TERNARY PRECUSOR WORKSHOP

COBCO NCM

QUALITY ASSURANCE PLAN

(QAP)

CONSTRUCTION MANAGEMENT SERVICES

IVORY TOWER 1 – 5TH FLOOR

MARINA OF CASABLANCA
20100 – CASABLANCA

Date Version Modifications follow-up

12/18/2023 V01 1st Version

Version 01
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SUMMARY

Engagement letter ................................................................................................................................... 4

I. General ............................................................................................................................................ 7
a. Object .............................................................................................................................................. 7
b. Application....................................................................................................................................... 7
c. References ....................................................................................................................................... 7
i. Applicable standards ....................................................................................................................... 7
ii. Documents of external origin ......................................................................................................... 7
iii. Documents prepared by CMS ......................................................................................................... 8
d. Terminology and abbreviations....................................................................................................... 8
e. Preparation of the QAP ................................................................................................................... 8
f. QAP Management ........................................................................................................................... 9
i. Redaction, Verification and Approval ............................................................................................. 9
ii. Diffusion .......................................................................................................................................... 9
iii. Review and update .......................................................................................................................... 9
II. Presentation of the project and the Stakeholders ........................................................................ 10
a. Consistency of the project............................................................................................................. 10
b. Key stakeholders in the project ..................................................................................................... 11
c. Deadline ............................................................................................................................................
d. General organization of the project .............................................................................................. 11
i. Flow chart ...................................................................................................................................... 11
ii. Responsibilities and Authorities .................................................................................................... 11
III. PROJECT MANAGEMENT DISPOSITIONS ....................................................................................... 16
a. Client & Stakeholder Listening: ..................................................................................................... 17
b. Process approach .......................................................................................................................... 17
c. Description of processes ............................................................................................................... 17
d. Outsourced processes ................................................................................................................... 18
e. Responsibilities and Authorities .................................................................................................... 18
f. Risk Management ........................................................................................................................... 18
g. Resources Management................................................................................................................ 19
h. Human resources management .................................................................................................... 19
i. Material Resource Management................................................................................................... 20
i. Control and management of documents ...................................................................................... 21
j. Communication .............................................................................................................................. 21
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k. Engineering .................................................................................................................................... 21
i. Consistency of the engineering required for CMS ........................................................................ 22
ii. Methods of conducting engineering ............................................................................................. 22
l. Management of external service providers .................................................................................. 22
i. Choice of materials ........................................................................................................................ 23
ii. Receiving and storing materials .................................................................................................... 23
iii. Management of External Service Providers .................................................................................. 23
m. Operational control ....................................................................................................................... 24
i. Planning and monitoring of achievements ................................................................................... 24
ii. Quality control ............................................................................................................................... 24
1. Identification and traceability ....................................................................................................... 24
2. Risk analysis ................................................................................................................................... 25
3. Control documents and tests ........................................................................................................ 25
4. Tolerances ..................................................................................................................................... 25
5. Correctives Actions ........................................................................................................................ 26
n. Monitoring, analysis and improvement ........................................................................................ 26
i. Client satisfaction .......................................................................................................................... 26
ii. Internal Audits ............................................................................................................................... 26
iii. Process monitoring and measurement ......................................................................................... 26
iv. Quality monitoring and measurement .......................................................................................... 26
v. Handling non-conformities............................................................................................................ 27
vi. Data analysis .................................................................................................................................. 27
vii. Improvement ................................................................................................................................. 27

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Letter of Commitment

True to its commitment to its clients and partners, CMS adopts a quality approach aimed at
excellence in all stages of the project based on the ISO 9001:2015 standard, from design to
handover. The passion for excellent work and the concern for perfection commit all CMS
employees by being sensitive to the smallest detail and by paying particular attention to each stage
of the project.

To this end, the CMS deploys the necessary resources to:

• Capitalize on the experience of previous projects

• Produce detailed and summary plans integrating the constraints of each lot while respecting
the client's requirements and known standards.
• Anticipate orders, especially imports.
• Mobilize subcontractors as soon as possible and raise their awareness of all the challenges
of the project.
The schedule, which is very tense, is a major challenge and its compliance will demonstrate the
CMS's ability as a reference player and its organization at the service of its clients in order to satisfy
them by:

- Carrying out quality works in accordance with the contract and the standards
- Rigorously managing the sequences of tasks in batches in order to coordinate the work in
accordance with the planning objectives ;
- Ensuring the safety and health of people at the workplace and when travelling
- CMS will implement all the necessary measures to continuously improve the effectiveness
of its quality management system to ensure that its commitments are constantly respected.

As a result, within the TERNARY PRECUSOR WORKSHOP project, we certify that we

have participated in the definition of the provisions contained in the company's Quality
Management System (QMS), in particular the Quality Assurance Plan (QAP), and we are
committed to the implementation of CMS's QHSE policy.

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General

Object
This Quality Assurance Plan describes the general arrangements taken by CMS to implement,
manage, and continuously improve its quality management system relating to the execution
engineering and construction works of the TERNARY PRECUSOR WORKSHOP project .
- To CMS, external control and audit parts and other external interested parties: it serves as
a means of communicating the CMS's commitment, as well as presenting the measures
taken to meet the requirements related to the Quality Management System (QMS) put in
place;
- To the CMS staff: it presents the components of the QMS and indicates the documents to
be implemented or refers to those defining the applicable rules.

