storage tank(two sets)→inlet pump (three sets) →
coalescing oil separator (two sets) →parallel plate skimmer vessel (two sets) → gas stripping column (two
sets) →gas stripping column pump (four sets) →walnut shell filter (three sets) →double medium filter (six
sets) → Water Injection Station.
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Layout of Existing Facilities is as below
TRAIN B TRAIN A
OWTU
Notes:
The red frame area refers to the main scope of work of 3000m³ /d DGF OWTU.
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This scope of WORK defines new facilities of 3000m³ /d DGF OWTU. The CONTRACTOR shall ensure
that the facility shall be fit and suitable for the intended purpose, (attaining without limitation the guaranteed
performance requirements) as evidenced by, or reasonably inferred from, the CONTRACT. The
CONTRACTOR shall perform all such WORK, supply all such Plant and EQUIPMENT, and provide such
services not specifically mentioned in the CONTRACT but which can be reasonably inferred from the
CONTRACT as being required for the proper execution of the WORK and the proper performance of the
facilities.
The following are the standard specification for treated water:
No. Item Unit Value
Total waste water

1 /d 3000m³
volume
2 Flow rate /h 100~125
3 Oil content mg/L ≤5
4 Intercepted solids size μm ≤5
5 H2S ppm ≤ 30
6 Ph 6~8
Note: There could be dissolved hydrogen sulphide (H2S) value abound in the Buzuragn and Fauqi produced
water by COMPANY. The injection specification for the diatomic sulphide is not specified by COMPANY,
the CONTRACTOR shall review and confirm the injection specification for the diatomic sulphide during
next phase. Sulphur removal treatment is necessary for BUT and Fauqi.
Train A with the capacity of 10000m³/d has be finished, and train B with the capacity of 10000m³/d is under
biding. The facilities (tanks and pools) has been designed to accommodate additional oily water in 3000m³ /d
DGF OWTU. The system has tie-in points to allow the addition of treatment equipment in 3000m³ /d DGF
OWTU.
The basically process of 3000m³ /d DGF OWTU for BUT is as follows:
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Water from 2×3000m³ control-storage tank (existing)→feed pumps(purchased by Owner)→coiled pipe

reactor (purchased by Owner)→dissolved gas flotation unit(purchased by Owner) → buffer tank (newly
built)→ buffer pumps (newly built)→ gas stripping column (existing)→ gas stripping column pumps
(existing) →filter package skid (existing) →filter package skid(purchased by Owner) →the water Injection
Station (existing)
Sludge tank(newly built)→ Sludge pump(newly built)→ sludge truck loading
Chemical tank(newly built)→ chemical dosing pump(newly built) → pipe reactor/pipe
Nitrogen vent gas from sludge tank & buffer tank→ vent gas treatment unit(newly built) → vent gas pipe
The other oily water treatment facilities shall be skid mounted.
1.3 Scope Of Work
1.3.1 Process System
 Feed Pumps(Purchased By Owner)

 Coiled Pipe Reactor (Purchased By Owner)
 Dissolved Gas Flotation Unit(Purchased By Owner)
 Buffer Tank (Newly Built)
 Buffer Pumps (Newly Built)
 Filter Package Skid(Purchased By Owner)
 Sludge Tank
 Sludge Pump
 Chemical Tank
 Chemical Dosing Pump
 Pipe Reactor/Pipe
1.3.2 Civil & Structural
 CONSTRUCTION SITE clearing, stripping and grading;
 CONSTRUCTION SITE bulk earthworks;
 Slope stabilization and erosion control works;
 Paving works;
 Road works;
 Civil aspects of rain, oily water and aqueous effluent drainage, collection and disposal
systems;
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 Civil aspects of the effluent treatment Facilities;
 Civil aspects of the sewage collection and treatment systems;
 Underground cable trenches;
 Duct banks for underground cables crossing roads;
 Trench for pipeline;
 Firewater discharge pits;
 Temporary storage area to hold fresh water or treated water (if applicable); Container area;
 Piling (if applicable);
 Concrete foundations;
 Perimeter fencing and security gates;
 Bridge culverts and road underpasses;
 Construction access and temporary Construction facilities (onsite and offsite);
 Landscaping and final ground surface treatment ( shall be cement, gravel or subbase);
 Safety sign of operation site.
 Pump shelter ;
 Steel frame structure.
1.3.3 Equipment and Piping
 Maximisation of safety of personnel, facilities and EQUIPMENT

 Segregation of hazardous and non-hazardous facilities, EQUIPMENT and processes
 Establish spatial relationships between facilities and EQUIPMENT to minimise inter-
connecting piping
 Ensure operability, availability and maintainability of facilities and EQUIPMENT
 Ensure constructability of the facilities
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 Ensure layout of EQUIPMENT and piping in the facilities will meet and/or exceed the
requirements set forth in the codes, standards, regulations and general specifications adopted
in this WORK
 Operation and maintenance provisions include, but are not limited to, the following:
 Providing sufficient personnel access, ladders and platforms around facility and
EQUIPMENT
 Providing sufficient access for mechanical handling devices, e.g. cranes
 Dedicated laydown areas for maintenance activities
 Break-out flanges to facilitate the removal of facility and EQUIPMENT
 Access provided at each area to allow the removal/maintenance of facility and
EQUIPMENT
 Monorails, lifting beams, pulling and extraction aids provided wherever necessary
 Sun-shades / open-sided shelters over facilities and EQUIPMENT wherever necessary for
regular maintenance
 Providing sufficiently clear and visible signs and labels for facility, EQUIPMENT and
piping, and associated safety access in and around the whole facility
 Escape routes in and around the whole facility
1.3.4 Electrical and Power
 Power for electrical equipments in 3000m³/d DGF Oily Water Treatment is supplied from
33kV substation in the south of fresh water plant.
 The low voltage switchgear shall be installed in the 33kV substation.
 Power shall be distributed in the Substations at 400V. It will be confirmed in detail design
phase.
 Unless otherwise specified distribution and utilisation voltages shall be confirm CMIT-785-
ELE-15.03-13001, Electrical General Design Specification.
 The existing uninterruptible Power Supplies (UPS) will provide power to critical loads
including the DCS and other safety related systems.
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1.3.5 Instrumentation and Controls
 There is an existing Process Control System (PCS), Spare room for installing the SCS
cabinets has been considered by Company. The new Station Control System (SCS) shall be
expanded basis on existing system by contractor. The expansion of SCS includes the
following system: the Distribution Control System (DCS), the Emergency Shutdown System
(ESD), and the Fire and Gas (F&G) System. The operator station shall be equipped in
accordance with the SCS.
 The DCS shall form the core of the monitoring and control system to which all the IAS
elements including sub-systems shall communicate. The DCS provide a single operator
window for all process and safeguarding operations including package systems.
 All the devices of the instrumentation and control system shall refer attachment 10 the
approved vendor list for more details. Constructor shall complete the instrumentation and
controls work according to the bid document requirement
 There is an existing Process Control System (PCS), Spare room for installing the SCS
cabinets has been considered by Company. The new Station Control System (SCS) shall be
expanded basis on existing system by contractor. The expansion of SCS includes the
following system: the Distribution Control System (DCS), the Emergency Shutdown System
(ESD), and the Fire and Gas (F&G) System. The operator station shall be equipped in
accordance with the SCS.
 The DCS shall form the core of the monitoring and control system to which all the IAS
elements including sub-systems shall communicate. The DCS provide a single operator
window for all process and safeguarding operations including package systems.
 All the devices of the instrumentation and control system shall refer attachment 10 the
approved vendor list for more details. Constructor shall complete the instrumentation and
controls work according to the bid document requirement.
1.3.6 Telecommunication
Telecommunication system for this unit has been considered in plant telecommunication system
1.3.7 Fire and Gas
 Fire alarm control panels;

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 Flammable gas detectors;
 Flame detectors;
 Heat detectors;
 Smoke detectors;
 Manual alarm call points;
 Flashing beacons.
 Passive and manual fire protection systems shall include the following:
 Passive fire protection systems;
 Portable fire extinguishers;
 Self-contained breathing apparatus;
 Miscellaneous hand-held fire fighting EQUIPMENT.
2.0Project Management System
2.1 Key project objectives and value drivers

Objectives and value drivers for the 3000m3 Water Treatment Skid EPC project are as follows:
 HSSE/Technical Integrity: Zero incidents
 Quality; Meeting project premises
 Schedule; Project delivery of time
 Cost ; Project delivery on budget
 Local Content; developing professional skills. knowledge and competency of local staff
Execute the project with no accidents, no harm to people or damage to

the environment. Manage and design to avoid environmental impacts,
Health, Safety &
minimise the use of resources, and manage the residual impacts of
Environment
waste, emissions and discharges.
Create collaborative relationships with all project stakeholders.
Increase National content
Stakeholders
Deliver the project on time, economic value and minimising
disruptions to existing operations, meeting schedule and milestone
Project Delivery
dates.
Deliver facilities that are operationally integrated to the existing ones,
and that have long term reliability and incorporate lessons from
Operability
previous Developments.
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Whenever possible, advantage will be taken of synergies with existing facilities and infrastructure.
2.2 Critical success factors

key importance to the successful completion of the project:
 The project is executed without any unwanted incidents
 The project is delivered with full compliance to work environment and safety requirements for
operation and maintenance of the delivered modifications
 Use Local Content capability and develop local stakeholder relationships
 Clarity on the technical standards proposed and accepted..
2.3 Organization Chart
Please find attached the organization chart of 3000 M3 WATER TREATMENT SKID EPC delivery team by
Basrah Eurolane Company (BECO).
Project Organization Execution Chart
Overall Organization Chart for BECO
A dedicated project team will be established. The project team will have overall responsibility for the project
execution and will establish all necessary technical, financial, management and administrative resources
required to execute the project. All interfaces with other departments will be managed by the project team.
The support required from other departments such as safety, quality, Infrastructure, Logistics, Contracting &
Procurement, will be coordinated by the project team.
The Project team organization follows largely the contracting strategy of the Project. Project delivery will be
driven by project. Discipline leads in Engineering, C&P, Project Control, construction, logistics, admin,
HSE, QA/QC and CSU will provide cross project services to ensure consistent application of design
standards meeting Client requirements.
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The main responsibilities for each of the Project team are listed below;
Project Manager
 Accountable for the all aspects of the project, in particular the HSE, schedule, quality and budget
targets
 Coordination and interface management between the team.
 Undertake Integrated Scheduling & Execution Management with all Project functional disciplines in
accordance with agreed baseline schedule
 Management of site activities by monitoring and providing guidance and coordination with Client on
ongoing issues related to permits, field entry and local community issues,
 Overall technical responsibility
Project Engineering
 Deliver Fit for Purpose Design

 Undertake Technical Audit & Review of Fit for Purpose Design
 Liaise with Field Operations, Security, HSE, Logistics and Construction on technical design to
complete the Engineering
 Deliver flawless integration of design
 Timely issue Design Deliverables and compiled Work Packages to Construction as per agreed
project baseline schedule
 Deliver Technical Input and Review related to Procurement datasheets, Design Service contracts and
Fabrication/Construction Contracts
 Support the provision of information for stakeholder engagement
 Provide discipline engineering support for the development of the construction schedule Decision
making authority resident in the field
 Resolve field raised design queries
 Undertake site verification as and when required to assure construction compliance in accordance
with design intent
Contracts & Procurement
 Prequalification of vendors and construction contractors.

 Monitor procurement activities.
 Ensure all ITTs and RFQs are compliant with client policies and standards.
 Deliver and support fit for purpose procedures and processes
 Monitor site C&P management through on-site client C&P representative. Intervene as and when
required to maintain adherence to contractual obligations applicable to PIL and all construction and
field services contracts
 Support Client audits and review requirements, including the provision of information for
stakeholder engagement
Project Services
 Deliver up-to-date project budget, VoWD expenditure and forecasts including trending and risks
 Deliver the Schedule including overview of trends and risks
 Deliver up-to-date integrated Project baseline schedule including overview of trends and risks
 Support client audit and review requirements, including the provision of information for stakeholder
engagement
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QA/QC
Provide Quality Management for this project across all phases of the, Support and deliver Project Quality
needs as per the PQP and conduct PQHC, Audit & Review support in accordance with Project Assurance
Plan and Project Quality Delivery Plan (PQDP) and provide Inspection Services through dedicated third
party inspection services inside and outside Iraq.
HSSE
 Deliver the HSE policy, standards and procedures for the Project and narrate the HSE sections in
contractual documentation, such as the construction contracts
 Contribute to the tender evaluation on HSE for all service contracts
 Assess Regulatory Requirements and develop the permit requirements for the Project in a timely
manner to maintain project delivery schedule
 Contribute in the regular HSE project meetings through project delegate
 Plan the HSSE pre-mobilization and start of construction audits for all sub-contractors
Construction
 Develop the Construction schedule

 Manage contractor to establish early construction readiness prior to mobilization of the construction
contractors
 Contribute to constructability 3D model review
 Accountable to project delivery lead
 Deliver the construction and pre-commissioning as per the agreed baseline schedule Delegated
Contract Management responsibility for all site activities
 Coordinate with Operations the all pre-construction preparations
 Work with team to ensure all site activities by construction contractors are fully aligned with each
other and with the overall project schedule.
 Support commissioning (labor & tools) to conclude commissioning activities in accordance with the
baseline schedule
 Support Operations (labor & tools) for safe re-introduction of hydrocarbons
 Manage SIMOPS in collaboration with Operations.
 Manage construction liaison with Client
 Deliver incident reporting and carry out incident investigation; maintain HSSE statistics and perform
trending and risk assessments
 Participate in weekly home office dial-in to progress the scheduled site work
 Participate in daily construction calls with home office, once contractors are mobilizing to the field
OR&A
 Deliver the commissioning ITR’s for equipment/package health checks and organize/undertake the
site inspections
 Deliver the flawless start-up plan and execute accordingly to ensure all conditions are met by
Projects
 Manage all interfaces within the Operations function
Logistics
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 Develop Logistics Strategy and select qualified logistics contractors covering the delivery of project
equipment and materials from ex-works to site and into storage. This includes:
 Inspection at source
 Packaging and sea fastening standard and procedures
 Warehousing and material control
 Preservation
The following KEY PERSONNEL who will execute the WORK are critical for the Company, and will be
APPROVED by the Company prior to start of CONTRACT:
 Project Manager
 HSE Manager
 Assurance Manager
 QC Manager
 Engineering Manager
 Project Controls Manager
 Procurement Manager
 Construction Manager
 COMMISSIONING / START-UP Manager
 Additional KEY PERSONNEL shall include, but are not limited to, the following:
 Lead Process Engineer
 Lead Civil and Structural Engineer
 Lead Piping Engineer
 Lead Electrical Engineer
 Lead Instrument and Control Engineer
 Lead Painting and Insulation Engineer
 Lead Rotating Equipment Engineer
 Lead Welding and NDT Engineer
2.4 Project Management System
2.4.1 General
This PEP will ensure that adequate communication, co-ordination and controls are in place to facilitate safe,
successful and timely delivery of the Project scope. The PMP is a live document and will be updated as
applicable.
Key project objectives and value drivers
Objectives and value drivers for OF 3000 M3 WATER TREATMENT SKID EPC Project are as follows:
 HSSE/Technical Integrity
 Quality
 Schedule
 Cost
Critical success factors
Key importance to the successful completion of the project:

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 The project is executed without any unwanted incidents

 The project is delivered with full compliance to work environment and safety requirements for
operation and maintenance of the delivered modifications
 Use Local Content capability and develop local stakeholder relationships
 Clarity on the technical standards proposed and accepted.
2.4.2 Office and WORK locations;

All the contract activities will be managed from our head office which located in Iraq as well as to our site
office which will be as the central operation room which located at MISSAN Oil Field.
The execution of project will be undertaken by the project team of CONTRACTOR with technical support
provided by Headquarters. The Basrah office of CONTRACTOR will be designated as the Home Office and is
fully responsible for the overall project management and control of procurement, construction
management and quality management support. COMPANY interface will be based in MISSAN Oil Field.
The Project Team of CONTRACTOR will be headed by the Project Manager (PM). The project start-up phase
will involve the prompt mobilization and assignment of project personnel to review contractual
requirements, engineering construction packages and establish specified Project procedures.
BECO Offices & facilities:
Administrative assistants will provide support for all types of organizations and businesses and staff
members. Their duties include general clerical tasks, such as drafting documents and answering telephones,
as well as administrative jobs, including scheduling and project management.
2.4.3 CONTRACT Administration
Regular meetings between COMPANY and CONTRACTOR shall be held on intervals and dates set by
COMPANY and as often as is necessary for the purpose of keeping all parties fully informed with respect to
the progress of the WORK and for discussing technical subjects and resolving issues which may arise in the
execution of the WORK. COMPANY shall advise the scheduling of meetings. Meetings shall be conducted
in English and the Minutes of Meeting shall be issued in English Language, with a appropriate translation if
required, following agreement and signature by both COMPANY and CONTRACTOR
REPRESENTATIVE.
It is the intent of the Contractor that project controls (related to project estimating, reporting and forecasting
of cost and schedule and risk management) will be executed using standard processes/procedures as
documented in our Project Controls Plan. These systems, tools, processes and procedures will satisfy the
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project control requirements and principles as specified in Contract. If required CONTRACTOR will
request the COMPANY standard procedures to ensure alignment with CONTRACTOR procedures. The
CONTRACTORS PEP and supporting procedures are subject to approval by the COMPANY. Where the
CONTRACTOR PEP and Project Controls processes and procedures do not meet COMPANY requirements
the CONTRACTOR will amend their processes/procedures to meet these requirements
ADMINISTRATION INSTRUCTIONS AND PROJECT CONTROLS describes the procedures that will be
used and specific Project Control Procedures will be submitted to the COMPANY for approval and
thereafter used jointly by the COMPANY and the CONTRACTOR in administering the CONTRACT. The
CONTRACTOR will ensure that where other joint procedures are not comprehensively set out, such
procedures will be developed by us and agreed with the COMPANY in a manner that facilitates the timely
execution of the WORK in accordance with the CONTRACT.
2.4.4 Subcontracting and Subcontract Administration;
The various aspects of the project such as Engineering, Procurement, Construction, QA/QC, Commissioning,
will be undertaken By the Contractor.
Subcontracting strategy plan will be prepared to assess the need to subcontract any element of the scope.
However, Basrah Eurolane Company (BECO) is capable to execute the full scope of work. The objective of
the contracting strategy is to select contract types, contractor(s) and contractor remuneration scheme that will
be economically most beneficial to the Company. (“Economically most beneficial” means that Company
requirements are met in terms of quality and schedule at the lowest possible life cycle costs). Thus the
contracting strategy adopted for the various phases of the project will takes into account the following key
drivers:
 HSSE & SP
 Technical integrity
 Venture Partner relationship
 Schedule
 Cost
The contracting strategy for critical long lead items procurement and construction aspects of the project is
based on the use of Contractors with whom responsibility for quality assurance and control is placed.
Contracts were/will be competitively tendered on a lump sum basis to maximize cost certainty and minimize
administration.
We always try to choose a subcontractor that has previously been prequalifies and has a successful working
track record. We conduct a formal prequalification process. A key area of prequalification is a
subcontractor's financial data. Other targets of prequalification review include safety management history,
technical capability, previous working experience & most importantly quality performance.
We conduct a formal technical/commercial evaluation process that ensures chosen subcontractor has
capability to execute the work on time and within agreed budget without compromising on safety and
quality. This includes reviewing proposed execution plan, Work history, including the type of work done,
jobs completed, safety performance record, quality objectives, & compliance with Client and international
code and standards.
2.4.5 H&S Management
Control of work is very important aspect of our ongoing operation. Stop Unsafe Work” policy is in place that
encourage everyone interfere if unsafe act is permitted - if someone is doing something that we think is
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unsafe, everyone are encouraged to speak out about your concerns and “Stop the Work” until safety is
assured.
See attached sample HSE management Plan & Method Statement, it’s includes the following steps to control
works:
PLAN ahead to get the job done safely .When working from heights, such as ladders, scaffolds, and roofs,
employers must plan projects to ensure that the job is done safely. Begin by deciding how the job will be
done, what tasks will be involved, and what safety equipment may be needed to complete each taken
estimating the cost of a job, we include safety equipment, and plan to have all the necessary equipment and
tools available at the construction site and train everyone to use the equipment safely. Risk assessment &
hazard identifications is conducted on a daily basis and as required to ensure the safety practice of our
employees - see attached sample of risk assessment sheet and JSA for some of our projects.
Zero accident tolerance policy is in place and contains the followings:
 All endeavors to adopt a zero accident tolerance attitude to any occurrence threaten the Health,
Safety & Environment of our work force and the general public. The management is committed to
achieving and sustaining "ZERO ACCIDENT TOLERANCE" through continues improvement
practices.
 No Workplace Injuries and Occupational Diseases.
 No Accidents.
 Promote HSE as an integral part of our day –to-day activates.
 Spread Health, Safety and Environment plan throughout the organization.
 Enhance employee awareness and involvement in Health, Safety & Environment program
implementation.
 Optimize the use of continuous improvement practices as the basis for "Zero accident tolerance"
initiative.
 Eliminate all Environmental impacts aspects.
Throughout the execution of project, HSE will be the key theme for all of the work performed. HSE is
embedded throughout the BECO Group as a core value that is underpinned through a philosophy of
continuous improvement and demonstrated safety leadership across every level of our organisation.
Tenderer considers health, safety, and environmental protection as essential for all our activities from
conceptual design and engineering through to project execution and commissioning. Tenderer believes that
HSE excellence enhances productivity and quality. Each individual has a personal responsibility for his or
her own safety and the safety of others, and no business objective takes priority over minimising risks to
personnel and our impact on the environment.
Within the first month after the project is kicked-off, a project specific HSE Plan will be developed to
address all HSE requirements during execution of project. The HSE Plan will cover HSE Policies, programs,
systems, procedures, standards, controls, etc for management of HSE activities. The HSE Plan shall be
approved by both COMPANY and Tenderer’s Project Sponsor, and will be effectively implemented. The
HSE Manager in the Project Management Team will ensure that the dedication of the key personnel is at a
level consistent with the objectives and will propose HSE indoctrination sessions or HSE training program,
whenever necessary.
Control of work is very important aspect of our ongoing operation. Stop Unsafe Work” policy is in place that
encourage everyone interfere if unsafe act is permitted - if someone is doing something that we think is
unsafe, everyone are encouraged to speak out about your concerns and “Stop the Work” until safety is
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assured. See attached sample HSE management Plan & Method Statement, it’s includes the following steps
to control works:
PLAN ahead to get the job done safely .When working from heights, such as ladders, scaffolds, and roofs,
employers must plan projects to ensure that the job is done safely. Begin by deciding how the job will be
done, what tasks will be involved, and what safety equipment may be needed to complete each task. When
estimating the cost of a job, we include safety equipment, and plan to have all the necessary equipment and
tools available at the construction site and train everyone to use the equipment safely. Risk assessment &
hazard identifications is conducted on a daily basis and as required to ensure the safety practice of our
employees - see attached sample of risk assessment sheet and JSA for some of our projects.
Zero accident tolerance policy is in place and contains the followings:
1) All endeavors to adopt a zero accident tolerance attitude to any occurrence threaten the Health, Safety &
Environment of our work force and the general public. The management is committed to achieving and
sustaining "ZERO ACCIDENT TOLERANCE" through continues improvement practices.
2) No Workplace Injuries and Occupational Diseases.
3) No Accidents.
4) Promote HSE as an integral part of our day –to-day activates.
5) Spread Health, Safety and Environment plan throughout the organization.
6) Enhance employee awareness and involvement in Health, Safety & Environment program
implementation.
7) Optimize the use of continuous improvement practices as the basis for "Zero accident tolerance" initiative.
8) eliminate all Environmental impacts aspects.
The Health and Safety objectives for BECO are:
 To provide a safe work environment for employees
 To meet client health and safety expectations
 To comply with applicable occupational health and safety laws and regulations
 To minimize injury related liability
The Health and Safety Management System (HSMS) for BECO provides a set of Corporate Standards that
represent the minimum requirements for operations within all BECO’s Corporation entities.
Responsibilities
All employees have responsibility for accident prevention and compliance with corporate and regulatory
standards. Ultimate responsibility for program implementation lies with line managers. The HSMS is
directed toward Project Managers and Superintendents for field projects and Office Managers for fixed site
offices..
Management
BECO Management is responsible for:

