Project Execution Plan - KLE

Karratha Life Extension (KLE) Program Brownfield Implementation Services

Part 2.2.3 Attachment 01

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Project Execution Plan PEP – Karratha Life Extension (KLE) Program – Brownfield Implementation Services KLE-PLN-001 Rev A

Project Execution Plan PEP KLE Program – Brownfield Implementations Services

Table of Contents 1.0

Introduction ....................................................................................................... 8

1.1

Project Overview ............................................................................................................................. 8

1.2

Monadelphous Giovenco Joint Venture (MGJV) ............................................................................ 8

1.3

Key Project Strategies .................................................................................................................... 9

1.3.1

Health and Safety Management ..................................................................................................... 9

1.3.2

Environmental Management ........................................................................................................... 9

1.3.3

Security Management ................................................................................................................... 10

1.3.4

Industrial and Employee Relations Management ......................................................................... 10

1.3.5

Quality Management..................................................................................................................... 11

1.3.6

Local Industry Participation .......................................................................................................... 11

1.3.7

Management Plans ....................................................................................................................... 12

1.3.8

Continuous Improvement (CI) and Innovation .............................................................................. 12

2.0

Scope of Work ................................................................................................. 12

3.0

Project Organisation Structure ...................................................................... 15

3.1

MGJV Project Organisation Structure Outline

15


4.5

Ready for Implementation Review................................................................................................ 25

5.0

Site Mobilisation .............................................................................................. 25

5.1

Site Inductions .............................................................................................................................. 26

5.2

Site Establishment ........................................................................................................................ 26

6.0

Site Implementation ........................................................................................ 26

6.1

Implementation Work Packs ......................................................................................................... 27

6.2

Integrated Safe System of Work ................................................................................................... 28

6.3

Transportation and Cranage ......................................................................................................... 29

6.4

Materials Control and Logistics Management .............................................................................. 29

6.4.1

Materials Control ........................................................................................................................... 29

6.4.2

Material and Equipment Preservation .......................................................................................... 30

6.5

Scaffolding ....................................................................................................................................30

6.6

Rope Access ................................................................................................................................. 32

6.6.1

Mobilisation and Set-Up requirements ......................................................................................... 32

6.6.2

Daily W ork Activities and Inspections ........................................................................................... 32

6.7

Structural Work ............................................................................................................................. 33

6.8

Fire Proofing ................................................................................................................................. 33


6.14.4.1

Slurry Blasting .......................................................................................................................... 42

6.14.4.2

Inspection and Testing ............................................................................................................. 43

6.15

Electrical / Instrumentation Implementation ................................................................................. 44

6.15.1 Calibration Checks ........................................................................................................................ 44 6.15.2 Loop Testing / Pre-Commissioning .............................................................................................. 44 6.15.3 Quality Assurance and Control ..................................................................................................... 45 6.16

Change Management ................................................................................................................... 45

6.17

Systems Completions and Commissioning .................................................................................. 45

6.18

Start-Up and Handover ................................................................................................................. 45

6.19

Demobilisation .............................................................................................................................. 46

6.20

Close Out ...................................................................................................................................... 47

7.0

Project Management and Administration ..................................................... 47

7.1

Management Systems .................................................................................................................. 48

7.1.1

Project Integration Management System (PIMS) ......................................................................... 50

7.1.2

Monadelphous Resource Management System (MRMS) ............................................................ 50

7.1.3

Monadelphous Award Time Entry System (MATES) ................................................................... 51

7.1.4

Monadelphous Asset Request System (MARS) ........................................................................... 51


Definitions AFC

Approved for Implementation

AIP

Australian Industry Participation

DFT

Dry Film Thickness

EMP

Environmental Management Plan

FAC

Final Acceptance Certificate

FIC

Field Inspection Checklist

HSSE

Health, Safety, Security and Environment

ID

Identification

IIF

Injury and Incident Free

IR

Industrial Relations

IRATA

Industrial Rope Access trade Association

ISSOW

Integrated Safe System of Work

ITP

Inspection and Test Procedure

ITR

Inspection and Test Record

IWP

Implementation Work Pack

KGP

Karratha Gas Plant


1.0 Introduction The purpose of this Draft Project Execution Plan PEP is to describe MGJV‟s approach, philosophy and strategy for executing the Brownfield Implementation Services Contract for the Karratha Gas Plant Life Extension (KLE) Program in accordance with Woodside and internal requirements.

1.1

Project Overview

Woodside are executing the Karratha Gas Plant Life Extension (KLE) Program to sustain the technical integrity and reliability of the Karratha Gas Plant (KGP) in line with Woodside Asset Reference Plan. The KLE Program will deliver the full development and project life cycle for KGP refurbishment and life extension works to the lowest total cost of ownership. Key drivers for the KLE Program are: 

Integrity and reliability of the KGP;

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Minimum impact to production;

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Minimum total investment to the end of facility life; and

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Safe, efficient and predictable work delivery outcomes.

The overarching scope for the KLE program includes, but is not limited to: 

External Corrosion – This will be a risk based approach to identify and rectify external corrosion issues;

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Aging Facilities – Address end of life issues for specific assets and equipment;

Obsolescence Replacement of assets, equipment and systems no longer supported by original


1.3

Key Project Strategies

A number of key strategies have been developed to ensure that our expectations are achieved in the execution of the works, and these are supported by the respective Management Plans developed to address the specific requirements of the Project. The following sections outline a summary of the key components and strategy for execution of these works:

1.3.1

Health and Safety Management

Health and Safety Management will form the cornerstone of our approach to project execution. As such, it will be the lead consideration in our planning and decision making process with respect to all aspects of project execution. A comprehensive Health and Safety Management Plan has been developed which will support our commitment and strategy to deliver the project safely. Health and Safety will be built into the Project and not added on. Our approach will therefore heavily focus on behaviour through leadership, training, involvement and empowerment to achieve a health and safety conscious culture. Through the commitment of Senior Management MGJV will ensure the following: 

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Embrace and promote active participation in the Incident and Injury-Free (IIF) culture via understanding and compliance with Woodside Health, Safety and Environment Requirements for Contracts (WM1040PF7544805) and alignment with Woodside KLE HSMP L0000AF9099489. Pursuit of our goal of zero harm to people, property and the environment through our “The Safe Way is the Only Way” philosophy; Promote a culture in which all employees share our commitment to zero harm; Establish and implement plans and procedures to support

goals;


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1.3.3

Thoroughly investigate all environmental incidents to identify their root cause and implement appropriate corrective actions to mitigate risk and prevent recurrence; Utilize key performance indicators to evaluate individual participation, commitment and performance towards achieving environmental objectives; Review the EMP for continuous improvement opportunities.

Security Management

MGJV recognizes the importance of having effective security controls in place to safeguard the security of people, assets and information not just those of MGJV but also those of Woodside. MGJV has developed and will implement a Security Management Plan (SMP) which addresses the above requirements. The SMP takes into account the requirements outlined in Section 5.2: Security of the Brownfield Implementation Services Outline Agreement as well as the minimum expectations of all MGJV employees in line with our Code of Conduct Policy as well as our Emergency Response, Crisis Management and Information Management Procedures. The plan provides a guide for site based employees to help them to understand their responsibilities with regard to their conduct whilst on site and their obligations to co-operate with Woodside Security Personnel during their tenure. This plan will be reviewed in consultation with Woodside upon award of contract and a final plan will be agreed prior to mobilisation to site. As a minimum the plan will address the following: 

Security roles and responsibilities

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Site Access, Building Security, Prohibited Items and Visitors


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1.3.5

We will communicate with employees using regular group team meetings where management and employees communicate directly with each other. Information communicated to employees will always be open and honest; Employees will be encouraged to have input into general business issues that may arise which will in turn promote ownership of these issues; We shall work in partnership with Woodside and openly discuss all employee relation issues that have or may impact on the Project to develop solutions that ensure best practice people management.

