Project Execution Plan for Offshore Maintenance Coating Operation

MITCH LTD.

PROJECT EXECUTION PLAN

DOCUMENT NO. APPROVAL STATUS

REV

AMD DATE

DESCRIPTION

Prepared by

Checked by

Approved by

Checked by

ARNL

Reviewed by

CLIENT

GENERAL NOTES

i) The revision status of this document is indicated by the issue/amendment (REV/AMD) status on each page. ii) When the document is completely re-issued, the revision status shall be raised to the next sequential number. iii) When only a page or pages are re-issued, the changes will be highlighted by a vertical shaded band on the right hand margin, against the section, paragraph or sentence affected. Sequential amendment numbers will be used to record these changes, until the fifth amendment, at which point the complete document will be re-issued. iv) This document is the property of mitch ltd and shall not be reproduced in whole or in part. v) Superseded controlled copies shall be destroyed on receipt of an updated copy. vi) Any member of staff may suggest improvements to this procedure by discussing with their line manager any ideas they may have, or by marking up an uncontrolled copy for forwarding to the QA/QC Manager.

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PROJECT EXECUTION PLAN OFFSHORE MAINTENANCE PAINTING/COATING

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SUMMARY OF DOCUMENT REVISION

Revision Number 0 1 2

DOCUMENT REVISIONS Revised Date July 18, 2011 Sept. 20, 2011 Dec. 22, 2015

Description of Change First Issue for comment For Approval. Update

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TABLE OF CONTENTS 1.0

INTRODUCTION

2.0

HOST COMMUNITY

3.0

MOBILIZATION

4.0

WORK PLAN 4.1

General

4.2

Safety

4.3

Project Organization

4.4

Quality

4.5

Management System

4.6

Materials

4.7

Work Execution Plan

4.8

Rigging and Lifting

4.9

Progress Meeting/ Monitoring

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1.0 INTRODUCTION The CONTRACTOR METHOD STATEMENT is the „road map‟ used by the PROJECT Team to deliver the agreed project outputs. It outlines the responsibilities of the PROJECT Team and key stakeholders. A CONTRACTOR METHOD STATEMENT is developed to expand on the PROJECT Business Plan by specifying the day-to-day (operational) management procedures and control plans including: 1. 2. 3. 4. 5. 6. 7.

Detailed project plans; Resource schedules; Quality procedures; Reporting procedures; Product purchasing and development plans; Risk management planning and PROJECT budgets. 1.1 This Plan has been prepared to show the concepts to be employed during the execution of the provision of material handling services. 1.2 This Plan, in conjunction with the AMBER CASHES Manual will ensure that Loss Prevention is maximized during the execution of the Work at both the MITCH Trans Amadi yard and at CLIENT site. 1.3 MITCH yard in Trans Amadi Port Harcourt will be used for activities if any. 1.4 Particular emphasis has been made to ensure harmonious relationships with the Host Community. 1.5 Execution of fabrication, Installation and commissioning work requires a well resourced planning from the award of Contract to Close-out (I.e. Submission of As-built Dossier) date. 1.6 This Plan has been prepared to show the concepts to be employed during the offshore maintenance support services for fabrication maintenance, deck covering and finishing, marine and specialist corrosion control, passive fire protection and thermal insulation, HVAC repairs, NDT, trace heating and pressure testing, jetting, industrial cleaning, scaffolding, rigging, rope access technicians cold cutting, infra-red surveys. Also for provision of welders, fabricators, fitters, electricians, NDT technicians, sheet metal workers etc. also for offshore facilities and storage of materials and special tooling.

2

HOST COMMUNITY RELATIONS 2.1 Host Community Agreement will be reached with the Host Community in terms of pay, conditions of employment and other services to be rendered by the Host Community. MITCH will revitalized her already harmonious relationship any community involved in the activities community.