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 Commitment to the protection of employees
 Compliance with regulations
 Only accepting work that can be performed safely and stopping work that is unsafe for BECO
employees Support for Health and Safety
 Enforcement – negative consequences of at-risk behavior
 Budget, and maintaining adequate safety staffing
Project Managers
Project Managers are responsible for:
Establishing and enforcing safety requirements to protect:
 Employees
 Public
 Subcontractors
 Environment
 Creating a Safe Work Plan (SWP) or Health and Safety Plan (HASP) for all field projects
 Meet Client health and safety expectations
 Obtain technical support from health and safety professionals
 Enforcement of project safety requirements
 Promote and reinforce safe behaviors
 Only accepting work that can be performed safely and stopping work that is unsafe for BECO
employees
Employees
BECO employees are responsible for:
Working Safely – following:
 BECO Health and Safety Program
 BECO Project Health and Safety Plan (HASP) / Safe Work Plan (SWP)
 Client health and safety requirements
 Reporting unsafe work conditions, injuries, and other environmental, health and safety incidents
 Performing only work for which you are qualified and trained
 Demonstrating your concern and commitment to you co-workers’ safety by intervening if anyone
observe at-risk behavior
HSE Manager
HSE Manager is responsible for:

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 The BECO Health, Safety, and Environment Program including the Safety Management Standards
(SMS)
 Ensuring SMSs are reviewed at least annually and updated as needed.
HSE Manager will assign SMSs to be reviewed by Corporate, or subject matter experts to review and
determine if the SMS meets current best practices and regulatory requirements. All SMS are reviewed and
approved by the Manager Director. Changes to SMSs are posted on the BECOU HSE website and email
notification sent to HSE Representatives.
Communication with BECO Management regarding health and safety including safety performance metrics,
recommendations, program changes, and key incidents
Management of the health and safety training, incident recordkeeping, and medical surveillance programs
Providing direction to BECO corporate and regional health, safety, and environmental managers
Corporate Health, Safety, and Environment Managers
Each BECO division will have a Corporate Health, Safety, and Environment manager with responsibility for:
 Communication and implementation of the health, safety, and environment program within their
areas of responsibility
 Providing technical leadership in regard to safety, occupational health, and regulatory compliance.
 Conducting office and field audits to evaluate safety and health compliance
 Assist Regional Health, Safety, and Environment Managers regarding training, safety plan review,
and program enforcement
Provide support for:
 Training
 Medical surveillance
 Health and Safety Management
 Incident Reporting
 Serving as the point of contact for health and safety communication
 Maintaining health and safety records
 Implementing Safety Management Standards within BECO operations
Contractors
Responsibilities:
 Comply with all HSE requirements of BECO and the contract.
 Proactively identify, assess, and manage HSE hazards associated with their scope of work on the
project in order to provide work methods acceptable to the project.
 Comply with all applicable statutory acts, regulations, and codes of practice.
 Implement the project contractual requirements and the requirements of their own procedures and
work methods.
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 Include HSE as an agenda item for all contractor management meetings.
 Monitor execution of the work scope to support the consistent application of safe work methods.
 Provide to BECO documentary evidence that their HSE system and safe working procedures
conform to and are equal to or exceed those set by BECO.
Tasks:
 Analyze their work scope to identify and assess HSE hazards and to provide for the development of
safe work methods.
 Provide or ensure that skills and other relevant training is provided, in a structured and documented
manner, for all personnel for whom the contractor is responsible.
 Provide or ensure that all personnel are supplied with and trained in the correct use, fitting, and
maintenance of personal protective equipment.
 Audit and inspect the worksite to correct nonconformance with safe work procedures and identify
improvements to work methods.
Administration Manager/Office HSE Coordinator
Tasks:
 Conduct regular housekeeping inspections.
 Allocate, nominate, and verify appropriate training for emergency personnel.
 Verify that all office layouts conform to HSE requirements.
 Verify that procedures and work are undertaken with no injury to persons or damage to equipment.
 Perform/assist with orientations for employees and visitors.
Terms & Definition:
Terms Explanation
Auditor An auditor is a person who collects evidence in order to evaluate

how well environmental management systems meet requirements.
Audit An audit is an evidence gathering process. Audit evidence is used

to evaluate how well audit criteria are being met. Audits must be
both objective and independent and the audit process must be
both systematic and documented.
Accountability To be answerable for a particular activity or action to a particular

entity
Authority Is the right to make a decision or take an action
Acceptable Risk A risk is acceptable if it has been reduced to a level that our
organization can tolerate given its occupational health and
safety (OH&S) policy and its legal obligations.
Continual Continual improvement is a recurring process that enhances

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Improvement an organization’s OH&S management system and improves

its overall OH&S performance. Continual improvements must
be consistent with the organization’s OH&S policy and can
be achieved by carrying out internal audits, performing
management reviews, analyzing data, and implementing
corrective and preventive actions.
Conformity Conformity is all about meeting requirements. ISO 14001 2004 Part 4
lists many environmental management requirements. If your
organization meets these requirements, you can say that it conforms
to these requirements.
Corrective actions Corrective actions are steps that are taken to remove the causes of an
existing nonconformity. Corrective actions address actual problems.
In general, the corrective action process can be thought of as a
problem solving process.
Document When information is placed on a medium it becomes a document. In

this context, the term medium usually refers to paper. But it can also
refer to electronic, magnetic, or optical disks. A set of documents is
often referred to as documentation.
Environment The term environment refers to an organization’s natural and human

surroundings. An organization’s environment extends from within the
organization itself to the global system, and includes air, water, land,
flora, fauna, as well as human beings.
Hazard A hazard is any situation, substance, activity, event, or

environment that could potentially cause injury or ill health.
More precisely:
Hazardous situations can cause injury or ill health.

Examples of potentially hazardous situations include slippery or
uneven walking surfaces, cramped working conditions, badly
ventilated areas, high altitudes, noisy locations, poorly lit areas, and
confined spaces.
Hazardous substances can cause injury or ill health. Examples of

potentially hazardous substances include corrosive and toxic
chemicals, flammable and explosive materials, dangerous gases
and liquids, radioactive substances, particulates, poisons, bacteria,
and viruses.
Hazardous activities can cause injury or ill health. Examples

of potentially hazardous activities include dangerous tasks, unnatural
movements and postures, heavy lifting, repetitive work, interpersonal
conflicts, bullying, and intimidation.
Hazardous events can cause injury or ill health. Examples

of potentially hazardous events include explosions, implosions,
collisions, vibrations, fires, leaks, releases, chemical reactions,
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electric shocks, falling objects , loud noises, structural

breakdowns, software failures, equipment malfunctions,
and unscheduled shutdowns.
Hazard Hazard identification is a process that involves recognizing that

Identification an OH&S hazard exists and then describing its characteristics.
Ill Health Ill health is an adverse physical or mental condition. In order to

qualify as an occupational health and safety problem, an adverse
physical or mental condition must be identifiable and be caused
or aggravated by a work activity or a work related situation.
Incident An incident is a work related event during which: injury, ill health,
or fatality actually occurs, or injury, ill health, or fatality could have
occurred.
An accident is a type of incident. It is a work-related event

during which injury, ill health, or fatality actually occurs.
It is a type of incident (see 1, above).
A close call, near miss, near hit, or dangerous occurrence

is also a type of incident. It is a work-related event during
which injury, ill health, or fatality could have occurred,
but didn’t actually occur (see 2, above).
Interested party An interested party is a person or group that has a stake in the
OH&S performance of an organization. Interested parties may
be directly affected by the organization’s OH&S performance
or actively concerned about it. They come from both inside
and outside of the workplace.
Internal audit Internal audit is a systematic evidence gathering process that is

carried out in order to evaluate how well an environmental
management system meets a set of audit criteria established by the
organization. Internal audits must be independent, objective, and
impartial.
Management system A management system is a network of interrelated elements.

Elements include responsibilities, authorities, relationships,
activities, functions, processes, practices, procedures, and resources.
A management system uses these elements to establish policies and

objectives and to develop ways of applying these policies and
achieving these objectives.
Nonconformity Nonconformity is the non full-filaments of a requirement or a

deviation from a standard. When an organization fails to meet
requirements or deviates from a standard, a nonconformity exists.
Accordingly, any deviation from the OHSAS 18001 standard is a
nonconformity.
Occupational When OHSAS 18001 uses the term occupational health and
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Health & Safety safety, it refers to all of the factors and conditions that:
affect health and safety in the workplace, or could affect health and
safety in the workplace.
Occupational health and safety (OH&S) factors affect employees

(permanent and temporary), contractors, visitors, and anyone
else who is in the workplace.
Occupational An occupational health and safety management system (OHSMS)

Health & Safety is used to establish an OH&S policy and to manage OH&S risks. An
Management organization’s OHSMS is one part of a larger management system.
System
A management system, including an OHSMS, is a network of
interrelated elements. These elements include responsibilities,
authorities, relationships, functions, activities, processes, practices,
procedures, and resources. A management system uses these
elements to establish policies, plans, programs, and objectives
and to develop ways of implementing these policies, plans, and
programs, and achieving these objectives.
Occupational OH&S objectives are OH&S performance goals that organizations

Health & Safety set for themselves and wish to achieve. Your organization’s OH&S
Objective objectives should be both measurable and consistent with its
OH&S policy.
Organization An organization is a company, corporation, enterprise, firm,

institution, or authority. Organizations can be either incorporated or
unincorporated, and can be either privately or publicly owned. It can
also be a single operating unit or part of a larger entity. However, an
operating unit or part of a larger entity must have its own functions
and administration in order to count as an organization..
Occupational OH&S performance is all about results. It’s all about how well
Health & Safety organizations manage their OH&S risks and the results they actually
Performance achieve. In order to be able to determine how well OH&S risks are
being managed, OH&S performance must be measurable. You can
measure your organization’s OH&S performance by measuring the
effectiveness of your controls and by comparing your OH&S results
and achievements against your OH&S policy, objectives, or any
other suitable OH&S performance requirements.
Occupational An organization’s OH&S policy statement expresses a commitment

Health & Safety to the implementation and ongoing maintenance of its OHSMS and
Policy the improvement of its overall OH&S performance. Your OH&S
policy should emphasize the need to prevent injury and ill health,
comply with all legal and non-legal requirements, and be appropriate
to the nature and scale of the OH&S risks that your organization
must deal with. In general, an OH&S policy should be used to drive
the implementation and maintenance of the OHSMS, to develop
OH&S objectives, and to encourage action.
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Preventive Action Preventive actions are steps that are taken to remove the causes of
potential nonconformities or other undesirable situations that have
not yet occurred. Preventive actions address potential problems.
In general, the preventive action process can be thought of as a
risk analysis process.
Procedure A procedure is a specified way of carrying out an activity

or a process. Procedures may or may not be documented.
A documented procedure describes and controls a logically distinct

process or activity, including the associated inputs and outputs.
Documented procedures can be very general or very detailed, or
anywhere in between. While a general procedure could take the
form of a simple flow diagram, a detailed procedure could be
a one page form or it could be several pages of text.
A detailed documented procedure defines and controls the work that

should be done, and explains how it should be done, who should do
it, and under what circumstances. In addition, it often explains what
authority and what responsibility has been allocated, which supplies
and materials should be used, and which documents and records
must be used to carry out the work
Product Result of a process and includes services.
Process A set of interrelated or interacting activities which transforms inputs

in to outputs.
Record A record is a document that shows what kinds of activities are

being performed or what kind of results is being achieved.
It always documents and provides evidence about the past.
Requirement A requirement is a need, expectation, or obligation. It can be stated

or implied by an organization, its customers, or other interested
parties. There are many types of requirements. Some of these include
OHSAS-18001 OH&S requirements, customer requirements, legal
requirements, and other management requirements
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Risk Risk combines three elements: it starts with a potential event,

and then combines its probability with its potential severity.
In the context of OH&S, the concept of risk asks two future
oriented questions:
What is the probability that a particular hazardous

event or exposure will actually occur in the future?
How severe would the impact on health and safety be

if the hazardous event or exposure actually occurred?
A high risk hazardous event or exposure would have both a

high probability of occurring and a severe impact on OH&S if
it actually occurred. A high risk event or exposure is one that
is likely to cause severe injury or ill health.
Risk Assessment A risk assessment considers the effectiveness of existing

OH&S controls and then evaluates the probability and the
potential severity of specific hazardous events and exposures. On the
basis of such an assessment, organizations decide whether or not the
risk is accept
Standard A standard is a document. It is a set of rules that control how people

use and manage materials, products, services, technologies,
processes, and systems. ISO's standards are agreements. ISO refers
to them as agreements a because its members must agree on content
and give formal approval before they are published.
Workplace A workplace is a physical location where an organization’s work is

performed. A physical location is an organization’s workplace only
if it is under its control. However, control may extend to work that
is performed while travelling, working at home, or at a customer’s
workplace. Regardless of where work is performed, organizations
must manage their OH&S risks
Managing Director
ORGNOGRAM
HSE Manager
Project Manager
Safety Staff
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PERMIT TO WORK SYSTEM
Permit must be obtained from the concerned authority while taking up job
1. Hot work permit – involving the use of naked flame, i.e. welding or cutting operation or use of
equipment which is not intrinsically safe, or any work which may generate a spark.
2. Cold work permit – general work neither involving nor capable of generating an ignition source.
3. Entry permit – involving entry in to tanks, pipelines, pits, vessels or confined spaces.
4. Vehicle entry permit – involving an unavoidable vehicle entry in to a restricted area.
5. Electrical work permit – involving work of electrical apparatus and equipment.
6. Excavation permit – involving the digging of a pit, trench or hole.
7. Application of a work permit – should be made, if possible, at least 24 hours prior to commencement of
work.
PERSONAL PROTECTIVE EQUIPMENTS
1. Use of safety helmet will be mandatory for all.

2. Use of safety shoe will be mandatory for all.
3. Wear eye protection wherever dust, heat, toxic fumes, welding light, concrete chipping, jet watering or
compressed air application
4. Wear protective gloves while handling sharp articles, hot material, Corrosive chemicals, welding,
cutting etc.
5. Wear safety belt wherever applicable i.e. working at heights, in a critical hanging position, where risk of
falling 2 meter and above.
6. Aprons must be worn while welding overhead.
7. Follow permit to work to decide the proper PPE required for your specific job.
8. Wear ear protection wherever noise level is 85dBA or above.
SCAFFOLDING
1. Standard metal pipes will be used for making scaffolding. Base plate shall be provided Size of 6”x
6”
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2. All components i.e. clamps joint pins will be compatible to the pipes to make sure a sound and safe
scaffolding is erected.
3. Competent and experience workmen will be deployed for the erection of scaffolding.
4. Every part will be fixed secured or placed to prevent accidental displacement as far as is practicable,
be rigidly connected to the building or structure, or be securely supported or suspended and braced
wherever necessary and provided with base plate of adequate size.
5. All scaffolding will be inspected by a competent person as well as by safety representative before
use.
6. All scaffolding pipes will be free from distortion, splits, excessive corrosion and rust.
7. Any faulty worn or damaged component will be scraped.
8. All scaffold boards will be free from splits decays and damage.
9. Board will rest evenly on their support and will not be extended making it unsafe, and consideration
of loads thickness, strength and weight likely to be placed upon them will be taken into account.
10. The boards will be fixed to all the platforms.
11. Guard rail will be fixed not less than 915mm and more than 1100mm above the working platform.
Toe boards shall be provided of 100 mm width at the bottom of working platform.
12. Incomplete scaffolding will be tag marked as un-safe for use.
13. After successful inspection by safety person it will be tag marked “safe for use” before use.
LADDERS
1. Ladders and step ladders will be maintained in good condition always.
2. Securely lash the ladder to a fixed point as near as the top as possible. Otherwise secure it at the
bottom to prevent it slipping or have somebody to foot it.
3. Make sure that no overhead power line is within your reach or reach of the ladder.
4. Metal ladder must not be used where there is a risk of accidental contact with live electrical
apparatus.
5. Do not over reach from a ladder. Keep it as close as possible to your working position.
6. Beware of wet or greasy slings.
7. Always install a ladder at 70˚ or 1: 4 with the wall or as near this position as possible.
CRANES
1. Proper entry passes will be Obtained / arranged.
2. Only authorized person may operate cranes.
3. Test all the controls before use and obey warning devices.
4. Follow signal by one person only to avoid confusion.
5. Never place the crane blocking the passage.

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6. Never ever exceed the safe working load of the crane remember to add the load of lifting tackles on
to that load.
7. See that load is free and not stuck any where before lifting.
8. Lift the load slightly and halt to make sure that crane and brake can take load and there will be no
excessive swing because the lift is not vertical.
9. Lift and lower gently making sure the load is clear of obstruction.
10. If load is not lifted properly lower it and re-adjust it properly.
11. Don’t keep the load suspended for prolonged period or never keep it un-attended.
12. Avoid/restrict use of crane during night time and high winds.
13. Necessary work permit must be obtained before any critical lift.
LIFTING APPLIANCES
1. Necessary tests certificates to be arranged for specified lifting tools tackles. Do not use faulty or
damaged tools tackles. If you found any faulty tool tackle report it to your supervision.
2. Never overload any lifting tackle. If in doubt about the weight of load ask your supervisor.
3. Never tie a knot in a chain to make it shorter.
4. Look visually for any links or twists in chain or sling.
5. Check that support used to suspend tackles is strong enough or have necessary certification.
6. Use wood or other suitable packing to protect the slings against sharp edges of the load.
7. Do not drag the load, position the hook in the center of the load.
8. Check that load is free from any obstruction before lifting.
9. Keep your hand free from slings before the lift begins and stay clear.
10. Return all lifting tackles to store after use.
11. Store the lifting tackles carefully for their long life.
POWER TOOLS
1. Before using any electric power tool, run it for few minutes to check the condition and make sure
that tool is in good order, look for signs of overheating or any irregular noises. Inspect the cable for
any damaged insulation and connection.
2. Use the right tool for the right job.
3. Electric cables must be kept free for oil grease, getting wet.
4. Cables be installed properly if possible overhead.
5. Make sure to have proper length of extension cable do not stretch the cable.
6. Do not lift on drag power tools by their cables.
7. Check for tightness, all joints in air hoses to compressed air tools.
8. Do not drop the grinding machines; it may damage the wheel, which may cause accident.
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9. Never force a portable grinder against the work as dangerous flat spot on the wheel may develop.
10. Wear eye protection if there is a risk of flying particles of splashes.
11. Pay due attention to your job, don’t relax on the job.
12. Check with your supervisor if you need a permit to work for portable power tools.
STORAGE OF GAS CYLINDERS
1. Cylinders will be stored in a safe dry, well ventilated place prepared and reserved for the purpose.
Flammable substances, such as oil and volatile liquids, shall not be stored in the same place.
2. Cylinders of oxygen shall not be stored indoors close to cylinders containing flammable gases.
Unless they are stored apart oxygen cylinders and flammable gas cylinders shall be separated by a
fire resistant partition.
3. All cylinders must be stored in upright position and secured against fall.
4. Acetylene storage room/building shall be well ventilated and open flames shall be prohibited.
Storage room shall have no other occupancy.
5. Cylinders are not designed for temperatures in excess of 54C (130F). Accordingly they must not
be stored near heat source, such as radiators or furnaces or near highly flammable substances like
gasoline.
6. A direct flame or electric arc shall never be permitted to contact any part of compressed gas cylinder.
7. Cylinders shall be moved from one place to other using trolleys.
WELDING / CUTTING ACTIVITIES
1. Permit to work condition / instruction must be strictly adhered to while taking up any hot
work like welding / flame cutting.
2. Protective equipments such as welding helmet (face / eye protection), welding gloves, some
situations aprons and goggles and gloves for cutting to be used.
3. Oxygen, Acetylene, Hydrogen etc. cylinders to be stored, transported and handled correctly and must
be kept well away from sparks, flames or slag from welding cutting operations.
4. Welding / cutting area to be well ventilated special precaution to be taken while working in confined
spaces especially where there is risk of evolution of dangerous gases / fumes during these operations.
5. Before starting a hot activity all combustible material must be removed from that vicinity.
6. All hot operation will be completely covered with fire proof tarpaulins and sealed properly if
performed inside the operational area.
7. Caution tape (Red/White) will barricade the area of hot work.
8. Dry powder type (DCP) fire extinguisher will be arranged near the hot work.
9. A running water hose with check valve should be kept near the Hot jobs
10. All gas regulators shall be fitted with Flash back arrestor being non-return for design.
EXCAVATION, TRENCHING AND EARTH REMOVAL

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1. All trenches 1.2 m or more in depth shall at all times be supplied with at least one ladder for each
spacing of 30 m in length or fraction thereof. Ladder shall be extended from bottom of the trench
to at least 1 m above the surface of the ground.
2. The sides of the trench which are 1.2 m or more in depth shall be stepped back to give suitable slope
(angle of repose) or surely held by timber bracing, so as to avoid the danger of side from collapsing.
The excavated material shall not be placed within 1.5 m of the edges of the trench or half of the
depth of the trench, whichever is more. Cutting shall be done from top to bottom. Under no
circumstances mining or undercutting shall be done.
3. The contractor shall ensure the stability and safety of the excavation, adjacent structures, services
and the works.
4. Open excavations shall be fenced off by suitable railing and warning signals installed at night at well
lift places so as to prevent persons slipping or falling into the excavations.
5. All blasting operation shall be carried out on the basis of procedures approved by Inspector of
Explosives. All works in this section shall be carried out as per IS Code of Practice. Barricades,
Warning Sings etc. shall be placed on the road /open area. Prior approval of such operation shall be
obtained from safety Engineer/Engineer-In-Charge of Works.
CONCERTING
Shuttering and supporting structures shall be of adequate strength and approved by engineer in charge. This
shall be insured before concrete is poured. The procedure approved by Engineer In-Charge shall be followed
for mixing, transporting and pouring of concrete
FORM WORK
1. Check steel props against cracks at threads. Always keep the props in plumps(Tolerance of 1 in 500
as suggested by AISC) Avoid inclination of props to achieve required level of soffit shuttering
instead unscrew the props for any adjustments.
2. Check if shuttering plates are welded with stiffeners .Rectify any unsupported edge and then use the
plate .Always tie the shuttering plates with each other either with bolts or wires.
3. If any plywood filler is in use support it properly by props.
4. While using telescopic span for supporting plates, don’t leave any portion cantilevering out as it can
topple.
5. Check if pin is in good condition .Avoid use of rebar in place of pin. Avoid chipping open of dowels
in difficult position especially at height .Dowel if any to provided in such cases could be provided
by putting holes in shuttering
6. Barricade all openings/cutouts in slab etc .Close lift door opening by temporary masonry work of at
least 1 m.
OCCUPATIONAL HEALTH & SAFETY
1. NOISE:- Where there noise level is 85dB or above employees will be provided with ear plugs
provided their exposure is 8 hours, such as working close to compressor, jack hammer, grinding
inside the tank etc.
2. DUST: - Appropriate dust mask or BA will be provided when exposed to normal or toxic dust while
working.
3. Hygienic drinking water will be provided.