Quality Management

MGJV is committed to quality objectives that ensure a level of performance that as a minimum meets the expectations of Woodside, our suppliers, our employees and the community. A comprehensive Quality Management Plan has been developed which will support our commitment and strategy to deliver a world class quality product to Woodside. MGJV will consistently aim for levels of quality that deliver on the following criteria: 

Meet or exceed Woodside performance requirements for Quality Control and Assurance for the Project as defined by Woodside Engineering Standards Quality Requirements for Contracts (W1000SQ8474483)

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Embrace and promote understanding and compliance with Woodside quality requirements;

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Comply with the provisions of the appropriate procedures, specifications and regulations;

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Meet or exceed Woodside requirements and expectations outlined in the documentation.

The systems and practices employed by MGJV on this project will provide the following:


1.3.7

Management Plans

The above key strategies are utilised to develop the detailed management plans required for the project. The following management plans have been developed specifically for the Brownfield Implementation Services and are key components to this Project Execution Plan: 

Health and Safety Management Plan

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Environmental Management Plan

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Quality Management Plan

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Security Management Plan

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Industrial and Employee Relations Management Plan

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Local Industry Participation Plan

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Australian Indigenous Affairs Management Plan

These Plans provide specific guidance in their respective areas to ensure clear and concise guidance is provided to the Project Team, ensuring that all MGJV Regulatory and Woodside requirements are met and that best practice systems and methodologies are employed at all times.

1.3.8

Continuous Improvement (CI) and Innovation

MGJV recognises the strategic importance of continuous improvement (CI) and innovation to the success of the Project. We will implement specific processes designed to create a culture which involves individuals and teams actively seeking opportunities for improvement. Project leadership will set the direction and provide an environment supportive of new ideas and suggestions for improvement. The process will be formalised through


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Insulation and cladding

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Painting and blasting

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Passive Fire Protection

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Structural, mechanical and piping

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Electrical and Instrumentation

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Equipment Supply/Hire

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Administration, support service and document control

The works may be required to be performed “online” whilst the plant is operational or “offline during a production outage and as such, the works will be planned and executed in such a manner to minimise disruption to plant operations as far as is practical. Prior to implementation of any Purchase Order scope of work (SOW) MGJV will be required to submit to Woodside for approval: 

Key personnel;

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Work packs and job cards using norms to estimate man hours;

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A class 3 estimate based on norms;

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A Contract Program for the services that meets the due dates and is based on man hour estimate from norms; Manpower histograms and S-curves;


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Instrumentation electricians/technicians;

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Mechanical technicians, boiler makers, pipe fitters and welders;

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Working foreman / leading hands;

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Scaffolders;

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Laggers / Sheet metal workers;

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Grit blaster, spray painter, hand painter;

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Forklift driver;

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Storeman; and

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Trade assistants (including rigging and crane driving).

Except as otherwise provided in the purchase order, MGJV shall supply; 

All necessary labour, supervision, permanent and consumable materials, equipment, tools, testing devices and each and every item of expense necessary to complete the specific Scope of Services in accordance with the provisions and requirements of this Contract.

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All Materials require QA/QC records where appropriate.

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All Contractor equipment requires certification where appropriate.

The processes involved in delivering a specific Purchase Order scope of work are represented in the work flow chart below.


3.0

Project Organisation Structure

MGJV has established an Organisational Chart for implementation of the works, which is shown below. It is intended that this organisational chart will be a live document that is periodically reviewed and updated to reflect changes in structure due to operational needs and personnel changes are identified. A copy of the Organisation Chart is included in Appendix A. The following sections outline the project structure and personnel responsibilities.

3.1

MGJV Project Organisation Structure Outline

In general the MGJV project organisation structure consists of a Project Management Team, a Project Implementation Team, a Project Services Team, Work-pack Development Team and an offsite Project Support Team. The following outlines the indicative general role of each team. The descriptions are not intended to be comprehensive and day to day operational requirements will override if required:

3.1.1

Project Management Team

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Consists of the Project Manager and the relevant discipline leads.

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Has overall responsibility for the successful execution of the project.

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Will provide effective team leadership and steer each of the respective teams to success.

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Be located in the Victoria Park, Perth office.

3.1.2

Project Implementation Team


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Planning and reporting activities, with input and guidance from key personnel (e.g. construction)

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Administration activities, contract, subcontract and general project

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Provide support to all teams at various stages

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Be located both onsite and offsite

3.1.5

Work Pack Development Team

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Consists of Lead and Work Pack Developers for each discipline, Planning Engineers and Estimators

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Responsible for the development, compilation and issue of all work packs

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Responsible for producing work pack cost estimates for manpower, equipment and materials

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Raising of RFI‟s and resolution of technical issues

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Technical input and assist QA/QC in development of ITP‟s

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Monitoring and reporting work pack implementation progress to management

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Primarily located offsite but onsite as required

The Work Pack Development team will prepare Installation, Pre-Commissioning and Commissioning Work Packs and be guided by MGJV Work Pack Development Guideline MGL-GUI-XXX which will developed specifically for the KLE Programme and which will comply and integrate with the Woodside KLE Construction and Commissioning Work Pack Guide (L0000PR9216828)

3.2

Personnel Responsibilities Outline


behaviour will be carried out to acknowledge safe behaviours, and to seek feedback from employees on issues that affect Health, Safety, Security and Environmental performance. 

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3.2.2

The PM constantly questions current work methodology and technology in every area to seek improvement to the work process. The PM encourages and facilitates new and improved ways of working to raise performance levels. Practically implement the continuous improvement and lessons learned programs on a Project-wide basis. The PM ensures that equipment is resourced adequately to meet the needs of the construction program and is maintained at a high level of availability and operational safety.

Project Controls Lead

The Project Controls Lead reports to the Project Manager and has the following responsibilities, accountabilities. This position is envisaged to be offsite initially during set-up but onsite, thereafter, as required. 

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Lead and manage the Project Controls function for the project including planning, scheduling, remeasurement and progress reporting/performance. Manage the performance and development of the project controls/planning team to achieve excellent project outcomes Establishes mutually beneficial, long-term relationships with internal & external customers. Meet and exceed customer expectations. Lead planning/scheduling activities for the project. Establish and review performance and development expectations for a team. Provide effective performance feedback and hold people accountable for getting results


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Controlling and coordinating appropriate communications with Woodside and ensuring the contract is completed according to Woodside specifications;

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Monitoring the interaction of various disciplines and calls on specialist knowledge when required;

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Managing issues as they arise;

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Reporting to the Project Manager on all aspects of the Project.

3.2.4

Health, Safety, Security and Environment Lead

The HSSE Lead is accountable to the Site Manager. The HSSE Lead is responsible for all health, safety, security and environmental aspects of the project. This position is based on site. The HSSE Lead shall ensure that: 

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The project Health, Safety, Security and Environmental management systems are developed and implemented. Health, Safety, Security and Environmental requirements are in compliance with all current statutory obligations.

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Plans and procedures are developed in support of the plans.

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Develop and oversee project audit plans.

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Provide technical support to site teams and engineering on health, safety, security and environmental issues. Copies of relevant legislation, codes of practice, codes and standards are readily accessible.


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Copies of relevant legislation, codes of practice, codes and standards are readily accessible. Potential subcontractors have suitable experience and knowledge to conduct any potential work scope in compliance with quality requirements.

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Performance is monitored, documented and reported to senior management.

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The Quality management systems are regularly reviewed and system improvements initiated.

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3.2.6

The QA/QC Lead is responsible for organising and conducting management review meetings at predetermined levels. The QA/QC Lead is responsible for identifying and providing resources for verification activities to ensure quality standards are implemented and maintained. This extends to providing technical support, as required, to the Project Team. The QA/QC Lead is responsible for dealing with quality issues raised by Subcontractors including preaward assessments and audits of potential Subcontractors to determine their capabilities in being able to comply with the Project requirements.

ER / IR Advisor

The ER/IR Advisor is accountable to the Project Manager. The ER/IR Advisor is responsible for the overall management of employee and industrial relations. This position is based offsite. The ER/IR Advisor shall: 

Develop training and competency programs to ensure internal capability to execute scope/s of work.

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Report Australian Industry Participation (AIP) progress to relevant stakeholders.