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3

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MOBILIZATION 3.1 Plant and Equipment Personnel and Equipment will be mobilized at the MITCH Yard. Another set of Personnel for CLIENT warehouse will be mobilized to CLIENT warehouse Port Harcourt. 3.2 Consumables All consumables are being stored in accordance with Manufacturers recommendations in lockable containers/stores. 3.3 Manpower Manpower, including senior staff will be mobilized to CLIENT Port Harcourt from: 3.3.1 Trans Amadi yard, Port Harcourt. 3.3.2 The Host Communities. 3.4 Material handling Activities All Material items if any shall be handled at the Trans Amadi yard. 3.6 Material Receipt and Dispatch All material items shall be received and dispatched at the appropriate end user. 3.7 Material Storage and Issue All material shall be appropriately stored in a safe place and issued appropriately for proper documentation and filing. 3.8 The CONTRACTOR scope of Work is summarized as follows: 1) Design. 2) Provision of all PROJECT personnel necessary to perform the PROJECT. 3) Provide the Equipment necessary to perform the PROJECT. 4) Provide the necessary work location, fabrication & painting materials, consumables, tools, equipment, transportation, and offshore vessel(s) necessary to perform the PROJECT.

4.0 WORK PLAN 4.1 General This Work Plan is based on ________________________________________________ _______________ by Client ___________________________________, as detailed below: 4.1.1 Upon CONTRACT Award (LOI / MOU) Upon Contract award, CONTRACTOR PROJECT office will be Port Harcourt with Port Harcourt supporting and reporting. All operations will therefore be run out by the CONTRACTOR Main Offices, excepting the day to day management of the PROJECT operation and the Nigerian CONTRACTORS / Vendors.

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Mainly, this phase will include –but not limited to: Administration of our affairs in Port Harcourt, this including Nigerian CONTRACTORS / Vendors. Logistics, pertaining to the movement of consumables equipment and personnel in Nigeria. Management of the Engineering services. HSE and Quality Management will continue to report through their respective management.

4.2 Safety All Lifts and Material handling activities shall be conducted in the safest manner to minimize damage to Materials, Equipment, and avoid any danger or accidents to Personnel. Lost Prevention shall be maximized in all aspects of the Material handling and Assembly activities. Observe mandatory safety standards whilst handling dangerous, inflammable or toxic materials in accordance with provisions on accompanying Material Safety Data Sheet (MSDS) documents and Safe Handling of Chemical (SHOC) Cards. Weekly Safety Meetings shall be conducted to ensure that all personnel are aware of their working environment and surroundings Daily Toolbox Safety Meetings shall also be conducted at the start of each Working day. These Meetings shall be of no more than ten (10) to fifteen (15) minutes duration. In addition to having retainers with fully equipped Clinics in the nearby environs, the safety department is fully equipped with first aid facilities. 4.3 Project Organization The Overall Organization Chart of the activities at MITCH Port-Harcourt and later at CLIENT, detailing the Lines of Authority and the General Responsibilities of each person will be shown on the organizational chart. Project Manager The Project Manager, who is sometimes likened to the conductor of a symphony, will in general not possess all the competencies necessary to fulfill the needs of the customer, but he/she is nonetheless empowered by the company to fulfill these needs. This is the PROJECT Management Method. By focusing on performance of teams and their accomplishments, companies demonstrate greater creativity and innovation, and tend to be most competitive in speeding high quality PROJECTS to market. 4.3.1 Material/Procurement Manager The Material/Procurement Manager shall have overall control of the activities. His responsibilities include, but are not limited to the following: 4.3.1.1 4.3.1.2 4.3.1.3 4.3.1.4

Approval of all documents which are issued to CLIENT. All communication with CLIENT. Implementation of Project Audit procedures and corrective actions. Administrative activities of the Project.

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4.3.1.5

4.3.1.6 4.3.1.7

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With the assistance of the Quality Control Engineer, develop the specific Project Quality Plan and ensure its implementation throughout the duration of the Contract. The Project Manager shall ensure that only suitably qualified personnel are assigned to the Project. Control of all Project Documentation.