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4. RADIATION:- Wherever risk of radiation permit to work will be arranged and necessary safety
precaution will be taken such as displaying of warning board / signs, danger tapes etc. to cordon off
the area.
5. First Aid facility will be available at site as well as at accommodation.
CONFINED SPACE ENTRY
1. Make sure you have necessary “confined space entry permit:” before you enter a vessel or similar
confined space.
2. Confined space entry permit instruction must be obeyed such as the wearing of BA and other safety
equipments. If a safety belt or harness is used it must be attached to a life line, the free end being
held by a person outside the confined space.
3. Keep constant watch over the person inside the confined space if your job is to hold the life line on
the outside. Do not leave your post while some one is inside and be ready to summon help if
required.
4. Never attend to rescue any one from a confined space where there may be oxygen deficiency or
dangerous fumes, unless you are wearing BA and where possible, a safety belt or harness used as in
paragraph 3 above.
5. A person detailed for rescue services shall be available, equipped with compressed air BA not
attached to the unit serving the person inside the confined space.
HANDLING FIRE EMERGENCY IN THE EVENT OF GAS LEAK
1. Raise the Alarm
2. Inform your supervision.
3. Inform the emergency services (control room).
4. Stop all electrical / diesel, petrol operated equipments in the area
5. Stop any hot work in this area.
6. Isolate the gas leak if possible.
7. Train fire hoses on the fire leak.
8. Inform the H.S.E. authority
9. Evacuate the person from that area and clear the area.
10. Cordon off the area if possible.
11. Assemble evacuees at assembly point
12. Inform evacuees of the situation.
HOUSEKEEPING
BECO will make sure that work place is kept clean & tidy while executing any job up to an accepted level
of housekeeping will be maintained always.
1. Make sure that all passage, walkways, roads are free from any obstruction while storing any
material, keeping equipments or working in limited spaces.
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2. Any rubbish, waste generated during the performance of any job will be cleared immediately after
completion of that job or if necessary during activity even.
3. All rubbish, waste will be disposed as per specified method of BECO.
4. Used gloves, electrode pieces, grinding wheels, masks will not be thrown here & there but collected
in designated bins.
BECO will ensure highest attainable housekeeping standards.
ENVIRONMENTAL PROTECTION
BECO is committed to use the best possible means / practices to protect environment while carrying
out any construction activities.
A. Air Pollution
Dust:- (1) No cleaning will be done by using compressed air so as to control the dust being spread in
the atmosphere.
(2) While sort blasting, digging, transporting soil etc., dust will be controlled to an acceptable level.
Chemicals:- BECO will fully comply with local as well as international laws and regulations, not
to use or controlled use of solvents / chemicals effecting the environment through emission.
B. Land Pollution
BECO will make sure that all chemical waste, which could be toxic, oxidizing of harmful to the soil
or environment, is disposed at a proper dumping land fill location in a proper way/method indicated by local
H.S.E. authority.
C. Water Pollution
We will make sure that no pollutant is disposed into the sea or sewage drain, which could be harmful to the
marine life.
NB: BECO will fully comply with permits in regard with disposal of any waste.
Harmony to the nature
WORKING AT HEIGHT
Whenever possible, working at heights should be done from a properly constructed scaffold. Working
platform with railing & toe boards to be ensured. Where this is not possible drawing cables through cable
ducts, safety harness must be worn and be attached to a structure capable or arresting the full falling weight
of the employee. Full Body Safety belts. lifeline lanyards are required while working at height above 2.0
meters. Safety belts shall be anchored to a permanent fixed structure above the wearer’s work position. Free
fall length shall be marked on every lanyard.
Safety nets shall be used at height more than 8 meters where the uses of ladders, scaffolds, safety lines or
safety belts are not practicable. Safety net shall be extend 2 meters beyond the edge of the work surface.
Any safety belt, lifeline actually subjected to fall or static load testing shall be discarded and new safety belt
shall be used.
STRUCTURAL ERECTION
This work is equipment intensive requiring cranes, derricks, hoists and specialized applications.
The following are the list of Safety practices to be imposed and precautionary measures recommended
wherever practical during erection works:
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1. Use of proper protective equipment where and when needed.
2. Prohibiting employees from riding loads and hooks.
3. Prohibiting work directly below electric wires unless wires are insulated or disconnected.
4. Prohibiting workers under the influence of liquor or in poor physical health from work on the job.
5. Suspending safety nets or use of safety belts or harnesses for personnel working at hazardous heights
where it is impractical to provide temporary floors.
6. Prohibiting work on freshly painted surfaces.
7. Use of barricade where guy wire are used to hold material in position during erection.
8. The erection work plan and procedure shall be checked thoroughly by field supervisors.
9. The strength of the road and any obstacles on the route of crane shall be checked. Road shall be
reinforced and obstacles be removed where required.
10. The strength of the ground where the crane is to be placed shall be examined. If necessary,
reinforcement, such as installation of steel plate shall be made.
11. Only authorized person with a license shall be permitted to operate the crane, or do slinging for
lifting equipment.
12. The foreman and signalman shall be assigned for each erection work. They shall be clearly visible to
the loading operations and be clearly visible to the crane operator during the crane work.
13. Total lifting weights and the centre of gravity of equipment shall be carefully re-checked before
commencing erection work.
14. Lifting work shall not be carried out during bad weather such as strong winds or rains.
15. All cranes and winches shall be listed and inspected at regular basis.
FIRST AID
A First Aid cabin will be arranged at the lay down area where emergency first aid item will be arranged
under the supervision of a qualified First Aider or paramedical staff/Male Nurse.
1. Electric shock:- Immediately break the body contract with electric current. Use dry boards to remove
the wire or hook an article of your clothing’s around the person to pull him away from it. Be sure that you
are standing on a dry surface.
2. Bleeding:- Stop bleeding by pressing a pad over the wound. It is in effective press on nearest
pressure point such as just below armpit for arm, below groin for leg or applies a tourniquet; loosen it for one
minute in every ten.
3. Poisoning: Do as under:-
a). Dilute the poison by giving water / milk.
b). Induce vomiting with a finger in throat, or with salt of mustard in water. Do not induce vomiting if the
victim is un-conscious or has taken a corrosive or petroleum product.
c). Safe container and sample of poison for medical identification.
4. Shock:-Shock may follow any serious sudden injury. Danger signals are clammy skin, rapid
breathing and rapid pulse. Keep person quiet and warm with feet higher than head except in case of head
injury effect of shock can be lesson by stopping bleeding, relieving pains, talking, reassuring to the victim.
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In each of these circumstances it will be necessary to back up any immediate care with removal to nearest
hospital (or elsewhere) at the earliest.
ACCIDENT/ NEAR MISS / DANGEROUS OCCURANCES REPORTING
Every project as well as workshop establishment will maintain one register in which every incident/
accident be recorded. Any accident / incident noticed by any worker will be immediately reported to the
concerned supervisor or any supervisor available nearby.
Supervisor will take appropriate action, i.e. in case of fire; raises the fire alarm, inform the control room of
the plant, call the fire fighting assistance, organize the workforce to extinguish the fire. In case of injury
make sure to provide appropriate first-aid, call medical assistance and prepare accident report.
A separate Accident Report form is available, which will be filled by the concerned
supervisor/foreman signed by the department head of site in-charge.
After completion one copy will go to Safety Officer for investigation and necessary action. One copy
each will go to personal department and accounts department.
Safety Training:
Safety training is to be conducted in a planned manner for all the working groups. Following Topics may be
considered for imparting and educating .An attendance sheet must be prepared and documented. If required
External faculties may be hired.
 Excavation safety
 Scaffold safety
 Fall Protection system
 Energy isolation
 Working at Height ( Beyond 02 meters Height)
 Electrical safety
 Radiation safety
 Permit to Work system
 Material Handling ( Manually /Mechanically )
 Concreting (FCC/RCC)
 Shuttering/De-shuttering
 Welding /Gas cutting/Grinding
 Erection of Steel/Vessel/Equipments
 Shot Blasting/Painting
 Confined space entry
 Awareness on First Aid
 Road safety
Compliance Disciplinary Action

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Compliance with the policy and procedures established in the HSMS is mandatory for all BECO employees
and failure to comply with the letter and intent may result in disciplinary action up to and including
termination
Program Assessment
In order to continually improve the performance and effectiveness of the Health and Safety Program of
BECO, it is necessary to conduct assessments. These assessments will be used to determine strengths and
weaknesses in the program and identify areas of required improvement.
Project and office self-assessments is conducted as required by the applicable Safety Management Standards
(SMS) and documented.
The following assessment tools and metrics will be used:
 Field Project Audits
 Office Audits
 Workers Compensation Losses
 Recordable Incident Rates
 Lost Workday Rates
 Regulatory Citations
 Client Feedback
2.4.6 Material Management;
BECO will be responsible for the transportation of all materials required at the construction site and will
submit preliminary logistic plans for review and evaluation by Company. Transportation of all
materials/equipment to site will be taken care of by the Basrah Eurolane Company (BECO). Basrah Eurolane
Company (BECO) will ensure storage location for the equipment delivered to site. The transportation of
procured equipment will require careful planning to ensure schedule delays are not incurred and
safety/damage risks are managed.
During the Construction, PRE-COMMISSIONING and COMMISSIONING period, BECO will provide a
procedure for material handling to be approved and all services for storage including COMPANY ITEMS
that shall be in compliance with COMPANY guidelines.
The procedure will include, but not be limited to:
 Proper and orderly organisation of the laydown areas, warehouse and storage cabinets for easy
access for stocking, retrieval and checking;
 Proper storage of special materials in an acceptable environment as recommended by

SUBCONTRACTOR’s/Suppliers, taking into account all safety measures with regards to hazardous
materials;
 Enhance safety regulations in warehouse, laydown areas, etc., for personnel, lifting equipment and
materials;
 Controlling access to warehouses, storage area, and laydown area;

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 Ensure that proper procedures for materials storage and control are implemented by all
CONTRACTOR’s personnel and SUBCONTRACTOR’s.
Any/all left-over material will be stored in CONTRACTOR’s warehouse area. At the end of the project all
material shall be transported back by BECO to COMPANY warehouse.
BECO will be responsible for all transportation and logistics activities related to performing the WORK.
BECO will provide all PERSONNEL and resources required to develop, administer and perform all
transportation and logistics activities.
BECO will develop a detailed materials transportation and management plan. The materials transportation
and management plan shall be consistent with the requirements of the CONTRACT and shall be submitted to
the Company for review and APPROVAL.
The materials transportation and management plan shall include but not be limited to the following
information:
 Detailed organization chart for logistics group
 Material control and sequencing consistent with PROGRAMME
 Method of transportation, unloading and site handling for large EQUIPMENT items (e.g.,
vessel, etc.)
 Importation and customs clearance
 Expediting schedule–critical EQUIPMENT and MATERIAL, spare parts and replacements
 Reporting status of EQUIPMENT and MATERIAL transportation
2.4.7 IMPORTATION OF MATERIALS AND CONSTRUCTION EQUIPMENT
BECO will utilize COMPANY custom duty exemption procedure for importation of Goods into Iraq.
Where shipping is BECO’s responsibility, BECO’s will utilize the COMPANY approved Freight
Forwarding Agent to deliver the material to Basrah Point of Entries (Basrah Airport, Umm Qasr Port or Khor
Al Zubeir). The Contractor will carry the custom clearance in coordination with the COMPANY’s Freight
Control Customs Team.
BECO’s will conform to the COMPANY Procedure to process the Custom Clearance in Iraq and will submit
all required Certificate of Origin issued from the Chamber of commerce along with Original Invoice.
Attested Invoice and Certificate of Origin will be sent to all the required government entities and the Iraqi
Embassy in the country of export for legalization. All Original Docs (Attested & Legalized Invoice, Packing
List and attested & Legalized Certificate of Origin) will be couriered by the supplier to the
CONTRACTOR’s clearing agent in Iraq along the Shipping paper (Air Way Bill if by Air / Bill of Lading if
by Sea). Once shipment arrives into Iraq, BECO’s will prepare the original docs with the Client Letter
Request form and sends them to the COMPANY’s Customs team to get the approval for processing the
customs clearance / duty exemption. Following the customs clearance, CONTRACTOR will handle the
transport of the cargo into the final destination using trailers & drivers with Client Clearance to access the
site location, passed COMPANY’s defensive driving test and meet the COMPANY’s HSE and Journey
Management standards.
2.4.8 Transportation
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Contractor will decide on type of transportation (land, maritime or air) according to the location of an
awarded work and considering the request of the customer. Total construction area and number of trucks are
learned from the Factory Loading Department. If the goods will be loaded from the factory of the supplier
company, these details are taken from the supplier. The organization of the shipment is initiated according to
the check lists.
The supplier is selected from the approved supplier list or if there is a need for a new supplier, promotion
mails and brochures of the companies are supplied. Freight quotation is taken from these companies
according to the location of the work and the type of materials (taking freight quotations via e-mail and fax).
At least 3 (three) offers should be received from different companies.
Following the completion of the proposals, Shipping Price Evaluation form is prepared and submitted to the
Purchasing and Logistics Manager. The description of the material to be loaded, date, project name and
number, destination, quantity, size, shipping unit price, total price, delivery time, payment method must be
indicated.
After the evaluation with the Purchasing and Logistics Manager; deadline, prices and payment terms are
clarified. The final evaluation table is submitted for the approval of the General Manager. Upon the approval
of the General Manager, purchase order is prepared on the ERP system for the selected company and order is
opened.
After the determination of the shipping company, address of the site is notified to the related departments
and to the shipping company. Contract is prepared according to the nature of the work. The contract should
include the articles which can be measures against possible problems. In case of negativity, penal conditions
should be determined clearly. Only purchase order can be prepared for the shipments containing a small
number of vehicles with the approval of the Purchasing and Logistics Manager. Contact number is taken
from the secretary for the Contract. The agreed text is submitted to the approval of the Law Department. If
there are warnings, extensions’ or objections of the Law Department, the text is sent back to the company.
After the text of the contract is signed by the Law Department, it is submitted for the approval of General
Manager. Following the approval of the General Manager, the contract is sent to the supplier for being
signed. The contracts are prepared as one copy. We keep the original document and the copy is given to the
supplier.
The contract is replicated as one original and three copies. The original copy is delivered to the Law
Department and the other three copies are delivered to the Purchasing and Logistics, Finance and Accounting
Departments against signature. The copy of the Purchasing and Logistics Department is filed and kept in the
archive of the Purchasing and Logistics Department.
If land transportation will be made;
 Vehicle is requested from the shipping company according to the weekly shipping program.
Attention will be paid if the height and capacity of the vehicles are suitable for loading. Information
will be received from loading department. The name of drivers and the plate number will be
requested from the shipping company via e-mail.
 The loading lists of the loaded vehicles, will be sent to the accounting and then to the customs office
by the Factory.
 If the loading will be made from free zone, a secured vehicle which is suitable in accordance with
the Highways Regulations for the transportation services and transit trade operations.
 After the Customs procedures, the Certificates of Origin, invoices and loading lists of the trucks
arrive to the Procurement and Logistics Department. These documents are delivered to the logistics
responsible on site via cargo.
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 If the loading will be made at the supplier company; after the loading the check list and invoice is
getting prepared with specifying the definitions of the goods in Turkish/English, dimensions and net
weight and they are delivered to the Logistics Department via e-mail. When the check list arrives, it
is forwarded to the Production Department for changing its format into the Company format. The
prepared lists are delivered to the accounting department via e-mail to be used in customs
procedures.
 The daily situations of the loaded trucks are submitted to the Procurement and Logistics Department
by the shipping company via e-mail. The staff of the Procurement and Logistics Department is
recording these reports daily and submit them to the related departments.
 If the trucks are going to use an indirect route, regular reports are taken from the BECO staff at the
transfer point. When faced with a problem at the transfer point and if it is caused by a fault of the
shipping company, a warning is investigated with the photos and report of the BECO staff working
at the mentioned transfer point, to the shipping company by Law Department considering the
contract terms.
 The lists of the vehicles which have arrived to the site are sent to the Procurement and Logistics
Department by the site office employee. The CMR documents for the payment of the vehicles which
arrive to the site without any damage and with reference to approval of the construction site, finance
department is informed via e-mail. The minutes and photos belong to the materials that arrive
damaged to the site are submitted to the Head Office Finance Department in order to claim
insurance.
The lists coming from the shipping company of the vehicles which will arrive for loading are compared with
the lists coming from the factory. In addition to this, license plates of the vehicles are checked and in the
absence of problems the invoices are approved and they are submitted to the Directorate of Finance.
Loading Responsible persons are warned if there is over tonnage on the loading lists and it is ensured to
perform a loading according to the tonnage. If the loading will be performed in a place apart from the
factory, it is organized. Number of the planned, loaded and remaining trucks and their costs are periodically
submitted to the Director of Procurement and Logistics Department to be submitted to the Top Management.
Information will be received from the Directorate of Marketing and Proposals, Engineering and Project
Control Department or Project Coordinator regarding the Loading audit certification requirement and will be
contacted by independent audit firms if requested. For the loadings that will be performed in a place apart
from the factory staff will be requested from the Warehouse Unit for at least 2 days before the loading for
supervising. The loading list is delivered to that staff and the contact information of that staff is given to the
supplier company
The purpose of this Project Execution Plan is to define the execution plan for 3000 M3 WATER
TREATMENT SKID EPC Project.
The plan is intended to clearly identify the key areas of the Project and to describe Tenderer execution
philosophy and methodology employed to ensure that the overall requirements and objectives as set for in
the contracts are met. The execution philosophy to be adopted for this project will be based on a common
system long in practice to ensure its successful completion in order to meet the requirements to Safety,
Quality, Cost and Schedule.
In executing the project, Tenderer will adopt the following principles set below which are critical features for
the execution of the CONTRACT to ensure proper control and coordination:
 Execution of the work in meeting the requirements of the Project Scope of Work and the Contract
Documentations.
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 Adherence to an establish Project Quality Plan incorporating the requirements of latest ISO
standards.
 Development of procedures to establish effective communications.
 Strategic planning and control of the Project utilizing integrated and proven project control and
reporting systems.
 Maximizing work efficiency through the appropriate use of IT facilities.
 Assignment of qualified, proactive and experienced personnel familiar with Project requirements.
2.4.9 Planning, Monitoring and Reporting
The Project Team will manage the overall Project planning, progress monitoring and reporting. Progress
will be monitored according to cost, manhours and physical progress. Each personnel will be required to
submit weekly timesheet and this will be checked by the Discipline Lead and approved by the Project
Manager. Progress will be measured by agreed milestones and weighted to get the overall progress. The
Project Manager will be responsible for monitoring and controlling the expenditure and progress. He will
be assisted by the Planning Engineer on this matter. The progress will be monitored against the current plan
of meeting milestone objectives.
Project Control will be organized around the Schedule Level 3 and Master Document Register for project. A
weight and progress measurement will be set up for each activity or sub-activity of Level 3. The physical
progress will be calculated and reported against planned.
Schedule will be updated by the Planning Engineer according to the actual date of completion of the event in
the Master Deliverable Register. For project planning, we propose to use the PRIMAVERA Project Planner
software. A Deliverable Register will be issued within two (2) weeks of the commencement of this project
and will be updated for submission to COMPANY every month thereon.
The Project Manager assisted by his team will prepare Weekly Progress Reports. Weekly reports will
provide a brief status of the project statistics, an update of the one week look ahead schedule, an update of
the current week activities, and description of areas of concerns. Main attachments include S-curve and
histogram charts.
2.4.10 Meetings
The kick-off meeting will be attended by the BECO’s key personal team, and all the Lead Engineers. Design
verification on documents / drawings / information shall be performed.
The Project Manager will also organize weekly project meetings to ensure coordination and conformance of
the engineering services as called for in the project. Periodical interface and coordination meetings with
COMPANY representatives will be organized in MISSAN Oil Field Office or via conference call to discuss
the project progress and plan of action required.
These meetings will be a major source of communication and information transfer for all parties involved.
The frequency of the meetings, the choice of attendees and the quality of reporting will be given careful
attention to maximize their value.
2.4.11 Cost Reporting and Control

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The overall project cost management will be the responsibility of the Project Manager who will be assisted
by a Cost Controller who will perform all cost control tasks throughout the duration of the project. The Cost
Controller will be monitoring and control cost by regular analysis of computerized manhour expenditures
and associated costs (both actual and forecast) in comparison to the approved budget and physical work
progress/schedule issue of project deliverables. He will regularly inform the Project Manager of the overall
project cost status and provide forecast trends and cost data. The information is necessary to
control/minimize cost and to detect any adverse cost/manhours performance trends early enough to allow
corrective action to be taken. For cost control, we will use our in-house developed applications based on
the MS EXCEL electronic spreadsheets.
2.4.12 Document and Record Management
A dedicated Document Control Center (DCC) will be set up, equipped and maintained for centralized
Documents and Records Management service using the Electronic Document Management System (EDMS).
The DCC will be equipped with a Document Controller to perform the document and record management to
ensure all documentation produced are gathered, categorized, collated, disseminated and captured in
accordance with the requirements of the Project. This system allows having readily available “on-line”
information including documents, drawings, technical queries etc thus minimizing clarification of
deliverables, saving time and cost.
At the beginning of the Mobilization Period, the Project Manager will set up and organize the project
document flow control and filing. The Project Secretary will log electronically, file and archive all incoming
and outgoing correspondences and ensure the internal and external dispatch of each document according to
procedures and to the instructions set up by the Project Manager.
BECO will prepare all DOCUMENTATION including drawings, specifications, data sheets, calculations,
procedures, SUPPLIERS’ data etc. required to perform the WORK. This shall include all documents
described in this scope of WORK and any other documents that the Company or the Contractor deem
necessary to fully define, construct, operate and maintain the Facilities.
BECO will develop and maintain an electronic register of all DOCUMENTATION, showing planned,
forecast and actual dates and current percentage complete for each document, which will be subject to audit
by the Company at any time.
The DOCUMENTATION register shall be updated to include all Engineering and Procurement deliverables
within 20 days of start of CONTRACT and all Construction and COMMISSIONING deliverables shall be
included within 30 days of start of CONTRACT.
From this register of the BECO’s planned DOCUMENTATION, the Company will identify those documents
which shall be submitted to the Company for review and/or APPROVAL.
BECO will develop a document numbering system for all DOCUMENTATION. The document numbering
system shall be agreed within 10 days of start of CONTRACT. BECO will number all DOCUMENTATION
in accordance with the APPROVED document numbering system. BECO will include all CONTRACT
DOCUMENTATION in the document status list and shall update the list if revised or additional documents
are issued to the Contractor.
BECO will implement a document revision system for all DOCUMENTATION. The document revision
system shall be updated within 10 days after start of CONTRACT. All changes shall be clearly indicated on
the revised documents.
BECO will update all DOCUMENTATION to reflect the as-built condition of the PERMANENT WORK
prior to START-UP. The Contractor shall submit to the Company for APPROVAL the complete document
register of the as-built PERMANENT WORK. The register shall include but not be limited to documents,
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data sheets, drawings, specifications, procedures, Construction documents, survey records, quality control
records, tie-in work records, cleaning records, pigging records, and pressure testing records. Following
review and APPROVAL by Company of the submitted register of the as-built PERMANENT WORK, the
Contractor shall supply to the Company the complete documents register of the as-built PERMANENT
WORK at least 20 days prior to the anticipated date of the FIRST INTERIM COMPLETION
CERTIFICATE.
The as-built DOCUMENTATION shall be properly indexed. A comprehensive index of radiographs and
materials reconciliation (for Company PROVIDED ITEMS) shall be included.
BECO will prepare and maintain a register of all SUPPLIER and SUB-Contractor DOCUMENTATION,
including all manuals.
BECO will produce maintenance manuals for all EQUIPMENT and MATERIALS in the Facilities,
including EQUIPMENT data books, maintenance instructions and recommended spares lists for each item,
as provided by SUPPLIERS. The Contractor shall review the content of these manuals and ensure that all
technical requirements are included. The maintenance manuals shall be provided to the Company three
months prior to START-UP.
Detailed operating manuals shall be provided for Company review and comment at least 2 months prior to
START-UP and shall include, but not be limited to, the following:
 System descriptions
 Technology descriptions
 Operating Instructions – START-UP, Operation and Shut Down
 Design limitations
 Operational set points
 Drawings, diagrams and charts (P&ID’s, Cause and Effect charts, etc.)
 Any special operating procedures (including Emergency)
BECO will provide the Company with 5 bound copies of the above completed Handover
DOCUMENTATION, including but not limited to: as-built documents, QC records, Manufacturer’s Data
Books, operating manuals, maintenance manuals, SUPPLIER data and training manuals. In addition to the
hard copies, the Contractor shall provide the Company with 5 complete sets of these documents in electronic
format on CD-ROM.
A register of all DOCUMENTATION required to be submitted for approval by IRAQ AUTHORITIES shall
be produced within 30 days of start of CONTRACT.
2.4.13 Risk Assessment & Brownfield Challenges
Basrah Eurolane Company (BECO) brownfield capabilities extend to implementation of onshore