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Ensuring employees working under them are suitably qualified, experienced and that all licenses are current and valid. Ensuring relevant training (including quality, health, safety, security and environment) and inductions are current for all employees under his/her control;

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Ensuring workplace inspections are performed and records maintained;

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Participating in workplace inspections;

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Investigating and reporting incidents;

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Assisting with injury management and rehabilitation support. Facilitating and encouraging communication with injured workers; The quality and safety of project works – directing and assisting supervisors to organise places of work to ensure work is carried out to the required standards with a minimum of risk to personnel, the environment, equipment and materials; Ensuring Job Hazard Analysis (JHA) is performed where required to eliminate or control detected hazards; Ensuring appropriate Personal Protective Equipment (PPE) is available and used correctly; Planning and organising work to meet contract time schedule and maximise the efficiency and productivity of the workforce; Identify and escalate potential production bottlenecks and assist with formulation of solutions Overseeing the preparation and completing all necessary forms and reports by supervisors for inclusion in the Manufacturer‟s Data Report (MDR); Liaising with suppliers and subcontractors;


3.2.8

Supervisor

The Supervisor (e.g. Scaffold, Mechanical, Welding, Coatings, Insulation, Piping, Electrical & Instrumentation) reports to the Superintendent and is responsible and accountable for the following. This position is based onsite. 

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Instructing all personnel on HSSE requirements and responsibilities; Actively monitoring work practices to ensure adherence to correct procedures and standards for HSSE performance; Initiating action and providing solutions to prevent or remedy the occurrence of any non- conformance or unsafe work activities practices systems, products or services; Suspending production and service activities should there be a reason to suspect a defect in the process and immediate escalation to the Superintendent; Ensuring employees working under them are suitably qualified, experienced and that all licenses are current and valid. Ensuring relevant training (including quality, health, safety, security and environment) and inductions are current for all employees under his/her control;

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Ensuring workplace inspections are performed and records maintained;

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Investigating and reporting incidents;

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Facilitating and encourage communication with workers;

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The quality and safety of work at the workface – organising places of work so work is carried out to the required standards with a minimum of risk to personnel, the environment, equipment and materials; Ensuring adherence to safe working practices;


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Supervising and conducting visual inspections of work to ensure compliance with industry standards and Woodside specifications;

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Identifying opportunities to improve processes and work performance;

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Monitoring costs and identifying ways to improve efficiency and cost effectiveness.

3.2.9

Lead Work Pack Developer

The Lead Work Pack Developer reports to the Project Controls Lead and has the following responsibilities, accountabilities: 

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Take the lead role in work pack development and approval for the project and coordinate the work pack development team. Has a detailed understanding of the scope of works and contractual understanding of the project. Review project documentation (Purchase Order, drawings, specifications, data sheets, 3D model etc.) and raise technical queries as required. Follow through RFI‟s to resolution. Prepare all material take-offs and support procurement activities as required. Liaise with front end planning, scheduling and quality for the project and provide ongoing input throughout implementation. Quantify project resources and equipment as required to meet project requirements. Work in accordance with quality assurance procedures, Woodside specifications and ISO requirements. Assemble and maintain project documents and quality records as required ensuring com pleteness and accuracy.


The following activities will be undertaken to prepare for the mobilisation of site personnel: Recruit Project Employees as required;

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Screen;

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Medical Fitness Tests;

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Make Offer of Employment;

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Conduct MGJV off-site Inductions;

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Arrange and conduct Woodside off-site Inductions;

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Arrange Project mandatory training and VOC requirements, ISSOW accreditation for KLE project work, Environmental, IIF, Site Specific, Defensive Driver etc.;

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Obtain Maritime Security Identification Card MISC (If specifically required)

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Procure PPE & Clothing;

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Request Personnel Accommodation;

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Request Flights – Confirm Schedule, Times and Dates;

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Conduct all Pre-Mob Leadership, HSSE and Continuous Improvement Training;

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Completion of KLE Pre Mobilisation Checklist DRIMS #9328582.

4.3

Plant and Equipment

A plant and equipment requirement register will be established and updated as n ecessary to incorporate all


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Telehandler (s) / Forklifts / Skidsteer

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Chain blocks / winches / A Frames

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Cable Pulling Equipment/Cable drum jacks

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Testing Equipment i.e. hydro test, dial gauges, boroscope, megger, multi meter, gas monitors, dew point meter, spark tester, DFT gauge, etc.)

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Laser Alignment system / Laser Level

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Lighting towers

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Distribution boards and cables

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Diesel and electric welding machines and baking ovens

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Oxy/Acetylene Welding and cutting gear

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Diesel generators

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Positive pressure welding habitat

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Clamshells/Pipe threading machine / Dearman Clamps

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Bolt torque and tensioning equipment

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Specialist Electrical Testing Equipment

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EWPs / Scissor Lifts

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Mobile air compressors


potential scopes of work where MGJV may elect to engage a suitable Subcontractor where required by Woodside issued Purchase Order and not supplied by others: 

Fire Services

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Chemical cleaning

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NDT

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PWHT

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HV Certification and Testing

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Fibre Optic terminations

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Cathodic Protection

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Surveying

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HVAC

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Hazardous Area Certification

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Engineer Design Scaffold

In general, all structural, mechanical, insulation and coating works, electrical and instrumentation installation will be undertaken by MGJV direct labour, along with any other scopes of work that MGJV elects to self-perform. Where required under the contract, MGJV will notify and seek Woodside approval before engagement of any subcontractor for the works. In line with MGJV Sub-Contract Management procedures Sub-Contractors for onsite work will be assessed prior


Mobilisation will take place in discrete phases. The initial mobilisation phase will consist of a small core team consisting of suitable management personnel (e.g. Superintendent, HSSE advisor and others as required), a suitably sized work crew and the necessary, p lant, equipment and materials to establish the site facilities including communications, stores, fabrication and laydown area etc. required to support the services to be provided under the Woodside issued Purchase Orders. Subsequent mobilisation of personnel, plant, equipment and materials will be those required to execute the services required under Woodside issued Purchase Orders.

5.1

Site Inductions

Once on site, and before commencing any works, all personnel will undertake MGJV and Woodside site specific inductions to ensure they are fully briefed on the requirements of the site and any specific hazards that may exist and have verified their understanding of the contents of the inductions. All site personnel will be issued with the required Personnel Protective Equipment (PPE).

5.2

Site Establishment

Once all site induction activities have been completed, the core team will proceed to establish the required site facilities to support and execute the services required under Woodside issued Purchase Orders. All mobilisations will be coordinated to suit the approved construction program and will ensure that management and supervisory personnel are mobilised prior to their respective work crew. Initially, some site preparation may be required to enable site access and a suitable area for establishment of the site facilities. If deemed necessary, short term, “plug and play” type facilities will be installed to support initial works.


The Services to be performed under the contract may be performed “online” whilst the plant is operational or “offline” during a production outage. Implementation of the scope of work for a particular Purchase Order will not commence until all the necessary information and documentation (work-pack, estimate, schedule, histogram etc.) has been submitted to Woodside and approved and the Ready for Implementation reviews are completed. The procedures and methodologies provided below provide an overview on how MGJV will execute the various types of work envisaged and how we will work together with Woodside, other Stakeholders, EPCM Contractor, Inspectors and Subcontractors to achieve a successful outcome for each of the Woodside issued Purchase Orders. Once the scope of work is defined by the Woodside issue of a Purchase Order the following methodologies will be reviewed and revised to reflect the total scope of work to be undertaken.

6.1

Implementation Work Packs

Implementation Work Packs (IWP) including Jobcards will be developed for all discrete components of the works as defined in the Woodside KLE Construction and Commissioning Work Pack Guide (L0000PR9216828). IWP‟s will contain all the relevant documentation and information as defined in the Woodside KLE Construction and Commissioning Guide including where appropriate any supplier manuals to assist with installation and maintenance. MGJV intends to implement its in-house system – Project Information Management System (PIMS) to support this process. IWP‟s for each discrete component of the works, of a suitable work volume, will be produced following MGJV engineering review of the following: 

Purchase Order, AFC drawings, relevant specifications, 3D model and documentation such as data sheets and Vendors information


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Bill of materials and project tooling

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Specialised equipment list

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Lift Studies

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Project schedule

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JSA/risk assessment

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Isolations and permits requirements

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Surveyor reports

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Vendor equipment list

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Technical queries / concessions

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Weld procedures

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Inspection and Test Plan

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Hydro-test Plan

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Inspection Checklists

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Material Safety Data Sheets (MSDS‟s).