4.3.2 Project Engineer The Project Engineer shall report directly to the Material/Procurement Manager. His responsibilities include, but are not limited to the following: 4.3.2.1 Management of Engineering, Materials, Cost and Scheduling activities of the Project. 4.3.2.2 Development of a Project Work Plan. 4.3.2.3 Development of Project Procedures. 4.3.2.4 Preparation of Material handling Design 4.3.3 Store/Warehouse Supervisor The Store/Warehouse Supervisor shall report directly to the Material/Procurement Manager. His responsibilities include, but are not limited to the following: 4.3.3.1 Ensure cleanliness of the stores and materials in storage. 4.3.3.2 Receive bought in stock materials for placement on the shelves. 4.3.3.3 Ensure that the stacking areas in the warehouse are adequately secured and protected. 4.3.3.4 Issue materials on the basis of “first in, first out” (FIFO) system; raise necessary documentation gate passes against delivery notes through the system for the requisitioned items. 4.3.4 Quality Control Engineer The Quality Control Engineer and his Department shall ensure that all work is performed in accordance with the CLIENT’s Specifications, Quality Control Guidelines and applicable Industry Codes. He shall develop all Project Quality Control Procedures and Proformas. The Quality Control Engineer shall liaise with the designated CLIENT Representatives with request to all quality matters. He shall assign a crew of Quality Control Inspectors during the entire phase of the Project to conduct Field Audits, thereby ensuring that the quality of the work produced is in accordance with the CLIENT requirements. 4.3.5 Project Control 4.3.5.1 Cost Control The Cost Control will follow the principles applicable within the Group with regard to split of budget, follow-up of commitments, forecast, and cost reports. Each Manager will be involved in the cost control for their respective portion of the Work.

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Cost Control will have to very closely monitor the cash flow status and regularly highlight the situation to the PROJECT Director in view of terms of payment foreseen in the Contract and to Finance in terms of multi currency forecasts in order to maintain currency hedging. 4.3.6 Document Control The Document Control Centre for the PROJECT will be situated in CONTRACTOR offices. The Document Management system being utilized for control and monitoring of PROJECT Deliverables is “In Control”. The Document Control system is populated when deliverables are received as well as CLIENT Disciplines, and displays both the history and recent revisions of PROJECT deliverables. The distribution of PROJECT deliverables is executed under cover of Transmittals, to both Internal Disciplines and External Parties. The storing of PROJECT deliverables both historical and recent revisions are held in a Notes based database titled “PDB”. The Document Control Centre populates the PDB system when deliverables are received. PDB can be accessed by all Team members as read and print only. The storing of all PROJECT Correspondence is held in a Notes based database titled “PCB”. The PROJECT secretaries populate the PCB system when correspondence is received. Hardcopy correspondence is stored in the Document Control Centre, and can be accessed by the PROJECT Team. 4.3.7 Logistics The CONTRACTOR scope shall include: Clearance of all imported PROJECT permanent material / equipment, IF ANY. Establishment and management of covered and open stores. Establishment and management of emergency intervention system covering personnel and security of equipment and material. Other services as deemed appropriate.

4.4 QUALITY 4.4.1 Quality Management A PROJECT specific Integrated Management System (Quality / HSE) will be developed and implemented in accordance with the requirements of the PROJECT, which are the pinnacle documents. A PROJECT Quality Plan will also be developed and is based upon the elements of the PROJECT and the precept that the quality of the work is the responsibility of each discipline and the individual carrying out the work. To ensure quality, requirements are defined and planned. Management System documents will be developed and implemented to document and control work scope activities.