In addition, it should be noted that the QAP is supplemented, as the project progresses, by the
other components of the QMS documentation system, including procedures and/or execution
plans as well as any other element that makes it possible to highlight all the measures taken in terms
of quality assurance.

Application
This quality assurance plan is designed to meet all the quality requirements of the project owner
from the design phase to the completion of the TERNARY PRECUSOR WORKSHOP project:

References

Applicable standards
• The standard ISO 9000 : 2015 - SMQ — Essential principles and vocabulary
• The standard ISO 9001 : 2015 - SMQ — Requirements
• The standard ISO 14001 : 2015 - SME — Requirements and guidelines for its use
• The standard ISO 45001 : 2018 - SMSST — Requirements and guidelines for their use

External documents
External documents represent all contractual and normative documents, an example of documents
is given below:

• The Act of commitment

• Contract
• Project Specific Conditions (CPS).

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• CTTP

Documents prepared by the CMS

The other components of the project's documentation system, including the project's Health,
Safety and Environment Plan (HESP) and procedures for controlling documentation and records,
control of client complaints, corrective actions, QSE programs and continuous improvement,
Internal Audit & control and inspection plans.

Terminology and abbreviations

The terminology used in the QAP is consistent with the terms of reference and the ISO 9000:2015
standard. The main terms used in this context are:
• Accreditation : act by the project manager authorises CMS to use a material, a product or
an execution process;
• Change in the project: generic term designating a modification of the program or
evolution of the project;
• Internal control: control activity carried out either by internal control (self-control) or
external control (independent of the means of production on site);
• Document: information medium and the information it contains;
• Effectiveness: the level of achievement of planned activities and the achievement of
intended results;
• Efficiency : the ratio between the result obtained and the resources used;
• Requirement : a stated need or expectation, usually implicit, or imposed. This stems in
particular from the legal and regulatory framework and the contractual framework;
• Evolution of the project : change in the design or methods of implementation of the
project, the handling of which remains the responsibility of the project management team;
• Modification of the programme : change in the content of the project, the approval of
which is the responsibility of the MO;
• Non-conformity: Failure to meet a requirement;
• Sensitive point: a generic term for a critical point or a stopping point;
• Stopping point: a stage for which a formal agreement from the project management is
necessary for the continuation of the project;
• Critical point: a step for which a formal agreement from the CMS management or the
external control, duly authorised or mandated for this purpose, is necessary for the
continuation of the project. In addition, the project manager must be formally informed of
the time of its execution and/or its result.

Preparation of the QAP

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The various stages in the preparation of the QAP, from the submission of the tender to the
finalization of the work, are described below:

• Quality organization of the company (general mapping of the processes and procedures of
the quality management system, organizational chart and description of responsibilities and
authorities).
• Functional organization of the site, name and qualification of the management
(organizational chart relating to the site).
• Execution schedule.
• External and internal control methods (analysis of risk points and control plans).
• List of enforcement procedures and follow-up documents (Procedures, sheets, forms, etc.).

QAP Management
Redaction, Verification and Approval
The QAP is redacted by the CMS Quality Manager and approved by the CMS management.
Diffusion
Internally, the QAP is distributed in controlled copy to all project managers and stakeholders.
Externally, the QAP is distributed in uncontrolled copy to the project owner, the project manager
and the project manager.
The CMS quality manager must distribute the new version at each update and the removal and
destruction of the old versions, in accordance with the communication plan
Review and update
The Quality Assurance Plan is revised each time a significant change is made to the CMS
organization, its activities, the project or as a result of an evolution of the quality management
system.
The update changes the version number of the QAP, and the changes are reflected in the "Track
Changes" table at the beginning of the QAP.

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Presentation of the project and the Stakeholders :

Consistency of the work :

The work consists of:

