PROVISION OF AGBAMI FPSO INSULATION REPAIRS SERVICES
PROJECT EXECUTION PLAN
A 09.05.2022 Issued for Approval Eroms .I Njoku .T Lawrence .E
REV, DATE DESCRIPTION ORIG. CHKR. APPR.
TABLE OF CONTENTS
1.0 INTRODUCTION 4
1.1 Purpose 4
1.2 Scope of Work 5
1.3 References 5
1.4 Acronyms and Definitions 6
2.0 PROJECT COORDINATION 7
2.1 Project Crew 7
2.2 Project Related Responsibilities 8
2.2.1 Site Supervisors 8
2.2.2 Site Quality Inspectors 8
2.2.3 Crew Foremen 9
2.2.4 Fabricators and Insulation Installers and Scaffolders 9
2.3 Project Office Locations 10
2.4 Meetings 10
2.5 Planning, Monitoring and Reporting 10
2.6 Monthly Report 11
2.7 Document and Record Management 12
2.8 Schedule 12
3.0 PROJECT EXECUTION PROCESSES 12
4.0 CONSTRUCTION SEQUENCE AND STRATEGY 13
4.1 Strategy 13
4.2 Sequence 14
5.0 HSE PRIORITY 15
5.1 Health Safety and Environment Plan 15
5.2 HSE Policy, Targets and Strategy 16
5.3 Environmental Policy and Objectives 17
5.4 Arrangements for Implementing the Project HSE Plan 17
5.4.1 Statutory Obligations 17
5.4.2 Contractual Obligations 17
5.4.3 Foreseeable Hazards of the Project 18
5.4.4 Risk Assessment 18
5.4.5 Group Meetings 18
5.4.6 Hazard Identification and HSE Audit and Inspections 18
5.5 HSE Information and Training 19
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5.6 Permit to Work System 20
5.6.1 Objectives of the Permit to Work System 20
6.0 QUALITY MANAGEMENT 22
7.0 PROCUREMENT PLAN 23
7.1 Procurement Responsibility 23
7.2 Crucial Procurement Highlights 23
7.3 Assessment of Vendors and Subcontractors 23
7.4 Outsourcing of a Procurement Process 24
8.0 MOBILIZATION PLAN 27
8.1 Scope of Mobilization Plan 27
8.2 Sourcing and Mobilization of Personnel 27
8.3 Mobilization of Equipment and Materials 28
8.3.1 Equipment and Tools 28
8.3.2 Insulation Materials 28
9.0 INTERFACE MANAGEMENT 29
9.1 External Interfaces 29
9.2 Internal Interfaces 30
9.3 Interface Management Flowchart 31
10.0 CHANGE MANAGEMENT 32
END OF DOCUMENT 35
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1.0 INTRODUCTION
This Project Execution Plan is intended to clearly identify the key areas of the Project
services to be performed in carrying out the AGBAMI FPSO insulation repair and revamping
works according to propriety specifications and licensed design detailed in drawings and
project documents. Herein also, this execution plan sets to describe Promat execution
philosophy and methodology employed to ensure that the overall requirements and
objectives as set for in the Contract are met to the satisfaction of CLIENT and in
compliance with all applicable legislation and laws as well as the policies and the codes
and standards specified in the project scope of work.
The e x e c u t i o n philosophy to be adopted for this project will be based on a proven
system in practice to ensure successful completion to meet the requirements of Safety,
Quality, Cost and Schedule.
In executing the project, Promat will adopt the following principles set below which are
critical features for the execution of the Contract to ensure proper control and co-
ordination:
• Execution of the work in meeting the requirements of the Project Scope and the Contract
Documentation of CONTRACTOR.
• Adherence to an established Project Quality Plan incorporating the requirements of
latest ISO standards.
• Assignment of qualified, proactive, and experienced personnel familiar with Project
requirements.
• Strategic planning and control of the Project utilizing integrated and proven project
control and reporting systems.
• Maximizing work efficiency through the appropriate use of IT facilities.
• Management System Reviews. All designs shall be reviewed by peers and management
from the Promat project team as well as CONTRACTOR.
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1.2 Scope of Work
The Project pertains to activities and task necessary to accomplish the revamping of the above
ground external thermal Insulation [Hot | Acoustic | Personnel Protection] works.
The Plan covers general requirements for materials and workmanship as well as project
management, administration and supervision for all Insulation works on COMPANY Offshore
AGBAMI FPSO facility. SUBCONTRACTOR is to provide SERVICES of personnel expertise and
quality materials, ancillaries, and consumables as well as suitable equipment for the works.
The Scope of work shall be split into two phases: Yard Fabrication Works in Port-Harcourt and
Site Insulation Works in Agbami Field.
1.3 References
Project reference documents:
Exhibit A Scope of Work for Insulation
AGB-CVX-GN-SPC-GN-0200 Thermal Insulation Specification
AGB-CVX-GN-SPC-GN-0400 Painting and Corrosion Protection
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1.4 Acronyms and Definitions
For interpretation of terms used in this document, the following definitions apply:
TERM DEFINITION
COMPANY
Star Deep Water Petroleum Limited
CONTRACTOR DIGITAL ENERGY & INTEGRATED SERVICES LIMITED
SUBCONTRACTOR
Party approved by CONTRACTOR for specialized services, procurement
and installation of Insulation and weatherproofing materials
SUBCONTRACT Contract agreement between CONTRACTOR and SUBCONTRACTOR
PROJECT AGBAMI FPSO Project
INSULATION System designed to prevent heat loss or gain and/or limiting noise levels
EHQMS Environmental, Health and Quality Management System
DWP Daily Work Plan
KPI Key Performance Indicator
PMT Project Management Team including Directors and direct hierarchical
report
PTW Permit to Work
Iso Isometric
P&ID Piping and Instrumentation Diagram
SOW Scope of Work
BOQ Bill Of Quantities
EDMS Electronic Document Management System
WBS Work Breakdown Structure
JSA Job Safety Analysis
LiHS Leadership in Health and Safety
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2.0 PROJECT COORDINATION
This section expands the operational management of the Thermal Insulation Works, as
defined within the Project Scope.