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As a result of performing work scope activities, Quality Records will be produced to verify compliance with statutory requirements and PROJECT technical and quality requirements. The PROJECT requirements shall apply to the PROJECT scope of work, to include CONTRACTOR and Suppliers who shall be required to demonstrate that they have satisfactory and compatible Management Systems operating within their own organizations. Audits will be performed against the IMS and Sub-CONTRACTOR Management Systems to verify compliance and initiate improvement. 4.4.2 Quality Philosophy The PROJECT Quality Philosophy is to ensure that a Quality Management System is in operation to assure CLIENT that the requirements of the contract and all statutory requirements are met or exceeded. All Team members are responsible for the activities they perform and the management system ensures that the best practices are identified for the individuals to perform their duties. 4.4.3 Quality Principles The following Management System Principles shall be considered and, where practical, they shall be used when developing the Management System documents: Principle 1: Customer Focused Organization; Meet or exceed CLIENT requirements. Principle 2: Leadership; Provide direction and support to the Management Team to ensure that Quality Principals are at the basis of the Management philosophy. Create an environment in which personnel can become fully involved in achieving the PROJECT objective Principle 3: Involvement of People; Fully involve the PROJECT team to enable their abilities to be used for the PROJECT‟s benefit. Principle 4: Process Approach; Identify processes to effectively manage resources and activities. Principle 5: System Approach to Management; Identify understand and manage a system of interrelated processes to improve the organizations effectiveness and efficiency. Principle 6: Continual Improvement; Identify methods and implement a process of continual improvement. Principle 7: Factual Approach to Decision Making; Define and implement effective analysis of data and information. Principle 8: Mutually Beneficial Supplier Relationships; Establish a unity of purpose and direction with suppliers. Create an environment in which both the CONTRACTOR and the suppliers can become fully involved in achieving the objectives. 4.4.4 Quality Responsibilities All PROJECT team members are responsible for the Quality of the product or service for which they have responsibility. The Quality Management Team provides support and direction to ensure that activities and products conform to PROJECT Requirements. The Quality Management Team is specifically responsible for:

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Implementation of PROJECT Quality Policy and Objectives. Identification of the PROJECT Management System Structure. Identify and schedule Management System documents: plans, procedures and work instructions. Co-ordination of the development and implementation of Management System documents. Development of a Quality Plan that describes the activities that will be undertaken to ensure compliance with the PROJECT quality requirements. Identification and documentation of a combined (Quality/HSE) Audit Programme to monitor Management System compliance and effectiveness. Co-ordination and reporting of the effectiveness of Quality Control and Inspection. Monitoring and independently reporting to the PROJECT Director on the Quality Management System effectiveness. 4.5 Management System The Integrated QHSE Management System (IMS) for the PROJECT is based upon the precept that the quality of the work is the responsibility of each discipline and specifically the individual carrying out the activity. The documented records of compliance with the Contract and all statutory requirements are properly established and maintained. The Quality Management System structure is detailed in Figure 1, consisting of narrative documents and flow charts comprised of the following: Plans: Developed specific to the PROJECT, in narrative format to translate the PROJECT strategies into a plan of activities that need to be undertaken. They describe the framework, procedures, specifications and standards for PROJECT compliance. Procedures: Developed in flow chart or narrative format to describe work process activity requirements, responsibilities, activity input activity output. Work Instructions: Developed in narrative format to describe a particular activity in concise detail. Assurance Records: Records developed as outputs to verify specified requirements have been met. Figure 3

- PLANS

(Inclusive of Strategies)

- PROCEDURES (Flowchart/Narrative (Activity detail and responsibilities)

- WORK INSTRUCTIONS (Brief, concise details of a particular activity)

- ASSURANCE RECORDS (Verification of specified requirements)

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Figure 1 4.5.1 Quality Control A Quality Control Group has been established as part of the overall Quality Management Organization to establish and control a level of inspection which assures that all equipment and services are fit for the purpose for which they are intended and meets or exceeds the requirements of the PROJECT and all statutory requirements. This group works in conjunction with the Project engineers and the construction and installation teams to jointly establish and maintain the correct level of control. Surveillance requirements are then transferred to the individual Inspection and Test Plans and assigned to individual inspectors. The Quality Control Team organizes and controls the selection of inspection personnel and monitors the progress of the inspection process. 4.6 Materials The designated Project Engineer will prepare the detailed Bill of Quantities for all materials. The resulting Bill of Quantities shall be reviewed and approved by the Material/Procurement Manager. On approval by the Material/Procurement Manager, and the CLIENT‟s Representative, the Bill of Materials shall be compiled on Material Summary Sheets: 4.6.1 The Sheets shall state, as a minimum, the following information: 

Product Description with all documentation and traceability requirements.



Material grade, quantity and units of measurement.



References.



Required date.

