PROJECT EXECUTION PLAN

Project Name:

Client:

Rev. Date Reason for Issue Prepared by Checked by Approved by

00 Bid Attachment JMD
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1 PROJECT SUMMARY .................................................................................................................................................. 2

1.1 PROJECT PURPOSE .................................................................................................................................................... 2
1.2 DESIGN BASIS ............................................................................................................................................................ 2
1.3 PROJECT SCOPE ......................................................................................................................................................... 2
1.4 PROJECT PROGRESS STATUS ..................................................................................................................................... 2
1.5 PROJECT LOCATION................................................................................................................................................... 2
2 SUBCONTRACTING .................................................................................................................................................... 2
2.1 SUBCONTRACT PLAN................................................................................................................................................. 2
3 MATERIALS PROCUREMENT ..................................................................................................................................... 5
3.1 MATERIALS PROCUREMENT STRATEGY .................................................................................................................... 5
4 PROJECT SCHEDULING .............................................................................................................................................. 6
4.1 PROJECT SCHEDULE .................................................................................................................................................. 6
4.2 PROGRESS MEASUREMENT AND SCHEDULE CONTROL............................................................................................ 8
5 PROJECT ORGANIZATION AND INTERFACES ............................................................................................................. 8
5.1 PROJECT MANAGEMENT TEAM ................................................................................................................................ 8
5.2 PROJECT INTERFACE MANAGEMENT ...................................................................................................................... 12
6 PROJECT SAFETY...................................................................................................................................................... 12
7 CONTRACTOR SAUDIZATION PLAN ......................................................................................................................... 13
8 CONSTRUCTION ...................................................................................................................................................... 13
8.1 MOBILIZATION ........................................................................................................................................................ 13
8.2 TEMPORARY FACILITIES .......................................................................................................................................... 14
8.3 CONSTRUCTION ACTIVITIES .................................................................................................................................... 14
8.4 DEMOBILIZATION .................................................................................................................................................... 16
9 PRE-COMMISSIONING AND MECHANICAL COMPLETION PLAN ............................................................................. 17
10 EVALUATION AND LESSONS LEARNED .................................................................................................................... 17
10.1 PARTICIPANTS ROLES AND RESPONSIBILITIES ........................................................................................................ 17
10.2 LESSONS LEARNED ACTIVITIES ................................................................................................................................ 18

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1 PROJECT SUMMARY

1.1 PROJECT PURPOSE

1.2 DESIGN BASIS

1.3 PROJECT SCOPE

1.4 PROJECT PROGRESS STATUS

1.5 PROJECT LOCATION

2 SUBCONTRACTING
There are portion on this Project that will be subcontracted. Works due to its nature requires Specialize
Contractors to perform it. However, BCC shall employ its own supervisors to oversee and take control of the
works that will be subcontracted.

BCC shall award the Works to a nominated subcontractor through a tendering process. Subcontractors shall be
screened and evaluated to align with the project requirement. BCC is associated with several specialized
subcontractors who have performed similar works in previous projects.

BCC shall submit to CLIENT the profiles of these nominated subcontractors for their approval prior to award of
any subcontract works. Final selection shall be done based on their technical & commercial capabilities as well
as their previous track records.

2.1 SUBCONTRACT PLAN

2.1.1 INTRODUCTION
2.1.1.1 Purpose
The Subcontract Plan outlines the relationship between CLIENT and the methods by which BCC, as the
prime contractor, will assure the production of quality deliverables from each of its subcontractors and
assure the good relationship between them.

2.1.1.2 Scope
This Subcontract Plan is applicable to all phases of the project. BCC and all subcontractors will adhere to
the approach outlined in this document. The approach to managing the subcontractors will be based on
the following guidelines:

• A project office will be established to effectively support the needs of the subcontractors
• Effective channels of communications will be clearly defined and established
• A Statement of Work will be developed jointly by BCC with each subcontractor taking responsibility for
deliverables and services outlined in its areas of responsibility
• Subcontractor will have its responsibilities and authorities clearly defined in the Statement of Work
• Subcontractor will have its deliverables identified and required content clearly specified in the
Statement of Work
• Subcontractor will have the services it is responsible for providing clearly identified and described in
the Statement of Work

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• All constraint imposed on the subcontractor will be clearly identified in the Statement of Work,
including the schedule and budget constraints
• Subcontractor will have requirements for quality clearly identified to it in the Statement of Work,
including the requirement to allow independent quality inspections of materials and processes
• All products and services provided by the subcontractor will be subject to the acceptance of BCC and
the CLIENT.
• Subcontract will contain appropriate terms and conditions
• Adequate facilities will be provided to meet the needs of the subcontractors
2.1.2 SUBCONTRACT MANAGEMENT
2.1.2.1 Management
Clear and unambiguous subcontracts will be established. Subcontractors will have a legally binding, written
contract that defines the parties involved, the scope of the contracted work, the appropriate terms and
conditions which will be imposed on both BCC and the subcontractor and the final acceptance process.

The work of subcontractor will be coordinated by BCC to assure that the efforts of all parties are integrated
into a cohesive whole. A Project Master Schedule will be developed that establishes schedule constraints
and identifies contractual and significant internal milestones. Intermediate schedules will be established
that clearly show key project interfaces and the interdependencies of the work efforts. Meetings will be
conducted on a regular basis to provide visibility into work being performed.

Subcontractor will have a single point of contact with BCC for contractual matters. The subcontractors are
expected to identify their own single point of contact for contractual matters. Subcontractor personnel will
be free to interact with BCC personnel as needed to fulfil the subcontract.