modification projects. BECO has carried out a wide variety of brownfield activities from small modifications
to facility upgrades.
Based on BECO own experience in Brownfield projects, all Brownfield projects involve combining new
components and existing facilities, so it’s essential to understand and appreciate how they are inter-related
from physical, process, hook-up and commissioning, and operating perspectives. This means minimizing
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disruption to ongoing production for Brownfield and minimizing full or partial production shutdowns,
therefore, is a critical responsibility to avoid design deficiencies
Safety is another priority. Since Brownfield’s hot work co-exists with ongoing production rather than
occurring in a closed fence environment, it is inherently more dangerous than Greenfield. Engineering
strategy therefore must aim to reduce this risk; it strives to minimize the site work scope to only what has to
be done including prefabrication works.
Our wealth of experience in Brownfield projects, lends itself to the holistic approach needed to deliver
maximum value for the client. The best Brownfield engineering meets all requirements, and smooth
transition of new parts into existing production and operations with absolute minimum interruption, cost
effectively and in the safest manner possible.
Tight schedule is key challenge related to brownfield projects. Therefore, on-time delivery of equipment and
materials are essential. Proactive approach and preplanning are essential to ensure successful completion of
project. This requires an effective teamwork between the client and our Engineering, Procurement,
Fabrication and Quality disciplines.
Other key challenges can be describes below:
1. As-Built of Site installations and identification of Client’s Document register
This includes the followings;
 Ensuring the documentation and drawings are As-Built as per site installations by performing site
surveys at the beginning of engineering to check brownfield feasibility.
 Identification of required document/drawings for the project from the client document register.
 Availability of Native files of document and drawings
2. Site survey
 Site survey check list preparation and sharing with client to enable any access to live facilities
 Site survey report presents findings and recommendation of feasible options.
 Site survey timings such as Preliminary design, design verifications/validations and post
construction As-built.
3. Reserving the existing spares for Brownfield scope
 Reservation of Spares such as Control System Input Outputs for connecting additional devices
(Transmitters) or Control Valves etc.
 Preparing Interface agreements for reservations of spares, Engineering and Construction stages
 Identification of Early Works
 Prepare an interface register for developing Interface agreements with different stakeholders or asset
owners.
 Identifying Long Lead items for projects such as Control Valves, Vessels, and Compressors etc…
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 Identifying the execution timeline of project; such as during Shutdown of plant or during operations.
4. Design Inputs
 Retrieving of design inputs from client such as P&ID legends, process conditions, 3D model of
existing plant, STAAD files for civil and structural analysis etc.
 Internal distribution of design inputs from upstream disciplines i.e. Process, Piping and
Instrumentation to downstream disciplines i.e. Mechanical, Civil, Loss and Prevention, Electrical for
respective engineering. For example P&ID distribution to Piping and Instrumentation disciplines by
Process disciplines for their engineering. Cause and Effect drawings and Operating & control
philosophy distribution by Process discipline to Instrumentation for preparing DCS control
Narratives.
5. Design Outputs
 Transmittal of Design outputs to Client such as updated P&IDs, Operating philosophies to client for
approvals and review.
 Design outputs from engineering upstream disciplines to downstream disciplines such as dimensions
for skid mounted equipments to civil disciplines for developing foundation drawings, Identifying
Cable (electrical and Control) routings in the U/G composite drawings. Updated Plot plan of the new
facility by Piping discipline to Civil for conducting geotechnical or topographic surveys.
 HAZOP (Hazard & Operability) or SIL (Safety Integrity Level) studies
 Third party studies initiated during the course of engineering, after approvals of P&ID by clients to
identify Hazards in operation in attendance by client engineering and Operations teams.
 SIL identification and implementation to ensure safe integrity of additional facilities to existing
LIVE facility.
6. Design Verification
 Cold Eye review of critical document such as P&ID, C&E, Plot Plans by senior staff from other
disciplines
 3D model reviews at 30%, 60% and 90% of the engineering in order to visualize and verify the
engineering.
 Conducting FAT (Factory acceptance test) at the vendor facilities to test new equipments and
systems before shipment and installation at site.
 Conducting site visits to verify design and feasibility of construction.
 Joint Batch Review of drawings with client
 Hot eye review by discipline heads of all drawings and documents issued.
 Implying various software tools to simulate process changes and verifying desired effects.
 Risk Assessment meetings with Client to ensure capturing of any risk while executing the job during
operations.
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7. Equipment & Human Safety and System Security:- Additional safety citing new facility
development near any existing hazard prone facility.
 Perimeter Gas monitoring for a new building located near existing hazardous area.
 Cyber-attacks on a facility demand for enhanced security measures to existing DCS or IT systems.
 Projects initiated after HAZOP recommendation.
8. Understanding of Clients requirement
 Clarifications against the ITT
 Technical dialog with clients for presenting solution
 Research on the requirement
 Presenting options
9. Technical Specifications
 Different shareholders follow different specifications
 New Technical specifications to be developed or old to be followed
10. Dealing with Demolition and Construction Debris
 Disposal Restrictions
 Opportunities for Recovery/Reuse
2.4.14 Quality Assurance
The Quality System employed on EPCC for Degassing Station Upgrading AGS1 & FQS Project will be
based upon Tenderer’s overall Quality Management System (QMS) which is structured and accredited to
meet the requirements of ISO 9001. Tenderer’s QMS applies to ALL projects and processes that support
those projects. The system is implemented within project execution by Engineering Managers, assisted by
Project Quality Managers.
At the start of the project, a specific Quality Assurance (QA) Plan will be developed. BECO’s corporate QA
Manual will be the reference for the development of the specific QA Plan to this Project which will describe
the relevant applicable QA Procedures and any specific project QA requirements. Among them, few will be
of prime importance:
 Checking and Inter-discipline Checking.
 Document Flow Control.
 Document Filing and Archiving.
 Change Control.
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 Safety Design and HSE.
The specific QA Plan and its referenced procedures constitute the documented Project Quality Management
System, which shall be applied to satisfy requirements of the Project and the relevant provisions of ISO
9001. A Project QA engineer, reporting to the Project Manager, will be appointed to monitor compliance of
all applicable procedures. Furthermore, QA audits will be carried out during the Project to verify the
effectiveness of the Project Quality System.
2.4.15 MOBILIZATION PLAN
Project Manager will be mobilized on day 1 after Contract Award and the other key personnel under project
management team (PMT) based in BECO’s office will be mobilized after Contract Award..
Facilities for the engineering such as office space, computers, office furniture and other supporting factors
will be swiftly organized for the initiation of the project.
BECO will all be responsible for procurement of materials (with exception of materials free issued by
COMPNANY) equipment and services required to complete the fly camp. All materials and Equipments
incorporated will be in good condition and will comply with the Specifications under the CONTRACT. Any
deviations from the specifications will be subject to COMPANY approval.
BECO will be committed to provide resources to the work and to enable completion of the accommodation
camp for our own personal in a timely manner and in accordance with the Company requirements.
BECO possesses full knowledge of the mobilization requirements and be responsible for obtaining all
necessary information and data of the SITE including prevailing weather, surface, climatic and physical
conditions, and all other circumstances under which the WORK is to be executed and same into taken the
same into our account. BECO will fully comply with COMPANY, local, regional and national HSSE
requirements at all times and will be responsible for ensuring that BECO PERSONNEL, and our
SUBCONTRACTORs and SUBCONTRACTOR’s PERSONNEL are aware of and will comply with, all the
foregoing throughout the term of this CONTRACT.
BECO will be responsible for obtaining all necessary inspections, security permits, construction and or
operations permits, licenses, in order to perform to the conditions of the CONTRACT in relation to
Company living standard for our own personal – i.e. BECO will be solely responsible for ensuring that the
Accommodation Camp provided meets the specifications, standards and requirements included in the
CONTRACT and agreed with COMPANY.
BECO will be solely responsible for obtaining, being conversant with and ensuring that the camp facilities
provided meet the minimum functional specifications, standards and requirements set by the applicable
standards, Company Accommodation and Welfare Guide, Design and Engineering Practices, International
Building Code, International Mechanical Code, National Fire Protection Agency manual, requirements of
Iraqi governing authorities and others.
BECO will design and construct the camp facilities to deliver a complete and quality design. Designs
including power, data, furnishings, and utilities systems infrastructure will be approved by COMPANY
before proceeding with Construction.
After CONTRACT award, BECO will submit for COMPANY approval our final procedures of WORK,
schedule of mobilization of KEY PERSONNEL and equipment. BECO will make provision for a full
management team and supervision of direct and indirect staff needed to manage, monitor, supervise and
support CONTRACTOR’s activities and contractual obligations and deliverables. KEY PERSONNEL shall
be based upon the same as submitted with the Tender and approved by COMPANY and allocated to the
project for the duration of the CONTRACT.
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BECO will work to successfully pass the pre-start audit, including HSSE plan, security provisions and the
physical inspection of BECO’s proposed vehicles, machinery and equipment. All temporary facilities
required for the WORK will be supplied by the BECO, including offices, camps, including their full support
facilities, workshop, laboratories, warehouses, medical facilities, maintenance facilities, temporary utilities
etc.
2.4.16 INTERFACE MANAGEMENT
An interface occurs in a development project where there is a change in responsibility in scope or activities
being performed by two or more parties, and the activities of one party affect or contribute to those of the
other(s). To ensure correct completion of work, it is important to effectively manage the timely flow of
accurate information across identified interfaces.
The objective of the Interface Management Plan for the project aims at avoiding any gaps or overlaps
between the various parties involved in the Project. This requires making sure that all Interface information
is properly requested or received and promptly distributed to ensure complete coverage of all Interfaces and
that the works of each of the parties involved will be executed in the safest, most efficient and convenient
manner.
For BECO, the management of interfaces associated with the execution of the project falls into two basic
areas:
 External interfaces
 Internal interfaces
Expected external interfaces are with COMPANY and all other subcontractors & third parties as required by
COMPANY, e.g. engineering consultant company and design team. It is necessary to address the day-to-day
technical information exchanges between the aforementioned parties and Tenderer’s design team (project
execution interfaces) to ensure an open and close working relationship and interactive decision making.
For the management of the formal interfaces, numerous methods of interfacing and communicating will be
utilized during execution of the Work:
 Project Review Meetings with COMPANY.
 Regular engineering meeting with other appointed subcontractors either via face to face, or
Telephone and / or Video Conference (VC)
 Interface Matrix and Action Item Matrix.
 Project Summary – Close Out Report.
Regular contact will be established between COMPANY and Tenderer teams to ensure technical interfacing
and effective communication is maintained throughout the project. A number of critical interfaces are
apparent in this project that will require close coordination. To control these interfaces, Tenderer interface
procedures will be implemented.
Engineering meeting by Voice or Video Conference (VC) between the Engineering Consultant team and
BECO group specialist ( as an when required). The agenda as a minimum will include:
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 Key events/achievements of the past period
 Status of the scope of work and completed tasks
 Progress Measurement
 Planned activities
 Outstanding or hold issues
 Review of action items list
Minutes of Meeting will be recorded for follow up action. Any disputes or major issues which may arise
from such meeting will be reported to COMPANY.
Other project team members in both offices will be invited to participate as required.
Detailed interface register with agreed schedule will be developed upon Contract Award. The Interface
Register will be updated and distributed on regular basis (bi-weekly).
2.4.17 DESIGN CHANGE MANAGEMENT
The Change Management Guideline defines the minimum expectations of a project team in their change
management during the execution phases of a project. The Change Management process is a management
tool that is to be implemented as an integral part of the overall project management process. Changes can be
initiated by any project team member, project subcontractor, or project client. It is the responsibility of each
team member to be aware of their scope of work to be able to have an effective Change Management
process.
Changes to the Project Baselines established by the Contract, Project Execution Plan, Project Design Basis,
Budget/Estimate and Schedule, must be documented and approved at the appropriate level prior to any
change being implemented. These include changes in project execution, design, procurement, construction,
scope of work, shortfalls in productivity as compared to progress (earned value), estimating omissions,
delays or any other changes which may affect the project in the areas of economics, cost, schedule, safety,
risk, operability, health hazards, the environment or regulatory requirements.
The objective of the Change Management process is to ensure that changes are identified, controlled,
approved and implemented in an orderly and timely fashion along with providing an auditable mechanism
for tracking changes. Key objectives in Change Management are to:
 Minimize project changes by eliminating non-essential changes and limiting any adverse impact of
essential changes on project objectives.
 Control changes against the Project Baselines for risk, safety, environment, regulatory requirements,
cost and schedule through a systematic process of identification, assessment, approval and close-out.
 Implement procedures that require each change to be appropriately identified, reviewed and
approved prior to implementation.
 Ensure that approved changes are implemented, appropriately communicated to the Project Team
members and any other affected parties, and closed-out on a timely basis. Close-out includes
documentation and finalization of a permanent record.
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 Manage temporary and urgent changes within the overall change process.
 Assess and control the impact of multiple changes on schedule and cost.
A Project Deviation Notice (PDN) is the tool to document the identification and impact of any potential
change whether it is a construed as a Change to the Project Baseline, internal change or interface impact,
deviations, or External Budget Transfers. The PDN can be used to document a perceived change initiated by
the client, the Tenderer Project Team or a third party (vendor, fabricator, or subcontractor). Project Changes
can be categorized as technical, commercial or schedule. Examples of changes that can be documented by
the PDN are:
 Revisions to the latest Project or Engineering Design Package.
 Revisions to the latest Project Execution Plan (PEP).
 Deviations and Changes to Specifications (technical, materials and construction).
 Changes to Drawings approved for design (PFDs, P&IDs, etc.).
 Changes to “Issued for Design” (IFD) or “Issued for Construction” (IFC) drawings, plans and
designs.
 Changes initiated by or due to regulatory requirements.
 Changes to the national, federal, state, or local laws and regulations
 Changes associated with addition or deletion of facilities or equipment not in the original project
scope or equipment list.
 Development changes/refinements to the specifications/design and/or execution plan that alter the
original scope of work as design and construction progresses as follows.
 Design development: added work, facilities or deliverables (identified during design evolution) not
included in the original scope of work.
 Execution development changes normally resulting from circumstances unforeseen at the time of
contract award.
 Estimate adjustment to correct arithmetical errors or omissions/duplications in the Baselines or

Control Budget.
 External Transfers of work to increase or decrease Tenderer’s scope of work.
 Changes to Control Schedule that impact the Project’s Key Schedule Milestones and/or Project
Critical Path schedule, or execution plan.
As a minimum a weekly change review meeting will be held to facilitate the alignment and agreement to
implement a specific change. This meeting will establish whether the change will proceed or whether it will
be recycled or rejected. The meeting will also be utilized to establish specific action plans and follow-up for
a resolution of each deviation alert.
Overall description of the Change Management process to be developed prior to project commencement.
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2.4.18 Project Controls
2.4.18.1Schedule & Planning;

Basrah Eurolane (BECO) will be responsible for all detailed planning, scheduling and integration of the
activities necessary to ensure the performance and completion of the WORK in accordance with the
PROGRAMME, SCHEDULE OF KEY DATES, MILESTONES.
The CONTRACTOR’s planning and scheduling will encompass all phases of the WORK, including those
performed by its SUBCONTRACTORS. The Basrah Eurolane Company (BECO) will structure the
schedules in such a way that status and progress can be aggregated in a precise and transparent way from a
lower level schedule to a higher level schedule. The Basrah Eurolane Company (BECO) will produce a
detailed narrative procedure for the planning, scheduling and control system. The first formal issue of this
narrative will be submitted for COMPANY’s comments and approval.
The Basrah Eurolane Company (BECO) will develop all schedules to a point that it is acceptable to the
COMPANY. The Project Schedule’s activities will indicate three (3) sets of dates, Planned, Actual and
Forecast. In addition, the schedule shall clearly identify the critical path activities.
Level III integrated baseline Schedule, once approved by COMPANY, will be saved as a “Target or Primary
Baseline schedule”, and unless a formal re-baseline or a formal change request is approved by COMPANY,
updated Level III integrated baseline can only be used after full substantiation of CONTRACTOR to
COMPANY and approval by COMPANY. On a monthly basis Basrah Eurolane Company (BECO)
Company will submit the plan and schedule for COMPANY’s comments and approval and will promptly
notify COMPANY of any matter concerning the WORK, which if not resolved, is likely to affect the
achievement of the dates in the Project Management Schedule or the Project Schedules and what steps the
Basrah Eurolane Company (BECO) will be taking to recover slippage in these Schedules.
The Schedule for the WORK shall realize reliability running of the degassing stations24months
after Contract Effective Date. The Schedule shall also target other key milestones for Company as
indicated. The Contractor shall insert all other dates required to complete the following table.
Scheduled Date From Contract

Milestone No. Milestone Description
Date
Milestone 1 AWARD OF CONTRACT (Tentative) Contract Date
Milestone 2 Detail survey completion 1 months
Mobilization of Project management

Milestone 3 3 months
team to site
Milestone 4 Mobilization of civil work completion 3 months
Milestone 5 Completion of Engineering 4 months
Milestone 6 hydro-test completion 11months

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Milestone 7 Mechanical Completion 12.5months
Milestone 8 Pre-commissioning completion 13months
Milestone 9 Commissioning completion 14 months
Milestone 10 Substantial Completion 16 months
Milestone 11 Guarantee Period completion 28 months
2.4.18.2 Progress Monitoring;

Throughout the duration of the CONTRACT, The Basrah Eurolane Company (BECO) will monitor progress
of the WORK against the agreed progress measurement Baseline:
I. The progress will be aggregated up to the Level 2 Contract Management Schedules and the Level 1
Contract Master Schedule for reporting the total progress of the WORK. Progress shall be assigned
on the basis of physical completion of detailed activity deliverables. The CONTRACTOR will
promptly notify the COMPANY of any matter concerning the WORK which if not resolved, is likely
to affect the achievement of the dates in the SCHEDULE OF KEY DATES.
II. Progress shall be measured based on earned man-hours for Construction (including Fabrication). For
procurement progress shall be measured based on appropriate milestones and weightings.
III. Actual man-hours will be measured for Construction (including Fabrication) to calculate the actual
productivity.
IV. All forecast dates are to be supported by observed rates of progress. If the progress data does not
support forecast dates then the Basrah Eurolane Company (BECO) will revise his forecast dates in
line with measured progress, or provide explanation to the COMPANY in the schedule report of how
the shortfall in measured progress will be remedied during the forecast timescale.
More details about reporting & scheduling is outlined in Project Management Plan in attachment B.3.
2.4.18.3 Communication and Reporting;
The Basrah Eurolane Company (BECO) will provide the daily, weekly and monthly reports and all other
reports required under the CONTRACT or as otherwise agreed with COMPANY and will maintain detailed
information to support the daily, weekly and monthly reports and shall make such information available to
the COMPANY as and when required by the COMPANY.
The Basrah Eurolane Company (BECO) will prepare each report to such level and depth of content, details
and structure as agreed with the COMPANY in addition to the minimum content set out in this Section. Each
report shall provide sufficient content and details to meet the COMPANY’s reporting requirements.
2.4.19.4 Commercial Administration;
The CONTRACTOR will collect cost, scope data, which can be used to estimate activities during execution
of the WORK. The CONTRACTOR will provide accurate data using standard data collection templates as
provided by the COMPANY or as agreed by COMPANY. The templates will be based on the Cost
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Breakdown Structure (CBS) and consistent with the Project Work Breakdown Structure (WBS) and Cost
Time Resource (CTR) Catalogue. The CONTRACTOR will identify cost or schedule details that are crucial
to the interrogation of specific performance rates that fall outside the expected norms.
2.4.19.5 Cost Control;
The main objectives of Cost controls can be summarized as follows:
 The setting of project cost targets and the monitoring and reporting against these targets
 Strictly controlling cost through pro-active and remedial handling
 Breaking down of the final capital value into fixed assets
 Closing out the project and providing feedback into the project database for future estimating and
purposes.
Effective cost control within projects requires the following:
 Clear cost objectives that are agreed and supported by the Project Team and effectively
communicated
 Identification and assessment of risks and opportunities
 Identification and agreement of major cost drivers
 Appropriately qualified and competent staff, using appropriate tools and processes
 Control of scope deviations through trend and change management processes
 Effective cost management of contracts, appropriate to the selected contract strategy and type
 Monitor costs and commitments and identify any potential cost overruns
 Control of manpower staffing, time-writing and man-hour expenditures
 Agreement on cost allocations
 Identified 3rd Party requirements
 Regular review of cost controls effectiveness
2.4.19.6 Document and Data Control;
A Projects Filing and Records management plan be utilized for the projects. Information Technology (IT)
services will provided to support all the mandatory project activities to ensure that the scope of and
requirements for IT and Field Telecommunication for all project phases are identified and implemented
effectively and efficiently. The IT infrastructure will be designed to be robust, but with flexibility built in to
cope with changes.
3.0 Quality Management Program
Role & responsibilities
Project Quality Manager (PQM) with the support of QA Engineer (QAE) is responsible for preparation, issue
and control of the approved Project Quality documentation, its supporting manual and procedures. QA
Engineer will ensure that the latest revision of the above documents is uploaded and notified to all project
personnel responsible for the implementation of the systems described in Quality management Plan.
Management Commitment
The Project Sponsor will provide overall leadership and commitment for the successful completion of the
project. The Project Sponsor will also provide evidence of CONTRACTOR commitment to implement QMS
and continually improve its effectiveness by:
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 Communicating to all departments the importance of meeting customer as well as statutory and
regulatory requirements,
 Determining Quality Policy,
 Ensuring that quality management objectives are established, and
 Ensuring availability of resources.
Customer Focus
PM maintains customer focus by:
 Monitoring customer perception / satisfaction on BECO performance for this Project (once per year
a Customer feedback survey will be implemented per Corporate procedures).
 Meeting the customer requirements related to the activities, products and facilities provided by the
project organization.
Quality Management Reporting
Project Quality Manager will be reporting functionally to QA/QC Department Manager and administratively
to the Project Manager.
Project Quality Policy and Objectives
Basrah Eurolane Company (BECO) will endeavor to achieve COMPANY quality policy for EPCC for
Degassing Station Upgrading AGS1 & FQS Project, i.e. to establish, document, communicate, and meet
quality requirements for all products, services and activities. Quality requirements include conformance will
all specified requirements, specification, codes, standards and Government regulations.
Ensure that detailed engineering, procurement and construction are planned, developed and implemented in
line with ISO 9001:2008, Contract as well as statutory and regulatory requirements, herein after called
“Project requirements” and obtain Customer satisfaction.
Our objectives are:
 To implement the quality Project requirements through a documented project quality management
system within CONTRACTOR Project organization as well as at Subcontractors, Vendors and Sub-
vendors.
 To make sure that all Vendors and Subcontractors have a certified Quality Management System that
is acceptable to CONTRACTOR and COMPANY.
 To effectively manage Subcontractors, Vendors and Sub-vendors to mitigate risks associated with
key execution activities.
 To ensure coordination, communication, planning and preparation of activities with an overall
understanding of the limits and boundaries of the Project Quality Management System.
 To ensure that facility will be engineered and constructed in accordance with Contract and legal
requirements as well as best industry practices so that completed facility will provide for safe,
efficient, ergonomic operations and maintenance activities.
 To monitor and audit the work to ensure quality requirements are met and provide immediate
feedback on areas found to be deficient.
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 To implement structured QC activities such as quality surveillance, inspections, monitoring and