MGJV is cognisant of the issues of working on a live plant, the requirement to minimise disruption to production and that it will be not be possible to clearly define all scopes of work until such time that some pre-inspection works are performed. We understand that there will be inevitable unforseen issues which may impact on planned activities. For example during replacement of some insulation and cladding some otherwise unknown


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6.3

The job starts and continues to be carried out, in a safe manner and that safety in the surrounding area is not jeopardised. Activities have been completed safely and worksites returned to a safe condition on completion of the work.

Transportation and Cranage

For each IWP MGJV will conduct a detailed review of all transport and lifting requirements. This will include traffic management plans which will identify any potential interface issues with other works. Lift studies will be completed in accordance with the contract specifications and Woodside Lifting Operations Procedure (W1000AG2477118). Unless specifically required by a Purchase Order all cranage will be provided by Woodside.

6.4

Materials Control and Logistics Management

All permanent work materials will generally be free-issue by Woodside unless specifically instructed otherwise by the Woodside Purchase Orders. Prior to receipt of any Woodside free issue equipment or materials MGJV will carry out visual inspections for any damage and shortages. Any such damage noticeable defects or shortages will immediately be brought to the attention of the Woodside representative via a written condition report and the materials in question will be quarantined. Free-issue equipment and materials will be requisitioned as per Woodside procedures and wherever practicable to allow immediate installation, without double handling. MGJV has well established materials control and logistics procedures that detail the methods by which MGJV will manage and control the Contractor supply and Woodside free-issue materials required for the execution of


All materials required for the works, inclusive of free issue equipment, will be logged into the material control system. The Materials Coordinator shall also be responsible for the maintenance of all records and delivery notes and will be assisted by administration staff for updating of the material control system. Nonconforming materials will be segregated, quarantined and/or tagged accordingly to prevent use until resolved.

6.4.2

Material and Equipment Preservation

Specific details on preservation and maintenance of any free issue equipment will be supplied by Woodside and included in the work pack. This could include but not limited to preservatives, purges, lubrication levels, space heaters, protection from carbon contamination and sensitive surfaces. MGJV will establish a control system to address proper material and equipment preservation is maintained from receipt through installation, commissioning and up to handover. MGJV will perform periodic surveillance to ensure preventative maintenance and preservation is performed to prevent/detect any deterioration to condition. Documentation of the preventative maintenance program will be maintained by MGJV as per project requirements. Some considerations include: 

Plugs, covers and end caps to avoid internal contamination

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Special crate preparation for delicate instruments, gaskets, hoses, etc.

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Shrink and or bubble wrapping of certain items

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All piping will be flushed or blown clean after Hydro / Pneumatic Test

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Motors may require temporary power for space heaters

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Preventive maintenance on rotating equipment


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Estimate and track work force requirement

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Generate work-packs (permits, isolations, estimate, schedule, JHA‟s, method statements etc.)

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Requisitioning, receipting of all scaffolding materials from Woodside yard and transporting to work area



Erect, maintain, dismantle scaffold and return to Woodside yard



Track and establish hours per m3 of scaffold with a view to improving productivity

Unless specifically required by a Purchase Order all scaffold materials will be provided by Woodside. MGJV has well established scaffold management systems to control and track the issue and return of all scaffold materials. Any personnel must comply with the HSE requirements MGJV Scaffold W ork Practice when undertaking any scaffolding activities or the general use of a constructed scaffold. Further to any personnel erecting, dismantling or working from scaffolding must comply with the requirements of MGL- WP-358 - Prevention of Dropped Object Work Practice and MGL-WP-029 - Prevention of Falls General requirements for scaffolding are listed below and shall comply with the following; 





Scaffolding shall only be erected, modified, or dismantled by persons who are holders of a current Licence to Perform High Risk Work for scaffolding and who have been employed and deemed competent to carry out scaffolding work; Ensure that approved access and egress is provided for scaffolders during erection, alteration or dismantling of scaffolds; When erecting or dismantling scaffold, scaffolders shall be required to work off a minimum of the following:
















6.6

When mobilising scaffolding equipment by crane, only licensed riggers are to rig loads. Verification of Competency (VOC) training must have been completed and be kept on file as per the project requirement. The Scaffolding Supervisor / Scaffolder shall be responsible for ensuring that the sequence of erection complies with the site, legislative, and AS/NZS 1576 Part 1, 2 and 3 and AS/NZS 4576 requirements. Scaffolding components shall be stored in a neat and tidy manner as close to the erection site as possible i.e. Scaffolding will be stored in stillages, scaffold fittings in cages or prefabricated bins, metal and timber boards on dunnage. All personnel who are required to use scaffolding shall inspect the scaffolding prior to use and where it is deemed to be unsafe or in non-compliance with this procedure, the scaffold shall be tagged “Out of Service” and the supervisor notified, or the scaffold tag removed and the scaffold tag handed to the scaffold supervisor for remedial action. Scaffolds shall be inspected by a HRWL Advanced scaffolder initially and verified by the scaffolding supervisor upon completion and before use, then every twenty eight (28) days maximum or at the completion of any modification work/s. SCAFTAGs and register shall be updated with the date of inspection. Supervisors and work teams shall visually inspect all work areas including scaffolding prior to the commencement of work each day.

Rope Access

Provided below is an outline of the procedures and methodology that would typically be employed for works requiring rope access on a gas plant such as KGP.


There will be a safety watch at all times whilst rope access works are undertaken to ensure no unauthorised access into the barricade zone occurs. All tools, equipment and materials will be connected to the harness at all times via lanyards. The Supervisor will monitor the weather conditions throughout the shift and ensure early warning is communicated to the work crew should poor weather or high winds be predicted. The Supervisor will ensure effective daily communication and liaison with Woodside to ensure that all parties are aware that work is being undertaken and that any potential interfaces for the day are identified.

6.7

Structural Work

The typical structural work that could be anticipated could range from replacement or modification to structural steel beams, columns, girders, braces, supports etc., replacement of structure bolts/nuts/washers, renewal of sections/nozzles or internals of vessels to replacement of complete structures and vessels. The extent of some of the structural works required may only become known following inspection and a condition assessment made of the integrity of existing structural f acilities. No structural work will proceed until all necessary information and documentation (work pack, estimate, permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met and Ready for Implementation reviews have taken place and signed off. Prior to receipt of any Woodside free issue structural steelwork MGJV will carry out inspections for any damage and shortages. Any such damage noticeable defects or shortages will immediately be brought to the attention of the Woodside representative via a written condition report and the materials in question will be quarantined. Structural steelwork will be requisitioned wherever practicable to allow immediate installation, without double handling.


The design basis for passive fire protection is exposure to 2 hours for hydrocarbon pool fires and 30 minutes for jet fires. To protect pressure vessels against potential failure, the substrate temperature must be maintained below 400°C. Fireproofing placement shall be as indicated on the data sheets and equipment/vessel drawings. Equipment skirts and saddles requiring fireproofing are indicated on equipment drawings, equipment data sheets, or equipment lists. The datasheet shall include the type and thickness of the fireproofing material. All Surface preparation , materials and coatings work shall comply with applicable environm ental and safety provisions, laws, regulations of Australia, West Australian Occupational Safety & Health Act 1984: the Occupational Safety and Health Regulations 1996: the Work safe WA . Material Safety Data Sheets (MSDS‟s) shall be available for review at the jobsite. The volatile organic compound (VOC) content of all materials shall meet Federal, State, and Local or other Regulatory requirements whichever is most stringent.