Subcontractor organization will identify the responsibilities and authorities of their project staff. This
information will be published in a project contact sheet. Informal, mutually beneficial contact is
encouraged. However, to avoid schedule slippage, the interdependencies of subcontractor efforts will be
identified on the intermediate schedules. These intermediate schedules will make the formal interfaces
visible.

2.1.2.2 Progress Reporting

BCC must be kept aware of the overall progress of the project. This includes the progress of each
subcontractor. The subcontractors will report progress at the Cost Account level on a weekly basis. Based
on the information contained in the weekly Cost Account Level Progress Reports, BCC will prepare a
monthly progress report at the WBS level.

BCC will prepare a WBS Level Progress Report for submission to CLIENT. A copy will be provided to
subcontractors. This report will present the progress of WBS elements expressed as a percentage complete
and an indication of whether the work is ahead of or behind schedule.

2.1.2.3 Review
Clear points of visibility into the work that the subcontractors are doing is crucial to reducing the risk of
inappropriate work being done resulting in unplanned, costly rework. These points of visibility are
established at regular periodic intervals and at key project milestones.

On an as-needed basis, BCC may request an informal review of subcontractor progress. This would involve
discussions with the subcontractor’s Functional Manager or the subcontractor’s point of contact for
contractual matters. These reviews will be held at the request of the Project Manager. They will only be
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requested if cost or schedule variance exceeds the threshold identified in the Standard and Procedure
Manual.

Every two weeks, the Project Manager will meet with representative of the subcontractor organization to
discuss issues of concern to either party. The subcontractor representative is usually a senior or
intermediate employee of the subcontractor who is not directly involve in the delivery of the products and
services.

At key contractual milestones, a formal review will be conducted to provide visibility into the direction of
the project to all parties. Topics covered depend on the milestone but could include the overall project
schedule, an overview presentation of the key points contained in the project deliverables, a briefing on
the quality of work achieve date, a briefing on the budget and schedule status or a briefing on the current
configuration status.

2.1.3 ACCEPTANCE
2.1.3.1 Acceptance by BCC
All products and services provided by the subcontractors will be subject to approval by BCC.

BCC Quality Assurance staff will review all subcontractor deliverables for adherence to content
requirements and standards. Evaluation criteria used by the Quality Assurance staff are published and
documented. This evaluation will identify any significant deficiencies that would preclude the acceptance
of the deliverable. The identified deficiency must be addressed to the satisfaction of the Quality Assurance
staff.

When the deliverable is deemed to be acceptable by BCC, it will be signed by the Project Manager. The
deliverable will then be submitted to the CLIENT for their final acceptance.

2.1.3.2 Acceptance by CLIENT

All products and services provided by the subcontractors will be subject to approval by CLIENT.

CLIENT will review project deliverables (including subcontractor deliverables). CLIENT will coordinate
review comments and identify any significant deficiencies that would preclude the acceptance of the
deliverable. The identified deficiencies must be addressed to the satisfaction of CLIENT.

2.1.3.3 Invoices and Payments

Invoices from subcontractors to BCC must be presented in a format suitable for consolidation and
submission to CLIENT.

Subcontractor invoices must meet the format and content requirements for invoices as set out in the
Terms and Conditions of the contract between BCC and the subcontractor.

Subcontractors will submit monthly invoices reflecting the area accomplished on the project. If no
deliverables were included in the efforts for that invoice period, payment will proceed. If a deliverable is
included in the invoice period, payment of that invoice will be subject to the acceptance of the deliverable
product by both BCC and the CLIENT. When the deliverable is accepted by BCC and the CLIENT, payment of
subcontractor invoices will be authorized.

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3 MATERIALS PROCUREMENT
The Materials Procurement Strategy describes the potential strategies for the different procurement options
available in this project. The Materials Procurement Plan addresses project material requirements, their
procurement and movement will define the proposed procurement and traffic responsibilities of the CLIENT
and BCC.

3.1 MATERIALS PROCUREMENT STRATEGY

BCC shall be governed by the Project Quality Management System, ISO 9001: 2015, and other requirements
set forth therein the Contract Agreement. The action of BCC during the procurement stage will consist of the
following:

• Commercial Department shall consolidate the material take-off from the drawings, and prepare the
material requisition indicating the material description, unit, quantity and other specifications, data
sheets, etc.
• Prepare the complete bid package with the commercial terms and conditions, instruction to bidders
(Vendors) and any technical descriptions of the materials and documents to be provided. This shall
also include Spare parts requirements, Capital Spares (if applicable), Non-material Requirements and
relevant QA/QC documents.
• Forward inquiries to Bidders (Vendors) and answer immediately their queries and clarifications.
• Expedite the Bidders (Vendors) to submit their quotations on time (date as provided in the RFQ).
• Host pre-bid vendor conference if required to clarify the technical issues and queries for engineering
and complex equipment.
• Joint meeting with Vendor, Project, and Discipline Engineers, to match the technical conformity of the
offered material/equipment. If the vendor’s technical offer conforms to the specific requirements,
Engineering Department will approve the Vendor’s Technical Proposal.
• Transmit to vendors any additional information and/or clarification that are not cleared nor complied
in the MR/RFQ requirements.
• Receive the commercial bids and evaluate the suitable bid considering the project schedule
requirements and the price, and place LOI or PO to the successful bidder.
• Issue the unpriced vendor acknowledge PO to CLIENT for review, approval, and records.
• If requested by CLIENT, the technical bids and the technical evaluations done therein will be issued for
review, approval, and records.
• Expedite the fabrication and delivery of items, and to transport the items to site warehouse or to site,
for storage, consumption, or installation.
3.1.1 Material Substitution
For any proposed material substitution on cases the required specifications are not available in the market,
BCC will follow the process (as described in the Procurement Plan) for the procurement of the equivalent
and CLIENT’s approved substitute. Necessary approval as required by the CLIENT will be processed and
obtained by BCC insourcing such substitutes.