auditing programs to verify that quality is being built into the work product and not be limited to the
identification of defects.
 To continuously provide information to Project Management relating to quality issues to allow
informed decisions
 To develop a work environment where quality issues can be freely discussed at all levels.
 To actively promote the view that Quality is everyone’s responsibility.
Quality Management System Planning
CONTRACTOR is planning through this document the Project Quality Management System to be applied
for EPCC for Degassing Station Upgrading AGS1 & FQS Project. PQM is responsible in maintaining and
improving this PQP and ensure that integrity of QMS is preserved when changes of the quality system are
planned and implemented.
The head of each department will use the Project Procedures listed in this PQP to control their individual
processes. The head of each department has the authority to revise their established Procedures.
Project Organization
CONTRACTOR overall Project organization is shown in the Project Execution Plan. CONTRACTOR
Project QA/QC team headed by the Project Quality Manager will be established as an independent group.
QA Personnel including Project Quality Manager and QA Engineer have the organizational freedom and
authority relating to QA activities. All project personnel will fulfill their assignments, achieve the quality
requirements and continually improve the Project Quality Management System.
QA/QC KEY POSITIONS - ROLES AND RESPONSIBILITIES
Project Quality Manager
 Reporting administratively to the Project Manager and functionally to QA/QC Department Manager.
 Develop, implement and maintain/ update Project Quality Plan (PQP) and QA/QC related
procedures in compliance with Corporate and Project requirements.
 Manage Project QA/QC resources by:
 Defining and maintaining up-to-date Project QA/QC personnel competency matrix (for BECO,
Inspection Agencies and Subcontractors).
 Mobilizing QA/QC resources for the Project in time and as pet the minimum competency
requirements.
 Providing job description and level of authority to BECO Project QA/QC personnel under his
direction.
 Planning and monitoring their home leave rotation to maintain job continuity within the Project
scope.
 Overseeing external or in-house/ on-the-job training to BECO & others Project QA/QC personnel.
 Mitigating conflicts and ensuring smooth communication between Project QA/QC personnel and
other disciplines/ departments/ stakeholders (developing HEO/ REO attitude among Project QA/QC
team).
 Supervise and coordinate the activities of the Project QA/QC personnel.
 Evaluating Project QA/QC Personnel performance across Project execution.
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 Manage quality control activities in BECO, at Vendors and Site being the focal point for
communication on quality matters. Coordinate also with COMPANY focal point for the quality
matters.
 Participate in Vendors/ Subcontractor KOMs and organize PIMs prior to the start of any work.
 Coordinate with inspection third parties and other outside agencies when required.
 Prepare and hold at regular intervals Project Quality Management Review meeting, ensuring the
implementation of required actions.
 Review purchase/ construction requisitions, and evaluate vendors’/ subcontractors’ quotations in
regard to inspection activities.
 Establish and monitor Project processes performance by means of quality metrics.
 Control non-conforming product, evaluate trends adverse to quality, and implement corrective &
preventive actions.
 Plan and conduct audits, assessments and surveillance activities, making sure that any corrective
actions are timely implemented.
 Maintain inspection records in a manner which allow all personnel concerned access to results.
 Arrange the compilation of all inspection records in accordance with agreed method before Work
handover.
Project Quality Engineer
Reporting to Project Quality Manager
 Assist Project Quality Manager for the development, implementation, maintenance and improvement
of Project QMS.
 Assist Project Quality Manager in developing and implementing Quality Audit program.
 Conduct internal / external audits to BECO and subcontractor/ suppliers as auditor/ lead auditor in
accordance with the approved audit schedule.
 Prepare/ review BECO project quality documents and ensures their continuous adequacy.
 Review Subcontractors’ and Vendors’ QMS documents versus Project requirements.
 Identify quality problems (trends) and verify that corrective actions are implemented as necessary.
 Confer with engineering manager, procurement manager, construction manager and other key
personnel concerned to promote efficient performance of quality assurance during project life.
 Collate quality assurance records, quality related documents providing evidence that the construction
activities have been performed in compliance with the QA Program.
 Monitor and expedite the issue and implementation of disposition plan for CAR’s and NCR’s.
 Prepare monthly quality assurance status reports including the status of quality KPI’s.
Source Inspection Coordinator
 Plan and establish quality control and inspection coordination procedures for purchased equipments
and materials.
 Plan and establish manning schedule for quality control and inspection.
 Control budget and expenses of inspection costs.
 Coordinate with engineering, procurement and inspection agencies to perform quality control and
inspection smoothly.
 Review and participate in Vendor’s Pre-qualification and technical evaluation.
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 Review Material Requisitions, Project specification, Purchase Order specifications relevant to

commodities and equipment to be purchased.
 Coordinate with COMPANY for audit, quality control and inspection activities at Vendors as well as
vendor’s Pre-Inspection Meeting, Inspection/ test schedule.
 Attends Kick-off Meeting and chair Pre-inspection meeting with vendors.
 Review and approve vendor prints related to QA/QC such as PQP, quality procedures & ITPs
 Distribute PO package and QC surveillance checklist to Inspector prior to his visit to Vendor.
 Attend witness inspection at vendors shop as necessary.
 Evaluate and nominate inspectors from approved inspection agency for each Purchase Order.
 Arrange to dispatch the appropriate Inspector at Vendor shop for witness inspection.
 Control inspector’s shop inspection reports and vendor’s inspection records, including their
receiving / distributing and filing.
 Resolve rejection notices and follow up any NCR related to the purchased materials.
 Review and approve Manufacturer’s Record Book.
Welding Engineer
 Prepare and keep up-to-date BECO welding procedures.

 Clarify with Subcontractors and Suppliers during bidding stage, all requirements pertaining to
welding activities and documents.
 Oversee pre-qualification of welding procedures and welders at Subcontractors and Vendors
premises.
 Oversee per-qualification of other special processes associated with welding (NDT, Heat treatment,
hard facing etc.)
 Review and approve WPS/PQR, weld maps and WPS matrix, making sure that the minimum number
of welding procedures required for the scope of work are available and compliant with the applicable
codes, standards, project specifications and procedures,
 Review and approve other welding related documents issued by Subcontractors and
 Suppliers (e.g. management of welding consumables, heat treatment procedures, NDT procedures
etc)
 Review RT films as well as RT and other NDT reports.
 Plan and implement welding related training activities at Subcontractors and Local Suppliers, if
required.
 Plan and conduct welding related surveillance/ assessments at Subcontractors and Local Suppliers.
 Provide support to Project Quality Manager/ QC Coordinator for a proper resolution of all welding
related issues.
 Attend KOM and PIM with Vendors and Subcontractors when welding activities are part of the
scope of work.
Site QC Manager
Reporting administratively to Site Construction Manager and functionally to Project Quality Manager
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 Implement Project Quality Management Plan (PQP), Project Quality related procedures for
document control, change control, material control/ inspection/ testing, material inspection & test
plan.
 Implement Site quality key performance indicators (e.g. welding rejection rate, accepted inspections
etc.)
 Ensure that Contract specifications, CONTRACTOR procedures and Subcontractor documents
applicable for the Project are available at Site office at the appropriate revision.
 Plan and mobilize competent Site QA/QC resources necessary for the Project.
 Coordinate the teams of COMPANY and CONTRACTOR QA/QC engineers and Site Inspectors
dedicated to monitor subcontractors and local Suppliers QA/QC activities.
 Coordinate with CONTRACTOR Construction Group with regard to scheduled QC activities.
 Supervise inspection of raw materials, bought out items and review of Material Test Certificates
(MTC) versus the specification requirements.
 Ensure interface and coordination with COMPANY and Subcontractors for all Site QC matters and
coordinate Discipline QC Inspectors for all related inspection activities.
 Perform Quality Walk About at site locations and QC Surveillance at Subcontractors premises.
 Perform supervision of CONTRACTOR and Subcontractor and local Suppliers discipline QC
Inspectors and evaluates their inspection and activities performance.
 Arrange Subcontractors / local Suppliers documents review (including COMPANY review), and
ensure that such documents meet Contract specifications, BECO QMS and legal requirements.
 Manage nonconformities and non-conforming products through to their resolution as per approved
procedure and in liaison with responsible party (Subcontractor / Vendor).
 Review all inspection reports and maintain them in a manner, which allows all personnel concerned
access to results.
 Establish all formats of records and documents required for implementing quality control.
 Review received comments from COMPANY for QC documentation such as ITP, QC Procedures,
etc ensuring that comments are addressed in the revised documents accordingly.
 Ensure control and coordination of all inspection and test activities both in-house & at local
Suppliers’ workshop through inspection agencies, sub-contractors and local Suppliers QC functions.
 Assesses Subcontractors and Local Suppliers QA/QC Management Systems.
 Controls and reviews Subcontractors and local Suppliers documentation related to fabrication,
inspection and testing.
 Control inspection release of rejected materials upon approved dispositions.
 Review and arrange final QC dossier for handing over to the COMPANY and maintain proper filling
system, ensuring an ease retrieval of documents.
Site QC Inspector
Reporting to Site QC Coordinator
 Provide inspection advice to project teams including Construction team on QA/QC issues.
 Establish and support proactive and collaborative working relationships with COMPANY QC
Inspectors.
 Ensure Subcontractor construction activities are performed in accordance with the approved
specifications, plans and procedures.
 Ensure relevant, up-to-date codes, standards, specifications, drawings and contracts documents are
available for inspection.
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 Ensure deficiencies are identified and resolved.

 Assist QC Coordinator for the implementation, maintenance and improvement of Project QC
activities.
 Review Subcontractors QC Documentation (ITP, QCP, MAR etc).
 Carry out QC inspection activities per the intervention level established in the ITP (receiving, in-
process and final stages)
 Assist QC Coordinator in conducting Construction Quality surveillance, Quality Walk About, Site
investigations, as necessary.
 Report on a daily basis the QC activities as well as any issues and areas of concern.
 Any other related works as instructed by QC Coordinator.
Project Quality Management Review
A review of the Project Quality Management System performance will be organized by PQM at least once in
every six months. The meeting will be attended by the Project Director and all Project key members and will
have cover as a minimum the following agenda:
Review inputs:
 Results of Project audits

 Customer feedback
 Process performance and product conformity
 Status of preventive and corrective actions
 Follow up actions from previous management reviews
 Changes that could affect the quality management system, and
 Recommendations for improvement
Review outputs:
Any decisions or actions related to:
 Improvement of the effectiveness of quality management system and its processes

 Improvement of product related to customer requirements, and
 Resource needs
PQM will ensure that the minutes of the meeting will be recorded and distributed to all concerned.
He will also arrange the follow up of the established decisions and actions.
Quality Management System
CONTRACTOR will implement for this Project a PDCA cycle per ISO 9001:2008 as represented in the
Figure here below.
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CONTINUAL IMPROVEMENT OF THE QUALITY MANAGEMENT SYSTEM
- Quality Policy
MANAGEMENT - Quality
RESPONSIBILITY Objectives
- Audits Results
- Data Analysis
- CAR & PAR
- Management
review
MEASUREMENT,
ANALYSIS AND
IMPROVEMENT
REQUIREMENTS
RESOURCE
MANAGEMENT - Corporate Units
SATISFACTION
- QA/QC
CLIENT
- Human
CLIENT
- HSE
Resource QUALITY - Internal Audit
Management SYSTEM - Project Control
- Administration - Customer
- Accounting & Admin. Complaints
- IT&C - Project Organization Analysis
- Strategy - Customer
Satisfaction
Analysis
ENGINEERING
CONTRACT
ACQUISITION PRODUCT /
PROCUREMENT SERVICE
INPUT CONSTRUCTION OUTPUT
BUSINESS DEVELOPMENT
Quality Manual
The IMS Manual is established and maintained to:
 Communicate the Corporate Policies and Objectives within BECO.

 Provide the processes of quality management system through documented procedures.
 Describe the interaction between the processes of quality management system.
The Quality Management System to be implemented for this Project will be based on six levels of
documentation (Figure below):
 Quality Policy IMS MANUAL

 Project Quality Plan
 Quality Management Procedures
PROJECT QUALITY PLAN
 EPC Project Procedures
 Subcontractors, Vendors and Sub-vendors inspection & test plan, quality control procedures, method
statements. QUALITY MANAGEMENT PROCEDURES
 Forms and records
EPC PROJECT PROCEDURES
SUPPLIERS ITPs, QCPS, METHOD STATEMENTS
PROJECT FORMS & RECORDS

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Project Quality Audits
CONTRACTOR will organize internal quality audits to assess the various elements of the Project Quality
Management System. Such audits will be conducted when and as required, upon the outcomes of various
activities, however as a minimum every six months during the project execution in accordance with “Project
Quality Audit Plan and “Project Corrective and Preventive Action.
The Audit activities will be employed to assess that Project QMS has been properly implemented at the
beginning of each stage of the Project and subsequently maintained across the Project execution.
The Audit Program will be conducted in accordance with the audit schedule that will be developed after
Contract award and will encompass:
 internal audits to CONTRACTOR Project organization,

 External audits to the main Subcontractor(s).
 external audits to major Vendors (for Category I and II Criticality material and equipment, and
design contractors), and will be covering as a minimum Project management, Engineering,
Procurement/ Subcontracting, Construction/ Pre-mechanical completion, Document Control,
Material Control, QA/QC, HSE, as applicable.
The audit schedule will be issued to COMPANY for review and approval within 90 days of EFFECTIVE
DATE as defined in the ITB documents. A copy of the audit reports, follow up audit reports, proposed
corrective and preventive actions to close the audit findings, concerns and observations.
CONTRACTOR will ensure that all audit findings will be sorted out in a timely manner and will assess the
effectiveness of the actions taken by monitoring whether any occurred/ potential issue that has been
identified and addressed through correction and corrective actions will recur. The recurring issues and
improved corrective/ preventive actions will be analyzed as and when required and by default during the
management review meetings.
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Audit notification will be submitted to COMPANY with minimum 5 working days before the audit day.
1. PQM or QAE will conduct the audits whereas COMPANY Representatives will have the right to
participate as auditors or observers.
2. PQM will report the audit results during the close out meeting and will issue copy of Audit Reports
to CONTRACTOR PM and COMPANY.
3. QAE will maintain the audit findings register and will be responsible for monitoring the closeout of
all Audit Findings such as CARs, Observations and selected Recommendations.
Control of Nonconforming Process (Corrective Action)
Corrective action will be controlled in accordance with “Project Corrective and Preventive Action Procedure.
Project key personnel will select items requiring corrective action among nonconformities throughout project
execution, and will issue the “Corrective Action Request” to responsible personnel/ party with the support of
PQM. Responsible personnel/ party will propose and implement correction and corrective actions to fix the
problem and eliminate the causes of process nonconformities.
Control of Potential Nonconforming Process (Preventive Action)
Preventive action will be controlled in accordance with “Project Corrective and Preventive Action
Procedure. Project key personnel will select items requiring preventive action among potential
nonconformities identified during Contract review, Risk management workshops and subsequent project
stages, and will issue “Preventive Action Request Log” to responsible personnel.
Responsible personnel will take preventive actions to eliminate the causes of potential nonconformities and
update the aforementioned Log.
4.0 ENGINEERING, PROCUREMENT AND CONSTRUCTION
4.1 General
Engineering organization chart show key lead discipline personnel, as defined, and also define support staff
for that discipline. Resumes are provided for lead and for some support staff in the last section of the
Technical Proposal.
The purpose of this Work Plan is to define and outline the extent and sequence of services to be provided,
and the contents of the major deliverables and documents. This Work Plan is based upon CNOOC’s ITT
package documents.
The Execution Plan is coordinated with the Project Schedule. It should be noted that regardless of the
presentation of the elements in the Execution Plan, the clearest indication of chronology and sequence of
activities is presented in Project Schedule. The work will include the collection and analysis of engineering
data, necessary site visits and field verification, preliminary design confirmation, preparation of detailed
design documents, detailed material take-off, calculations, quality control, meetings and project
management.
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The Scope of Work provides for distinct project stages for the planning and design of the facilities,
summarized as follows:
II. Approach to the Work
The approach to the work is based upon conducted studies early, and FEED engineering documents. The
project is scoped to provide for confirming the basis of design in the first part of the project. At this time it is
anticipated that the basis of design is the preliminary engineering provided by CNOOC, however, this will
need to be verified, and have supplemental input from all members of the project team.
Deliverables for a list of project deliverables, as Drawing List for a preliminary list of anticipated drawings.
a. Mobilization – The majority of the staff are available in our engineering office and ready to start work
immediately after award of the contract. The task will also include office space and equipment as required to
undertake the project.
b. Data Collection, Site Verification and Document Review – The first technical task will be the collection of
data, along with site visits and verifications. This will be followed by document review.
c. Preliminary Design Confirmation - A review will be conducted to confirm the preliminary engineering as
the current basis of design. This effort will allow for modifications to the project scope, or preliminary
design, as required for inclusion to technical review comments, modification of site layout, study results, or
other issues. It will note pending issues and confirm (establish) the basis of design prior to commencing with
detailed design. The Preliminary Design Confirmation submittal will consist of/ accomplish the following:
 Provide summary documentation of the studies performed.
 Provide a checked marked-up set of all calculations prepared during the preliminary engineering.
 Provide a marked-up or modified set documents from the Preliminary engineering. Key drawings
include P&ID’s, piping plans, single line diagrams, block diagrams, and plot plans.
 Prepare a formal review comments report that addresses and incorporates all Preliminary Design
Confirmation submittal comments.
d. Studies – A review will be conducted to confirm the studies performed during the preliminary engineering
stage. The product of this effort will be studies of documents of various sizes and formats, as defined by the
task release. Presentations and other deliverables may accompany as required.
e. Detailed Engineering Design – The preparation of the final detailed design documents will commence
after the review and approval of the preliminary engineering confirmation.
1. Review Submittals – Submittals will be provided as required and based on the priority of the wells.
Work under the design review milestone will focus on the completion of the drawings that are central
to the design, and the detailing. It will develop materials and equipment to detailed levels.
The review submittals will consist of/accomplish the following;
 Provide complete and detailed scope of work.
 Provide a drawing package that is complete.
 Provide an update for the material and equipment submittal for major elements to be used in the
project identified to date.
 Provide a material take-off.

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 Include data sheets.
 Provide construction scope of work of the wells & remote manifolds.
 Prepare formal review comments report that addresses and incorporates all review submittals
comments.
 Provide all drawings of the design package.
2. Final Submittal – Work under the final design review milestone will focus on the completion of all
drawings incorporation of all comments and finalization of materials and equipment. The final submittal will
consist of/accomplish the following;
 Incorporate all comments from the review submittals.
 Provide a finalized calculation book for all major elements and systems.
 Provide a drawing package that is complete and certified.
 Provide a complete and final materials list, including material takeoff.
 Provide a construction scope of work.
 Provide an update for the material and equipment submittal for major material and equipment to be
used in the project.
3. Post 100% Work – Work may continue after the final submittal for review of material and equipment
submittals, only as required
 Provide comments on vender submittals.
f. Quality Reviews – Quality reviews will consist of/accomplish the following:
- Review each submittal.

- Provide interdisciplinary coordination.
- Provide checks by lead discipline, and independent.
- Ensure compliance with procedures.
- Audit project.
g. Project Management – Project Management will consist of/accomplish the following:
- Attend coordination, agency, review, and periodic meetings.

- Ensure and manage project resources.
- Provide interdisciplinary coordination.
- Manage schedule and costs.
Specific
The specific contents of the documents will be defined as a part of the specific and detailed scope of work,
and list specific tasks, and deliverables. BECO’s specific approach generalized task group for the
development of the project defined design package consists of the following tasks and deliverables:
4.2 Detail Engineering Design

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1.0 Verification, Studies and Design Confirmation
Concurrent with the mobilization effort, technical work will commence on the project, which includes:
1.1 Data Collection
Data collection will consist of data/information provided by Client, previously prepared documents that
provide information on the new facilities to be provided, and existing data documentation available in
FEED package. Information relevant to the project facilities will be documented.
Deliverable: The product of this work effort will be transmittals on data collected.
1.2 Document Field Verification
Based upon the document review and document research, drawings and other documents showing the as-
built conditions will be organized. During the site visits these will be taken to the field by the Project
Engineer and the concerned Lead Discipline Engineers to review and check each facility. Each item on the
existing as-built drawings and directly related to the project scope will be yellowed as confirmed. Changes
will be marked on the as-built in the field. The important field notes will be maintained. Items that can not be
determined, for whatever reason (access, locks, etc.) will be noted. Facilities viewed in the field for which no
documents/drawings are available, will be noted. Documents will be searched, and/or field verification will
be made.
Location of existing piping and structures pertinent to the assessment and designs will be confirmed.
Deliverable: The product of this work effort will be memorandum on the field verifications, and transmittals
on data received.
4.3 Studies
Studies required to complete the detailed engineering shall be conducted by BECO /sub-contractor.
Project Definition Confirmation
The Preliminary engineering documents will be reviewed and commented upon including drawings, text,
data sheets, and calculations. Based on the determined opportunities and constraints, standards, and site
verification comments or suggestions may be made. Any suggestions, modifications, or deviations from the
project scope of work will be submitted for client’s approval.
Requirements under standards and other applicable codes will be met, or variances suggested, may be
reviewed based on existing conditions constraints or cost and maintenance preference.
The confirmation will include observations or comments from the studies undertaken. Concurrently,
outstanding comments by Client on the design or scope will be addressed, and incorporated as necessary.
Deliverable: The product of this work effort will be a Preliminary Design Confirmation Submittal.
4.4 Final Design Documents
Once the Project Definition Confirmation Report has been reviewed and approved, specific design activities
can proceed.
4.5 Design Basis/Standard Documentation

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A full review and documentation of the design basis and standards relevant to the project will be developed,
prior to the commencement of the design work. These will include defined standards, as well as philosophies
and preferences based on circumstances that best affect the operation of the pipeline.
This task will be undertaken prior to the full initiation of work on the Detailed Engineering and Design to
establish the requirements for the actual design. This task will likely run concurrent to other pre-design tasks
such as the continuation of site visits, existing documentation review, and data verification.
The Design Basis/Standards will be checked by the QC Team designated person and/or the Head of the
Discipline Section, as called for in the QC Plan.
Deliverable: The product of this work effort will be a stand alone compendium of documentation on design
basis, standards, and preferential approaches/philosophies on the design of the pipeline and its facilities.
Typically draft and final documents will be prepared.
4.6 Calculations
Design work will not start until calculations of major items are complete. While some calculations will be
reviewed during the Preliminary Design Confirmation, full and complete calculations will be reviewed
during the commencement of the final design. Calculations will commence with the modeling and study of
the requirements of the systems. Calculations will be finalized during the initiation of the Detailed
Engineering Design. The calculations may be an extension of studies or previous work undertaken. These
previous calculations will be reviewed to determine appropriateness of facilities, design and equipment.
Further calculations may be required to provide solutions to the outstanding issues from the Planning
Documents. Calculations will be revised at each review step of the project as the design and interdisciplinary
coordination progresses. Calculations for Detailed Engineering Design tracks will commence with the
opening of the track.
1. All calculations will be checked by the QC Team designated person and/or the Head of the
Discipline Section, as called for in the QC Plan. Computer applications will be utilized where ever
possible and appropriate, to allow for fast and flexible updates to the calculation modeling.
Calculations will be developed using the latest appropriate software.
2. Deliverable: The product of this work effort will be several intermediate calculation submittals,
along with a final calculation book prepared at the 90% Detailed Engineering Design review date.
3. Drawings; Detail design drawings will be prepared for construction. Drawings will include as-built
data directly related to the project scope. Modifications/revisions on CADD shall be limited to work
directly related to this project scope of work.
4.7 Typical Engineering discipline Deliverables
Mechanical / Piping
 Prepare Piping and Instrument Diagrams
 Prepare Plot/Facilities Plans/Demolition Plans
 Prepare Hydrostatic Test Diagrams

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 Prepare Safety Instruction Sheets
 Prepare Isometric details
 Prepare Plan & Profiles
 Prepare Piping Plans, Sections , Details and Isometrics
 Prepare Line Designation Tables
 Prepare Tie-in Index
 Prepare Road/Pipeline Crossing Details
 Prepare Valve Data Sheets
Instrumentation
 Prepare Instrument Specification Sheets
 Prepare Instrument Installation Schedules
 Prepare instrument Block Diagrams
 Prepare Interconnection Diagram
 Prepare Instrumentation Mounting Details
 Prepare Loop Diagram
 Prepare List of Nameplate
Electrical
 Prepare One Line Diagrams
 Prepare Area Classification
 Prepare Electrical Layout and Details
 Prepare Power/Lighting/Grounding Layouts
 Prepare Panelboard Schedule
 Prepare Cable and Conduit Schedule
 Prepare Cable Routing Plans
 Prepare Misc. Details
Structural
 Prepare Pipe Supports Plans and Details
 Prepare Pipe Anchor Details