6.8.2

Materials

The assessed thickness of intumescent fireproofing material shall consider metal substrate thickness, the operating temperature, and potential fire intensity. The material shall satisfy both H120/J30 rating requirements. Intumescent passive fireproofing materials shall be approved as a minimum in accordance with UL 1709 hydrocarbon pool fire exposure application and shall have UL certification for at least a two hour fire resistance. Intumescent passive fireproofing materials shall be tested in accordance with ISO 22899-1 to determine required thickness for resistance to jet fire exposure for at least thirty minutes and certified by a 3rd Party, (Lloyds or DNV). Reinforcement shall be in accordance with the intumescent fireproofing material manufacturer‟s instructions for


6.8.5

Application of Fireproofing

Mixing, applying, and curing of the Fireproofing material shall be in accordance with the manufacturer's latest published instruction and the requirements specified herein. When multiple component units are mixed, each component shall be mixed separately prior to the mixing of the combined materials. Only complete kits of multi-component Firepro ofing coatings shall be mixed. No p artial kits will be allowed at any time. Mixed material shall be used within the manufacturer‟s published pot life. Material that has exceeded its pot life shall be discarded. The coating shall be completely removed and the surface restored to the original degree of cleanliness specified if it is found that material from a partially mixed kit or material that has exceeded its pot life was used. The prepared surface shall then be coated with material from a fully mixed k it within its pot life. Fireproofing / Coating materials shall be thoroughly mixed until they are smooth and free from lumps, and then strained through a 30 meshes or finer screen. Material shall be agitated to keep the solids in suspension. Inorganic zinc coatings shall be mechanically continuously agitated. The cleaned surface shall be primed within 4 hours of cleaning, and before any visible rust forms on the surface. Coating material shall not be applied when there is moisture on the surface, dust is present that can contaminate the freshly coated surface, or when dirt or other detrimental material has re-contaminated the surface. No coating material shall be applied closer than 6 inches from adjacent non-cleaned surfaces. The application of the coating shall be performed only when the steel surface is at least 3°C (5°F) above the dew point. Both ambient and surface temp erature shall be in accordance with the manufacturer‟s latest published requirements. Over-coats/topcoats shall be applied within the manufacturer's minimum and maximum recoat times. Coating shall be free of defects. Coating shall be applied using clean equipment.


The Seller shall repair all defects per the Buyer accepted touch-up and repair procedures. Areas where defective coatings have been repaired or replaced shall be inspected to the original requirements.

6.9

Mechanical Equipment

The typical mechanical work that could be anticipated could range from removal, replacement, overhaul, flushing, cleaning and purging of pumps, compressors, blowers, motors, valves, gearboxes, scrubbers, generator sets, diesel engines, heat exchangers, condensers, vessels, replacement of vessel internals etc. The extent of some of the mechanical works required may only become known following removal, dismantling, inspection and a condition assessment made. No mechanical works will proceed until all necessary information and documentation (work pack, estimate, permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met and Ready for Implementation reviews have taken place and signed off. Prior to receipt of any Woodside free issue mechanical equipment MGJV will carry out inspections for any damage and shortages. Any such damage noticeable defects or shortages will immediately be brought to the attention of the Woodside representative via a written condition report and the equipment in question will be quarantined. Mechanical Equipment will be requisitioned wherever practicable to allow immediate installation, without double handling. Any relevant manufacturer‟s installation and maintenance manuals and relevant drawings will be reviewed prior to removal and/or installation being undertaken of any mechanical items. Pertinent sections of the manual relating to equipment preservation, pre-installation checks, installation lifting and placement requirements, levelling and alignment, pre-commissioning, maintenance and construction verification checks will be detailed in the relevant IWP for each mechanical item. All rigging and lifting works for mechanical equipment to the final location will be undertaken by MGJV using


The extent of some of the piping works required may only become known following removal, inspection and a condition assessment made. No piping works will proceed until all necessary information and documentation (work pack, estimate, permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met and Ready for Implementation reviews have taken place and signed off. Prior to receipt of any Woodside free issue pipework/spools and associated materials MGJV will carry out inspections for any damage and shortages. Any such damage, noticeable defects or shortages will immediately be brought to the attention of the Woodside representative via a written condition report and the material in question will be quarantined. Pipework will be requisitioned wherever practicable to allow immediate installation, without double handling. Immediately prior to site installation end ca ps will be removed and spools visually inspected inside and up ended such that any loose debris falls clear. Installation kits (valves, stud bolts, gaskets etc.) will be bagged and tagged and will remain in the MGJV store until required at the workface. All valves will have their caps/plugs left in p lace until they are required for physical installation. Pipe ends will remain sealed at all times, unless being inspected, cleaned or are required for installation. At the end of each shift relevant supervisory staff will inspect to verify that ends are sealed prior to departing site. A flange management procedure will be established in accordance with W oodside project procedures and all flange management and testing will be carried out and supervised by appropriately experienced and qualified personnel. Prior to connections being made, flanges will be inspected to ensure that they are clean; that gramophone finishes are in a serviceable condition; that flange alignments are within tolerance; and that nut seating areas are smooth and free of paint. Bolts and gaskets will be checked for damage and to ensure that they are correct




Exclusion Zone

All pressure testing and recording devices used for testing will be calibrated and copies of calibration certificates made available for Woodside review prior to each test being undertaken. Where required media used for testing will be analysed and a copy of the analysis provided to Woodside.

6.12

Welding Requirements

MGJV has a robust Weld Management System, encompassing: 





Weld Tracking System (WTS): A Welding and NDT database which is a fully traceable reporting system to manage, record and report on welder qualifications, re-validation, welding procedures and processes, NDT, welding consumable and materials traceabilit y, and welding productivity. Weld Procedure Management System (WPMS): electronic database with search capabilities to locate specific Welding requirements. Welder Qualification Record System (WQRS): electronic database maintains an extensive listing of current and past WQR‟s. The database also has extensive searching capabilities for specific Welder Qualification Verification.

Post contract effective date a full review will be undertaken of the welding requirements for the works. All relevant weld procedures will be submitted to Woodside for approval prior to mobilisation to site. MGJV will also submit for approval Positive Material Identification (PMI), Post Weld Heat Treatment (PWHT) and Non-Destructive Examination (NDE) procedures (where required) for review in accordance with the Woodside contract specifications and engineering standards. No welding will take place on site until relevant weld procedures and welder qualifications have been submitted and approved by Woodside. All welding activities undertaken will be monitored and controlled in accordance


6.13

Insulation and Cladding

The extent of the insulation and cladding scope of work may include removal and repair of existing insulation and cladding to the same specification, removal and replacement of existing insulation and cladding with alternative specification insulation and cladding or the installation of new insulation and cladding on new / refurbished pipework / equipment. The extent of the insulation and cladding requirements may not become known until initial removal and assessment of the condition of existing insulation and cladding has been made. The corrosion under insulation once inspected, will reveal the need of blasting / recoating requirements before putting the new insulation and cladding. Provided below are the procedures and methodology that would typically be employed to perform insulation and cladding works on a gas plant such as KGP.

6.13.1

Materials

All the permanent materials for insulation and cladding will generally by free-issue by Woodside. MGJV does, however, have extensive experience in the management of procurement, transportation and storage of insulation and cladding materials and can assist Woodside in such material supply if so desired. The receipt of all free issue materials will be performed by the MGJV site stores department who will verify that the product received matches the batch numbers indicated on the delivery documents. A Receiving Report is generated for every shipment, noting any discrepancies or damages. The QA/QC department will verify that the product certificates are in compliance with the product specification. The certificate is signed in approval by the QA/QC. The on-site Stores Keeper ensures that all products are st ored according to the manufacturer‟s directions in order to reduce damage and deterioration. Any nonconforming product is recorded on a Non-conformance Report as in Section of the Quality Manual, Control of Nonconforming Product and Corrective Action.


6.13.3

Cold / Dual Insulation

PUR/PIR insulation will be used to insulate the low temperature pipework and equipment. Where Dual insulation or fire-proofing is required, Foamglas will be used as insulation material. The PUR/PIR and Foamglas insulation cut sections / lags are secured with S.S. bands or Filament tape and the multi-layers are staggered and lap staggered too to form a leak proof insulation with adhesives / joint sealants to butt between the insulation mating points. On multi-layer PUR/PIR insulation and at an operating temperature of ( –) 50°C or below, in addition to the primary vapour barrier, a secondary foil vapour barrier shall be applied between the outermost layer and the next inner insulation layer. For Foamglas insulation, no secondary vapour barrier is required. The outermost layer shall have a primary vapour barrier installed to make the insulation system leak proof. All the joints of cold shoe shall be treated with vapour stops. Every 6 m run of pipework shall have a contraction joint installed. All vertical runs shall have insulation rings installed to hold the insulation weight and cladding sheets at required intervals. All cladding sheets shall be sealed with metal sealant and have rain water shed joints formed. All terminations and protrusions shall have vapour stops installed with reinforcement glass-cloth. All stainless steel cladding shall be secured with stainless steel banding and matching wing seals. All the removable boxes for valves and flanges will have toggle clips to snap on, over the adjacent pipework insulation.