- Foundation work (including excavation and backfilling of foundations, anti-corrosion and
waterproofing of foundations, embedding of foundation bolts, embedded parts (box, pipeline),
lightning protection and earthing embeddedness);
- Main steel structure works (including all columns, hanging beams, brackets, tensile rods,
connectors, roof equipment support system, bolts, accessories, steel stairs, equipment platforms
and other steel structure deepening processing details, steel structure material sourcing, steel
structure production and welding. Connection of fasteners, anti-corrosion and fireproof coating of
the steel structure, transportation of the steel structure to the site, grouting of the steel column base,
and concrete packing of the steel column base to each layer);
- Floor (roof) equipment, interior foundation/trench/floor (roof) work (including cofferdams)
(including all structural layers of the floor (roof) (including the leveling layer), exterior ramps, decks,
steps, ground (roof) lightning protection and grounding, high and low current pipeline embedding
included in design drawings and other floor (roof) embeddings and reserved hole construction,
blocking of the fire between the floor and the wall);
- Outdoor wall enclosure structure (including exterior wall panels, brackets and their accessories,
connectors, accessories, cladding, etc., and exterior wall door and window openings, louver
openings, HVAC openings, etc. are reserved and enveloped with openings);
- Roof enclosure structure (all the contents of the works of the roof enclosure structure included in
the drawings, including brackets, roof panels, insulation layers, connectors, accessories, cladding,
etc., as well as roof openings and their accessories, such as frame reinforcements, sealing devices,
air duct fixing tie rod attachment points, closing of gutters and parapets made of profiled sheet
metal, lightning protection system on the roof, including connection with the earthing system);
- Anti-corrosion work (Anti-corrosion within the foundations of equipment, excluding anti-
corrosion of the floors);
- Tests of relevant works (including load-bearing capacity tests of foundations, concrete rebound
strength tests of various parts, detection of defects in welds of steel structures, and other necessary
test contents required by Morocco's local specifications);
- Lighting and Emergency Lighting including Distribution Cables.
- Power outlet including distribution cables.
- Switchboards inside buildings.
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- Cable trays.
- LV distribution cables inside buildings.
- Grounding.
- Gas detection.
- Installation of the equipment for the delivery station in building 4102.
- Cold water connection from the waiting room next to each building and cold water distribution
inside.
- Piping, including fittings, assemblies, fasteners, interior protection,
- EP-EU-EV drainage pipes; including elbows, tees, assemblies, pads,...
- Scabbards and protection,
- Installation of lift pumps,
- Fire extinguishers of type to appropriate to the risk, refer to the plan and BOQs,
- RIAs,
- Ducted or wall-mounted split systems for certain buildings, according to the client's plans,
- De DRV, for other vessels,
- Extraction is carried out through extraction chambers, for ATEX areas, ATEX type chambers will
be used,
- Smoke extraction is provided by 400°C-2h smoke extraction boxes equipped with relay boxes, in
accordance with the regulations in force,
- Black steel sheet or 304 stainless steel sheet ducts for air distribution.
-

Key stakeholders in the project

❖ CLIENT : COBCO.

a. Project Deadline ;
The provisional schedule of the work is established in accordance with the contractual deadlines.
It is based, among other things, on the following milestone dates:
- Contract signing .
- Supply of architectural plans and DCE .

The work schedule is presented in the tender file to the tender. This part may be subject to
modification and/or adjustment during the preparation period. These possible adjustments will be
automatically studied and integrated into the version that will be submitted to the Contracting
Authority for approval before the start of the work.
Note that the schedule takes into account weekly rest, paid holidays and legal, non-working and
paid public holidays.
General organization of the project
i. Organigramme
The general organizational chart of the project is given in the annexs.

Responsibilities and Authorities

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❖ General Direction
- Validates the project's master schedule and mobilizes the resources required to meet the
company's commitments in terms of Quality;
- Appoints the Project Director and consults on the choice of management on the site and
the overall project execution strategy;
- Regularly informs himself of the progress of the project and the performance recorded
and, if necessary, decides on the necessary adjustment measures;
- Is the only one authorised to decide on the programme changes associated with the project;
- Intervenes, as a last resort, when directly requested by the project owner/project manager
concerning complaints and problems not dealt with on site;
- Signs, for acceptance, all administrative documents (contract, possible amendment(s),
service order(s) and/or any other type of deadline management documents...).

❖ Project Director :
- Coordinates the preparation of the site and the progress of the work;
- Consolidates and submits to the project owner/project manager all the documents
provided for during the work preparation period;
- Convenes and then conducts coordination meetings between the members of the company
as well as periodic reviews of the project that are carried out internally;
- Continuously informs himself of all aspects related to the planning, execution and quality
control of the work incumbent on each member of the company;
- Centralizes the management of the interface with the project manager;
- Manages the relationship with the administration and local authorities for all aspects related
to obtaining the required authorizations and/or the conditions for the execution of the
works;
- Systematically reports and defends the company's position, particularly during meetings
and site visits;
- Produces the required reports for the benefit of the project manager and the company's
management;
- Monitors the contractual aspects, in relation with the project owner/project manager and
the company's management;
- Specifically, in terms of QAP implementation:
Sets out the general directions and ground rules related to the QAP;
Internally approves this QAP and, more generally, all QAP-related documents and
subsequent revisions to them;
Overall oversees the implementation of the QAP;
Validates the continuous improvement actions undertaken on site;
Stops the work concerned in the event of a breach of quality requirements;
- In general, ensures the achievement of the project's objectives, including those related to
project costs, quality and deadlines, as well as those related to compliance with applicable
requirements.

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- Construction Director :
- Define the objectives, mobilise the means and issue specific authorisations in relation
to the implementation of the PAQ for the teams under their responsibility;
- Verify the documents of the PAQ in relation to document control;
- Guarantee the traceability of work and ensure that records are controlled;
- Supervise the deployment of the QAP by the teams under their responsibility and
ensure compliance with all requirements arising from it;
- Ensure adequate handling of non-conformities;
- Undertake all improvement actions related to the QAP within their field and scope of
intervention;
- Stop the work concerned in the event of failure to meet quality requirements;
- In general, ensure, at scale, that the objectives of the part of the project that concern
them are achieved, including those inherent in quality as well as those relating to
compliance with applicable requirements.