3.1.2 Priority Listing and Long Lead Items

The master procurement list shall be reviewed by the Planning and Scheduling Unit to establish the priority
listing as per schedule. The Procurement Department identifies the long lead items from the master list. This
list shall be the main basis for the preparation of procurement planning in relation to preparation of Request
for Quotation (RFQ), Purchase Requisition (PR) and Inspection Assignment Package (IAP). IAP shall be
prepared only for Inspectable equipment & materials.

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The long lead items will be processed first, since the delivery of such equipment/items is expected to take
more than 24-28 weeks, and the items mostly li on the critical path, and such items require monitoring and
control to avoid any slippage in the schedule delivery. Procurement department shall float advance RFQ’s for
such items, without waiting for formal approved PR submittal reviewed and approved by the CLIENT.

The critical items are those which are processes next, however the exact specification and quantities may be
not firmed up till the date of IFC issue, such items will be processed only to the stage of draft PO issue, the
firm PO will be issued after the specification and quantities are firmed up.

The bulk materials will normally be processed after the issue of IFC, such materials are mostly available ex-
stock, off-the shelves or with considerably less delivery times up to 6-8 weeks.

3.1.3 Vendor Sources, Qualification and Quotation Request

BCC’s Procurement Department shall select its Vendor sources from the CLIENT Regulated Vendor List (if
any) otherwise BCC shall pre-qualify this Vendor and follow the requirements set forth in the contract to be
approved by the CLIENT. It shall be the responsibility of Procurement Department to ensure the technical
and quality requirements, and sound financial capabilities of all Vendors prior to any placement of any
Purchase Order.

3.1.4 Request for Quotation (RFQ)

BCC’s Engineering Department shall initiate the initial RFQ for required material/equipment, in which include
the complete descriptions of the material/equipment, applicable technical standards, project specification
reference, project drawing reference, quantity, delivery time, method of packing, method of shipment,
QA/QC requirements, inspection requirements, special requirements and all non-material requirement.

3.1.5 Purchase Requisition

BCC shall attach to each Purchase Requisition, CLIENT’s material specifications, equipment data sheets,
standard drawings, Inspection and Test Requirements, approved manufacturer’s product data sheets,
catalogues, and work procedures.

3.1.6 Purchase Orders

Purchase Order (PO) shall be prepared by BCC’s Procurement Department after receipt of Purchase
Requisition package approval from the CLIENT.

3.1.7 Expediting
BCC shall ensure that the Inspectors of the CLIENT shall have a free access to BCC’s and its Vendor’s offices
and works. During expediting, BCC shall be responsible for giving complete and reliable information on the
Purchase Order status. The information will include shipping schedule, issuance and progress status of any
orders, critical orders, and the expected arrival dates.

4 PROJECT SCHEDULING

4.1 PROJECT SCHEDULE

4.1.1 General
This section describes BCC methodology in the development of a workable construction detailed schedule as
required in Contract Agreement.

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4.1.2 Responsibilities
BCC Project Control Department shall be responsible for planning and scheduling of work activities and
required resources in the construction execution and mechanical completion of the contract activities based
on the Project Critical Milestone Dates as shown in Contract Requirements. BCC Planner or Scheduling
Engineer shall coordinate with the CLIENT for any changes on schedules in the work phase and shall make
adjustment/updating on the current project situation. He shall also be responsible for periodical progress
reporting, schedule updating and to include delay analysis if setbacks on schedules are encountered during
the contract execution. Any revisions to the Project Schedule shall be subject to approval by the CLIENT.

4.1.3 Methodology
For an effective control of project activities, the Planning and Scheduling Unit will be using the aid of
MICROSOFT EXCEL or PRIMAVERA PROJECT PLANNER SOFTWARE for the preparation of computer operated
CPM and BAR Chart Schedules as time saving and useful tool in Project Management. The planning phase
involves the listing of task of job, which must be performed to bring about the completion of the project
milestones. Resource requirements for materials, equipment and manpower are determined in this phase
and duration for each is made. Scheduling is done by interconnecting of all necessary activities of the project
in the logical order as input to the Computer Software Program with its corresponding early and late
occurrences of start and finish dates and the computer handles processing of the data. Control is a function,
which is a periodical review of the difference between schedule and the actual performance as the aspect of
review and evaluation and pursuing corrective actions to prevent overall delay impact to Project Target
Critical Milestone Dates.

4.1.4 Planning, Scheduling, Progress and Evaluation Reporting

This activity shall be collaborated with the CLIENT’s Planning and Scheduling Specialist who will provide
technical guidance to meet the Scheduling and Progress Reporting requirements.

BCC Work Schedule shall be comprised of separable portions or aggregated levels of detail of the integrated
network as follow:

• Project milestone schedule (level II)

• Summary level schedule (level III)
• Project Control schedule (level IV)
• Manpower requirement forecast
• Manpower loading curve
• Work analysis breakdown
All schedules, regardless of the level of detail, shall be supported by and traceable to activities in the
detailed Project Control.

Specific Construction Work Breakdown Structure (WBS) shall be prepared by the Planning & Scheduling
Engineer and submitted to the CLIENT for review and approval, as basis of progress evaluation and reporting.