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 Prepare Platform Plans and Details
 Prepare Foundation Location Plans and Details
 Prepare Miscellaneous Site Structural Details, such as Foundation
 Prepare Steel Bending Schedules
Civil
 Prepare Site Layout related to the Plot Plan
 Prepare Paving and Grading Plans
 Prepare Misc. Civil Details
BECO will be responsible for evaluating and proposing the suitable locations (subject to COMPANY
approval). BECO will be responsible for obtaining all permits and authorisations required to execute the
WORK and exploit/use borrow pits and disposal areas.
4.8 Engineering Management Team
The Engineering Manager with the assistance from Discipline Engineer and Project Engineer shall oversee
all engineering activities including the coordination among the disciplines where such person shall liaise
closely with the Lead Discipline Engineers to ensure quality and safety are built into the design in
compliance with the applicable International and Project Codes and Standards.
The engineering documents will be controlled via Master Deliverables Register (data base) which captures
all documents prepared as well as their status. During execution of project, engineering deliverables are to be
assigned accordingly to individual discipline so that clear ownership and responsibility is identified. In order
to further facilitate a correct understanding of the work within each discipline kick off meeting will generally
be held with COMPANY at the commencement of the project.
A Lead Engineer per discipline will be appointed and assisted by Senior and/or Discipline Engineer(s),
Designer and Draft person as needed. The Lead Engineers and Senior Engineers will be assigned as required
by the Scope. However, their assignment may be limited to a period corresponding to the peak of the
discipline workload. In any case, all the personnel proposed can be made available at any time as they are all
working permanently within team.
The Lead Engineers are responsible for the timely delivery of the deliverables at the expected level of
quality. All personnel are guided by the Project QA Plan, Project Coordination Procedures as well as their
respective Department Working Procedures.
Quality assurance management will be put in place to ensure the engineering quality will be up to the
expectation of COMPANY. The interdisciplinary Check (IDC) System will be implemented where drawings
are circulated to their relevant disciplines for review/check to ensure uniformity, compatibility and
consistency of design across the various disciplines.
4.9 Detailed Engineering
The general objectives of Engineering Execution Plan (EEP) to explain the methods, systems and strategies
to be implemented for the successful execution of the scope of work related to the detailed engineering
design phase of the Oil Gathering Well Hook Up EPC PROJECT.
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The EEP will be studied in conjunction with the Project Execution Procedure (PEP) and the project specific
procedures. These project specific procedures will include the work demarcation between CONTRACTOR
and qualified Engineering Subcontractors, Vendors and Consultants and the associated activities to be
carried out, design input / output requirements, respective timing and revision control etc.
The EEP describes the high level information relevant to the execution of engineering activities by
CONTRACTOR such as review and verification of existing ITT documentation, data and document
retrieval, site survey(s), detailed engineering / design, requisitioning and up to issuance of the Engineering
Package as Approved for Construction (AFC) deliverables.
The Engineering Package will be developed by taking into account the procurement cycle and to produce
Approved for Construction (AFC) deliverables without compromising quality, health, safety and
environmental management issues.
The objective for engineering and design will be to execute the scope of work in accordance with
COMPANY requirements from technical, engineering and operating prospective, local government
regulatory requirements, COMPANY and industry safety and environmental standards. And, all final designs
are the complete combination of appropriate technical merit, materials and constructability for project over
the useful lifetime of the subject facilities.
The engineering design deliverables provided by the Engineering Subcontractors, Vendors and Consultants
will be reviewed and commented on by the relevant engineering disciplines of Basrah Eurolane Company
(BECO).
As necessary, site surveys will be performed for verification of the existing drawings and documentation
against existing plant facilities. In this way, relevant engineering information is collected to serve as the basis
for the design and engineering deliverables.
Direct equipment and materials (Hereinafter called materials) for the project that form an integral part of the
facilities will be purchased by the Material Management Group of CONTRACTOR.
A. Initial Design and Engineering Phase
The execution of detail design and engineering phase will be undertaken by CONTRACTOR. The
CONTRACTOR home office in Basrah will be designated as the Home Office and is fully responsible for
the overall project management and control, engineering design, procurement, construction management and
quality management support.
The Engineering Group of CONTRACTOR will be headed by the Engineering Manager (EM) who will
report directly to Project Manager (PM). The Deputy Engineering Manager (DEM) will in turn report
directly to the Engineering Manager (EM).
The Engineering Group of CONTRACTOR will report directly to the Engineering Manager (EM) through
the Deputy Engineering Manager (DEM). CONTRACTOR engineering team will comprise of all relevant
engineering disciplines under the responsibility of Discipline Lead Engineers.
The project start-up phase will involve the prompt mobilization and assignment of engineering personnel to
review contractual requirements, ITT documentation and establish specified engineering procedures.
From an early stage a firm basis will be established to confirm all long lead purchase orders from the
Effective Date of the project.
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Initial early design and engineering phase will be focused on confirmation of the ITT documentation and the
release of key critical path documentation in order to proceed with the work.
Geo-technical investigation will be started by CONTRACTOR in the initial phase by engaging a survey
SUBCONTRACTOR to confirm the site geotechnical information.
B. Priority of Engineering Deliverables
Priority for issuance of engineering deliverables during the engineering phase will be foremost managed to
line up with the construction schedule and accomplish the on time execution of the project. Sufficient and
dedicated resources are mobilized to ensure the engineering design phase is executed with adequate review
and supervision.
Accordingly, a dedicated Project Group under Project Manager (PM) will manage the project throughout the
engineering design phase to effectively coordinate and monitor that the work progress is being achieved in
accordance to project milestones and schedule.
The Project Manager will have the authority to assert and ensure the Project, Engineering, Procurement and
Construction teams are aligned with achieving the project milestones in line with the project schedule
throughout the duration of the project.
Engineering delivery will be controlled and monitored by the EM & DEM with the detailed estimate and
schedule reviews in line with the baseline schedule.
C. Design Philosophy
The primary objective of engineering design is to work in accordance with the COMPANY operational
requirements, local government regulatory requirements and comply with industry safety and environmental
standards.
Basrah Eurolane Company (BECO) will ensure that all of the final designs are the complete combination of
appropriate technical merit, material selection, fabrication and constructability, operability and
maintainability over the useful lifetime of the subject facilities.
The project design will be based on sustained operability, safety and maintainability of twenty five (25)
years.
D. Codes and Standards
The engineering design will comply with the latest COMPANY specifications, drawings, and standards
applicable to the SoW in accordance with the contract requirements. For design reference, the appropriate
International and National Standards and Regulations as well as local government regulatory requirements
will be utilized.
E. Design Consideration
The specifications, drawings, and standards applicable to the project are as specified by COMPANY in the
respective contract. Furthermore, CONTRACTOR will have the appropriate revision of International and
National Regulations for design reference as required by COMPANY specifications.
The Project Teams of CONTRACTOR and COMPANY will work closely to ensure that all required
specifications are identified after award of contract. This is to ensure that the objectives set out in the
contract are met.
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The primary considerations of CONTRACTOR will be to ensure that the scope of work for the engineering
design will be in accordance with the COMPANY contract and local statutory governmental bodies.
F. Engineering / Design Quality Principle Objectives:
1. Engineering Objectives
The key engineering objectives are as follows:
 Complete engineering deliverables suitable for procurement of equipment, installation and operation
of Oil Gathering Well Hook Up EPC.
 Prepare schedule and allocate resources to ensure deliverables are provided as per approved schedule
 Interface with COMPANY engineering personnel to implement the operational and maintenance
requirements in a structured manner to ensure contractual obligations are adhere to.
 Organize and manage all the safety related design requirements which satisfy the COMPANY
Integrity Management Procedures.
 Develop and issue the MTO, MR, TBE & PO for mechanical, and piping and follow-up with
equipment Vendor ensuring all contractual requirements are adhered to and delivery to site as per
schedule. Incorporate Vendor data into the engineering design.
 Prepare AFC deliverable packages for respecting the project milestones indicated in the project
schedule.
 Provide engineering support during the construction phase of the project at jobsite.
2. Quality Objective
The following principles will be adhered to by Basrah Eurolane Company:
 Ensure compliance to the approved specifications, standards, data sheets, drawings etc
 Advanced technical explanations and discussions between COMPANY and CONTRACTOR will be
recorded and documented by means of Record of Conversation (ROC).
 Minimize the rejection of deliverable documentation by COMPANY by means of advance
explanation and discussion by C-ENGG with COMPANY.
 Monitoring and control the review comments officially received from COMPANY against
deliverable documentation by using Comment Resolution Sheet (CRS).
 The Comment Resolution Sheet (CRS) will be officially submitted by CONTRACTOR to
COMPANY along with the respective updated deliverable documentation.
3. Quality KPI Objective

CONTRACTOR will apply following KPI (Key Performance indicator) for engineering / design
quality objectives:
 Rejection of Deliverables by COMPANY

 Design change of AFC documents / drawings during construction
 On time release of deliverables
G. Engineering Inter-Discipline Design Consideration
Disciplines will participate and typically provide inputs to technical reviews and studies such as:
 Area Hazardous Classification Drawing including Hazardous Area Source List.

 Plant Layout reviews.
 Plant 3D model reviews.
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 Constructability reviews.
H. Typical Engineering Deliverables
Typical types of deliverables forming part of the engineering scope are:
 Reviewed and revised (as necessary) ITT project engineering standards and specifications.
 Project design basis and critical requirements.
 Process Flow Diagrams including all major equipment and controls.
 Piping & Instrument Diagrams.
 Material Safety Data Sheets (MSDS).
 Process Description.
 Piping Class Summary.
 Piping Layout and Design.
 Equipment List with broad specifications and Material Requisition Package.
 Equipment Data Sheets.
 Instrument Index and Summary.
 Instrument Data Sheets.
 Control & Safeguarding philosophy including description of all interlocks and controls
 Line Schedule / List.
 Technical Bid Evaluation Reports
 Vendor deliverable documents and drawings.
 Vendor package datasheets covering detailed scope of vendor Design and Supply.
All Deliverables will contain information, drawings and documents necessary for the execution of the project
in accordance to the Master Deliverable List. All the drawings produced should be in accordance with
Engineering Document Numbering Procedure.
I. DETAILS OF APPROACH TO ENGINEERING MANAGEMENT
Engineering management work flow is summarized below:
Engineering Execution
During the early stage of engineering design activities the basic engineering activities will be undertaken
especially those related to system engineering, plant layout engineering and equipment engineering will be
executed.
These early stage engineering activities will be performed with complete understanding of the ITT Design
Package and also with knowledge obtained from working experiences gained on other previous projects in
accordance to in-house developed Engineering and Design Procedures
Design Outputs
The design output will typically consist of detailed drawings, specifications, calculations, data sheets,
construction and material / equipment requisitions and / or others that can be verified against design input
requirements. Engineering Disciplines will register design output documentation including the relevant plan
issues dates and current design status.
The Discipline Lead Engineer (DLE) will ensure that their respective Engineering Discipline undertakes the
review of the design output prior to submittal to COMPANY, including those submitted by Subcontractors /
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Vendors against design input such as but not limited to COMPANY requirements, Project Specifications,
Legal Requirements.
DEM will ensure that Engineering Disciplines through the DLE will carefully review the design output
against the design input and content will be verified against the defined parameters of in-house Engineering
Check Lists.
Document Authorization
Discipline related deliverables for the project will be drafted and prepared by designers / engineers.
Subsequently, these deliverables will be duly checked and reviewed by Senior Engineers with final approval
by the Lead Engineers.
Furthermore, manpower mobilization, organizational chart arrangement for each discipline, Individual
Design Plan (IDP), Design Basis Report, Engineering subcontract related documentation, Concession
Request, Project Close-out Report and Lessons Learned will be prepared by Lead Engineers (LE), reviewed
by the discipline Heads (GL) and approved by EM / DEM.
Planning / forecast, control of engineering man-hours and maintaining work demarcation between the
disciplines including control of IMS records will be the responsibility of the Lead Engineers for the project.
The Lead Engineers will obtain necessary technical support from Discipline Heads and progress reports will
be submitted on weekly basis to EM / DEM and Head of Discipline.
Incorporating Vendor and Subcontractor design data into the overall detailed design
Engineering activities specifically related to areas and expertise of Subcontractors / Vendors will be
performed by them. Basrah Eurolane Company (BECO) will be responsible for establishing the engineering
design base of Subcontractors / Vendor and will review / comment on Subcontractors / Vendor deliverables
against project specifications.
CONTRACTOR will interface with the Subcontractors / Vendors to collect all relevant engineering
information to finalize CONTRACTOR overall detail design.
The design basis of Subcontractors / Vendors engineering activities are clearly defined in the requisitions,
specifications and specific project developed procedures, and will be confirmed during kick-off meetings
(KOM), regular discussions, follow-up meetings, written communications and memorandums.
The requirements of Subcontractors / Vendors quality control activities will be defined in the requisitions
and specifications, and re-confirmed during kick-off meetings and pre-inspection meetings with
Subcontractors / Vendors.
CONTRACTOR through the PM and EM will continuously monitor the progress in engineering and design,
materials and equipment sub-ordering, fabrication and inspection etc. up to the time of delivery on the basis
of monthly or semi-monthly progress report submitted by Subcontractors / Vendors,.
Design Review
Formal design review by concerned areas of engineering at appropriate stages will be organized by EM
through the project under the responsibility of Design Review Teams in accordance with the Engineering
Execution Procedure and will consist:
 During the design and engineering, high level of safety in the design will be achieved by conducting
a series of Design and Engineering Reviews / Studies.
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 Hot Eye Technical Review - conducted by engineering disciplines.

 Cold Eye Safety and Technical Review - conducted for specific key documentation.
 Risk Assessments will be achieved through Technical Reviews that are to be conducted in
accordance with Project Scope of work.
 As a part of the Design Review activities, Engineering Disciplines shall identify activities,
equipment and procedures that are novel and or complex representing a particular risk to the project
during design, fabrication, construction, installation and operation. The risks associated with such
items shall be assessed and mitigated
 Each Engineering Discipline records design review results and controls any changes required to be
reflected into relevant design output documents with an appropriate procedure, where required.
Design Verification
Each Engineering Discipline will utilize design verification checklists to check that the design outputs meets
to the design input requirements at the end of the design process.
Applicable design verification checklists are identified in the Individual Design Plan prepared by each
Engineering Discipline. Records of the results of the design verification shall be maintained by each of the
Engineering Disciplines.
Design Validation
The 3D model reviews are considered as Design Validation during design stage.
J. Control of Design Change
All design changes performed in the first instance will have to be approved by EM before implementation.
The EM will delegate all design changes to the relevant Engineering Discipline in accordance with
“Management of Change Procedure” and. The EM will also control these design changes and follows up
until issuance of all relevant changed documentation.
Field design changes and modifications are reviewed and approved in accordance with “Field Design
Change Procedure” and are classified on the basis of design change being either Major or Minor.
EM will follow the approved “Concession Request Procedure” for deviation, alternate proposal or exception
to the Project Specifications during the design, engineering, procurement/subcontracting, construction and
pre-mechanical completion stages.
K. Critical Design Path
The critical design path from commencement of engineering design will be finalization of pipeline route,
layout, section & civil drawings. EM will assign relevant engineering personnel for the development and
finalization of Engineering drawings and to complete this task as a priority.
L. Development of Plot Plan/ Piping Design
All detailed engineering to be performed by will be carried out utilizing Intergraph 2D and 3D CAD systems
at the Office of CONTRACTOR. The key documents such as Plot Plans are developed in 3D Model and will
be followed by piping design development. In this manner, piping design can be developed with consistency
among plot plans, piping design and material takeoffs. Also walk-through review can be executed from
viewpoints of design, operation and maintenance.
M. Updating of Project Specifications

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Engineering team will update Project Specifications included in ITT design package by incorporating
changes, such as those instructed by Bulletins during bidding stage and those raised by both COMPANY and
Engineering Team as technical alternatives, including COMPANY options.
New Project Specifications which may be required, but not included in the ITT design package will be
developed by Engineering issued for COMPANY review.
Engineering Team will provide cover and revision summary sheets to define amendment of Project
Specifications included in the ITT design package and assign new document number in accordance with
Document Numbering Procedure and submit to COMPANY for APPROVAL.
N. Engineering Resources
In order to complete the main tasks in the engineering stage, EM will assign permanent employees in key
engineering positions who are qualified and experienced for the execution of Oil & Gas related projects.
The overall engineering organization chart can be referred to within the Project Execution Plan (PEP).
O. Documents and Drawings
Whenever original documentation / drawings (i.e. P&ID, Plot Plan, Engineering Drawing and,
Specifications) are available with COMPANY and are required for revision as part of the engineering design
for Brownfield portion i.e. “As-built”. Then, CONTRACTOR will request the original native files from
COMPANY.
However, if required documentation / drawings (i.e. P&ID, Plot Plan, Engineering Drawing, and
Specifications) do not exist with COMPANY and are required for the project, then such documentation /
drawings will be the subject of discussion and agreement with COMPANY. As to whether such required
documentation will be created and issued for approval by Engineering team to COMPANY is dependent on
the outcome of discussions with COMPANY.
The document / drawing shall seamlessly fit into the existing COMPANY document / drawing system.
P. Information Technology
Information technology systems developed by CONTRACTOR will be utilized to support integrated

information management throughout the project life-cycle. This will provide a uniform platform to facilitate
the achievement of high-quality and cost effective project engineering.
Q. Change Control;
In order to maintain a complete check on the impact of any trend or change in the scope on the project cost
and the completion time/schedule, Contractor will apply a standard process for identifying and controlling
changes in the scope. To manage the change process a Project Change Review Coordinator will be
appointed.
The objective of the PCRC beside the project team is to review every Change Proposal and ensure that all
implications of the change are considered before being accepted or rejected.
The Project manager will carry out the following key tasks:
 Review Change Proposals for endorsement;

 Review the impact assessment of any new Change Proposal and approve or reject.
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R. KICK-OFF
Within two weeks of contract award, a kick off meeting will be held in Company's office. Contractor will
attend this kick-off meeting with all his senior technical discipline engineers as a minimum.
Design/Engineering shall include, but not be limited to:
i. The development of the engineering design for the facilities, based on the parameters, data and
information provided by CONTRACTOR.
ii. The performance of design studies, site surveys & investigations and calculations and associated
tests;
iii. The updating and revision of all those existing drawings, which are applicable to, and/or affected by,
the installation of the facilities. It shall be noted that not all drawings, which are applicable to, and/or
affected by, the installation of the facilities, are necessarily listed in the list of drawings. Immediately
after Contract award we will advise which existing drawings if any or data that we needs.
iv. The preparation of new drawings and revision of existing and new drawings to "as built" status; all
"as built" drawings shall be carried out on AutoCAD (or fully compatible format) and based on the
numbering system provided by CONTRACTOR.
v. The preparation of specifications, procedures, data sheets, equipment and parts lists.
vi. The selection of materials and equipment, and evaluation of vendor information and drawings.
vii. Tie-In Plan For each of the facilities, COMPANY requires that the shut-down period(s) during tie-in
of the new facilities are kept to a minimum. CONTRACTOR shall present for each of the items
requiring tie-in a detailed proposal and time schedule for the tie-ins with the existing plant
(mechanical, electrical and instrumentation). CONTRACTOR shall indicate which part of the
facilities needs to be shut-in, at which date and for how many hours.
viii. CONTRACTOR shall submit as part of the detailed design a full materials take-off.
CONTRACTOR shall indicate whether materials will be purchased locally in IRAQ or whether
CONTRACTOR intends to import materials into the country. The above list will form the basis for
obtaining approval for material importation into IRAQ.
CONTRACTOR shall give COMPANY opportunity for such reviews and comments before taking
irreversible action or making significant monetary commitments, such as purchase orders and subcontracts.
CONTRACTOR shall present documents to COMPANY in a timely manner and in a logical sequence.
CONTRACTOR shall respond to COMPANY's comments, if any, before taking further action.
CONTRACTOR shall submit engineering deliverables for COMPANY’s review in five (5) fold, unless
specifically stated otherwise, and shall conform acc. to the following procedure:
- 1st issue documents to be stamped "For Review"
- 2nd issue documents to be stamped "Reviewed"
The "Reviewed" issue will include all COMPANY comments, unless agreed otherwise in writing.
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BECO will issue COMPANY with a complete detail design package prior to commencement of field
construction activities. CONTRACTOR shall issue two copies of the complete design package in six (6) ring
binders, one per discipline (Mechanical, Instrumentation, Civil, Electrical, Pipelines & Flowlines, Welding
& Coating).
Immediately on successful completion of test, CONTRACTOR will issue the final (as-built) engineering
package in a similar fashion.
- Final issue drawings to be stamped "AS BUILT".
BECO will include the catalogue of the as-built drawings files with the drawing issue, together with the discs
containing all the relevant files."
Where the CONTRACT is covering more than one CALL OFF, all drawings will be prepared as described
above on a per CALL OFF basis.
S. Field Engineering
BECO will perform all related field engineering and design services required for the completion of the
WORK, which shall include but not be limited to the following:
 Monitor the detailed execution of the WORK to ensure the adequacy of the completed work, in
compliance with the specifications and quality requirements;
 Monitor the level of information issued to the field for accuracy against the current WORK
specifications, drawings, codes, SUBCONTRACTOR information and other sources necessary for
the completion of the installation;
 Develop additional drawings and details, as necessary, to supplement “Approved for Construction”
(AFC) drawings needed to facilitate the ease of fabrication and construction;
 Isolate and resolve, with minimal direction, any problems resulting from design, actual status of
existing facilities, field or SUBCONTRACTOR issues;
 Provide competent field engineering to develop rigging studies for the installation of heavy
equipment and related access;
 Provide engineering support to construction, as required;
 Develop the detailed design for the new facilities, both temporary and permanent, that are required
during construction, Commissioning and Start-Up;
 Provide for liaison and coordination between COMPANY, CONTRACTOR, SUBCONTRACTOR

and SUBCONTRACTOR engineering groups;
 Review, comment and approve SUBCONTRACTOR’s drawings, procedures, method statement,

documentation and calculations; provide assistance and direction as necessary;
 Field check the information indicated on drawings, and make any required field changes;
 Initiate engineering queries and concession requests, during construction and Commissioning,
related to problems requiring CONTRACTOR’s involvement and COMPANY approval;
 Maintain scheduling, planning and cost control;

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 Provide assistance and support to the project quality program;
 Provide technical support to the craft and area supervisors;
 BECO will supply the services necessary for the recovery and transmission of data produced during
the project development contractual activities, in accordance with the requirements described in the
document number 20203.DOC.GEN.SDS “HANDOVER OF PLANT COMPONENT DATA AND
KEY DOCUMENTS FOR DBIMP”.
BECO will provide an on-site supervision team to ensure that the WORK is carried out in accordance with
the provisions of the CONTRACT.
The following KEY PERSONNEL shall be nominated and the related CVs shall be priory approved by
COMPANY:
 Project Manager
 Site Manager
 HSE Manager
 Engineering Manager
 Security Manager
 Construction Manager
 Contract Manager
5.0 Procurement
This Procurement Management Plan sets the procurement framework for this project. It will serve as a guide
for managing procurement throughout the life of the project and will be updated as acquisition needs change.
This plan identifies and defines the items to be procured, the types of contracts to be used in support of this
project, the contract approval process, and decision criteria. The importance of coordinating procurement
activities, establishing firm contract deliverables, and metrics in measuring procurement activities is
included. Other items included in the procurement management plan include: procurement risks and
procurement risk management considerations; how costs will be determined; how standard procurement
documentation will be used; and procurement constraints.
All items and services to be procured for this project will be solicited under firm-fixed price contracts. The
project team will work with the contracts and purchasing department to define the item types, quantities,
services and required delivery dates. The contracts and purchasing department will then solicit bids from
various vendors in order to procure the items within the required time frame and at a reasonable cost under
the firm fixed price contract once the vendor is selected. This contract will be awarded with one base year
and three option years.
BECO will be responsible for all Procurement activities related to performing the WORK. BECO ill provide
all PERSONNEL and resources required to develop, administer and perform all Procurement activities in
accordance with the requirement by Company.
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BECO will develop a detailed Procurement plan during execution phase. The Procurement plan shall be
consistent with the requirements of the CONTRACT and shall be submitted to the Company for review and
APPROVAL.
The Procurement plan will include but not be limited to, the following information:
 Detailed organization chart for Procurement group
 Business ethics policy
 Designation of long lead-time EQUIPMENT and MATERIALS for the Facility, and details of
Procurement activities related to the acquisition of such items.
 Plans for EQUIPMENT and MATERIAL supply, Procurement schedule, Procurement status,
Procurement progress tracking, expediting, transportation and logistics, SUPPLIER data
administration and purchase order close-out.
 Purchasing procedures including, but not limited to:
 Pre-qualification
 Bid list development
 Request for Quotation (RFQ)
 Bid TechnicalEvaluation
 Formal award
 Change orders
 Inspection and expediting
 Spare parts
 Traffic management
 SUPPLIER quality management
 Close-out
 SUPPLIER selection criteria
 Risk assessment plan
 Details on how the number of EQUIPMENT and MATERIALS SUPPLIERS will be

minimized to simplify training and reduce spare parts inventories
 Details on how it will be ensured control systems of packaged equipment units are developed.
 Details on how commonality of key components of packaged equipment units (including but
not limited to valves, instrumentation, motors, junction boxes and tubing compression fittings)
will be maximized
 Inspection and expediting
 Training services for operations and maintenance personnel available from SUPPLIERS
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 Preparation of Asset Register (complete inventory of all EQUIPMENT, MATERIALS,

furniture, spares, tools, consumables etc.) of the facility at handover
 Details of Procurement reporting systems
6.0 Construction Management;