- Site Manger /Project Engineer :

- Take charge of all operational aspects to ensure the normal progress of the work for
which they are responsible: supervision of the site managers, management of the
equipment fleet, ordering and regular supply of the site, etc.

- Establish the work plans of their teams;

- Ensure on-site compliance with pre-established provisions and therefore ensure

ongoing compliance with QAP requirements,

- Recruit site staff on site;

- Carry out the required training, awareness-raising and information activities;

- Implement the actions assigned in relation to the handling of non-conformities,

accidents and incidents and the conduct of corrective and preventive actions;

- Stop the work concerned in the event of failure to meet quality requirements;

- In general, ensure that the objectives of the part of the project that concern them are
achieved on an ongoing basis, including those related to the costs, quality and deadlines
of the work, as well as those relating to the application of the requirements of the QAP.

- Fields Engineers/Site Supervisors :

- Ensure the execution of the work under their responsibility by mobilizing to achieve
the objectives set and ensuring full compliance with the requirements of the QAP;
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- Carry out the required training, awareness-raising and information actions on quality;

- Prepare assigned QAP records;

- Identify deviations from quality requirements and apply the necessary corrective
measures;

- Implement the assigned actions in relation to the treatment of non-conformities and

the conduct of corrective and preventive actions;

- In general, the teams under their authority are responsible for compliance with
specifications and quality standards.

- Site personnel :

- Apply the instructions given to them, in terms of compliance with specifications and
quality standards;

- Immediately identify and report deviations from quality standards;

- In general, the following are responsible for any individual deviation from the pre-
established provisions.

- Quality Assurance Manager :

- Participates in the development of QAP documents and ensures their dissemination;

- Ensures the implementation of the QAP on the site and measures the performance
obtained;

- Monitors the application of QAP requirements at the site level by suppliers,

subcontractors and any other service providers designated by the company;

- Regularly raises awareness among key stakeholders at the site level about the
requirements of the QAP as well as how they contribute to the achievement of the
resulting objectives;

- Guarantees the overall coherence and control of the document system;

- Ensures the required traceability of the QAP (collection, verification, classification and
archiving of records);

- Keeps the status of non-conformities up to date and then participates in the collection
of additional data, the analysis of deviations and the definition of the appropriate

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treatment, the verification of the corrections made, the monitoring of the evolution of
situations associated with accidents and incidents and the closure of deviations at the
end of the actions taken;

- Collects data on potential improvement actions, ensures their review, participates in the
determination of causes and the evaluation of the need to undertake corrective and
preventive actions (CA/PA) and in the evaluation of the effectiveness of the actions
taken, the closure of the AC/AP sheets and the maintenance of the CA/PA status;

- Manages the interface with external organizations for quality topics;

- Follows, on request, the verification and/or calibration of monitoring and

measurement equipment;

- Organizes and formalizes the results of quality review meetings;

- Coordinates and monitors the performance of external audits;

- Produces and disseminates the quality Activity Report.

- Engineering cells

- Plan project-related study activities;

- Verify that the input data required for engineering is complete and reliable;

- Draw up and then revise, if necessary, the plans of the execution details and, in general,
all the design details necessary for the execution of the works;

- Participate, as appropriate, in meetings with the MOA/MOE dealing with the

engineering component;

- Verify the technical documents before submitting them for approval by the Project
Director and then by the MOA/MOE.

- Control Laboratory Cell

- Carries out the controls and tests assigned to him/her;

- Manages laboratory monitoring and measurement equipment;

- Collaborates with the RAQ and site management in the field of quality control;

- Verifies the correct application of laboratory test procedures.

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- Topography cell
- Ensures the proper operation, adjustment and calibration of topographic equipment;
- Manages the layouts and topographic surveys and is responsible for their reliability;
- To remove sensitive points in relation to topographical engineering and work.

- HSE Manager
- Implementing the HSE approach
- Carry out accident and incident analyses with the hierarchy
- Establish and implement the HSE approach in the construction site,
- Carry out daily inspections on the site by remedying any malfunctions observed,
- Participate in the drafting of procedures and safety instructions,
- Update the safety action plan and ensure its follow-up,
- Carry out accident and incident analyses with the hierarchy, and will collaborate with
the approved clinic.
- Carry out awareness-raising sessions for staff and external stakeholders (animation,
planning, etc.),
- Participate in the development of subcontracting prevention plans and ensure the
implementation of preventive actions,
- Participate in the various coordination and preparation meetings of the work.
- Manages the HSE team on site

- Test laboratory and control office

- Carry out the controls and tests assigned to them;
- Manage their monitoring and measurement equipment;
- Collaborate with the site manager and supervisor in the field of quality control;
- Verify the correct application of laboratory testing and quality control procedures.

- Procurement and Logistics Unit (supplies)

- It is responsible for managing purchases made during the work, receiving, storing and
transporting to the site, maintaining equipment and facilities on the site and managing
requests for the acquisition of products for the site. He will control the entry and exit
of products from his warehouse.