The summarized proposed work schedule for the execution of this project is attached in this document. The
schedule shown reflects the planned time required for completing various activities of the project within the
Key Milestone requirements of the CLIENT.

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4.2 PROGRESS MEASUREMENT AND SCHEDULE CONTROL
BCC’s Project Control Department shall ensure accurate progress measurement and effective schedule control
throughout the project life. They will address/monitor issues regarding work breakdown structure, progress
reporting system, progress measurement and schedule control, and Critical Path Method (CPM) scheduling
requirements.

BCC will carry out progress measurement in accordance with the project schedule. BCC will prepare the
progress report based on the progress measurement system described in Work Breakdown Structure. The
completion of the weighted activities within their level in the appropriate phases (Engineering, Procurement,
and Construction) will form the basis for the performance measurement at the desired levels.

The Progress Measurement System will be based on the following criteria:

• Engineering progress, which include Common/General Engineering, Detail Engineering, Procurement

Engineering is to be measured and aggregated from individual deliverables and shall encompass the
complete engineering scope. Progress will be a measurement of work done and will be an assessment
of the percentage completion against a series of pre-determined productions steps for deliverables
from start to completion. Aggregation of assigned weightings with completed gateways will enable
the calculation of earned values and percentage progress to the summary levels of the WBS.
• Procurement progress will be for all equipment and bulk materials to be procured for the Project. The
percentage completion and the weighting for each shall be considered for measuring. The weighting
for each equipment will be based on the estimated price of the same equipment, and then it will be
aggregated to produce a relative weighting for each RFQ of equipment package. The relative
weighting for each RFQ will be aggregated to produce the weighting for all equipment. The weighting
for each bulk requisition will be based on the estimated value of the materials, and then it will be used
to produce a relative weighting for each category of bulks. The relative weighting for each category
will be aggregated to produce the weighting for all bulk materials. The relative weighting, based on
the estimated price, for equipment and Bulk Materials will be aggregated to produce an overall
weighting for Procurement.
• Construction progress will be determined by the measurement of the physical quantity of work done.
Measurement of each category of work shall be for the complete scope of the work. Example of these
major categories are:
 Cubic meters of concrete poured
 Tonnage of structural steel erected
 Bill of quantity (Weld Inch Dia) and/or number of spools fabricated and installed
 Cable length installed and terminated
 Equipment items installed
• Pre-Commissioning progress will be measured by sub-system/systems allocated weightings based on
assessment of Commissioning Manager.

5 PROJECT ORGANIZATION AND INTERFACES

5.1 PROJECT MANAGEMENT TEAM

To carry out the project management work effectively, Organization and Interfaces needs to be managed.
Mapping the project’s roles and responsibilities and reporting relationships to the appropriate people or
groups of people is necessary.

The execution of this Project requires a flexible organization able to ensure comprehensive and consistent
management, planning and control of all aspects of the work.

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The Organizational Chart relevant to Site Activities will be submitted separately. A description of the site
organization functions as well as key personnel roles and responsibilities are presented in the following
paragraphs.

5.1.1 Project Manager

Represents the BCC in the field and directs the activities carried out in the field, in accordance with the
contract requirements and the objectives established by BCC. The Project Manager reports to the BCC
corporate organization for the activities related to the project. He ensures the achievement of the
established cost, time, quality, health, and safety objectives for the assigned phase to meet the contractual
obligations and objectives set by the CLIENT and contributes to achieve the overall objectives of the project.
Duties include:

• Representing BCC to the CLIENT, Licensors, Partners and Vendors, and managing all the contractual
aspects.
• Ensuring the review of contractual documents.
• Defining project strategies (Project Execution Plan, Quality Plans, Procurement and Contracting Plan,
Economic Risk Plan, Project Coordination and HSE plans) and supervising the planning and
scheduling of activities.
• Overseeing the project’s cost and time controls through the project organization positions, taking the
necessary actions to achieve the time and mark-up targets established.
• Supervising site activities.
• Supervising project activities regarding aspects relating to quality, health, safety, and environmental
protection, through the project organization positions.
• Ensuring project progress reports, including the financial budget.
• Ensuring project feedback and issuing the project Final Report,
• Moreover, the Project Manager role includes ensuring customer service during the warranty period.
• Ensuring the review of contractual documents.
• Ensuring, during Construction & procurement phase, and relying on the expertise and knowledge of
the Construction Manager, Field Engineering Manager and Project Control Manager, that the
construction organization and planning and on-site commissioning activities are performed, liaising
for this purpose with the other organizations and functions involved in implementing the project.
• Ensuring, insofar as within remit, cost, and time control activities, taking the necessary actions to
achieve the established time and mark-up targets.
• Supervising, insofar as within remit, project activities for aspects pertaining to quality, health, safety,
and environmental protection, through project organization positions.
• Supervising the performance of works on-site.
• Ensuring the application and, where not already arranged in the planning phase, the issue of suitable
procedures for the definition of working methods and site regulations.
• Approving HSE Manuals for construction and commissioning, ensuring their implementation.
• Ensuring the implementation of the Site Quality Control Plan.
• Ensuring compliance with local laws and regulations.
• Ensuring the issue of the Completion Certificates required by contract.
• Ensuring the issue of the plant handover certificate.
• Help the CLIENT during the warranty period.
5.1.2 Construction Manager
The Construction Manager ensures the performance of construction activities carried out on a direct hiring
basis or manages the construction and assembly works to be carried out by BCC, ensuring that time; cost,
quality, health, safety, and environmental protection requirements for the construction activities are met.
Duties include:
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• Participating in project planning and scheduling, liaising for this purpose with other organizations and
functions involved in executing the project and assuring the most suitable solutions in terms of
assembly sequences, works scheduling, constructability, feasibility, etc.
• Preparing and keeping up to date, in accordance with other project plans and schedules, the General
and Executive Plan for construction, defining construction methods, logistics, activity scheduling,
control tools and methods.
• Ensuring implementation for the project of computer systems for the management and control of Site
activities.
• Participating in project review meetings to make sure that construction requirements have been duly
complied with.
• Participating in the preparation of the general HSE Plan, the HSE Plan for the construction and the HSE
Manual for the activities within own area of responsibility.
• Defining personnel mobilization.
• Checking that the procedures defined for Site activities are applied.
• Coordinating and supervising the works carried out on a direct hiring basis or by vendors and ensuring
their accounting, using the services of the Discipline Superintendent positions.
• Checking construction progress weekly, identifying any critical aspects and, where construction
activities are sub-contracted, requesting the necessary actions from the vendors concerned.
• Assisting the Project Manager in verifying and updating works feasibility.
• Ensuring the preparation of work progress reports for the aspects related to the quality of the works
carried out.
• Ensuring the achievement of the mechanical completion objective.
• Assisting the Commissioning Manager during commissioning and start-up phases.
5.1.3 QA/QC Manager
See BCC-TEN-PQP-xxx “Project Quality Plan”