6.1 Mobilisation;
After CONTRACT award, BECO will submit for COMPANY approval final procedures of WORK,
schedule of mobilisation of KEY PERSONNEL and equipment. Basrah Eurolane Company (BECO) will
make provision for a full management team and supervision of direct and indirect staff needed to manage,
monitor, supervise and support CONTRACTOR’s activities and contractual obligations and deliverables.
Basrah Eurolane Company (BECO) will first request to achieve successfully pass the pre-start audit,
including HSSE plan, security provisions and the physical inspection of our proposed vehicles, machinery
and equipment
All temporary facilities required for the WORK will be supplied by the CONTRACTOR, including offices,
camps, including our own full support facilities, workshop, laboratories, warehouses, medical facilities,
maintenance facilities, temporary utilities etc.
Basrah Eurolane Company (BECO) will be responsible for engaging with suitable local contractor to provide
a temporary accommodation for our own workforce if required while we setup the required temporary
construction facilities needed for the construction of the project.
All facilities related to our accommodation camp, offices and temporary facilities will comply with the
standards and specifications related to Client.
BECO will be responsible for providing temporary facilities during mobilization phase. The temporary
facilities will include but not be limited to:
 Accommodation and messing facilities for BECO’s staff at Site and/or any other location associated
with the execution of the WORK;
 Security fencing around the temporary facilities. BECO will be responsible to provide the necessary
security arrangements, in accordance with appendix “S”, to ensure the safekeeping of all materials,
equipment and plant;
 Storage and Laydown area;
 Temporary roads, access ways, hard-standings and parking areas which shall be established and
maintained by CONTRACTOR;
 Transportation of its staff and workforce to/from and around the construction site and for moving
materials and equipment between the storage area(s) and the points of installation. All transportation
equipment shall be maintained in good working order;
 A Site Medical Clinic, provision of First Aid facilities, qualified personnel and ambulance,
consistent with site hazard and location of the workforce;
 The necessary utilities required for the execution of the WORK, expected to include potable water,
construction and hydraulic tests water, fuel, lubricants and oils, electric power and its distribution,
waste disposal facilities and sewage treatment facilities.
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Lay-down areas for Pipes and accessories shall be allocated by COMPANY as per locations and dimensions
agreed with CONTRACTOR.
BECO will provide for the preparation of the allocated areas, including, leveling, fencing, temporary access
roads etc. as needed.
COMPANY ITEMS will be collected by BECO at COMPANY storage facilities or unloaded directly in
CONTRACTOR’S laydown and Storage area in case of new shipments delivered by COMPANY’s Supplier
to Zubair Oil field.
BECO will foresee adequate transportation means/equipment to be listed in the “Equipment for Construction
List” (to be submitted as part of the bid).
BECO will be responsible for material handling and transportation of materials to the place of installation.
6.2 Construction Team
A dedicated Construction team will be established and will led by Construction manager who will be
responsible for the project execution, site construction activities and will establish all necessary technical,
financial, management and administrative resources required to execute the project. All interfaces with other
departments will be managed by the project team. The support required from other departments such as
Infrastructure, Logistics, Contracting & Procurement, will be coordinated by the project team.
The Construction team organization follows largely the construction schedule of the Project. Project delivery
will be driven by project. Discipline leads in Engineering, C&P, Project Control, HSE, QA/QC and CSU
will provide cross project services to ensure consistent application of design standards meeting Client
requirements and in line with engineering construction drawings.
During Execution phase, site construction team will responsible for management of construction works and
will manage day to day activities on site and will be responsible for the delivery of the construction and pre-
commissioning as per the agreed baseline schedule. Project team will be ultimately accountable for the all
aspects of the project, in particular the HSE, schedule, quality and budget targets.
BECO will be responsible for all Construction activities related to performing the WORK. BECO will
provide all PERSONNEL and resources required to develop, administer and perform all Construction
support activities.
BECO will develop a detailed Construction plan. The Construction plan shall be consistent with the
requirements of the CONTRACT and shall be submitted to the Company for review and APPROVAL.
The Construction plan shall include but not be limited to, the following information:
 Detailed organization chart for Construction group
 Identification of critical path Construction activities
 Pioneer activities at the CONSTRUCTION SITE, including but not limited to offices,
Construction quay, power, telecommunications, security, site clearing, infrastructure, access
roads and pioneer camp facilities
 Construction temporary facilities, including but not limited to offices, Construction quay,
laydown areas, workshops, warehouses, power, water, telecommunications, security,
infrastructure, access roads and Construction camp
 Pre-fabrication and pre-assembly, including description of WORK to be done off-site.

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 Field labour training and competency assessment
 Welder qualification
 Details of how job method statements will be developed
 Description of Construction activities and associated supporting facilities at the

CONSTRUCTION SITE, including but not limited to fabrication shop and warehouse
requirements, site maintenance, waste handling, and site remediation
 Scaffolding, including but not limited to sub-contracting, supply of scaffolding materials and
safety and certification
 Lifting activities and list of crane requirements
 Identification of foreign worker requirements
 SUPPLIER field support requirements
 Co-ordination of Construction and PRE-COMMISSIONING activities
 Reporting
6.3 Pre-fabrication and fabrication to the extent applicable;
Maximum use of local contractors will be sought for the works, including earthworks, roads, civil, local
logistics, site fabrication and installation of pre-fabricated items. Basrah Eurolane Company (BECO) has its
own fabrication facilities located in Basrah City and will use it to support construction works. The strategy
will be to use prefabrication as much as possible to minimize the workload on site to reduce safety exposure
and to expedite the project program. Also, Contract has access to concrete batching that is location close to
site and will use it as applicable.
6.4 Interface Management;
To effectively manage the project, a comprehensive Interface management plan will be developed by
Contractor. The identification and management of technical and Clients interfaces – Project external,
between project groups, within a project group or within disciplines is recognized as a critical success factor.
The responsibility for the management of the project interfaces rests with the Project Team leader–It is his
responsibility to engage the other interface parties and ensure the appropriate engagement of other resources
and contractors in a timely manner to capture and resolve all issues.
The interface management plan will achieve the following:
 Establish a framework that promotes efficient management of interfaces, ensuring that the
requirement of all Clients is met during the execution of the project.
 Establish a system that pro-actively identifies interfaces with other parties
It is essential to keep the Client involved at appropriate levels in every aspect of the project from initiation to
start-up. This will be achieved in a number of ways, including:
7.0 Direct involvement in matters relating to commercial issues

8.0 Regular updates with respect to project progress
9.0 Provision of technical deliverables (e.g. reports) for comment
10.0 Joint review of the project execution strategy
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An Interface Matrix will be developed to identify the critical interfaces, hardware boundaries, information
requirements that exist across team and contractual boundaries.
6.5 Lessons learned
To maintain the high quality of work and the schedule during project execution phase, Contractor will utilize
its own developed “Project Knowledge Base” which basically contains all of the Lessons Learnt from past
projects.
Utilization of existing Lessons Learned is a method by which CONTRACTOR will work towards continuous
improvement during the course of work. CONTRACTOR will utilize In-house attached Procedures for
implementation of Lessons Learned.
The “Project Knowledge Base” records the Lessons Learned from previous projects from all disciplines
through to construction phase such as, but not limited to, related (omissions, mistakes, errors modifications)
and constructability issues and also good practices.
6.6 Demobilisation
Basrah Eurolane Company (BECO) Company will prepare a Demobilization Plan prior to the scheduled
construction completion date of the CONTRACT. This will include scheduled demobilisation of manpower,
equipment and CONTRACTOR’s temporary facilities and will submit for COMPANY approval.
CONTRACTOR will commence demobilisation as per the approved Demobilisation Plan. The
demobilisation schedule for KEY PERSONNEL will be agreed with COMPANY and no KEY
PERSONNEL will be demobilised without prior permission of COMPANY.
Basrah Eurolane Company (BECO) will ensure that all temporary facilities including the CONTRACTOR’s
camp, offices, warehouses, fabrication shops, temporary lighting, surplus and any scrap material are
completely removed from site. This includes the inventory, closeout and removal of all unused
CONTRACTOR’s furnished materials, equipment and labour.
Basrah Eurolane Company (BECO) will carry out a comprehensive site clean-up to remove all construction
residual debris, including temporary CONTRACTOR accommodation camp, site offices and facilities and
associated temporary underground utilities, cables, pipes, etc., before vacating the site. On completion,
Basrah Eurolane Company (BECO) will restore the site to a clean, level and compacted condition as agreed
with COMPANY.
7 Risk Management
An overall Risk Management Plan and Risk register will be developed for the project which will be the
responsibility of the Project Manager. He will ensure that the risks identified are assigned to the correct level
of authority.
Risks which potentially could result in excessive cost overrun and/or schedule delay must be raised to the
appropriate level of management where decisions regarding risk responses are clearly outside the authority
of the project team. However, the Project manager usually makes the decisions regarding Risk responses and
necessary resources.
The General Risk management process provides a documented process for the management of all risks
identified throughout the project lifecycle to optimize cost, schedule, Project (Cost and Schedule impact,
Operation, Legal, Reputation, Tax, Commercial and Financial) requirements
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The Risk process will be managed by a Risk Coordinator. Where the Risk coordinator is unavailable this role
can be undertaken by the Project Manager or Project Engineer. He will be responsible to ensure that formal
Risk workshops are undertaken at the correct time intervals throughout the project to ensure that a robust
Risk process for identification and resolution of risks has been undertaken and fully documented. Risk
Owners and Action Owners of each individual risk shall be assigned accordingly.
The management of Risk for the EPC phases will generally follow as an extension to the Risk process
commenced during the early stage of the project.
BECO be responsible for managing all risks related to performing the WORK. BECO will all PERSONNEL
and resources required to develop, administer and perform all risk management activities.
BECO will develop a detailed risk management plan. The risk management plan shall be consistent with the
requirements of the CONTRACT and shall be submitted to the Company for review and APPROVAL.
The risk management plan shall include but not be limited to the following:
 Identification of external and internal risks to Project success
 Assessment of the probability of each risk’s occurrence and its impact
 Review of risk mitigation steps to reduce the probability of occurrence and/or its impact
8 Commissioning
An Integrated Commissioning & Start Up team will be established to manage Project scope and the related
interfaces. The team will include staff from the Project Team. The Commissioning & Start Up Plan takes
into account the various project phases. The CSU logic, sequence, activities and manning requirements will
be integrated into the overall Project Execution Strategy and Integrated Project Plan.
9.0 INSPECTION AND TESTING
BECO will execute inspection and testing activities for the procured equipment and materials as necessary in
accordance with the following requirements:
BECO will carry out the factory (and site) inspection and testing as required, in accordance with the project
specification, and shall be responsible for ensuring that all goods are strictly in accordance with the
CONTRACT and the specifications as defined in the purchase order.
The required inspection shall be performed by qualified inspectors employed by Contractor.
Provision shall be made at all times for COMPANY to have the option of participating in pre-inspection
meetings, inspection visits and test witnessing. CONTRACTOR shall prepare anticipated weekly testing
programs providing COMPANY sufficient advance notice for their participation (at least ninety (90) days).
BECO will ensure that that the applicable Factory Acceptance Test (FAT) may be witnessed by COMPANY
and all the services and facilities to COMPANY representatives shall be provided by BECO in accordance
with specification. BECO will provide minimum ninety (90) calendar days' notice to COMPANY for FAT.
This is particularly applicable to the following:
10 Handover and Quality Assurance of all relevant phases of the WORK

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An Integrated Commissioning & Start Up team will be established to manage Project scope and the related
interfaces. The team will include staff from the Project Team. The Commissioning & Start Up Plan takes
into account the various project phases. The CSU logic, sequence, activities and manning requirements will
be integrated into the overall Project Execution Strategy and Integrated Project Plan.
11.0 Environmental Management
BECO will obtain all permits, including environmental permits, necessary for the completion of the Work,
provide personnel, provide material and equipment to do the activity, assure the logistics, complete of
material transportation and storage, etc. All interface activities with other contractor’s and supplier’s, with
the aim of assuring the efficient progress of the work; all these activities will be hereinafter jointly called the
WORK.
BECO will draw COMPANY’s attention to any omissions, inconsistencies or points of uncertainty in this
Scope of Work and these have to be respectively incorporated, corrected or clarified. The omission of any
remaining activities from this Scope of Work does not relieve CONTRACTOR from performing all activities
necessary to complete the WORK as a safe, fully functional and complete facility within the assigned
WORK TIME SCHEDULE.
BECO will:
 Review and complete the project configuration to fully define process, electrical and CP,
instrumentation and control, piping and mechanical, security, telecommunication works and safety
requirements;
 Carry out all activities and prepare all the necessary documentation for all construction permits in
order to obtain the relevant work permits;
 Engineer, design, fabricate or purchase, shop assembly, inspect and test, transport to site, store at
CONTRACTOR’S dedicated site yard (including any COMPANY ITEMS), install, pre-commission,
commission, start up and conduct site performance tests of any equipment, material and anything
else required to complete the WORK.
The Scope of WORK shall be implemented according to:
 The Environmental and Safety requirements of the CONTRACT. CONTRACTOR shall demonstrate
that the necessary care of the environmental issues of the project are included in the construction
procedure submitted to COMPANY for approval;
 The requirements of the Iraqi Authorities.
Unless explicitly stated otherwise by COMPANY specifications, BECO will provide all personnel and
supervision, engineering and computer services, materials, consumables, supplies, equipment, tools, labour,
utilities, transportation, storage and all other services and facilities required for the satisfactory performance
of the WORK in accordance with the requirements of the present specification.
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ATTACHMENTS:
Attachment 1 Acronyms used in ITT Packages

Attachment 2 Document Review Matrix
Attachment 3 Document and Data Format Requirements
Attachment 4 Deliverables List
Attachment 5 Work Completion Certificates
Attachment 6 Exclusions List
Attachment 7 Register of Protective Devices
Attachment 8 Management of Change – HSE Checklist
Attachment 9 Hazard & Risk Register and Action Tracking System
Attachment 10 Permits and Approvals to be Supplied by the Company
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Attachment 1 Acronyms used in ITT Package

AFC Approved For Construction
AFD Approved For Design
ATS Action Tracking System
CAD Computer-Aided Design
CAPEX Capital Expenditure
CBL Contractor’s Baselines
CCBL Current contractor’s Baselines
CCR Central Control Room
CFR Safety Standards (US)
CIF Carriage, Insurance, Freight
CIL Commercial Integrity Level
CP Cathodic Protection
CVP Capital Value Process
DC Direct Current
DCS Distributed Control System
DN Diameter Number
DVO Disputed Variation Order
EIA Environmental Impact Assessment
EIL Environmental Integrity Level
EMP Environmental Management Plan
ESD Emergency Shutdown
F&G Fire & Gas
FAT Factory Acceptance Test
FEE Fire Exposure Envelope
FEED Front End Engineering Design
FIR Field Instrument Room
HAZID Hazard Identification
HAZOP Hazard and Operability
HF High Frequency
HSE Health, Safety, Environment
HSEQ Health, Safety, Environment, Quality
HV High Voltage
HVAC Heat, Ventilation and Air Conditioning
I/O Input/Output
ICS Integrated Control System
IIA Independent Inspection Authority
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IRN Inspection Release Note

IS International Standard
ISA Instrument Society of America
ISO International Standards Organisation
ITP Inspection and Test Plans
ITR Inspection Test Record
ITT Invitation to Tender
LAN Local Area Network
LV Low Voltage
MCC Motor Control Centre
MDR Manufacturer Data Records
MIS Management Information System
MMS Maintenance and Materials Management System
MTO Material Take-Off
NB Nominal Bore
NDE Non-Destructive Examination
NGL Natural Gas Liquid
OIA Operational Integrity Assurance
OIAS Operational Integrity Assurance System
OPEX Operating Expenditure
P&ID Piping & Instrument Diagrams
PABX Private Automatic Branch Exchange
PDS Project Document System
PFD Process Flow Diagrams
PHSER Project Health, Safety and Environmental Review
PO Purchase Order
PSSR Pre-Start-Up Safety Review
PSV Pressure Safety Valve
QA Quality Assurance
QC Quality Control
QRA Quantified Risk Assessment
RFQ Request for Quotation
RP Recommended Practices
RPD Register of Protective Devices
SAT Site Acceptance Test
SCADA Supervisory Control and Data Acquisition
SCS Safety Control System
SIL Safety Integrity Level
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SP Special Piping
SPIR Spare Parts Interchangeability Record
TQ Technical Query
UCP Unit Control Panel
UFD Utility Flow Diagrams
UHF Ultra High Frequency
UPS Uninterruptible Power Supply
VESDA Very Early Smoke Detection Apparatus
VIP Value Improving Practice
VOA Variation Order Approval
VOR Variation Order Request
WAN Wide Area Network
WBS Work Breakdown Structure
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Attachment 2 Document Review Matrix
Services
Construction Manager
Completions Manager
Engineering Manager
QA/QC Manager
Project Manager
Works Manager
Commissioning
HSE Manager
Project Filing
Deliverable Description/
Project
Title
PROJECT MANAGEMENT
Project Execution Plan L R R R R R R R I F
Project Controls Procedures R L F
Document Control Procedures R R L F
Interfaces Management Plan L R R R R R R R F
Permitting Plan L R I F
Level III Schedule R R R L R R R I F
Level IV Schedule R L R F
Monthly Reports L R I F
Weekly Reports L R F
Minutes of Meetings (MOM) L R F
Monthly Meeting MOM L R I F
Weekly Meeting MOM L R F
Project Closeout Report L R I F
HSE
HSE Plan R R L R I F
Health & Safety Procedures L F
Environmental Management L F
Procedures
HAZOP Report R L F
HAZID Report R L F
HSE Action Tracking System (ATS) R L F
QA/QC
Quality Plan L I F
QA/QC Procedures L F
Management of Change Procedure R L R F
Audit Programme R R L F
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Services
Completions Manager
Engineering Manager
QA/QC Manager
Project Manager
Works Manager
Commissioning
HSE Manager
Project Filing
Project
Title
Audit Reports R R L F
Inspection & Test Plans (ITP) R L R F
Inspection & Test Procedures R L R F
QC Status Reports R L F
Inspection & Test Records L F
ENGINEERING
Engineering Plan L I F
Documents Index L R R R R R F
Engineering Status Reports R L F
Codes & Standards L R R R R R I F
Plot Plans L R R F
Piping General Arrangements L F
Piping Isometrics L F
Calculation Reports L F
Data Sheets L F
Lists, Schedules & Registers L F
Specifications L F
Drawings L F
Contractor Documents L F
System Definition L R R R F
PROCUREMENT
Procurement Plan R R R L I F
Procurement Procedures R L F
Material Control Procedures R L R F
Pre-qualification Procedure R R L F
Pre-qualification Reports R R L F
Contractor & Sub-Contractor Lists L R R R R I F
Supplier Bid Evaluation Procedures R R L F
Enquiry Documents Prior to Issue L R R F
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Services
Completions Manager
Engineering Manager
QA/QC Manager
Project Manager
Works Manager
Commissioning
HSE Manager
Project Filing
Project
Title
Requisitions Prior to Issue L R R F

Unpriced Purchase Orders Prior to L R R F
Commitment
Spare Parts & Special Tools Lists L R F
Lubricant Schedules L R F
Procurement Status Reports R L F
Manufacturer Data Report (MDR) R L F
FABRICATION/
CONSTRUCTION
Construction & Installation Plan R R R L R I F
Survey Reports L R F
WPS/PQR L R F
Construction/Fabrication Specs & L R F
Procedures
Installation Drawings L R F
Construction Status Reports R L F
Mechanical Completion Procedures R R L R F
Test Packs Format & Content R L R R F
Test Packs R L R F
Punch Lists R R L R F
COMMISSIONING
Commissioning Plan R R R R R L I F
Commissioning Procedures R L F
Commissioning Work Packs R L F
Operating Manuals R L R F
Maintenance Manuals R L R F
Training Manual R L R F
Start-up Procedures R L R F
Performance Test Procedures R L R F
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Services
Completions Manager
Engineering Manager
QA/QC Manager
Project Manager
Works Manager
Commissioning
HSE Manager
Project Filing
Project
Title
As Built Documents L R I F
HANDOVER
Handover Plan R R R R L R F
Handover Procedures R L R F
Handover Documents (to Works) L R R R R
Asset Register L R F
NOTES:
Detailed list of DOCUMENTATION required for COMPANY review and APPROVAL shall be
agreed within 20 days of start of CONTRACT.
DOCUMENTATION distribution details are provisional, and shall be agreed with the within 20
days of start of CONTRACT.
COMPANY’S Engineering Manager will have a number of specialist discipline engineers working
under him/her. The CONTRACTOR shall develop the detailed document distribution matrix to
include specialist discipline engineers as appropriate.
COMPANY’S Construction Manager will have a number of other staff working under him/her. The
CONTRACTOR shall develop the detailed document distribution matrix to include other staff as
appropriate.
Key: -
L = Lead Reviewer
R = Review
I = Information
F = Filing
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Attachment 3 Document and Data Format Requirements

The COMPANY requires that all project DOCUMENTATION and data follows a standardised
approach so that it can be readily handled by the COMPANY during the period of the project and
throughout the lifetime of the Facility.
Hard copy DOCUMENTATION shall be in standard metric sizes (A4, A3, A2, A1, A0). Binders
shall be A4 or A3 size, with a 4-hole design.
Electronic DOCUMENTATION shall be supplied in the format specified in the table below:
Document Type Format

Text Documents MS Office – Word v 7.0
Spreadsheets / Datasheets / MS Office – Excel v 7.0; Access v 7.0; PowerPoint v
Lists / Databases 7.0
Schedules/ Plans PRIMAVERA P6 v 3.0
Diagrams / Layouts Microstation / AutoCAD
P&ID Drawing SmartPlant P&ID
Process simulation model Aspen HYSYS
Schematic Diagrams, e.g.
Microstation / AutoCAD
P&ID’s
2D Engineering Drawings Microstation / AutoCAD
3D Models PDS / PDMS
TIFF Group IV
Scanned Images Note: All scanned image shall be converted to PDF
format
Instrumentation INtools
Pipe Stress Analysis CAESAR II
Planning & Schedule Pimavera
Document Management EDMS
Photographs JPG
The as-built PDS 3D model shall be handed over to the COMPANY together with a comprehensive
procedure document to allow a 3rd party to update the model after project completion.
If “externally referenced drawings” (XRef’s) are utilised in any AutoCAD drawing the
CONTRACTOR shall ensure that all “externally referenced drawings” are included in the handover
package.
In addition to the above, DOCUMENTATION shall be formatted and numbered according to the
project requirements as agreed with the COMPANY.
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CONTRACTOR’s document control system are accessible to CNOOC project team, CNOOC
project team engineers can download the electronic files dispatched for CNOOC project review and
approval.
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Attachment 4 Deliverables List

The CONTRACTOR shall review all Project DOCUMENTATION to develop a complete list of
Project deliverables and their respective issue dates and/or frequency.
The attached Deliverables List reflects a generic listing of the Project deliverable types. The
CONTRACTOR shall expand this Deliverables List as necessary to include all individual
documents and their respective delivery dates according to the PROGRAMME. It shall remain the
CONTRACTOR’S responsibility to ensure that all DOCUMENTATION is issued to the
COMPANY in a timely manner.
The CONTRACTOR’S deliverables list shall identify all DOCUMENTATION to be provided to
the COMPANY.
All deliverables should be issued in the following manner:
6 sets of electronic format in CD-ROM and Flash memories.
6 sets of paper format as multi-volumes hard copies
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DELIVERABLES LIST
Deliverable Description/Title DELIVERABLE ISSUE ITEMS
of
Prior to Requisitioning
of
Within 30 days of Start
Mechanical
Plant
Construction
Number of months prior