- PROJECT MANAGEMENT ARRANGEMENTS

- Throughout the duration of the intervention, CMS requires quality management
procedures at all levels in order to guarantee the completion of the work in accordance
with the required criteria, namely:
- Assistance and advice from the project manager
- Operational control
- Mastery of documentation
- The choice of equipment
- Choosing and managing subcontractors
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As a result, the project management system, set out below, has been developed around an ISO
9001:2015 quality approach based on the process approach and risk management. It is structured
around the following axes:
b. Client & Stakeholder Listening:
The duty of the CMS, as a qualified professional, to inform and make any observations to the
project manager, keeping the project manager and the project manager informed, extends to the
entire act of construction, in particular to the nature of the work, the choice of materials, and the
commissioning.
On the other hand, and in order to increase the client's satisfaction and to meet their expectations
and requirements, the CMS Management ensures that any expectations and complaints made by
the parties involved representing the client (MO/AMO, Architect, BET, control office, etc.) are
taken into consideration and processed as soon as possible by the managers concerned following
the project implementation process.
Also, CMS wants to meet the expectations of interested parties. Each interested party is identified
by its level of influence and control as well as its OHS & environmental requirements.
- Process approach
The process approach is one of the foundations of Quality approaches. It is one of the 7 principles
of quality. It is also an important tool for deploying a Quality Management System. Similarly, the
process approach is to be related to the system approach. Indeed, the latter takes into account all
the processes and ensures their consistency. For example, it is a question of mastering the
interactions between processes as well as (external) stakeholders.

According to the configuration established by CMS, we distinguish four families of processes:

- Improvement processes: These allow the effectiveness of all CMS processes to be
measured, analyzed, verified, and continuously improved. (e.g.: QHSE Management).

- Management processes: They contribute to the definition of objectives and their

implementation. The elements of these processes are directly related to the
implementation of the QHSE policy and its objectives within CMS (e.g.: Management
Process).

- Support processes: They contribute by providing the human and material resources
necessary to enable other processes to achieve their objectives efficiently. (E.g.: HR,
Finance & Accounting, General Resources, IS).

- Business processes: These are directly linked to the company's core business. They
enable the construction of works from planning to acceptance. (E.g.: Project
Implementation, Development, Elaboration of Offers... etc.).

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- Description of processes
The description of the process in the QMS system is limited to its "Process Sheet" identity card,
which briefly but distinctly describes the following:
Process Title: Designation of the process.
Purpose: Definition of the purpose and rationale of the process.
Input data: This is the information needed to trigger the process. They can correspond to output
data from another process (sending process) or from another entity (project owner,
supplier, etc.). etc.).
Output data: This is the information that emanates when the process is executed. They can be
input data from another process (client process).
Lead/Alternate : This consists of appointing the process owner and his or her alternate.
Activities : These are responsible for the implementation and monitoring of each activity in the
process.
References: Documents that are external to the process and that are necessary for its completion.
Work environment: This topic is dedicated to describing the process execution environment if it
is deemed to be special.
Associated documents: Internally sourced documents used or established as part of the process.
Flowchart: Synoptic diagram of tasks and sequences related to the process

Outsourced processes (outsourced)

In some cases, CMS outsources part of its activities for strategic reasons.
Subcontractors are selected and evaluated according to the requirements of the Purchasing
subprocess, and their achievements are monitored and controlled on the QHSE plan by the
construction teams.
- Responsibilities and Authorities
In order to communicate and define the responsibilities and authorities of each party, the "HR"
process has been put in place to ensure that responsibilities and authorities are assigned at the
appropriate level, in line with the QMS, through the development and monitoring of the general
organizational chart, the job descriptions, of which the following is a brief description:
The organizational chart defines the hierarchical links between the different entities of the CMS
and also reflects the degree of authority of each. This document is posted and updated by
the project management. (See Organizational Chart).
As far as the project is concerned, the responsibilities are already predefined in the paragraph above.

- Risk Management
In a risk management approach, CMS described the methodology of identifying risks and
opportunities for the QMS, as well as the assessment and prioritization of occupational risks and
describing how to identify and assess the environmental aspects and impacts related to the different
activities of the CMS. (See Appendices: Operational Risk, OHS & Environmental Impact
Analysis Procedure
The professional risks and opportunities related to the QMS are managed via the "Opportunity
Risk Analysis" form and by process.

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For OHS risks & environmental impacts, they are identified in the corresponding analyses (see
PHSE details of the project).
In order to better manage any form of risk that can lead to a halt or interception of activities on
construction sites, CMS uses an approach based on the ISO 31000 standard, which consists of
increasing the chances of achieving objectives in times of crisis by:
- Organizing the maintenance of essential management activities.
- Identifying the measures to be implemented to ensure, if possible, the continuity of the
sites.
- Anticipating a stoppage of construction sites and planning the essential tasks that must
be maintained.
- Anticipating the resumption of activity in order to be able to restart quickly.

- Resource Management
Resource management covers all aspects related to the management of human resources and
material resources of the CMS according to the priorities agreed with the client, levelling or
smoothing of means can be carried out.
- Human resources management
The CMS's human resources management oversees the following activities:
- Recruitment of labour on the site. To do this, a register is kept;
- Personnel administration (medical coverage, social and tax declarations, payroll, leave,
etc.). This is operated by each member of CMS for its staff and in compliance with
labour legislation;
- Training, information and awareness-raising of staff.