2.1 Project Crew
Promat plans t o execute t h i s Project u t i l i z i n g resources and expertise with dedicated
leads in each discipline area, and has adequate technical personnel that can be deployed
on an as needed basis consistently for specific technical input and analysis. Promat Lead
would interface with C O N T R A C T O R representatives o n-site who in turn has
pro per coordination w i t h COMPANY.
In line with the AGBAMI FPSO construction schedule, Promat intends to use three (3)
major crews:
• Onshore PH Yard Insulation Works Crew
• Offshore Agbami Fabrication Works Crew
The Promat crew members would typically be composed of: P r o j e c t Manager, HSE
Manager, QA/QC Manager, Quality Inspector, Site Supervisors, Leading hands, Foremen,
S h e e t M e t a l F a b r i c a t o r s , Insulators and Jacketers, Blanket Technician as well as
Community Personnel. Place of recruitment of crews is at the Promat Port-Harcourt Base.
The team on site will be headed by a Project Supervisor who will assume the overall
responsibility for the project execution, including schedule, cost, safety and quality
requirements. The Project S u p e r v i s o r will interface with CONTRACTOR Site
Representatives in fulfilling COMPANY project requirements and report to Promat Base
Office on the progress of activities on the Insulation Scope.
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2.3 Project Related Responsibilities
This section describes the project team organization regarding the project management
system. All levels of SUBCONTRACTOR management will be held responsible and
accountable for Safety, Quality and milestone achievement which shall be developed and
maintained through close attention to design, methods, materials and equipment, and by
motivation and training of our workforce so that all employees do their utmost to follow set
standards and COMPANY specifications.
2.3.1 Site Supervisor
It is the responsibility of the Supervisor to co-ordinate the activities of the site personnel and
ensure that they discharge their roles dutifully. In addition they shall collate Quality reports with
the Quality control officers and report same to the Quality manager.
• Report directly to PROMAT Management.
• Promote Quality Plan by personal example.
• Assist the development of best practice work procedures for the project in conjunction
with CONTRACTOR quality representatives.
• Implement environmental mitigation measures and environmental protection methods
for the project, according to local laws and contract requirements.
• Conduct scheduled and documented meetings and inspect the work-site periodically.
• Liaise regularly with sub-contractor management in the field and CONTRACTOR site
representatives.
• Monitor and enforce Health, Environment & Safety requirements for all.
• Attend CONTRACTOR and COMPANY quality meetings on site.
• Assist in the promotion of the toolbox and job safety analysis process throughout the
workforce.
• Be familiar with CONTRACTOR and COMPANY project quality requirements and work
permit procedures.
2.3.2 Site Quality Inspectors
• Be familiar with and ensure that CONTRACTOR and Project Quality Requirements and
Work Permit Procedures are implemented.
• Ensure that all appropriate measures included in the Quality Plan have been carried
out.
• Conduct regular inspections of the tasks being performed.
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• Ensure that the safe working and emergency procedures have been carried out.
• Implement environmental mitigation measures and environmental protection methods
for the project, according with local laws, CONTRACTOR and COMPANY
requirements.
• Attend QA/QC meetings as specified by the Quality meeting schedule.
• Provide information, instruction or training to personnel and on site Quality coaching
when required.
• Ensure that the TBT and JSA processes are being carried out correctly.
2.3.3 Crew Leading Hands
• Ensure that all Quality procedures are correctly applied in the team.
• Perform daily inspections and coordination of their own work unit.
• Ensure that work permits are approved and been followed up properly.
• Ensure that non conformities identified by the inspections are followed-up and relevant
corrective actions are completed.
• Monitor that in every working phase all safety measures have been fully considered
and that all personnel involved have been properly trained on the operations to be
carried out.
• Promote safety meetings and toolbox talks with the teams involved.
• Report to the construction manager or PROMAT safety dept. all accidents, incidents
and near misses and where necessary undertake immediate corrective actions.
• Be familiar with CONTRACTOR and Project Quality requirements and work permit
procedures.
• Conduct job safety analysis prior to beginning any critical task, or work which is non-
routine.
2.3.4 Fabricators, Blanket Technicians and Insulation Installers
• Comply with the instructions issued by the management in order to ensure collective
and individual safety.
• Make appropriate use of machinery, equipment, tools, cautious about hazardous
substances, transportation and working equipment.
• Make appropriate use of safety protection equipment and devices.
• Immediately report to the management or the person in charge any deficiencies of
safety devices, as well as any other hazardous conditions of which they have
knowledge, in order to eliminate or minimise the deficiencies or hazards.
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• Not undertake any work or activity for which they have not received adequate training
or which can endanger themselves or colleagues.
• Co-operate with their direct superior to comply with all statutory obligations imposed by
the competent authority or necessary to protect the employees’ health and safety.
• Be familiar with and comply with all project Quality requirements of their tasks
• Not interfere with, abuse or otherwise render inoperative, any equipment provided for
their personal safety.
2.4 Project Office Locations
SUBCONTRACTOR sponsors, project directors and steering committee executives are
located in Port-Harcourt Base Office. The dedicated Project Management Team will move to
the Site Office in Agbami Field when the Contract award is in sight.
Routine management reviews and progress meetings will be scheduled and held to facilitate
milestone achievement.
2.5 Meetings
The kick-off meeting will be attended by the Project Director, Project Manager and all
the Discipline Lead. Design verification on documents/drawings/information shall be
performed. CONTRACTOR shall be fully involved in revision and approval and if any errors,
discrepancies, inaccuracies and omissions are identified, SUBCONTRACTOR will effect edits
to CONTRACTOR satisfaction.
The Project Supervisor will also organize weekly project meetings to ensure
coordination and conformance of the engineering services as called for in the project.
Periodical interface and coordination meetings with CONTRACTOR representatives will
be organized to discuss the project progress and further plan of action required.
These meetings will be a major source of communication and information transfer for all
parties involved. The frequency of the meetings, the choice of attendees and the quality of
reporting will be given careful attention to maximize their value.