5.1.4 Project Control Manager

Ensures the cost and schedule control for the construction activities. His tasks include:

• Collaborating with the Construction Project Manager on the definition of tools and procedures for
detailed scheduling and for monitoring work progress and costs.
• Ensuring the application of above systems on the field.
• Collecting and analysing the data of BCC & vendors activities, pointing out possible problems related to
time and costs.
• Assisting the management in the evaluation of the impact of possible changes on schedule and budget
and in the definition of actions to be taken to minimise or prevent delays.
• Analysing cost tendencies and proposal to minimise construction costs.
• Preparing the general report on work progress for the construction activities, in collaboration with the
other positions interested.
• Maintaining contacts with the Head Office Project Organisation.
• Collecting the documentation regarding change works which influence time and costs.
5.1.5 HSE Manager
See BCC-TEN-HSE-xxx “Health, Safety & Environmental Plan”

5.1.6 Field Engineer

Ensures the availability and administration of the necessary technical documentation; verifies the feasibility
of the scheduled activities in relation to the availability of materials, with the assistance of the Site
Engineers, e.g., Civil/ Piping Engineer, etc. These position’s tasks include:

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• Ensuring the activities of documents management on Site, managing, and checking the conformity of
technical documentation received from Head Office, making it available to the Site Engineers and
keeping a record of the changes and additions made to the documents, because of construction and
commissioning requirements, until the “as built” drawings are prepared.
• Where necessary, sending proposed design modifications to the competent head office
department/positions for approval, before carrying out the work.
• Notifying the competent head office department/positions of changes made to the documents due to
Site requirements (construction and commissioning).
• Ensuring the analysis of engineering, materials and construction non-conformities encountered on Site
and assuring, where necessary, the involvement of the competent head office
departments/positions in the determination and approval of corrective action/back charges.
• Analysing the technical aspects of the feasibility of the construction work, providing information on
the actual on-Site availability of documents and materials. For this activity, the Field Engineering
Manager is supported by the Discipline Superintendents and by information available on the
Contractor computer system.
• Preparing the “Site query procedure” and coordinating the resolution.
• Coordinating engineering activities for Site procurement.
• Maintaining contact with material suppliers and, liaising with the Construction Manager and
Commissioning Manager, ensuring that suppliers are present during the plant construction, pre-
commissioning, and commissioning phase; ensuring the preparation of the monthly progress to be
submitted for approval to the Project Manager.
5.1.7 Site Engineer
Manages the activity on site (usually operating in the same technical field), to ensure that the established
quality requirements, costs, and schedule are met. These position’s tasks include:

• Participating in the preparation and up-dating of construction plans and schedule for the activities of
his competence.
• Verifying and ensuring the availability and adequacy of technical documents and materials to be
delivered to the BIDDER to carry out the scheduled work, providing for expediting or proposing
corrective actions when necessary.
• Co-ordinating the activities to be carried out by manpower and the various Vendors, consistently with
the other activities, and ensuring proper necessary technical supervision.
• Systematically measuring the amount of work carried out by BCC and monitoring any deviations with
respect to the established schedule.
• Ensuring the bookkeeping and accounting and verifying the work progress/amount of works prepared
by BCC.
• Verifying the availability and adequacy of the resources and facilities available with respect to the
programs to be completed and controlling the BCC productivity, promoting corrective actions when
necessary.
• Ensuring the proper disposition of the non-conformities with the assistance of specialists from the
Head Office when necessary.
• Ensuring the co-ordination of Supplier's representatives.
• Pointing out to management any problems or deviations which he cannot solve, proposing possible
solutions.
• Assisting management in the administration of claims and new prices with BCC.
• Assisting management in contacts with the CLIENT representatives, when necessary.
• Checking procedures and equipment to be used in tests, controls and inspections and agreeing on the
applicable operating procedures with the organization in charge of the works.
• Ensuring the availability of updated inspection, control, and test reports, for the purpose of approvals
of mechanically completed plant systems.
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• Attending the tests, controls and inspections carried out by BCC, checking conformity with the Site
Quality Control Plan, and obtaining the relevant documentation, including that required by European
Directives (where applicable).
• Helping with the systematic collection of lessons learned on the individual Site.