In this context, continuous training is of particular importance in the development of the skills of
personnel on site.
Also, in addition to the integration/induction training that is carried out systematically, the needs
in this area are identified by the HR department in consultation with the management on site and
are formalized in an annual training plan.
Subsequently, the training actions are:
- Either designed and led by the internal management concerned;
- Either prepared and provided by external stakeholders and/or organizations.

Integration/induction training includes, but is not limited to:

- The QHSE commitments of the WSC;
- The foundations of the site QMS;
- The requirements applicable in the field of HSE;
- The application of the QMS/QAP as well as the resulting documents and recordings
on site.

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The traceability of each training action carried out is based on the establishment of an attendance
sheet and a report. In addition, the training material and a photo are, as far as possible, included in
the file.

Finally, awareness-raising actions are carried out. These include:

- Quality concepts;
- The main axes of CMS's quality commitment;
- Client requirements and the importance of satisfying them;
- The QMS established and the processes and/or activities constituting it;
- The importance of the activity of CMS employees and how they contribute to the -
achievement of the objectives defined for each process.

The personnel files include all the documents and records justifying the initial and professional
qualifications of each employee, in particular training actions that are part of the training
engineering.
- Material Resource Management
The management of material resources, carried out by each member of the project team in
consultation with the various subcontractors / suppliers and includes the following activities:
- The construction, maintenance and security of the site installation, including the
premises, workspaces, furniture, computer and telecommunications equipment and
various other fittings.
- The mobilization and maintenance of the equipment necessary for the execution of the
work or the associated logistics. If necessary, applications for approval are submitted;
- The provision and monitoring of collective and individual protective equipment.
- Responsibility for the management of this equipment lies with the Storekeeper;
- The use, under appropriate conditions, of equipment for monitoring and measuring
OHS and environmental quality and performance.

Concerning this last point, the Monitoring and Measurement Equipment (ESM) used for the work,
consisting in particular of topographical equipment, electrical test and test equipment, laboratory
equipment, control office equipment and, where applicable, supplier and subcontractor equipment,
are controlled under the responsibility of the CMS Quality Manager. To this end, each ESM must
guarantee valid results identified in a specific state. In addition, the following activities are
undertaken to provide valid evidence of compliance with the requirements:
- Calibration and/or verification, at intervals specified by their manufacturer or prior to
use, against measurement standards linked to national measurement standards;
- Adjustments as needed;
- Identification in order to be able to determine the validity of the calibration;
- Protection against adjustments that could invalidate the measurement result;
- Protection against damage and deterioration during handling, maintenance and storage.

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In addition, calibration and verification operations are recorded and initiated in a timely manner by
MSB user managers. The Person in Charge shall keep a copy of the records of the checks and
calibrations carried out periodically on the MSBs.
Finally, when an ESM is found to be NC, the CMS RQ evaluates and records the validity of the
previous measurements. This activity is then followed by the initiation of appropriate actions on
the equipment and the products or services affected.
Therefore, CMS will ask subcontractors for the list of calibration equipment to be used during the
development of activities and tests, and their corresponding certifications.
For equipment entering the CMS fleet, please see the procedure "Procedure for the Control of
Calibrated Equipment" as well as the accompanying documents.
- Control and management of documents
The management of project documents is carried out via an electronic document management
platform.
To facilitate the transmission of documents, CMS will set up a document exchange platform which
will include the subdirectories of each of the stakeholders. They will be able to file all the documents
to be sent in their own file. The other contributors will have read access to these files.
CMS will disseminate to all users the procedure for using the document exchange platform and
will organize a training session for all stakeholders.
Records management measures ensure that:
- Technical documents are checked and approved by designated functions prior to
implementation
- Any changes to these technical documents are also checked and approved
- Outdated versions are removed from the premises of use (or the documents are marked
"outdated").
- The lists of documents in force are kept up to date and available.

- Communication
It is through the "Communication" procedure and the "Communication Plan" that CMS
communicates the effectiveness of the established system.
The actions taken as part of the implementation of the system are:
- Raising awareness of QHSE issues among all staff.
- QHSE meetings attended by the relevant managers.
- Project transfer and monitoring meetings that discuss the planning and monitoring of
awarded projects.
- The QHSE mail.
- QHSE posters in offices and on construction sites.
- The scoreboard.

Communication with the client at the level will be done via GED.