2.6 Planning, Monitoring and Reporting
The Project Management Team will manage the overall Project planning, progress
monitoring and reporting. Progress will be monitored according to cost, man-hours and
physical milestone progress. Each personnel will be required to sign timesheet and this
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will be checked by the Discipline L e a d a n d will be measured by agreed milestones
and metered to get the overall progress.
Project Control will be organized around the Master Document Register for Engineering.
A weight and progress measurement will be set up for each activity or sub-activity. The
physical progress will be calculated and reported against planned.
Schedule will be updated by the Planning Engineer according to the actual date of
completion of the event in the Master Deliverable Register.
For project planning, we propose to use the Microsoft Project Management software.
A Deliverable Register will be issued within two (2) weeks from effective date of this project
and will be updated for submission to CONTRACTOR every month thereon.
The Project Supervisor assisted by Quality Engineer will prepare Weekly Progress Reports.
Weekly reports will provide a brief status of the project statistics, an update of the one -
week look ahead schedule, an update of the current week activities, and description of
areas of concerns.
2.7 Monthly Report
Monthly Reports need to be generated as a means of keeping track of the progress on a
Project and also to keep the Client (and Management) informed on the status. Items to be
addressed in the Monthly Report are as follows:
• Work Accomplished
• Work Forecast for forthcoming weeks
• Safety performance
• Achievement for the project period, including problem areas and if any deviations from
work program
• Progress S-curve tank showing planned and actual physical progress achieved
• Bar chart report by activity showing actual and planned progress
• Projects costs update by milestone
• Community Affairs update
• Variation register
• Progress photographs
The Monthly Report must be completed within seven (7) working days from month end.
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2.9 Document and Record Management
A dedicated Document Control Center (DCC) will be set up, equipped and maintained for
centralized Documents and Records Management service using the Electronic Document
Management System (EDMS). The DC Center will be equipped with an experienced
Document Controller to perform the document and record management to ensure all
documentation produced are gathered, categorized, collated, disseminated and captured
in accordance with the requirements of t h e P r o j e c t . This s y s t e m a l l o w s h a v i n g
r e a d i l y a v a i l a b l e “on-line” information database including documents, drawings,
technical queries etc., t h u s minimizing clarification of deliverables, saving time and
cost.
2.10 Schedule
P R O M A T understands that schedule development and its continuous close monitoring
are of paramount importance to ensure the Project is handed over to CONTRACTOR
according to Contract requirements. Proposed work programme for the A G B A M I
F P S O Insulation and Fabrication Works is provided in a Section of this execution plan
proposal.
3.0 PROJECT EXECUTION PROCESSES
Promat project management system provides timely and accurate data to enable the
project management teams (PMT) to dynamically manage all aspects of a project,
including performance, cost, scheduling, documents, materials, logistics, contracts, risk,
and administration. The exchange of critical data among the suite of system
components provides project teams with both efficiency and accuracy in the project
management process.
The foundation of the project management information and control interface is the Work
Breakdown Structure (WBS). Using the WBS as a project information baseline provides
a powerful data retrieval and exchange capability for all disciplines, and an orderly
rollup structure to meet specific requirements and expectations in the management
of our projects.
The Works can have a breakdown based on the following key modules:
• Construction Sequence
• HSE Plan
• Quality Management
• Procurement Plan
• Mobilization Plan
• Interface Management
• Change Management
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4.0 CONSTRUCTION SEQUENCE AND STRATEGY
4.1 Strategy
It is a good idea to consistently consider the alignment of strategy with the CONTRACTOR
and projected final outcomes. We plan to go from concept to implementation with a clearly
defined set of goals and objectives. To this end, PROMAT will harness a targeted construction
driven approach to engineering, procurement and installation of the assigned scope of work.
We will utilize the construction team's knowledge base and experience to control costs, and
improve the project schedule, quality, and safety.
Emotional intelligence and self-awareness continue to be essential skillsets for project leaders
in order to maximize the productivity of the Project workforce. Our PMT better understands
this need in order to lead others harmoniously achieving the set targets with oversight
functions.
We would consistently interface with CONTRACTOR to ensure the construction required
dates are clear and that the required deliverables and milestones are prioritized to support
CONTRACTOR plan. We would use the L3 scheduling to communicate, monitor, assess and
track these requirements.
Construction work on Site shall be on the basis of focus on WBS, thereby maximizing available
work fronts.
Key Construction Principles and Objectives:
❖ Begin with the end in mind. Keeping targets in sight and staying aligned with strategy.
❖ Deliver the project on time and under budget while meeting all specifications and
standards.
❖ Monitoring progress against the Level 3 Schedule and input for any changes required.
❖ Monitor with accountability. Keeping lines of communication open.
❖ Provide management and coordination for all site execution activities, direct and
indirect staff.
❖ Build high performance teams with the right skills and awareness of objectives.
❖ Integrate the Build it Clean/Build it tight program at site.
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4.2 Sequence
Our sequence of operations for the AGBAMI FPSO Insulation Works will fall in line and reflect
CONTRACTOR’s construction execution timeline. With that in mind however, we shall be
proactive and flexible in the execution of activities.
In order to achieve cutting down on delays, challenges and bottlenecks, we plan to for
instance, with the contract award in sight even before effective date of the contract, we shall
well ahead of time establish correspondence with approved OEMs for the supply of the
necessary materials and equipment needed for the scope of work.
Logistics for the delivery and deployment of project resources (human and material resources)
will be arranged seamlessly and well in time for smooth sailing of operations.