6.13.4

Hot and Acoustic Insulation

Hot, Acoustic, and Hot & Acoustic insulation systems will be used to insulate the high temperature pipework and equipment including with sound attenuation requirements. The hot insulation is installed with mineral wool cut pipe sections and lags for pipework and mineral wool


Abrasives for blast cleaning shall comply with AS 1627.4, or SSPC AB1 (mineral and slag abrasives), or SS PC AB3 (steel abrasives), and be clean, dry, and free of oil and contaminants. The particle size shall be capab le of producing the specified surface profile. Silica sand abrasives shall not be used at the construction site. Carbon steel and iron abrasives shall not be used on stainless steel. Thinners, solvents, and cleaners shall be as manufactured or recommended in writing by the coating material manufacturer, and shall be identified on the Standard Coating Data Sheet by the product name and number.

6.14.2

Shipping, Handling and Storage

Coating materials shall be delivered to the place of application in the manufacturer's unopened, original containers bearing a legible product designation, batch number, and date of manufacture. Containers that are damaged shall not be used. The coating material shall be handled and stored in accordance with the manufacturer's latest published instructions and shall be protected from damage, moisture, direct sunlight, and temperatures colder than 5°C (40°F) or warmer than 32°C (90°F). The coating materials shall be used within the manufacturer's published shelf life. Containers of coatings that have exceeded the published shelf life shall be segregated from other material and disposed of in accordance with local regulations. Containers of coatings or components shall not be opened unless for immediate use.

6.14.3

Encapsulation and Dust Collection System

All areas requiring abrasive blasting and coating will be encapsulated which will incorporate appropriate dust collection systems. The spent abrasive material will be removed after blasting and emptied into enclosed site bins for disposal.

6.14.4

Surface Preparation and Protective Coating


Surfaces to be coated shall be initially abrasive blast cleaned in accordance with the surface preparation requirements. Where abrasive blasting is impractical, SSPC SP-11 Power Tool Clean to Bare metal may be substituted only in limited areas. Blast cleaning shall not be performed in the immediate area where coating or curing of coated surfaces is in progress. The surface profile of the steel cleaned by blasting shall be as specified by the coating manufacturer latest published application instructions. If required by the ITP the Woodside Representative would be invited to inspect the and sign off the surface profile Burrs, slivers, scabs, laminations, and weld spatter which become visible after blasting shall be removed and the area re-blast cleaned to restore the specified profile. After abrasive blasting, surfaces are to be cleaned by one of the following; vacuum cleaner, dry compressed a ir or by sweeping with clean soft bristle broom to remove visible dust, dry spray or overspray. Blasted and cleaned surfaces shall be primed as soon as possible after inspection of surface preparation and/or before any deterioration of the surface occurs. The cleaned surface shall be coated within 4 hours of cleaning or Manufacturer‟s instructions whichever is the most stringent and before any visible rust forms on the surface. Coating material shall not be applied when there is moisture, dust that can contaminate the freshly coated surface, or when dirt or other detrimental material has re- contaminated the surface. All coatings shall be applied with strict adherence to the coating manufacturer‟s instructions. The cure time between coats shall follow the manufacturer's written procedure for cure. Both ambient and surface temperature and dew point shall be in accordance with the manufacturer‟s latest published requirements. Wet and dry film thickness of each coating will be monitored and recorded and if required by the ITP

inspected




Multiple use of blasting media is possible



Minimized or no containment required



Long service life of all parts subject to wear



Rust inhibitor injection available



Can be set up to blast at up to 800 ft. in height above grade



Lead Abatement

6.14.4.2

Inspection and Testing

All blasting and coating will be performed with the relevant Woodside and Australian specifications and standards. The following steps are subject to inspection: 

Following surface preparation and immediately prior to the coating application.



Following the application and curing of each coat.



Final inspection and sign-off, in accordance with the project requirements.

To ensure all project specification and quality requirements for blasting and painting are met we will ensure that all the necessary testing and inspection instruments will be provided, properly calibrated and maintained. Typically this would include the following test equipment/instruments: 

Dew point gauge



Gas monitor Spark tester


The coating shall be visually inspected for defects such as overspray, runs, sags, voids, blistering, peeling, rusting, mud cracking, inadequate cure, and lack of adhesion. Mud cracking must be removed by re-blasting. The Seller shall repair all defects per the Buyer accepted touch-up and repair procedures. Areas where defective coatings have been repaired or replaced shall be inspected to the original requirements. Coatings applied to submerge and splash zone coatings shall be tested to pinholes and voids using a “Holiday Tester” in accordance with NACE SP0188 and the voltage required by the coating manufacturer for the applied dry film thickness. Pinholes and voids detected shall be repaired and retested until the coating is holiday-free.

6.15

Electrical / Instrumentation Implementation

The typical electrical and instrumentation works that could be anticipated could range from removal, replacement or modification to cable runs, cable tray and supports, refurbishment or replacement of switchboards, switchgear and transformers, refurbishment or replacement of electrical motors, refurbishment or replacement of lighting, small power, UPS and fire systems, refurbishment or replacement and calibration of instrumentation/field devices/impulse tubing. All electrical and instrumentation work will be performed by suitably qualified and competent personnel under the supervision of the Electrical Supervisor and in accordance with Woodside and Australian Standards and specifications. No electrical or instrumentation works will proceed until all necessary information and documentation (work pack, estimate, permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met and Ready for Implementation reviews have taken place and signed off. Prior to receipt of any Woodside free issue electrical materials MGJV will carry out inspections for any damage and shortages. Any such damage, noticeable defects or shortages will immediately be brought to the attention of the Woodside representative via a written condition report and the material in question will be quarantined.


6.15.3

Quality Assurance and Control

MGJV will implement a Quality Management Plan (QMP) that reflect the requirements of the contract, and also ISO9001. Further details can be found in the Quality Management Plan KLE-PLN-004 In general, all required quality assurance documentation including Inspection and Test Plans, check sheets will be included in work-packs and will detail the necessary surveillance, witness or hold points required for Inspection or Tests, whether the inspection or test point be subcontractor, 3rd party, MGJV or Woodside, and the necessary documentation for compliance. Where required under the contract, MGJV developed QA documentation will be submitted to Woodside for approval. Any inspection points which require that require Woodside will be notified to W oodside in accordance with the Contract.

6.16

Change Management

Due to the nature of the works included in the KLE Brownfields Implementation Services it will not be able to clearly define the extent of some of the works until such time that equipment, vessels, piping, insulation/cladding etc. have been removed and/or dismantled for inspection and the condition assessed. For the above reason it will be imperative that a robust Change Management System be implemented and strictly complied with to ensure all Health, Saf ety, Environmental, Cost, Schedule and Quality risks associated with scope creep are captured. Refer to Section 7.5 for further details of Scope Change Management

6.17

Systems Completions and Commissioning

MGJV completions personnel will work closely with the Woodside Completions and Commissioning organisation

Project Execution Plan PEP KLE Program – Program – Brownfield Brownfield Implementations Services



SIMOPs plan control actions are in place



Emergency response systems are functioning and include evidence of effective incident



Response plans developed for the project.



Start-up readiness reviews are complete, action items closed, including site walk-through items



Completed production readiness plan



Updated performance testing plan



Updated flawless check-list and action items



Updated plan for information availability and handover to production per OIMS requirements.

Once successful Start-Up has been achieved and the plant handed over MGJV will request issuance of the Final Acceptance Certificate (FAC). As part of handover MGJV will provide following evidence that all start-up and operate work-pack activities are complete: 

Start-up and operate work-packs are complete.