4.6.2 Material Receiving and Inspection On receipt of the materials in the store/warehouse supervisor and the designated Quality Control / Assurance personnel shall: Ensure that materials are received in accordance with the Packing List. Inspect Materials and verify with the corresponding Mill Certificates. Tag appropriately any non-conforming items and raise Non Conformance Reports (NCR‟s). Compile Material Receiving Reports based on the above information. All Materials are received in accordance with CLIENT‟s Material Movement Reports (MMR‟s). Materials shall be stored in the Material handling Warehouse Storage areas until required. Materials shall be received from the Warehouse with the use of

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Material Movement Reports (MMR‟s) as per the Material Control Procedure. Material Status Reports shall be provided on a weekly basis. All Material handling, storage and issuing (SHOC) shall be performed in accordance with the CLIENT Material handling Specifications and applicable Industry Standards. 4.6.3 Dedicated Material handling Crews It is proposed that various Dedicated Crews will be used to ensure that the work is performed in a sequential manner. 4.6.4 Prepare all documentation for the project Engineering Services Engineering Services shall furnish the Material handling Supervisors with tags or identification numbers for their areas of concern for material handling or issuing. 4.7 Work Execution Plan The proposed Work sequence will be conducted as follows: 4.7.1 Pre-mobilize all personnel and equipment. 4.7.2 Prepare all documentation for the project. 4.7.3 Prepare all consumables for the project. 4.8 Rigging and Lifting 4.8.1 Lift Plans Clear and concise Plans for any lift in the Material handling Yard shall be submitted to the CLIENT Representative for review and approval prior to any lifting operation.

4.8.2 Weight of Structures During the course of material handling activities if any, the assigned Project Engineer shall monitor the weights of the individual structures. These weights shall be compiled from the theoretical weights of each individual section. This information shall be analyzed prior to the commencement of any lift. 4.8.3 Certification of Lifting Equipment and Slings Lifting equipment shall be load-tested to confirm the lifting capabilities of such equipment. All slings, shackles to be utilized on lifts shall also be Certified and accompanied by Certification Documents. 4.8.4 Inspection of Rigging Installation After rigging has been completed on any structure, the designated QC Inspector shall ensure that all rigging has been.

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Implemented in accordance with the provision of the pre-approved Plan, and that all items are properly stored. 4.8.5 Lifting Tackle Requirement Lifting tackle shall meet the following requirements: 4.8.5.1 Minimum Factor of Safety for slings and shackles shall be 4.0 Attachment of each sling to its lift point shall be with a shackle and a pin to a pad eye. Only one sling shall be connected to any one shackle. 4.8.5.2 Slings in a loaded condition, shall not bear against any part of the component being lifted. 4.8.5.3 Slings intended for use on lifts exceeding 100 Short Tons shall have a history of their past usage. When required, an Independent Agency shall certify that each sling is capable of handling the forces anticipated during each lift. 4.8.5.4 Slings intended for use on lifts not exceeding 500 Short Tons, need not be Re-Certified for the Work, if these have been certified within one (1) year of the date of their planned use. 4.8.5.5 The Certification Documents shall include the measured length of the sling from the inside of one eye to the inside of the other eye. Length shall be measure with the sling under axial tension of 5% of its Safe Working Load. 4.9 Progress Meetings / Monitoring 4.9.1

Contractor Meetings Prior to the commencement of work each day, in-house meetings shall be held with the projects assigned key personnel. The essence of these daily meetings is to ensure that work is: Conducted in a timely manner. Performed in accordance with the Project‟s Quality Guidelines. Resolution of any material handling/installation or material problems. Review of allocated resources.

4.9.2

Weekly Project Meetings In accordance with the requirements of CLIENT, Weekly Project Progress Meeting shall be held between CLIENT and MITCH‟s designated personnel inclusive of the Project Manager. All issues relating to the Project shall be reviewed at these Weekly Meetings. All issues raised at these Meetings shall be documented and action noted with responsibilities indicated and response time also highlighted. The MITCH Project Manager or his designee shall act as the Chairman of all Weekly Project Meetings. The Contractor shall prepare all Minutes of Meetings for CLIENT review and approval.

Project Execution Plan for Offshore Maintenance Coating Operation

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