The path of construction, will follow the general sequence itemized below:
1. Site preparation
▪ Temproary Workshops in Agbami
▪ Office setup and arrangement
▪ Laydown areas
2. Materials inspection and equipment certificates verification
4. Demonstration and Qualification of Fabrication and Insulation Installers
5. Approaching work front insulation installation in accordance with CONTRACTOR priority
8. In process works inspection
9. Regular Housekeeping in the Workshop, Field and Laydown Area
10. Monitor progress and develop reports accordingly
11. Engage in construction meetings and stay in line with CONTRACTOR requirements
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5.0 HSE PRIORITY (HSE PLAN)
5.1 Health, Safety and Environment (HSE)
Throughout the execution of the Insulation scope, HSE will be the key unifying theme for all of
the activities performed. HSE is embedded throughout Promat operations as a core value
that is underpinned through a philosophy of continuous improvement and demonstrated safety
leadership, LiHS across every level of our organisation. PROMAT considers health,
safety, and environmental protection as essential for all our activities from conceptual
design and engineering through to project execution and commissioning. PROMAT
believes that HSE excellence enhances productivity and quality. Each individual has a
personal responsibility for his or her own safety and the safety of others, and no business
objective takes priority over minimising risks to personnel and impact on the environment.
Before the project is kicked-off, a project specific HSE Plan will be developed to address all
HSE requirements during execution of the Insulation Works. The HSE Plan will cover
HSE Policies, programs, systems, procedures, standards, controls, etc. for management
of HSE activities. The HSE Plan shall only be used upon approval by CONTRACTOR and will
be effectively implemented. The HSE Manager in the Project Management Team will ensure
that the dedication of the key personnel is at a level consistent with the project objectives
and will propose HSE indoctrination sessions or HSE training program, whenever necessary.
PROMAT recognizes the importance of the planning of Health Safety and Environment (HSE)
into the project at the earlier possible stage if the injuries and health challenges arising from
the project are to be avoided. To this end, this Project HSE Plan has been prepared to describe
how PROMAT intends to manage control and co-ordinate the works in order to project the
health and welfare of or all personnel engaged on the project and others who may be affected
by the operations.
HSE is an integral part of our business and we will manage it in the same manner above any
other business objective. For the Project HSE Plan to be effective, it is essential that the
management and the supervisory staff of PROMAT and it’s vendors are familiar with and
implement the relevant requirements of the plan. All PROMAT management and supervisory
personnel will there be provided with a controlled copy of the plan as will the senior resident
project representative of each contractor.
PROMAT will actively seek the support of all operatives engaged on the project to look after
the HSE of themselves and their colleagues by working within the spirit of this Project HSE
Plan.
Any person found to be disregarding the requirements of the plan would be subject to the
disciplinary action, which may result in their dismissal from the project.
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5.2 HSE Policy, Targets & Strategy
Project HSE Objectives
PROMAT is committed to accomplish its duties and responsibility for the project using the
available resources to achieve outstanding performance in completing the work and attaining
the following Project HSE objective:
- Complete the project with distinguished and flawless HSE record
- Reduce risk to personnel, natural environment, business performance and reputation
to levels as low as reasonably practicable
- Meet all our environment commitment
- Manage integrity and risk in all aspects of design, construction, transportation,
installation, and operations using criteria compatible with statutory requirements.
A collation of PROMAT HSE Policies are captured in the document PCC-HSE-POL-00003.
HSE Strategy
The following set out the HSE Strategy, achievement of which will ensure compliance with the
Project's HSE Policy and state objectives:
▪ Identify and implement the requirements of HSE contained within acts, regulations, and
codes of practice.
▪ Ensure compliance with appropriate national and international regulations, local rules,
regulations, and code of practice.
▪ Establish and maintain communication with government agencies, local authorities and
unions on all matters relating to HSE.
▪ Ensure that appropriate safety system is applied throughout the project and vendors and
fabricators have met their contractual and statutory HSE requirements.
▪ Ensure that sufficient and appropriate documentation is supplied to permit development
of maintenance program for construction equipment.
▪ Encourage positive involvement of all staff to promote HSE awareness by:
a) Thorough investigation of all incidents and accidents inclusive of Lost Time incidents,
First Aid Case and Near Miss case so as to identify causes and initiate preventive
measures to prevent recurrence.
b) Convene regular safety meetings throughout the execution of the project.
c) Conduct regular HSE inspection.
d) Ensure that HSE training is carried out in accordance to the needs of individuals
and the work on hands.
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5.3 Environmental Policy & Objectives
Environmental Policy
Our operations shall always be conducted in such a manner that there will not be any
contravention of the applicable environmental laws and regulations.
Environmental Objectives
We shall achieve our Environmental Policy through the following objectives:
o Minimize and checkmate the generation of hazardous waste and handle all waste in an
environmental sound manner.
o Prevent releases; spills and leaks, take immediate containment measures in the event of
accidental discharges.
o Restore the environment on work accomplishment in compliance with enforced statutory
requirements and according to contractual commitment.
o Encourage recycling and re-use of materials
o To observe the Government of Nigeria’s Environmental regulations and other International
regulations.
5.4 Arrangements for Implementing the Project HSE Plan
This section of the document describes PROMAT arrangements for eliminating or controlling
the associated project risks, thereby satisfying both its’ statutory and contractual obligations
and promoting acceptable standards of HSE throughout its operations.
All vendors who may be engaged in this project will conform to the arrangements described
and co-operate with the accident prevention program, thus achieving Zero Fatality.
5.4.1 Statutory Obligations
PROMAT recognizes its responsibility to comply with all relevant local statutory HSE
requirements and will ensure that all involved in its operations observe such requirements
accordingly.
PROMAT has established and maintained a range of HSE management techniques designed
to ensure compliance such as preparation of HSE plans, permit to work system, Job Safety
Analysis, HSE inspections, HSE audits and regular HSE meetings. Written safe working
procedures and adequate communication systems.
5.4.2 Contractual Obligations
PROMAT recognizes its contractual obligations to ensure that the on-going safety of all
concerned who might be affected by its' operations, during the execution of the works.
The Project HSE Plan is prepared to describe how PROMAT intends to satisfy these
obligations and to manage and co-ordinate its’ operations and the operations of its sub-
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contractors accordingly. Every vendor will cooperate with the project team on all relevant HSE
matters to enable PROMAT to meet its’ contractual obligations.
5.4.3 Foreseeable Hazards of the Project
The foreseeable hazards associated with various operations with this project can be
summarized as follows:
- Work at height and the associated risks of fall of persons or objects
- Work in confined spaces.