Performance testing is complete, success criteria have been met and evidenced by duly authorised







OTPs & FTRs and supporting inspection and test test records (ITRs) and include all final safety and environmental critical element tests All temporary equipment has been removed and housekeeping is acceptable All punch-list items are closed. If agreed, agreed, minor long lead lead time punch-list items may be handed to Production e.g. return of a refurbished spare part to warehouse inventory


6.20

Close Out

The MGJV Project Manager will be responsible for coordinating the preparation of the Project close out. This will include ensuring that the following documentation is supplied to Woodside. 

Demobilisation Schedule;



As-Built Drawings;

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Commissioning Test Records;



Installation, Operation and Maintenance Manuals;



Manufacturer's Data Report (MDR);

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Punch listing Close Out Report;



Request for Final Acceptance Certificate



Submit to Woodside final estimated Contract Price

7.0

Project Management and Administration

MGJV will utilise a mature, well developed and fully integrated Project Management and Control systems to execute the works. These systems allow detailed and accurate reporting of the following key performance areas of the Project including: 

Health and Safety performance;



Environmental Impact;




Cost per direct labour hour.

And at a Project level; 

Work pack delivery



Implementation Services execution



Forecast accuracy



Improvement to Site Factor

7.1

Management Systems

MGJV has well established project controls systems and procedures in place to ensure the key drivers of cost, schedule and productivity are effectively managed and that effective analysis of data and communication of information positively influence the time and cost outcomes of the project. The flowchart below outlines the components that form the Project Management Systems Toolkit and the interaction between each component. Monadelphous Project Management Systems Toolkit t n e m e g a n a M n o i t a m r o f n I

Business Management System (BMS) Group

Semi-auto

Project Management System (PMS) Contract Specific


Project Controls Systems & Process Client Systems

SAP

Outputs

Monadelphous Systems

Award Interpreted Labour agreement imported into MRMS

Timesheets changed to Approved in MRMS

Timesheets Approved

Feeds into Resource Management function

Hours Uploaded to Payroll (Mates, MPower)

JDE

Project Forecasts

Tax Invoices

Monthly Report

Opportunities for improvement as

Progress / Status Updates PIMS and P6

Monthly QAQC documentation


Technical Queries, Request For Information, Non-Conformance Reports





Materials control (both free-issued and procured items)





Procurement



7.1.1

Planning/forecasting Daily, weekly and monthly claims

Project Integration Management System (PIMS)

Project Information Management System (PIMS) is a Monadelphous proprietary software. It allows integration of project data across the areas of project controls, quality, safety, engineering, procurement, materials control, work order creation/tracking and administration. PIMS enables the creation and/or storage of work packs and allocation of live drawings, blank Woodside inspection reports, technical documentation, materials tracking, certificates, correspondence and quality control. This system allows simplified management of documentation that may need to be attached to the work pack, but not necessarily required for storage with the work order. This could be documentation such as MGJV specific work instructions or other specific documentations. In the system, work packs can be duplicated for efficiency, given the repetitive nature of the routine maintenance tasks. Depending on hardware suitability, personnel may have access to the light version of PIMS via an app interface on a tablet for use in the field. Depending on the level of systems integration permitted by Woodside, data required to be reported to Woodside from inspections and works performed, such as photos and check sheets, can be inputted directly through this interface. The PIMS app will have an online/offline capability that will allow for the upload of information as soon as network connection is established.


7.1.3

Monadelphous Award Time Entry System (MATES)

Monadelphous Award Time Entry System (MATES) is a time entry system specifically designed for administration of non-salaried staff. MATES is a proprietary system developed by the Monadelphous IT Team. MATES interfaces with MRMS to allow for the bulk upload of daily timesheets. MRMS has the built in capability to automatically identify the relevant award and applies the details of the Agreement against the hours worked. This intelligence allows for increased accuracy in reporting. MATES interfaces with the Alesco HRIS system, which is the Monadelphous Payroll system, allowing for the non-salaried staff to be paid per the relevant award and hours worked.

7.1.4

Monadelphous Asset Request System (MARS)

Monadelphous Asset Request System (MARS) will be used to manage the fleet of MGJV assets. MARS will be used to ensure: 









Centralised coordination of asset requirements Management of maintenance and repairs of plant and equipment via a central work order system promoting detailed maintenance history Communication of forecast asset requirements to allow planning of sourcing and mobilisations Communication of off-hire notifications to notify pending availability of specific items throughout the group. Collation and reporting of operating hours / meter readings enabling review of utilisation figures to facilitate Fleet and Contract specific reporting.






Shall be coded to align with MGJV project cost and control systems to ensure seamless flow of data for analysis Robust in logic and resourcing as to minimise the impact resulting from the change management process

7.2.2

Baseline Management

MGJV will submit an initial project baseline schedule for review and approval by Woodside. The baseline schedule will be fully resource loaded, logically linked and supported by the required manpower plan, schedule histograms and a basis of schedule. Upon submission of the proposed baseline schedule, no amendments will be made to the submitted schedule. Any amendments will be made to a revision of the schedule and re-submitted for review and approval. Once accepted and approved by Woodside the schedule will become the „ Approved Baseline Schedule‟ and will be the basis of MGJV‟s performance measurement. MGJV will submit with the initial and any subsequent baseline schedule submissions, a basis of schedule document that will detail all assumptions, exclusions an d qualifications known at the time the baseline schedule was developed.

7.2.3

Schedule Updating and Reporting Requirements

MGJV will update and submit the Level 4 Work Detailed Schedule on a weekly basis as part of the Project Weekly Reports. The report submission will include the following as a minimum: 

A copy of the schedule in native XER format A

of the schedule in PDF format structured

the WBS




Field issues resulting in non-productive time



Estimating inaccuracies or scope specific difficulty factors



Equipment breakdown



Interface or access issues

7.3

Cost Control

The function of Cost Control is to collect and provide information on costs, revenues, profitability and to take action to correct undesirable trends. MGJV utilises JD Edwards as its primary cost control system, which will integrate with PIMS. Within the Job Cost Module of JDE, Projects are set up with a tailored cost structure (chart of Accounts) to suit their contractual requirements. Each project is distinct with a unique Project Number assigned to it upon start up followed by a cost type and cost codes. The structure shall be arranged so that each Purchase Order is given a unique number. This system captures all the project costs including Labour & Staff costs and hours, material, subcontractor and plant and equipment. Each element is assigned to an appropriate code. No goods and services can be purchased without cost codes and correct expenditure authorisation limits set within the company being followed. The original budget will be distributed across the cost structure. Approved variation changes to the original scope of work are given a unique cost codes to allow these costs to be isolated A Forecast Final Budget is drawn and from all elements original, approved and trend to compile a monthly report that is provided to MGJV senior management and corporate division. This is done using a tailored project report - reporting cash forecast, variations, EAC, EFC etc. As with most clients, Value of Work Done and Cash flow for the works is compiled in a format that is provided by the client company.




Woodside Technical Change Management Plan (L0000AG8951274)

MGJV will work in close partnership with Woodside to identify scope changes as early as practicable and assess options to minimise any time or cost impact. Additionally MGJV will ensure that correct process are followed to manage the change of scope from a HSE aspect.

7.6

Document and Data Control

The Contract will require development, distribution, review, approval, registration, tracking and revision of controlled documentation. This will mainly involve work pack documentation. MGJV will use the functionality within PIMS to manage this process from development through to close out. Should fabrication be included within MGJV, other options exist to manage the flow of engineering and detail drawings to fabrication workshops and suppliers. These include QDMS and Teambinder.

7.7

Purchasing and Expediting

The Project Manager will be responsible for establishing a purchase order approval process which shall be approved by Woodside. The procedure will clearly set out the process for obtaining requests for pricing and quotes, obtaining Woodside approval and setting purchase order approval limits. This will also include a Bid Evaluation process, which allows transparency of price comparisons and recommendations. For items that are reimbursable under the Contract these bid evaluations will be made available to Woodside if requested. The JDE system will be used to manage the below summary listing of processes applicable to the scope of work: 

Supplier Assessment and Selection



Purchasing of Goods and Services;


7.8

Progress Payment Applications

MGJV will compile and submit Progress Payment Application on a monthly basis. Each application will be supported by all relevant documentation including approved man-hour reports, plant and equipment, and third party costs summarised into weekly claims by Work Order and Purchase Order. A monthly claim summarising the weekly claims for the month will be issued for approval. Once a certified payment certificate is received, MGJV will issue Woodside an invoice for payment. MGJV will then complete an updated forecast cash flow report through until the forecast completion of the project.