5.2 PROJECT INTERFACE MANAGEMENT

Interfaces are generally considered as the links between different construction elements, stakeholders, and
project scopes. Identifying and monitoring interfaces is significant because it can affect the cost, time, and
quality of the project during its execution, or after the project has been delivered.

BCC will prepare a “Project Management Interface Plan” that will effectively handle these interfaces
throughout the project life cycle. This plan will identify and detail the interfaces among existing and new
facilities and among contractors. It will provide oversight of the interaction and information flow between the
major contractors. The main component of the document includes the following:

• Project Information
• Contractor Scope of Works and Interfaces
• Interface Roles & Responsibilities
• Master Interface Register
• Interface Management Process
• Tools for Interface Management

6 PROJECT SAFETY
BCC has a strong Accident Prevention Program and Management leadership that makes a difference in Health
and Safety. At BCC, we are committed to safety above all else, and this commitment is the centre of everything
we do. Our proactive approach creates value for our clients and safeguards our most important asset which are
our employees. Our entire team is dedicated to maintaining a safety-focused and environmentally sound
business; our safety culture is promoted by each member of our team through planning, implementing, and
evaluating safety practices daily.

BCC safety program is proactive and action-oriented; everyone from management to trades people are involved
in making a zero-incident workplace a reality. We use daily pre-task planning sessions, ongoing safety
inspections, weekly safety meetings, safety seminars, special equipment training, safety manual reviews and
email updates to assist in attaining our goal of zero incidents.

BCC supervisors receive trainings and seminars in Fall Protection, Excavation and Trenching, First Aid, and
Confined Space Entry Procedures, Substance Abuse Awareness and Recognition. New employees are required
to complete our New Hire Safety Orientation Program. Our substance abuse program includes Pre-hire, Post
Accident, Fitness for Duty, For Cause and Random Drug and Alcohol Testing. All employees, including
management, are subject to random testing equal to 25% of our annual workforce.

Our safety culture at BCC focuses on keeping motivational messages and emotions at the forefront of
everything we do – every day. Family oriented messages remind us to keep safety at the top of our minds with
poster and banners placed throughout our projects. Bringing our families to the jobsites with this visual
reminder positively impacts how we approach and value safety. Our goal continues to be ZERO ACCIDENTS.

The overall responsibility for Health, Safety & Environment rests at the highest level, however, all individual
employees have important responsibility towards it and must participate in carrying out the following:

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• Comply with all regulations governing Health, Safety & Environment at the job site.
• To take convenient and practical actions to correct or isolate unsafe conditions or work practices.
• To promote Health, Safety & Environment awareness.
• Hold each employee accountable for their individual responsibility to Health, Safety & Environment.
• To assure that employees will accomplish the safe completion of assigned tasks.
• That no task is so important that we cannot take the time to do it safe.
• Protecting of environment by removing all hazardous wastes and by proper housekeeping.
Kindly see Project HSE Plan for a detail information of BCC’s HSE program for this Project.

7 CONTRACTOR SAUDIZATION PLAN

BCC gives due importance and emphasis to the Kingdom’s “VISION 2030” and Saudization programs. The
following actions will be taken to promote and support hiring and training of Saudi Arab personnel working on
this project.

• BCC will support established local manufacturing facilities.

• BCC will provide employment and training opportunities for Saudi nationals and always exceeds the
Saudization requirement set forth by the Government.
• In compliance with the Client and Saudi Government requirements on Saudization, BCC will deploy Saudi
employees in various positions and discipline.
• The strategy of Saudization for this project shall be implemented as per the list of categories specified in
the Contract. Please refer to the table below.
GROUP DESCRIPTION MIN. LEVEL (%)
A Engineers and Construction Field Personnel
B Skilled Workforce/Craftsmen
C Un-skilled Workforce
D Project Management Administrative Personnel

8 CONSTRUCTION
This addresses project concerns where corresponding plans of action or solutions have not been completely
defined. Concerns for project delivery should be addresses by Project Risk Management, including any unusual
efforts or procedures required for successful project completion. Areas of Concern related to external interfaces
and engineering or operational issues that may affect the resulting capability provided by the project are
highlighted below:

8.1 MOBILIZATION
Mobilization of Construction Management personnel is one of the critical stages of the project. It involves
sourcing and deployment of qualified personnel who are experienced and capable of executing the job.

The Construction Management team will be responsible for the efficient and successful execution of
construction activities. Proper management of allocated and required resources shall be done in consideration
of all components of construction in terms of scope, quality and timely completion whilst complying with
Contractor policies and statutory requirements on business principles, health, safety, and environment. The
team will define the overall objectives in these areas and set the targets to assure timely completion of the
project.

Equipment’s to be deployed shall be certified by a third party in accordance with the CLIENT requirements and
standards. A dedicated team shall handle the processing of all required documents and certifications required
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in accordance with the requirement of the CLIENT. A dedicated equipment supervisor will be assigned at the
project site to supervise the maintenance and repair works of equipment, and to ensure available equipment
is in good operating condition.

8.2 TEMPORARY FACILITIES

BCC shall establish its own temporary camp facilities outside the Project premises. Area shall be provided by
the CLIENT or to be lease. BCC shall establish at site the following Temporary camp facilities to support and
serve the construction execution and operational administration.

CONTRACTOR shall construct the following inside the TCF:

• Manpower Camp
• Site Offices
• Laydown Yard
The TCF shall be removed at contract completion and areas will be reinstated to original conditions.