- The use of plant and equipment, including lining appliances machines etc
- Rigging and handling ropes.
- Handling use, storage, and transportation of materials and substances.
- Powdered Hand Tools operations.
The foregoing list identifies the major areas of concern where it is necessary to control or
guard against incidents by implementing safe places, permit to work system, adequate
monitoring and control arrangements and the provision and use of suitable protective clothing
and equipment.
Safe work practice of the foregoing hazards can be found in the Safe Work Practices Manual.
The following paragraphs describe PROMAT arrangements for ensuring that the risks arising
from the foregoing hazardous activities are eliminated or adequately controlled.
5.4.4 Risk Assessment
As an integral part of the project accident prevention program, PROMAT will implement
arrangements to ensure that all construction activities are subject to a formal assessment of
risk prior to the commencement of individual operations. The respective action party will carry
out the risk assessments and the results monitored by the Project HSE manager.
5.4.5 Group Meetings
Regularly scheduled meetings on HSE are an essential element in HSE Management. The
following meetings will be held:
- Daily tool box meeting
- Weekly progress meeting
- Incident and Accident investigation meeting where required
5.4.6 Hazard Identification and HSE Audit and Inspections
Unsafe conditions are continuously likely to occur by the work handling of people, tools and
equipment. It is important that remedial action is taken to revert such conditions without delay.
Proper training and enforcement of the HSE regulations will greatly reduce the number of
unsafe conditions. However, due to wear and tear of the tools and equipment and action of
men, it is important that hazard identification and safety inspections are carried out on a
regular basis.
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Objectives:
a) Identify potential problems that were not anticipated during design phase or task
analysis.
b) Identify equipment deficiencies, particularly problems of loose guards, wear, abuse or
misuse.
c) Identify substandard work practices.
d) Complement preventive maintenance program
e) Identify the effect of changes in process or materials.
f) Demonstrate Management commitment to HSE.
Hazard Identification
All project personnel will be always encouraged to identify and correct hazards as part of their
normal duties whenever possible. They shall fill out UA/UC forms accordingly.
Any hazard identified, which is outside their ability or cannot be rectified immediately is to be
cordoned off with appropriate measures such as barricades, warning signs, etc. and such
condition brought to the attention of the Supervisor concerned immediately.
Identified hazard brought to the Supervisor's attention, which cannot be rectified, will be
recorded and follow-up action investigated by the notified HSE Supervisor.
Types of Inspections
a) Daily HSE Inspection by HSE Personnel
The HSE manager assigned to the project arrange for daily HSE inspection. The report will be
handed to the Supervisor in-charge who will acknowledge receipt by signing on the inspection
report. A deadline will then be set for follow-up inspection and close-out.
b) Project Management Team Inspection
The project management team led by Senior Project Manager or his deputy accompanied by
HSE manager will carry out joint inspection to see that the HSE standards set for the project
are up to the expectation. Such inspection is generally carried out before the weekly progress
meeting.
5.5 HSE Information & Training
PROMAT recognize that the provision of adequate HSE information and training for all level of
personnel makes a vital contribution towards and effective accident prevention program and
will therefore ensure that suitably structured schedule of information and training is adopted
by all parties throughout the duration of the project.
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HSE Information
a) PROMAT will adopt a variety of techniques such as displaying of posters, distribution
of HSE information sheets, newsletters and bulletins in order to generally promote the HSE
safe work culture of the project.
b) PROMAT will also prominently display at the site entrance an accident statistics board
showing the safety performance of the project.
HSE Training
PROMAT will ensure that each employee working on the project receives adequate training
to enable them to perform their work function/tasks in a safe and efficient manner. All new
employees inclusive of those from vendors will be given Induction Training prior to being
placed on a site activity.
All visitors to the project site shall attend a site safety briefing prior to visiting the construction
site. The Safety Officer is responsible for the development of the training matrix. The training
matrixes spelt out training need for the individual work function and task all training courses,
together with records of personnel attendance, will be properly documented. These records
shall be maintained on file and readily for inspection as and when required.
General HSE Training will include but not limited to:
Personnel Type of Training
PROMAT Members Project HSE Plan
All Workers Induction making them to follow all the requirements of this plan
Selected Personnel Fire Fighting, First Aid, Work at Height Trainings
Visitor HSSE Briefing
5.6 Permit to Work System
Many hazards are recognizable and can be overcome by physically separating people from
them, e.g. by using effective guards on machinery.
Permit to Work System is needed when Hazards cannot be physically eliminated and some
element of risk remains. Under such circumstances formal procedures which results from
systematic examination of a task in order to identify all the hazards. It defines safe methods to
ensure that Hazards are eliminated or risks minimized.
5.6.1 Objectives of the Permit to Work System
a) Ensure that such work can be carried out with due regard to the health, safety,
environmental and welfare of the workers.
b) Prevent any incompatible work or SIMOPS from being carried out at the same time in
any location of the project, and
c) Ensure that the necessary safety precautions are taken and enforced when such work
is being carried out.
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Type of Work Which a Permit-To-Work System Apply
For this project, activities that need permits prior to commencement are listed below but not
limited to
a) Any hot-work, regardless whether carried out in a confined space or otherwise.
b) Any work which involves the use of any hazardous, volatile, corrosive, or flammable
chemical, material, or solvent.
c) Any work involving entry into any confined space.
d) Spray painting operation.
e) Any grit-blasting work carried out on site
f) Any repair maintenance or testing work carried out on the hydraulic system.
g) Any energizing / de-energizing of electrical system for the commissioning or testing of
electrical and mechanical system.
h) Any pressurizing of pipe/ vessel on the project or filling of gas or liquid into the system.
i) Any other hazardous work as decided by HSE Manager / Site Project Manager.
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6.0 QUALITY MANAGEMENT
The Quality System employed on the Project will be based upon PROMAT’s overall Quality
Management System (QMS) which is structured and tailored to meet the requirements of
ISO 9001:2015. PROMAT’s QMS applies to ALL projects as well as processes that
support those projects. The system is implemented within project execution by Discipline
Managers, supported by Project Quality Managers.