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Conducting Engineering
Consistency of engineering for CMS
The list of engineering that will be conducted by CMS:
- The guide plans.
- Supporting calculation notes for the works to be carried out
- Execution plans
- The calculation of the balance of power and consumption in Alternating Current and
Direct Current.
- Equipment drawings (cabinets, switchboards, enclosures, etc.) - Supporting calculation
notes for cable cross-sections, power and characteristics of the measuring gearboxes.
- The execution engineering for the works of the apparatus with corresponding
calculation notes before the construction of the works.
- Geotechnical engineering
- Topographical engineering

Methods of conducting Engineering

The procedures for conducting each study for which CMS is responsible shall comply with the
following requirements:
- Initial planning that is done by the RET and that reflects the different steps, as well as
the associated responsibilities and activities of review, verification and validation. On
this occasion, the applicable working methods are defined and their compliance with
the contractual requirements, the QMS adopted and the rules of the art are verified, as
well as the adequacy of the material means used for this purpose;
- A collection of input data, by the various stakeholders in the engineering, and their
adequacy review, by the RET and the project management, to ensure that they are
complete, unambiguous and do not contain contradictions;
- Formal and documented reviews, verifications and validations, carried out at the end
of each appropriate phase and according to the defined planning, with the aim
respectively of assessing the suitability of the results obtained to meet the specified
requirements, identifying any problems and proposing the necessary actions, ensuring
that the output data meets the requirements of the input elements (including acceptance
criteria or their references, etc.). the information necessary for purchasing and
production and the characteristics essential for safety, proper functioning and
compliance with other quality requirements) and to ensure that the result obtained is
capable of satisfying the requirements of the intended use;
- Control of any subsequent changes, through the assessment of their impact on
upstream and downstream data and their identification, recording, review, verification
and validation before implementation.

In addition, the project manager is systematically kept informed of the main elements of the
engineering carried out in order to obtain its comments, before proceeding with the production of
the finalized deliverables.
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- Management of external service providers

As part of its QMS, CMS has defined the rules to be followed when purchasing goods, services or
works, the general means and import purchases, as well as the provisions to be put in place for the
selection, evaluation and re-evaluation of external service providers.
The "Procurement Management & External Service Providers" procedure defines the
guidelines for the management of external service providers.
N.B: The HSE management of external service providers on the site is part of the "HSE
Management of External Contractors" procedure (See more details in the PHSE)

- Choice of materials
The materials used for the realization of this project meet the quality requirements described in the
technical specifications relating to this project.
The choice of materials will be subject to prior approval by the project management on the basis
of a "Material Acceptance Form".
- Receiving and storing materials
The materials will be checked on acceptance on site on the basis of the technical sheet, the order
form and the delivery note.
The storage of materials will be done either in the site stores or in storage areas set up on site,
taking into consideration the environmental conditions
- Mastery of External Service Providers
Subcontractors will be required to provide a commitment on their part to adhere to the CMS QAP.
In all cases, the company will undertake to ensure that its QAP is respected by these subcontractors.
(See Appendix)
The choice of subcontractors will be subject to the prior approval of the project owner on the basis
of an application form for the approval of the subcontractor which will consist of:
- Company presentation documents.
- Technical references.
- Financial references.
- Product certificates of conformity provided by subcontractors.
- Procedures and execution procedures
- Human & technical resources
- The plans and inspection sheets
- Other certifications: Ex ISO 9001, ......

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- Operational control
Planning and monitoring of achievements
Project delivery planning is the process of selecting and applying the most appropriate techniques
to meet the key milestones and objectives assigned to the project.
The project planning, as detailed below, makes it possible to visualize the progress of the contract
by showing, among other things, the sequence and scheduling of activities.
The execution schedule is updated monthly, it allows you to:
- Detail the tasks that make up the stages, activities and/or missions to be carried out;
- Define logical sequences;
- Estimate the duration of basic tasks and set their start and end dates;
- Determine the critical path;
- Provide margins to deal with contingencies;
- Optimize and issue schedules
- Follow the detailed execution schedule and follow the schedule given and validated by
the client, according to the deadlines specified in the General Schedule for Engineering
and Works Envelope:
-Schedule of engineering and works schedule of tests
- Calendar of OPRs and OPLs
- Timing of the delivery of special materials and equipment
- DOE Submission Schedule
- Calendar of lifting of reservations.
-Track subcontractors and service providers
-Approve work execution plans
- Define the materials and equipment appropriate to the performance of the work
- Define the materials used in the construction of the structures.
- Evaluate the progress of the project;

A weekly monitoring of the progress of the work is carried out by the CMS project director.
The follow-up of the execution schedule is transmitted to the client's representative according to
his determined requirements.
In the event of bad weather or legitimate causes of delay, an extension of the deadline must be
requested from the client, within a period to be agreed from the date of this occurrence, specifying
the cause and proof of the reality of this event.
Quality control
Identification and traceability
The identification of materials and structures is an essential element for CMS:
- The works to be carried out are identified on the execution plans.
- The execution plans are identified by their cartridges.

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- The materials entering the site are identified on the delivery notes, by the storage
method and if possible, the conservation of the original packaging and more according
to the contractual requirements.
- The type of concrete delivered is specified on the delivery note.
- The shaped reinforcement is identified by a label specifying their reference indicated
on the execution plan.
- The inspection status of the products or structures is identified on the inspection
records. Any non-compliant material, plan or structure is identified on the site to avoid
any confusion.
Traceability is ensured systematically. It concerns on-site deliveries (formula, quantity, transport,
location) and the tests and controls carried out.
Additional traceability can be implemented according to contractual and internal requirements.
Risk analysis
To identify and control the points of risk, CMS carries out a general analysis of the tender and
contract documents as well as the conditions of the operation site and its environment.
Depending on the nature of the risks identified, the treatment of the risk point may consist,
depending on the case, of:
- Establish operating procedures for the implementation of non-routine or complex
processes, or in the case of special market requirements (unusual execution tolerances).
- Carry out more precise execution details for the parts of the structure concerned,
- Assign personnel of special qualifications.
- Plan to present prototypes, samples, or control books for process qualification.
- Highlight and propose to the project owner the treatment of foreseeable interfaces with
other companies.
- Define special identification provisions, when it seems necessary to ensure traceability.
- Provide provisions for the protection of the works carried out.