7.9

Project Review

A critical component to the success of the Project is to ensure that all activities are undertaken in the most expeditious and logical order with due consideration taken to the key performance indicators; these being safety, environmental impact, management, quality, schedule and budget. Project review is an integral part of the MGJV work ethos and will be undertaken on a continuous basis, with existing methodologies and technologies constantly challenged as the scope becomes defined. A key part of the review process will be to explore all potential ways of reducing the quantity and complexity of site works and to ensure best practice construction techniques are being employed; to examine every interface to determine if installation or refurbishment activities are going to compromise the ability to carry out construction works safely and efficiently. We will examine all areas to optimise the use of equipment and resources across the Project. Throughout the project and in concert with Woodside we will review the implementation schedule to identify optimisation opportunities that will benefit the project delivery. Understanding the dynamic nature of project delivery, this optimisation process will be an ongoing part of our continual improvement process, continuously reviewing delivery schedules, interface requirements, resource availability and commissioning sequence


MGJV have robust integrated management systems that can capture data as required to provide detailed measures of progress and productivity as required by Woodside. These features are scalable and whilst the requirements as set out the requirements of Section 7.4 Clauses 3.11-15, and reproduced below are achievable, MGJV recommend open discussion to determine the level of reporting required to achieve desired outcomes and eliminate potential waste.

7.11.1

Daily Reporting

The report will provide details of the following: 

Weather conditions;



Daily headcount;



HSE statistics;



Delays and growth;



Issues and concerns;



Productivity Analysis;



Explanation of deviation from planned activities;



24 look-ahead of planned activities;



Progress S-curve, and;



Manpower histogram.

7.11.2

Weekly Reporting




Work highlights;



HSE statistics;



Delays and growth;



Cost performance;



Project change register;



Schedule performance;



Variance analysis;



Issues and concerns;



Productivity Analysis;



Threats and opportunities;



Progress s-curve;



Cost curves;



Manpower histogram;



Invoice status reconciliation;



Purchase order status register.

7.11.4

Other Reporting


8.0

APPENDIX A - Organisation Charts

KLE Program – Brownfield Implementation Services MonadelphousEngineering Associates Pty Ltd (MEA)

ER/IR Advisor

P&E

Bibra Lake/Karratha Facilities

Divisional HSE

Divisional QA/QC

Recruitment

Giovenco Industries (Australia) Pty Ltd (GIA)

Draft Organisation Chart (50 Men)

Monadelphous Giovenco Joint Venture (MGJV) Board Zoran Bebic / Paul Giovenco

John Skipsey Project Manager

Corporate Support Services

Divisional Services (MEA + GIA)

Ian Abbott Site Manager

Ben Tucker Project Controls Lead

Project Accountant (PT)

Project Administrator (PT)

Document Controller (s)

Contracts Administrator (PT)

Purchasing Officer (PT)

Cost Controller (s)

Planning Engineer

Workpack Developer (s) (Execution)

HSES Lead

Planning / Resource Scheduler As Required

HSE Advisor/ Training Coordinator

QA/QC Lead

Supervisor Insulation / Cladding x1

Supervisor - Piping x1

Senior Site Administrator x1

Coded Welder x2

Site Core Team & Head Office Support Site Administrator x1

Superintendent x1

HSE Advisor x1

Completions Coordinator (if reqd)

Pipefitter (LH) x1

Lagger x1

Painter / Blaster (LH) x1

Pipefitter x3

Class 1 Sheetmetal worker (LH) x1

Painter / Blaster x2

Boilermaker x2

Class 1 Sheetmetal worker x2 Class 2 Sheetmetal worker x2

Trades Assistant x2 Lead Workpack Developer

Project Field Engineers As Required

QC Inspector (s) (Mech/Piping) As Required

Workpack Developer (s) (External Corrosion)

Materials Coordinator x1

QC Inspector (s) (E&I) As Required

Workpack Developer (s) (Non EC)

Surveyor (as required)

QC Inspector (s) (Coating/Insulation) As Required

OFFSITE BASED PROJECT PERSONNEL

PERSONNEL OFFSITE PRE EXECUTION PHASE. ONSITE EXECUTION PHASE (As Reqd) SITE BASED PROJECT PERSONNEL

DIVISIONAL/CORPORATE SUPPORT PERSONNEL

Project Estimator (s) As Required

NDT Coordinator (s) (If Required)

Rigger x2 Supervisor – Mech/ Elect x1

EEHA Inspector (s) (If Required)

Trades Assistant x1

Supervisor - General x1

Mechanical Fitter (LH) x1

Scaffolder (LH) x1

Mechanical Fitter x2

Scaffolder x7

Rigger x2

Trades Assistant x2

Crane Operator x1

Storepersons x1

Trades Assistant x2

Forklift Operator x1

Inlec (LH) x1

Truck Driver x1

Inlec x1

Peggy x1

Inlec Trades Assistant x1 Workpack Development Team (scaled to reflect work volume and skill set required)

Scaffolder (Encapsulation) x2

Mechanic x1 Permit Coordinator

KLE Program – Brownfield Implementation Services MonadelphousEngineering Associates Pty Ltd (MEA)

ER/IR Advisor

P&E

Bibra Lake/Karratha Facilities

Divisional HSE

Divisional QA/QC

Recruitment

Giovenco Industries (Australia) Pty Ltd (GIA)

Draft Organisation Chart (100 Men)

Monadelphous Giovenco Joint Venture (MGJV) Board Zoran Bebic / Paul Giovenco

John Skipsey Project Manager

Corporate Support Services

Divisional Services (MEA + GIA)

Ian Abbott Site Manager

Ben Tucker Project Controls Lead

Project Accountant (PT)

Contracts Administrator (PT)

Project Administrator

Purchasing Officer (PT)

Document Controller (s)

Workpack Developer (Execution)

HSES Lead

QA/QC Lead

Cost Controller (s) Planning / Resource Scheduler As Required

HSE Advisor/ Training Coordinator

Senior Site Administrator x1

Coded Welder x4

Site Core Team & Head Office Support Site Administrator x2 Lead Workpack Developer

PERSONNEL OFFSITE PRE EXECUTION PHASE. ONSITE EXECUTION PHASE (As Reqd)

Workpack Developer (s) (External Corrosion) Workpack Developer (s) (Non EC)

SITE BASED PROJECT PERSONNEL

Supervisor Insulation / Cladding x2

Supervisor - Piping x2

Planning Engineer(s)

OFFSITE BASED PROJECT PERSONNEL

Superintendents x2

HSE Advisor x2

Completions Coordinator (if reqd)

Pipefitter (LH) x2

Lagger x2

Painter / Blaster (LH) x2

Pipefitter x6

Class 1 Sheetmetal worker (LH) x2

Painter / Blaster x4

Boilermaker x4 Trades Assistant x4

Project Field Engineers As Required

QC Inspector (s) (Mech/Piping) As Required

Materials Coordinator x1

QC Inspector (s) (E&I) As Required

Surveyor (as required)

QC Inspector (s) (Coating/Insulation) As Required

Project Estimator (s)

Rigger x4 Supervisor – Mech/General x2 Mechanical Fitter (LH) x2 Mechanical Fitter x4

Class 1 Sheetmetal worker x4 Class 2 Sheetmetal worker x4

Supervisor - Scaffold x2

Scaffolder (LH) x2

DIVISIONAL/CORPORATE SUPPORT PERSONNEL NDT Coordinator (s) (If Required)

EEHA Inspector (s) (If Required)

Supervisor – Inlec x1

Inlec (LH) x2 Inlec x4

Trades Assistant x4

Inlec Trades Assistant x4

Rigger x4 Crane Operator x2

Storepersons x1 Forklift Operator x1 Truck Driver x1

Workpack Development Team (scaled to reflect work volume and skill set required)

Trades Assistant x2

Scaffolder x14

Trades Assistant x4 NACE Inspector (s) As Required

Scaffolder (Encapsulation) x4

Mechanic x1 Peggy x2

Permit Coordinator

Project Execution Plan - KLE

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