At the start of the project, a specific Quality Assurance (QA) Plan will be developed.
BIDDER’s corporate QA Manual will be the reference for the development of the specific QA
Plan of this Project which will describe the relevant applicable QA Procedures and any
specific project QA requirements. Among them, few will be of prime importance:
• Checking and Inter-discipline Verification
• Document Flow Control
• Document Filing and Archiving
• Change Control
• Safety Design and HSSE
The specific QA Plan and its referenced procedures constitute the documented Project
Quality Management System, which shall be applied to satisfy requirements of the Project and
the relevant provisions of ISO 9001:2015. A Project QA engineer, reporting to the
Engineering Manager, will be appointed to monitor compliance of all applicable
procedures. Furthermore, QA audits will be carried out during the Project to verify the
effectiveness of the Project Quality System.
Quality assurance Managers work with other staff within the organization to determine and
establish procedures and quality standards and to monitor These agreed targets.
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7.0 PROCUREMENT PLAN
A Procurement System is established to ensure that all procured materials, items and services
used in the installation of COMPANY facility, need to meet the specified COMPANY project
requirements. Whenever possible or practical, indigenous vendors will be invited to tender in
line with PCCL policy of National Content Development.
7.1 Procurement Responsibility
The responsibility of ensuring that goods and services procured for use in projects undertaken
by PROMAT meets COMPANY standards and to provide required value for our services rests
in descending order on the following;
1) Procurement Officers
2) Materials and Logistics Team Leaders
3) QHSE
4) Base managers
5) Departmental supervisors
7.2 Crucial Procurement Highlights
It is the responsibility of Team Leader Materials / Logistics/ Procurement Dept. to ensure
that procedures exist for the correct compilation of Purchase Orders and procurement
packages to meet the following criteria:
➢ Correct Quality
➢ Correct Quantity
➢ Correct Delivery and Price
Procedures shall be a guide to ensure that instructions for the procurement of materials,
items and services contain, where applicable, the following
documentation/requirements.
7.3 Assessment of Vendors & Subcontractors
New PROMAT vendors and sub-contractors to be added to the PROMAT database shall
be subject to one or any combination or all of the following criteria:
o Review and assessment of their Quality System together with their supply and
manufacturing capability by way of QMS, HSE Audit, Vendor Evaluation
Questionnaire, or Letter of exception.
o PROMAT Vendors are to be in consonance with Nigerian National Content
Requirements or other acceptable Quality Standard for the capability required by
CONTRACTOR.
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o The QHSE dept. will ensure quality and safety checks are done on all suppliers and
vendors before using them.
o An Audit / Approved Quality System assessment of a vendor’s QMS may be done to
ensure compliance with ISO 9001:2015.
o In circumstances where a third party inspector is used, the QHSE department in
conjunction with the Inspector will generate a report and check list format and
conclude with an audit report stating whether or not the supplier or subcontractor is
acceptable for inclusion in the PROMAT Approved Vendors List.
o The Materials Department will maintain and update the Vendor Database in
accordance with vendor performance and subsequent review assessments.
7.4 Outsourcing of a Procurement Process
Only suppliers on the PROMAT vendor catalogue will be considered for the outsourcing
of key procurement processes. PROMAT will control such processes by Purchase Order,
VG specifications, Quality Plans, Audit or Surveillance Visits as appropriate.
All subcontracted manufacturing and service activities shall have the Quality
requirements detailed on the Purchase Requisition Order (P.R.O.). The effectiveness of
such Quality requirements is monitored by audits and vendor source inspection.
The Materials Department is not authorized to change the agreed Technical or Quality
requirements without prior approval of the QHSE Manager.
Purchase Requisitions
For any purchases to be made a requisition must be raised. Requisitions can be written by a
PROMAT supervisor level or above. Requisition is signed by the requistioner for accuracy and
submitted to the purchaser. Requisition is countersigned by the base manager, and as the
case may be by the base manager alone. Purchaser transfers the data from the requisition to
the request for quote form.
Requests for Quotes
Purchaser reviews the Purchase Requisition and then submits request for quotes to at least 3
vendors on the PROMAT database. Ensures that he provides all requirements as per the
request. When the quotes returns, review the contents with the requistioner to ensure
adequate details and materials specifications. Then review with base manager and cognizant
manager for final acceptance.
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Approval & Issue of Purchase Requisition Order
Prepare the PRO stating all the specifications, requirements terms and conditions for the
purchase. Purchaser submits PRO for approval by the base manager. As soon as the
approvals are given, purchaser logs in the requisition and PRO in the electronic log book.
Communicate the vendor immediately by issuing the order.
Purchasing Data
The placement of orders on suppliers is governed by technical content, delivery and cost
considerations as well as the ability of the supplier to meet Quality requirements. Such
considerations are controlled by a bid evaluation system and reference to the Approved Vendors
List.
Buyers may place enquiries with suppliers who do not appear on the Approved Vendors List,
however, where a response from such a company is being favourably considered, the Buyer shall
notify the Quality Assurance Department prior to order placement.
Purchase Orders are not placed with suppliers outside the Approved Vendors List without formal
discussion and approval from the Quality Assurance Department.
Verification of Procured Product
Where verification of supply is to be carried out at a Vendor/Sub-contractor's premises,
verification arrangements and the method of product release shall be identified on the
purchase order.
Documented procedures and inspection checklists exist which define the Company vendor
source control and inspection carried out on vendors and/or subcontractors' works. Where
specified in the contract, the customer or customer representative shall have the right to verify
at the subcontractor’s premises and the supplier’s premises, that the subcontracted product
conforms to specified requirements.
Project specific Inspection Plans are generated to define the requirements of Customer
Verification at a Vendor or Sub-contractor's premises.
See matrix showing responsibility flow in a procurement process on the next page
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Administrati
Requisition
Materials
Manager
Vendor
Leader
Procurement Process Procedure
Writer
Team
Base
on
All items purchased for PROMAT requires a P.R.O.