The quality control of the work will be done through quality control plans, quality control sheets
and execution procedures adapted to each type of work. All this is managed via a web platform
"DALUX" which will ensure the QSE monitoring of the entire project
Control documents and tests
To guarantee the compliance of the works with contractual requirements and to ensure that the
quality risks identified are effectively controlled, control plans, quality control sheets and execution
procedures are drawn up and monitored by the managers of the lots concerned with the support
of the CMS Quality Manager.
With regard to the client and in order to guarantee the proper functioning and level of performance
of the installations, all reasonably necessary tests and verifications will be carried out, whether or
not they have been described in the Works Contract and in particular in the CPS.
In the event of non-compliance detected: the recovery actions are defined on the control sheets
and reports as well as their date and the recovery manager.
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All the results of the checks and tests are recorded and stored in the GED as well as DALUX.
Tolerances
The accepted tolerances are those defined by laws, regulations, standards, CPS, etc., on the express
condition that the work carried out is strictly in accordance with the contractual documents, in
particular with regard to:
- The locations in planes and altitudes,
- The finished appearance it must present
- The mechanical strength of each of its elements,
- The installation or assembly of materials, materials and equipment of the various trades,

Correctives actions
When a non-conformity is observed, the solutions to eliminate the non-conformities are informed
on the internal and client control supports.
Non-conformities trigger the drafting of a deviation sheet by the manager concerned. A copy is
sent to the quality manager to follow up on the effective correction of the non-conformity. The
driver is responsible for monitoring the implementation of the solutions by the relevant functions.
It analyzes the causes of the non-compliance and triggers corrective action if necessary to avoid
the repetition of the causes.
Monitoring, analysis and improvement
Client satisfaction
Client satisfaction is measured through the following elements:
- Monitoring the evolution of registered complaints;
- Feedback collected through regular contact with the client;
- If necessary, through a client survey of the client;

Internal Audits
Audits are carried out by internal auditors who are independent of the activities to be audited.
External auditors may also be called upon.
The audit reports are sent to the Project Director. In case of deviations or need for improvement,
corrections and corrective actions are followed to remedy these deviations
- Process monitoring and measurement
In order to ensure the monitoring and measurement of the QHSE management system processes,
we have specified indicators for each process that allow us to measure their degree of relevance
and to implement the necessary improvement actions to achieve the planned QHSE objectives.
A dashboard that brings together all the indicators by process has been established by all the
managers and validated by the General Management. The status of the indicators represents an
input data for monitoring the QSE performance of the site

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Internal audit is also a very effective means of measurement, since it provides us with information
on compliance and the effectiveness of processes.
Quality monitoring and measurement
Quality monitoring and measurement activities are carried out in particular to measure:
- The compliance of activities and results with requirements at the different stages of the
project;
- Proactively, the performance expected or well recorded with regard to, among other
things, the objectives set, the operational criteria and the applicable requirements;
- Retroactively, the conditions associated with the quality CNs and any other telltale signs
of negative changes in quality performance.
To this end, the quality control of the project has three levels: internal control, external control and
external control. The first two are listed in the Quality Control Plan (QCP). In addition, before the
start of each type of activity, the RQ prepares the specimens of the control sheets required to
confirm that the technical requirements have been complied with and to guarantee the traceability
of the execution. He then submits them to the MO/AMO for review before application. Then, the
said sheets are filled in by the designated stakeholders and then consolidated in the file of the linked
work.
Handling non-conformities
The responsibilities, authorities, methods of implementation and records associated with the
handling of quality non-conformities are the subject of the Non-conformance handling procedure.
Data analysis
Periodically, the Quality Manager transmits the summary statements of internal non-conformities,
the status of client complaints, supplier reception non-conformities and S/T non-conformities, the
status of corrective and preventive actions.
The updated Quality dashboards, accompanied by an analysis of the results and the actions
envisaged to achieve the defined quality targets.
Quality meetings are led by the CMS Quality Manager to review all internal non-conformities, the
status of client complaints, supplier acceptance non-conformities and S/T non-conformities, the
status of corrective and preventive actions to rule on the effectiveness of the Site QSE Plan and
identify improvement actions if necessary.
The topics discussed during these meetings are:
- The results of the QSE indicators
- Internal audit reports
- The results of the checks and tests
- Gap cards
- Client complaints
- Workplace accidents
- New features that may impact the project or the QHSE site plan.
This list is not exhaustive, it can be adapted and completed according to the progress of the site.

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Improvement
The continuous improvement of the QMS's performance is systematically done on the basis of the
signed quality commitment, the objectives set, the results of audits, controls and inspections, data
analysis, project reviews and corrective and preventive actions. These are governed by the
corrective and preventive action procedure and the improvement sheet.

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