8.2.1 Temporary Site Offices

The temporary site office of CONTRACTOR and the CLIENT, with facilities ready to be used, has been
prepared already by the CLIENT for the winning BIDDER/CONTRACTOR to minimize his mobilization. Other
items to be provided by the winning BIDDER to facilitate the immediate commencement of the Work, such
as computer platforms, etc. Maintenance of the Office are part of the Contract.

8.2.2 Warehouse Facility and Laydown Area

Warehouse and laydown yard to be located outside the project site. It will be erected inside the temporary
facilities of BCC. Since no major bulk materials are foreseen in the Work scope, BCC intends to use
containerized storage to store paints, grouts, cements, consumables, small work tools, spare parts etc.

Lay-down area shall be maintained clean and organized to keep the material in safely and correct manner.

Wooden pallets or racks will be used to support rebars, plywoods, pvc pipes, etc. to avoid contact with the
ground. Material kept in open shall be covered with tarpaulin sheets to avoid direct exposure to weather.

8.2.3 Other Site Facilities

BCC will provide:

• First Aid, Ambulance, and medical service as per HSE Plan as required under this contract at Camp
Accommodation, office, and work site.
• Site area lighting during night shifts.
• Fire prevention and firefighting services.
• Construction site sanitary and hygiene arrangements.

8.3 CONSTRUCTION ACTIVITIES

All Construction activities will be fully managed and implemented by the construction team in collaboration
with the Field Engineering, Quality, HSE, procurement and all department of the project team.

Construction activities likewise shall be executed as per the construction master schedule which will be
prepared and submitted for Contractor approval.

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During Construction, Site Engineers and Inspectors check all work for conformity to specifications, drawings,
Contract documents, workmanship, and material suitability.

8.3.1 Construction Sequence

The construction sequence will follow the logical pattern for this type of work. The following is a brief
description of the sequence of work:

• BCC shall carry on all the necessary clearing, grubbing and demolition (if applicable) within the site area.
Unnecessary materials shall be removed from site. We confirm that such works shall start after site
possession and securing of the related approval and permits.
• Protection of the working area by providing barricades and signage to properly direct worker and
equipment and avoid untoward incidents.
• Survey control points will be inspected and verified data shall be transmitted to BCC by the CLIENT. BCC
then develops temporary control points to mark the alignment of the baselines in area in compliance to
schedule. Marking will be established by the surveyors using the survey control points to identify the
exact locations and measurement of the required excavation.
• Excavation will be done as per excavation Method statement which shall be submitted for CLIENT
approval. Excavation shall be done to the lines and grades or elevation, as indicated in the IFC Drawings.
Excavated material shall be used for backfilling providing it passes the required tests. Unsuitable
material shall be removed and be replaced by suitable one.
• Dewatering (if necessary) shall be done via submersible pumps in wells distributed around the perimeter
of the excavation. Water will be pumped to the near by evaporation pond. Dewatering shall be
subcontracted to a Professional Specialist.
• Blinding concrete, membranes, or such other protection as specified on the drawings shall be placed
following the completion of excavation and compaction works, clearing the soil tests and as soon as it is
approved by the QC Inspector.
• Waterproofing shall be done by a Specialized Subcontractor using materials approved by the CLIENT. The
waterproofing activities are mainly in the foundation stage, wherever the concrete touches surrounding
soil and on the roof.
• Foundations and building works. Substructure works will be divided into different areas. Those areas will
be separated by construction joints and therefore can follow different schedule of work once they reach
the superstructure level.
Method of statement for concrete works shall be prepared prior to any concrete pouring and shall be
approved by the CLIENT.

QA/QC procedure covering all the activities related to the concrete works shall be submitted to the
CLIENT for approval. BCC will provide to the CLIENT all the sampling and testing activities carried out in
the field and/or in the laboratory.

A bar bending schedule shall be submitted to CLIENT for approval. The number, size, form, and position
of all steel reinforcing bars, ties, links, stirrups, and other part of the reinforcement are to be in
accordance with the drawings and kept in the correct position in the forms without displacement during
the process of vibrating, tamping, and ramming the concrete in place. The approved spacers shall be
used during the process. The concrete cover shall not exceed tolerance unless particularly otherwise
specified.

Formworks shall be made of conventional wooden or steel forms. Formworks shall be prepared for
concrete placing after the control of axes, elevation, alignment, and the necessary strengthening have

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been carried out. All formworks’ systems shall be strengthened by scaffoldings and working platforms.
The CLIENT shall approve the works.

Backfilling will be made on top of foundations to bring the construction to the required levels, prior to
proceeding with the different floor plans.

• Precast hollow core panels and beams will be subcontracted to a specialist company, following approval
by the CLIENT. The Subcontractor shall supply and erect the precast items with the assistance of BCC
personnel. Some of the works will be erected by Large Cranes and the rest with long reach, properly
sized Mobile Cranes. QA/QC procedure covering all the activities related to the precast concrete works
shall be submitted to CLIENT for approval.
• All Architectural, sundry, and finishing works shall be installed/constructed in accordance with the
approved finishing schedules and materials. Selection of finishing materials will be based on the
requirements of the Project.
• Electrical, Plumbing, and Mechanical rough ins shall be in accordance with the drawings. Piping layouts,
raceways as well as all necessary support and fittings for these services shall be as per the project
standards and specifications. These services rough ins shall be installed by a skilled technician.
Coordination with different discipline is needed in performing this works.
All cables and pipes shall be laid according to the schedules indicated in the drawings. Fixtures and
equipment shall be in accordance with the project specifications and is approved by the CLIENT.
Installation, testing and commissioning shall be under the direct supervision of the Discipline Engineer.