Requisition Process
1. The first stage of the purchase order is the
requisition.
2. The requisition can be written by a PROMAT
Supervisor Level or above.
P.R.O Approval Process
1. Requisition is signed by the requisitioned for
accuracy.
2. Requisition is signed by the Base Mgr.
Quoting Process
1. Transfer the data from the requisition to the
request for quote form.
2. After the req. has both signatures, review. Submit
request for quotes to at least 3 vendors on the
PROMAT System.
3. Provide ALL requirements with the request.
Quoting Approval
1. When quotes return submit them to the originator
2. When quotes return submit them to the Base Mgr.
for final approval.
3. Prepare and Log the P.R.O
Awarding the P.R.O
1. Notify the selected vendor.
2. Provide vendor ALL necesary requirements when
awarding P.R.O
Legend
Owner of the section of the procedure. He carries out the function or expedites
and drives the processes that will ensure that the job is done right following the
work instructions.
Co-owner of the procedure. He may not have direct functions to carry out on the
procedure, but is involved in ensuring that the job is done correctly.
Critical path showing the follow up duty and the handover from one responsible
party to the other.
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8.0 MOBILIZATION PLAN
Prior to mobilization, SUBCONTRACTOR will conduct a Construction Readiness Review
with CONTRACTOR. The review will ensure all major risks with the potential to delay the
works are identified and mitigated, and that all relevant statutory approvals are in place.
PROMAT Project Supervisor will be mobilized on day 1 after Contract Award and the other
key personnel will be mobilized within five days after Contract Award. Mobilization of
other direct personnel will also be within 2 weeks after Contract Award or as expressly
directed by CONTRACTOR.
Purpose of the Mobilization plan
The essential purpose of this document is to ensure that all mobilization arrangements for the
project are conducted safely and timely.
8.1 Scope of the Mobilization Plan
This plan summarizes the processes involved in mobilization of personnel, equipment and
tools to and from project site on a call off and rotation basis. Promat personnel rotation shall
fall in line with CONTRACTOR requirements.
8.2 Sourcing and Mobilization of Personnel:
PROMAT has experienced and dedicated insulation crews. Nonetheless, in a commitment to
meet up with the scope of work and CONTRACTOR execution schedule, we will be sourcing
more manpower competent enough to deliver on the AGBAMI FPSO works.
Our team comprise seasoned personnel in the industry and field of Insulation works. Within
Promat Insulation workforce, preference will be given to Nigeria Nationals who are shown by
demonstration to be qualified for the roles available and/or will be trained where applicable.
All personnel to be involved in the project shall undergo compulsory HSE training (BOSIET or
SAS) or however relevant training as requested by CONTRACTOR prior to mobilization; in
order to equip them for the operations in case of emergency.
Also on arrival at site, Personnel shall pass through Site specific safety and security induction
before commencement of site works.
See detailed mobilization sequence in the Works and Mobilization Schedule Gantt Chart.
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8.3 Mobilization of Equipment and Materials
As part of the mobilization plan, the project management team shall ensure all necessary
equipment; tools and machinery are made available for smooth take off.
All tools and equipment to be taken to the field must be properly inspected and certified okay
by the Quality Assessment Coordinator or Third Party Certification firm.
Main Insulation Equipment shall be situated on shore in the Workshop. While auxiliary
equipment and tools to be moved to the FPSO field of installation.
Some of the PROMAT machinery and hand tools to be deployed for the AGBAMI Field
includes::
8.3.1 Insulation Equipment
INSULATION HAND AND POWER TOOLS
S/N. Description Purpose
1 De-coiler 1 meter and 1.2 meter For supporting and unrolling of coils of metals
2 Guillotine 8 feet -2.4m (3m) For cutting sheet metal in straight lines
3 Electric shears + space blades For cutting sheet in developed shape if not straight
4 Bending machine 8 feet - 2.4 m (3m) For bending or breaking sheet to any angle
5 Bending rolls 1m or 1.2 (Width of For rolling sheet to any circumferences
6 sheet)
Lock Former For locking the edges of Valve & Flange Boxes
7 Swaging machine 1/4"/ 3/8" / 1/2" For forming joining laps for bends, also stretching and
writing wheels + 1 set cribbing + 1 set reducing circumferences
8 Angle grinder 4 1/2" + Discs & 7"
stretching For grinding areas clean prior to welding
9 Bar bender For bending 3mm + thick. Bars for support rings
11 Electric nibblers 1.5mm capacity + For cutting across profile in situ
12 Screwing Hand Powered Tool For fast and provisioned screwing operations
13 Straight snips For cutting mesh on mineral wool mattress
14 Tapes 30m (1 off) For measuring for fabrication orders
8.3.2 Insulation Materials
THERMAL INSULATION MATERIALS
S/No. Description Purpose
1 Superlite LW Perlite Preformed pipe cover Pipe / Vessel Insulation
2 Stainless Steel 316 Tie Wire 18 Gauge Insulation Securement
3 Band 1/2” width X 0.02” Thickness. Band Insulation Securement
4 Seal 0.032”
Band 3/4” width X 0.02” Thickness. Band Insulation Securement
5 Seal 0.032”
Stainless Steel 316 1mil Weather Jacket
6 Screw No.8, 3/8” long Insulation Securement
7 Mineral Wool 128 kg/m3(8lb/ft3) Acoustic Insulation
8 Ceramic Fiber Blanket Valve & Flange Cover
9 High Temperature RTV Silicone Metal Sealer
10 Pop Rivet 5/32” minimum diameter Insulation Securement
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9.0 INTERFACE MANAGEMENT
An interface occurs in a development project where there is exchange of communication
and understanding in responsibility, in scope or activities being performed by two or
more parties, and the activities of one party affect or contribute to those of the other(s).
To ensure correct completion of work, it is important to effectively manage the timely
flow of accurate information across identified interfaces.