Prior to Completion of
Prior to start of Site
Prior to start of site

Prior to Start of Contract
Within 1 week of cut-off

Within 3 days of cut-off
By 09.00 hrs next day
days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
PROJECT MANAGEMENT
Project Execution Plan
Project Execution Plan X
Organisation Plan X
Management Plan X
Project Controls Plan X
Contracting Plan X
Procurement Plan X
Risk Management Plan X
Interfaces Management Plan X
Document Control Plan X
Communications Plan X
Permitting Plan X
Training & Certification Plan X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Industrial Relations Plan X
Public Relations Plan X
Level III Schedule X
Level IV Schedule X
Level V Schedule X
Manpower Plan X
Cost Plan X
Qulitiy control Plan X
Key person Resume X
Project Procedures
Project Controls Procedures X
Document Control Procedure X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Communications Procedure X
Management of Change X
Procedure
Document Numbering System X
Procedure
Equipment & Bulk Material X
Numbering System Procedure
Other Procedures X
Project Documentation
Document Formats X
Master Document Index (EP) X
Master Document Index (EPC) X
Minutes of Meeting X
Management Reports
Report Formats X
HSE
HSE Plan
Daily Report
Environmental
Weekly Report
Monthly Report
Project Closeout Report
Health & Safety Procedures

Final Settlement Cost Report
Deliverable Description/Title
Management
X
X
X
Within 90 days of

DELIVERABLE ISSUE ITEMS
Prior to Shipping
TREATMENT SKID EPC
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Prior to Construction
PROJECT EXECUTION PLAN OF 3000 M3 WATER
Prior to Mechanical
Prior to Start-Up
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REVISION : B
Prior to Handover
PAGE: 109 / 146
X
X
Prior to Final Plant

X
Within 2 days of
X

X

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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Procedures
HAZOP Studies X
HAZOP Report X
HSE Action Tracking System X
Reports
Calculation Reports X
Design Reports X
Data Sheets X
Specifications X
Drawings X
Charts X
Safety Equipment Lists X
Register of Protective Devices X
Safety Manuals X
Noise Contour Map X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Noise Measurement Report X X
QA/QC
Quality Plan X
QA/QC Procedures X
Nomination of Certifying Agency X
QA Audit Programme X
Audit Reports X
Inspection & Test Plans (Procured X
items)
Inspection & Test Plans (Site X
Fabricated Items)
NDE Procedures (Procured items) X
NDE Procedures (Site Fabricated X
items)
Other Inspection and Test X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Procedures (Procured Items)
Other Inspection and Test X
Procedures (Site Fabricated Items)
QC Reports X
Inspection and Test Records X
ENGINEERING
Engineering
Engineering Plan X
Technical Query Procedure X
Deviations & Concessions X
Register
Company Comment Action X
Tracking System
Systems Definition & Mark-up X
Completion of Detailed X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Engineering
Codes and Standards
Codes, Standards, Regulations X
and General Specifications List
Codes & Standards Stringency X
Study Report
Process
Design Reports X
Data Sheets X
Specifications X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Equipment List X
Line List X
Valve List X
Heat and Mass Balances X
PFD’s & UFD’s X
P&ID’s & UP&ID’s X
Hazardous Area Classification X
Drawings
Cause & Effect Diagrams X
Other Drawings X
Other Diagrams X
Piping and Layout
Plot Plans X
Piping General Arrangements X
Piping Isometrics X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
3D Model Report X
Design Specifications X
Piping Material Specification X
Valve Specification X
Piping Stress Analysis Reports X
Piping Acoustic & Vibration X
Analysis Reports
Other Calculation Reports X
Other Design Reports X
Pipe Supports Specification X
Pipe Supports Drawings X
Special Piping Items Index X
Mechanical/Storage Tanks
Storage Tank Foundation Type
Report
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Storage Tank Seismic Analysis
Report
Storage Tank Boil Off Calculation
Report
Storage Tank Pump Tube
Vibration Analysis Report
Other Calculation Reports X
Other Design Reports X
Data Sheets X
Specifications X
Drawings X
Civil/Marine
Pipe Supports Analysis Report X
Foundations Dynamic Analysis X
Reports
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Data Sheets X
Specifications X
Drawings X
Civil/Structures List X
Geotechnical Survey Report X
Ordnance Survey Report X
Setting Out Survey Report X
Reinstatement Survey Report X X
I/E/C
Design Reports X
Data Sheets X
Specifications X
Diagrams X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Schematics X
Single Line Drawings X
Instrument Hook-up Drawings X
Other Drawings X
Instrument Index X
Telecommunications Equipment X
Index
DCS I/O Schedule X
Electrical Equipment List X
Hazardous Area Equipment X
Register
Hazardous Area Equipment X
Certification Register
Communication Systems List X
Other Lists X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
PROCUREMENT
Procurement Plan X
Materials Management Plan X
Procurement Procedures X
Material Transportation Procedure X
Customs Clearance Procedure X
Material Control Procedures X
Pre-qualification Procedure X
Pre-qualification Reports X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Master Contractor and Sub- X
Contractor List
Bid Evaluation Procedure X
Life Cycle Cost Analysis Reports X
Enquiry Documents X
Tender Requisition Documents X
Technical Bid Evaluation Reports X
Purchase Requisition Documents X
Purchase Orders X
Kick-off Meetings - Minutes of X
Meeting
Supplier Meetings – Minutes of X
Meeting
Supplier Engineering Documents X
Material Certification X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Electrical Equipment Certification X
MTO Reports X
Spare Parts Lists X
Special Tools Lists X
Lubricant Schedules X
Procurement Status Reports X
Certified Manufacturer’s Data X
Report (MDR)
Index of Suppliers’ Manuals X
FABRICATION/
CONSTRUCTION
Fabrication / Construction
Construction & Installation Plan X
Temporary Facilities X
Specification
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Blasting Work Procedures X
Welding Plan X
WPS/PQR Index X
WPS/PQR Completion X
Welder Qualification Test X
Procedure
Welder Qualification Completion X
Fabrication/Construction X
Specifications
Fabrication/Construction X
Procedures
Installation Specifications X
Installation Procedures X
Installation Drawings X
Sub-Contractor Kick-off Meetings X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
– Minutes of Meeting
Sub-Contractor Meetings – X
Minutes of Meeting
Load Test Procedure & X
Certification for Permanently
Installed Lifting Devices
Temporary Installation Devices X
Drawings
Load Test Procedure & X
Certification for Temporary
Installation Devices
Construction Status Reports X
Construction Completion X
Storage and Preservation
Storage and Maintenance X
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Procedures
Storage and Maintenance X
Surveillance Reports
Long Term Preservation X
Procedures
Mechanical Completion
Mechanical Completion Plan X
Mechanical Completion X
Procedures
Test Packs Format and Contents X
List
Test Packs X
Outstanding Work Punch Lists X
Mechanical Completion X X
Certificate
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
COMMISSIONING
Commissioning
Commissioning Plan X
Commissioning Procedures X
Cool Down Procedure （ If X
necessary）
Commissioning Work Packs X
Ready for Start-Up Certificate X
Start-Up
Start-Up Plan X
System Start-Up Procedures X
Facility Start-Up Procedures X
Performance Test Procedures X
As Built Documentation X
Operations and Maintenance
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of
of
Mechanical
Plant
Construction



days
days
Prior to Handover
Final
Prior to Shipping
Prior to Start-Up
90
2
to
to
to
Within
Within
Prior
Prior
Prior
Training Manual Contents List X
Training Manuals X
Operating Manuals X
Maintenance Manuals X
HANDOVER
Handover
Handover Plan X
Handover Procedures X
Asset Register X X
Interim Acceptance Certificate X X
Final Acceptance Certificate X
Final Documentation
Index of Final Documentation X
Final Documentation X
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Attachment 5 Work Completion Certificates

The following Certificates will be required as a minimum:
Construction Completion Certificate
MECHANICAL COMPLETION Certificate
Ready for Start-Up Certificate
First and Second Interim Completion Certificate
Final Completion Certificate
Reliability run completion certificate
Construction Completion Certificate

Upon achieving Construction Completion (including Construction Testing), a system will be in a
state of readiness for PRE-COMMISSIONING. Construction Completion will be achieved with the
signing of a Construction Completion Certificate. At this point a detail check is made of the as-built
facility against specifications and drawings. System Construction Completion Certificates shall be
issued as each system is completed; after all system certificates have been issued then the Facility
Construction Completion Certificate may be issued.
Mechanical Completion Certificate

Once the Facility facilities are declared mechanically complete, the CONTRACTOR shall complete
a System Turnover Dossier for each defined system. This dossier confirms that the CONTRACTOR
has provided as-built drawings, updated design DOCUMENTATION, QA/QC records, operating
and maintenance manuals, training, test certificates, punch lists, etc to assure that the integrity of the
system is acceptable to safely COMMISSION and START-UP. System MECHANICAL
COMPLETION Certificates shall be issued as each system is completed; after all system certificates
have been issued then the Facility MECHANICAL COMPLETION Certificate may be issued.
Ready for Start-Up Certificate

Prior to START-UP, the CONTRACTOR and the COMPANY will jointly conduct a Pre-START-
UP Safety Review (PSSR) to ensure that the facility is ready to start and that everyone involved in
the START-UP will be trained to understand the entire Facility design, operational procedures, HSE
requirements and compliance, emergency response procedures and team roles and responsibilities
during START-UP.
After completion of the PSSR the CONTRACTOR shall prepare and submit to the COMPANY for
APPROVAL a Ready for START-UP Certificate. After the Ready for START-UP Certificate has
been signed off START-UP activities, including the introduction of hydrocarbon may commence.
127
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Final Completion Certificate

Handover of the facility, occurs at final Completion. Completion occurs on the date that all of the
requirements detailed in Part 11 – Facilities Acceptance and Handover have been completed,
including the successful completion of the Limited PERFORMANCE GUARANTEE Tests.
Reliability Run Completion Certificate

Reliability Run Completion occurs on the date that all of the requirements detailed in Part 12.6 –
Reliability Run Test have been completed.
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Attachment 6 Register of Protective Devices

The Register of Protective Devices (RPD) shall contain an outline design philosophy and the
pertinent data on which the design has been based. In order to make the RPD practically accessible
its size shall be kept to reasonable proportions (i.e. no more than 100 mm thick per unit) and it shall
contain only data and no calculations.
To achieve this objective, the RPD shall contain the following sections. Where an item is not
applicable a clear statement as to why it is not applicable shall be included under the Design
Philosophy.
Design Philosophy
An outline summary of the philosophy adopted in the process design which shall address in
particular, but not be limited to, the following:
Types of utility failures considered, i.e. total, unit, partial, etc.
Whether multiple failure cases have been considered and if so, where and why.
Accommodation of fire relief from shell and tube exchangers where individual relief valves have not
been provided.
Basis for the calculation of fire loads for air coolers and condensers.
All instances where credit has been taken for operator intervention.
Maximum fire areas considered and how they relate to the design of the surface and fire water
drainage systems.
Philosophy for sparing relief valves.
Basis for the sizing of discharge lines, i.e. the maximum back-pressure and velocity which have been
considered.
Values of pipe roughness used to size lines.
The assumed position of bypass valves when control valves fail open.
Unit capacities, feedstock and severity on which the design is based.
List of Relieving Devices

A list of every relieving device installed on the unit, containing the following information:
Tag No.
Manufacturer
Type
Location
Set Pressure
Size
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Manufacturer's Capacity Factor

Discharge Location
In addition to relief valves, the list shall include bursting discs and thermal relief valves.
Summary of Relief Loads

A tabulation of the relief loads generated for all identified causes of overpressure, indicating the case
which sizes the relief device.
The summary shall include, for each relief device:
Tag No.
Location
Set Pressure
Discharge Location
Relief Load for each cause of overpressure
(Flow, molecular weight/specific gravity and temperature).
The basis for each relief load shall be clearly defined. Thus, when recording power failure it should
be stated whether this is site wide, local (i.e. one unit or group of units), partial (affecting part of the
supply distribution within a unit or group of units) or individual (single item of EQUIPMENT).
When specifying gas breakthrough, for example, the summary should state
the source of overpressure, including the control valve tag number
whether the control valve bypass has been assumed open or closed
the assumed liquid level in the low pressure vessel if this has any impact on the relief case.
Where a relief valve is provided to protect more than one item of EQUIPMENT, all the
EQUIPMENT protected shall be clearly indicated. Where there is a fire relief case to be considered,
a separate breakdown shall be included showing the loads generated within each of the
EQUIPMENT items protected.
Fire Areas and Fire Loads

A list of the fire areas which have been considered in arriving at flare fire loads, indicating which
relief valves are considered as relieving simultaneously. The tabulation shall include:
Fire area considered.
EQUIPMENT item.
Tag No. of relief valve through which load is discharged. (May not be located on EQUIPMENT)
Fire load (flow, molecular weight, temperature).
Total load for area (flow, molecular weight, temperature).
The section shall include a plot plan of the unit marked up to show the fire areas considered.
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Principal Flare Loads

A breakdown of the flare load for each of the major utility failure cases and the worst fire case. This
will possibly include relief loads from other units not under consideration, which may be relieving at
the same time.
If relief valve discharges from the unit or units can be directed to more than one flare according to
the flare sparing philosophy, then loads for each flare shall be included.
Relief Device Process Specifications

This section contains a complete set of final process specifications (data sheets only) for relief valves
and bursting discs. In general, for each device these shall include the limiting vapour and liquid
sizing cases but may include data for additional cases where deemed appropriate (e.g. for a high
temperature relief case).
Header Pressure Profiles

A series of layout drawings showing the back-pressure at junctions and key points in the relief
system pipe network for each of the major utility failure and fire cases.
Pipeline Equivalent Lengths

A tabulation of the piping equivalent lengths used for the purpose of estimating relief valve back-
pressures. Also included for each line and header is a breakdown of the number and type of fittings
providing the basis for the equivalent length. This data shall be for the final As Built design and
reference the number of the piping isometric or general arrangement drawing for the line.
The same data shall be included for the relief device inlet lines.
Control Valve/Restriction Orifice Date

This section contains process data sheets for all control valves and restriction orifices which limit
relief loads. The sheet shall specify manufacturer, type, size and rated conditions (including Cv) at
normal and fully open positions. A brief process sketch shall also be included, showing the location
of the valve or orifice plate.
Locked Open/Closed Block Valves

A set of unit flow sheets marked up to show block valves which must be locked open or closed
during normal unit operation to safeguard the integrity of the relief system as designed. This may be
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PAGE: 132 / 146
required either to ensure a free vapour path from a relief valve to the flare, or to prevent the
occurrence of an overpressure situation within the unit.
These locked block valves shall be so designated on the final Process and Instrument Diagrams
(P&ID’s).
Pump Impeller Data

A list of all pumps with their shut-in heads and the corresponding impeller sizes as used in the relief
design. It shall include:
Manufacturer
Type designation
Shut-in head
Fluid density
Impeller diameter
High Integrity Trip Systems

This contains details of any High Integrity Trip Systems which have been provided to limit pressure
or temperature as an alternative to a relieving device. The information shall include a list of
component instrumentation, manufacturer, type, testing frequency and reference to the “Trip
Reliability Analysis Report”.
Fire Resistant Insulation

A list of vessels equipped with fire-resistant insulation to limit the fire relief load. Credit may only
be taken for insulation if it is specified 'fire-resistant' and is suitably installed so that it will not be
dislodged by the impact of fire water.
DCS Segregation
Where a DCS is installed, a tabulation shall be provided indicating the way in which the DCS
components are segregated to reduce the potential relief loads which might arise from failure of the
DCS. The critical requirement here is that for any system with more than one output an analysis
shall be carried out to determine all reasonably foreseeable failure modes which result in more than
one output going to the non fail safe state. The relief loads which may arise from these failures shall
be determined. Where relief loads exceed design capability it may be possible to re-assign system
outputs to reduce the relief load. In all cases a tabulation shall be provided showing relief loads
associated with the system outputs linked to the common cause failure.
All items should be included, whether or not failure can result in overpressure.
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Attachment 7 Technical Clarification Form
TECHNICAL CLARIFICATION FOR PROVISION OF ENGINEERING, PROCUREMENT, CONSTRUCTION AND COMMISSIONING

BIDDER shall list all clarification questions to this ITT
ITB Section (with page Subject BIDDER's Question

Nos.)
134
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Attachment 8 Management of Change – HSE Checklist

The following topic headings should be used as a basis for the HSE review. Combine them where
appropriate with the HAZOP guidewords words (no, more, less, reverse, part of, as well as, other
than) to help in identifying HSE hazards.
Where the guideword identifies something that is relevant to the modification, add an explanation of
the consequence and explain the existing and/or proposed safeguard.
DESIGN CHANGES
flowrate physical properties novel equipment instrumentation
capacity rate changes design conditions electric’s
pressure/vacuum changes of phase item modification structures
temperature operating conditions design standards supports
compositions alarms & shutdowns materials of const. valve types
mixing streams speed frequency test conditions
pipe work sequence PLC/DCS changes effect on product
quality
other (specify) level glass DCS operation
PROCESS HAZARDS
Overfilling two-phasing flammability access to equipment
Emptying over pressure sources of ignition equipment failure
Backflow vacuum formation fire & explosion Loss of power
Blockages excess temperature vibration Loss of services
contamination flashing liquids fatigue chemical reactions
spillage’s Leaks static generation passing valves
trip failures Siphoning motors overloaded valves wrongly set
Erosion Corrosion deposition fouling
Sampling thermal cycling surge Gas blow through
other (specify)
PROCESS ISSUES
Procedures Operating start-up shutdown
Emergency Isolation maintenance prep. standing orders
design standards materials of const. alarms & trips lagging/tracing
use of filters C/valve failure modes spares duplication
relief capacity block and bleed thermal relief vents & overflows
Bellows storage (inc. bunding) check valves earthing & bonding
135
13-05-2018
TREATMENT SKID EPC
CMIT-801-BECO-15.81-18005-B
PAGE: 136 / 146
fire protection plant notices restriction orifices Pipe supports

fire fighting Purging instrumentation personnel protection
access/escape Flaring locking facilities lighting
condition monitoring frost precautions manning requirements training
Inspection area classification labelling other (specify)
ENVIRONMENT
effluent treatment relief vents toxicity area classification
mixing effluents vent gases smell Gas detection
plant drainings flammability noise solids disposal
storm water Emissions to atmos. spill prevention & liquid waste disposal
control
visual impact other (specify)
HSE Checklist - Consequence Review
Project Change Note No: Date Conducted:

Discipline Signature Discipline Signature
13-05-2018
TREATMENT SKID EPC
CMIT-801-BECO-15.81-18005-B
PAGE: 137 / 146
Attachment 9 Hazard & Risk Register and Action Tracking System
HAZARD AND RISK REGISTER (HSE)

Area Hazard Cause Mitigation Method/ Safeguard Actions Action By
ACTION TRACKING SYSTEM (HAZID)
Number Action By. Response Target Date Status
ACTION TRACKING SYSTEM (ENVIID)

ACTION TRACKING SYSTEM (CRITICAL SAFETY REVIEW)
ACTION TRACKING SYSTEM (EMISSIONS)
ACTION TRACKING SYSTEM (OPERABILITY)
ACTION TRACKING SYSTEM (SECURITY)
ACTION TRACKING SYSTEM (VIP STUDIES)
ACTION TRACKING SYSTEM (FIRE ASSESSMENT)
ACTION TRACKING SYSTEM (SIL ASSESSMENT)
ACTION TRACKING SYSTEM (PRE-SANCTION PHSER)
13-05-2018
TREATMENT SKID EPC
CMIT-801-BECO-15.81-18005-B
PAGE: 138 / 146
Attachment 10 Vendor List
L.V. MOTORS
1) ABB 4) FUJI ELECTRIC
2) NAN YANG MOTOR 5) JIAMUSI MOTRO
3) SIEMENS
L.V. SWITCH GEAR, MCC & CONTROL GEAR

1) ABB 3) SIEMENS
2) SCHNEIDER
DC POWER SYSTEM
1) CHLORIDE 4) SCHNEIDER
2) SAFT 5) POWER NETICS
3) GUTOR
LIGHTING AND AUX. PANELS/LIGHTING FIXTURE

1) SIMPLEX - CHALMIT 4) CORTEM
2) BARTEC 5) DTS
3) LEGRAND/ ATX
UPS & BATTERIES

1) VARTA 4) SAFT
2) PILLAR 5) SCHNEIDER
3) GUTOR
CENTRIFUGAL PUMPS
SULZER RUHRPUMPEN
DEEPBLUE FLOWSERVE
CQPI DANAI
SLUDGE PUMPS
1) S SEEPEX 4) FLOWSERVE
2) NETZSCH 5) EAST PUMP
3) CQPI
MANUAL VALVES
13-05-2018
TREATMENT SKID EPC
CMIT-801-BECO-15.81-18005-B
PAGE: 139 / 146
1) JIULONG 4) KTZ
2) VALVITALIA 5) VALEN
3) TYCO 6) KCON
CONTROL VALVES
1) FISHER 4) SEVERN GLOCON
2) TYCO 5) METSO
3) FLOWSERVE 6) SAMSON
SAFTY VALVES
1) KTZ 5) AST
2) TYCO 6) CROSBY
3) FISHER 7) KEYSTONE
4) LESER
DCS
1) SUPCON 3) SCHNEIDER
2) ABB
FLOW INSTRUMENTS
1) CAMRON 4) E+H
2) ROSEMOUNT 5) HONEYWELL
3) EMERSON
LEVEL INSTRUMENTS
1) ROSEMOUNT 4) YOKOGAWA
2) E+H 5) HONEYWELL
3) EMERSON
PRESSURE INSTRUMENTS
1) ROSEMOUNT 4) YOKOGAWA
2) E+H 5) HONEYWELL
3) EMERSON
RESIST. TEMP. INSTRUMENTS

1) YOKOGAWA
2) BARTON
3) BERGER
4) BUSH BEACH
5) CAMERON
6) FISHER ROSEMOUNT
7) HONEYWELL FR
8) E+H

CMIT-801-BECO-15.81-18005 Project Execution Plan

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PROJECT EXECUTION PLAN

PURCHASE OF 3000 M3 WATER TREATMENT SKID EPC

PROJECT EXECUTION PLAN REVISION : B

CMIT-801-BECO-15.81-18005-B PAGE: 2 / 146

B 2018-05-13 Issued for Approval HM HA EA

A 2018-05-01 Issued for Review HM HA EA

Rev. Date Description of revision Originator Discipline Project

CNOOC MOC IDC

documents identification： Rev：

PROJECT EXECUTION PLAN FOR

CHANGE RECORD PAGE

REVISION DESCRIPTION OF REVISION

A Issued For Review

B Issued For Approval

PAGE REVISION PAGE REVISION APPENDIX REVISION

PAGE REVISION PAGE REVISION APPENDIX REVISION

PAGE REVISION PAGE REVISION APPENDIX REVISION

PAGE REVISION PAGE REVISION APPENDIX REVISION

PAGE REVISION PAGE REVISION APPENDIX REVISION

1.2 PROJECT OVERVIEW.............................................................................................................................................11

2.0 PROJECT MANAGEMENT SYSTEM...........................................................................................................20

2.1 Key project objectives and value drivers.............................................................................................................20

3.0 QUALITY MANAGEMENT PROGRAM......................................................................................................64

4.0 ENGINEERING, PROCUREMENT AND CONSTRUCTION....................................................................73

4.2 DETAIL ENGINEERING DESIGN.............................................................................................................................75

6.0 CONSTRUCTION MANAGEMENT;.............................................................................................................91

7.0 RISK MANAGEMENT.....................................................................................................................................94

9.0 INSPECTION AND TESTING.................................................................................................................................95

11.0 ENVIRONMENTAL MANAGEMENT................................ERROR: REFERENCE SOURCE NOT FOUND

1.2 Project Overview

1.2.1 Existing Surface Facilities of the Oil Field

1.2.2 Project Description

Layout of Existing Facilities is as below

No. Item Unit Value

Total waste water

2 Flow rate /h 100~125

3 Oil content mg/L ≤5

4 Intercepted solids size μm ≤5

Water from 2×3000m³ control-storage tank (existing)→feed pumps(purchased by Owner)→coiled pipe

1.3 Scope Of Work

1.3.1 Process System

 Feed Pumps(Purchased By Owner)

 CONSTRUCTION SITE clearing, stripping and grading;

 CONSTRUCTION SITE bulk earthworks;

 Slope stabilization and erosion control works;

 Civil aspects of the effluent treatment Facilities;

 Civil aspects of the sewage collection and treatment systems;

 Underground cable trenches;

 Duct banks for underground cables crossing roads;

 Trench for pipeline;

 Firewater discharge pits;

 Piling (if applicable);

 Perimeter fencing and security gates;

 Bridge culverts and road underpasses;

 Construction access and temporary Construction facilities (onsite and offsite);

 Safety sign of operation site.

 Steel frame structure.

1.3.3 Equipment and Piping

 Maximisation of safety of personnel, facilities and EQUIPMENT