• Landscape, roads, curbstones, sidewalks and other external works shall start once the building is erected
and equipment are installed and the need for large mobile cranes is over.
The work activities described above are not intended to be either complete or in strict sequence of
operations but only as a guide to the overall planning and scheduling operations.

8.3.2 Construction Methods and Procedures

BCC shall abide by the CLIENT procedures, standards, and specifications in executing all construction
activities. Dedicated Method Statements and Procedures will be prepared for each main activity as follows;

 Excavation and Backfilling

 Concrete pouring
 Precast Installation/ Erection
 Coating
 Pipe laying
 Hydrotesting
 Telecom & Electrical Installations
 Plumbing Installations
 HVAC & Mechanical Instalations
 Installation of Fire Alarm & Fire Protection

8.4 DEMOBILIZATION
BCC shall, on completion of the project demobilize the manpower, equipment, and surplus material.
Demobilization shall be done strategically by:

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• Relocation or reassignment of direct & indirect manpower
• Removal of all temporary structures and temporary installations.
• Removal of all tools and equipment and the property of BCC and their sub-contractors.
• Return of all Saudi Aramco tools and equipment if any
• Return of any excess Saudi Aramco materials if any.
• Return of all Saudi Aramco Security Passes.
• Removal and disposal, at the relevant disposal site, of any waste and the cleaning of the work areas.

9 PRE-COMMISSIONING AND MECHANICAL COMPLETION PLAN

The Pre-commissioning and Mechanical Completion Plan include all pre-commissioning activities, a listing of all
systems/sub-systems, a detailed schedule, procedures required to support each system, and the activities that
need to be performed prior to handover and the commencement of commissioning, start-up, and operations.

The development and execution of the Pre-commissioning and Mechanical Completion Plan is the responsibility
of the Project Manager with inputs from Inspection, Proponent, etc. The Project Manager is to provide
oversight to ensure that planning is performed as activity that is planned and tracked.

The main components of the Pre-commissioning and Mechanical Completion Plan include the following:

• Detailed Pre-commissioning Schedule illustrating all major pre-commissioning activities and their timing
and duration (to be aligned with the tail-end construction schedule).
• Pre-commissioning procedures for all testing and inspection required under the mechanical completion
checklist for each system, including the applicable pre-commissioning forms. The procedure should
cover all disciplines (for example buildings, electrical system, instrumentation, mechanical systems, etc.).
• Identification of the Mechanical Completion Packages, which describe the limit and scope of the system.
This is to include drawings that indicate the system boundaries and isolation locations.
• Vendor Representative Requirements.
• Master of the Punch List/Exception Item List Database
• Pre-commissioning Status Tracking System
• System Turnover Sequence – Provides a conceptual plan of the breakdown of the facility into systems
and the sequence in which these systems will be checked out and turned over to the Proponent. Also,
this must include specific plans to implement Partial Mechanical Completion, if applicable.

10 EVALUATION AND LESSONS LEARNED

The Lessons Learned Report is a tool used by project staff to document lessons learned throughout the project
life cycle.

10.1 PARTICIPANTS ROLES AND RESPONSIBILITIES

At the end of each phase of the project lifecycle, the project team shall hold a review session and formally
document each lesson learned. Project staff performing different functions on the project will have a different
outlook on successes, failures, and possible solutions. It is essential that at least one representative from each
major area or department of the project shall participate.

• Project Manager
The Project Manager shall implement this lesson learned reporting procedure and review for further
improvements.
• Department Heads

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The department heads of the project organization shall participate in the lesson learned discussion
and bring all the important experience whether successful or not successful to be recorded and shall
serve as guidelines in other future projects.
• Site Engineers/Supervisors/Foremen
The Site Engineers, supervisors and foremen are the frontliners in the field, they shall bring first-hand
information and detailed experience which are very essential to record in the lesson learned report.

10.2 LESSONS LEARNED ACTIVITIES

The lessons learned activity involves determining the causes of variances in performance, the reason behind
corrective actions chosen, and project activities that worked well and those that did not. Lessons learned
should be documented as part of the historical record for the current project and as a “best practice”
reference for future projects. The lessons learned review should be conducted following completion of each
major project lifecycle phase. At a minimum, projects perform a lesson learned review at the end of each
phase and at project completion.

10.2.1 Conducting Lessons Learned Sessions

A lesson learned session is a mechanism for group review that serves as a valuable phase closure. The
session provides a forum for public praise and recognition for project team members, allows the team to
acknowledge what worked well, and offers an opportunity to discuss ways to improve processes and
procedures.

Participants of a lessons learned session are typically the Project Manager and project team. It may also
include the Client or Vendors as appropriate.

Lesson Learned Typical questions to answer include the following:

• In this project what did we do well? What could we have changed?

• Did the delivered product meet the specified requirements and goals of the project?
• Was the customer satisfied with the product?
• Did the project stay within scope?
• Were cost budgets met?
• Was the schedule met?
• Were risks identified and mitigated?
• Were problems or issues resolved timely and adequately?
• Did all the components of the project management methodology work? If not, which ones did not, and
why?
• What procedure works best?
• What could be done to improve the procedure?
10.2.2 Documenting Lessons Learned Activities
Lessons Learned are captured and documented on the Lessons Learned Report template. At a minimum,
projects should perform a lesson learned review at the project completion. Finalized Lesson Learned Reports
are then to be submitted to the Project Management Office.

Lessons learned are captured so they ultimately become part of a historical database for both the project
and other BCC projects.

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