The objective of the Interface Management Plan for the project aims at avoiding any gaps
or overlaps between the various parties involved in the Project. This requires making sure
that all Interface information is properly requested or received and promptly distributed to
ensure complete coverage of all Interfaces and that the works of each of the parties
involved will be executed in the safest, most efficient, and convenient manner.
For PROMAT, the management of interfaces associated with the execution of the
insulation works project falls into two basic areas:
• External interfaces
• Internal interfaces
9.1 External Interfaces
Expected external interfaces are with CONTRACTOR and all other vendors & third parties
as required by COMPANY. It is necessary to address the day-to-day technical information
exchanges between the afore-mentioned parties and PROMAT design team (project
execution interfaces) to ensure an open and close working relationship and interactive
decision making.
For the management of the formal interfaces, numerous methods of interfacing and
communicating will be utilized during execution of the Work:
o Project Review Meetings with CONTRACTOR.
o Regular construction meeting with other CONTRACTOR appointed representatives
either via face to face, or Telephone and / or Video Conference (VC) online.
o Interface Matrix and Action Item Matrix.
o Project Summary – Close-Out Report.
Regular contact will be established between CONTRACTOR and SUBCONTRACTOR
teams to ensure technical interfacing and effective communication is maintained
throughout the project. A number of critical interfaces are apparent in this project
that will r e q u i r e close coordination. To control these interfaces, Project interface
procedures will be implemented.
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9.2 Internal Interfaces
Construction meeting will be organized weekly, to further reinforce on internal interfaces.
The agenda as a minimum will include:
• Key events/achievements of the past period
• Status of the scope of work and completed tasks
• Progress Measurement
• Planned activities
• Outstanding or hold issues
• Review of action items list
Minutes of Meeting will be recorded for follow up action. Any disputes or major issues
which may arise from such meeting will be reported to CONTRACTOR Management.
Other project team members in both offices will be invited to participate as required.
Detailed interface register with agreed schedule will be developed upon Contract Award.
The Interface Register will be updated and distributed on regular basis (bi-weekly).
See depicted on the next page the Interface Management Flow Chart
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9.3 Interface Management Flowchart
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10.0 CHANGE MANAGEMENT
Basically the Change Control Procedure is meant to ensure that if there’s need for any
actual changes to the Project (Scope, Schedule, and Budget), they should be based
on informed management decisions and have a clear business justification. A suitable
change control procedure has to be established between SUBCONTRACTOR and the
CONTRACTOR to ensure transparency.
The Change Management Guideline defines the minimum expectations of the project
team in their management of alterations and circumstances during the execution phases
of a project. The Change Management process is a management tool that is to be
implemented as an integral part of the overall project management process. Changes
can be initiated by any project team member, project CONTRACTOR, o r COMPANY. It
is the responsibility of each team member to be aware of their scope of work to be
sensitive enough to have an effective Change Management process.
Changes to the Project Baselines established by the Contract, Project Execution Plan,
Project Design Basis, Budget/Estimate and S c h e d u l e , must be documented and
approved at the appropriate level prior to any change being implemented. These include
changes in project execution, design, procurement, construction, scope of work,
shortfalls in productivity as compared to progress (earned value), estimating omissions,
delays or any other changes which may affect the project in the areas of economics,
cost, schedule, safety, risk, operability, health hazards, the environment or regulatory
requirements.
The objective of the Change Management process is to ensure that changes are
identified, controlled, approved and implemented in an orderly and timely fashion along
with providing an auditable mechanism for tracking changes. Key objectives in Change
Management are to:
o Minimize p r o j e c t changes by eliminating non-essential alterations and limiting
any adverse impact of essential alterations on project objectives.
o Control changes against the Project Baselines for risk, safety, environment, regulatory
requirements, cost and schedule through a systematic process of identification,
assessment, approval and close-out.
o Implement procedures t h a t require each change to be appropriately identified,
reviewed and approved prior to implementation.
o Ensure that approved changes are implemented, appropriately communicated to
the Project Team members and any other affected parties, and closed-out on a
timely basis. Close-out includes documentation and finalization of a key record.
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o Manage temporary and urgent changes within the overall change process.
o Assess and control the impact of multiple changes on schedule and cost.
A Project Deviation Notice (PDN) is the tool to document the identification and impact
of any potential change whether it is construed as a Change to the Project Baseline,
internal change or interface impact, deviations, or External Budget Transfers. The PDN
can be used to document a perceived change initiated by the CONTRACTOR, the
SUBCONTRACTOR Project Team or a third party (vendor, fabricator, or subcontractor).
Project Changes can be categorized as technical, commercial or schedule. Examples
of changes that can be documented by the PDN are:
• Revisions to the latest Process or Engineering Design Package.
• Revisions to the latest Project Execution Plan (PEP).
• Deviations and Changes to Specifications (technical, materials and construction).
• Changes to Drawings approved for design (PFDs, P&IDs, etc.).
• As-built Drawings
• Changes to “Issued for Design” (IFD) or “Issued for Construction” (IFC) drawings,
plans and designs.
• Changes initiated by or due to regulatory requirements.
• Changes to the national, federal, state, or local laws and regulations
• Changes associated with addition or deletion of facilities or equipment not in
the original project scope or equipment list.
• Development changes / refinements to the specifications/design and/or execution
plan that alter the original scope of work as design and construction progresses as
follows.
• Design development: added work, facilities or deliverables (identified during design
evolution) not included in the original scope of work.
• Execution development changes normally resulting from circumstances unforeseen
at the time of contract award.
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• Estimate adjustment i n o r d e r to correct arithmetical errors or
omissions/duplications in the Baselines or Control Budget.
• External Transfers of work to increase or decrease SUCONTRACTORS’s
scope of work.
• Changes to Control Schedule that impact the Project’s Key Schedule m ilestones
and/or Project Critical Path schedule, or execution plan.
As a minimum, a weekly change review meeting will be held to facilitate the alignment and
agreement to implement a specific change. This meeting will establish whether the change
will proceed or whether it will be recycled or rejected. The meeting will also be utilized to
establish specific action plans and follow-up for a resolution of each deviation alert.
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END OF DOCUMENT
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