Ssg-Ng01012401-Gen-Aa-5760-00001 - R04 - Project Execution Plan

Shell Petroleum Development Company of Nigeria
AUGUST, 2015 DOCUMENT NUMBER
SSG-NG01012401-GEN-AA-5760-00001
SOUTHERN SWAMP ASSOCIATED GAS SOLUTION (SSAGS)

PROJECT PRODUCTION FACILITIES EPC
Contract No. : NG01012401
PROJECT EXECUTION PLAN
Proprietary Information: This document contains proprietary information and may not be partly or wholly reproduced without prior
written permission from Shell Petroleum Development Company
Revision Date Description Originator Checker Approver
R04 19-Aug-2015 Re-Issued For Review C. Oladele F. Aiello E. Barbieri
Contractor:
Contractor Document Number: GEN-ZA-E-09001
SSG-NG01012401-GEN-AA-5760-00001 PROJECT EXECUTION PLAN

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This document is controlled electronically and uncontrolled when printed

ADDITIONAL AGREEMENT/APPROVAL RECORD
Party Ref Ind. Name Sign Date
Revision Philosophy
 Revisions for Review - First issue will be issued at R01, with reason of issue description - Issued
for Review, (with subsequent R02, R03, etc. as required to be used in dependence of review
status received by SPDC). Last issue: A01, A02… with reason of issue description -
Issued for approval, A02 might be reissued in case further modification occurred A02,
with reason of issue description – Re-Issued for approval. When document is considered
closed by SPDC, the revision must be changed to C01, C02…. with reason of issue
description - Approved for Construction.
 Revisions for Design Documentation - First issue will be issued at D01, with reason of issue
description - Issued for Review, (with subsequent D02, D03, etc - issue description - Issued for
Design (Design review). as required to be used in dependence of review status received by
SPDC). Last issue: C01, with reason of issue description - Issued for Construction (Final
Design) (C02 might be reissued in case further modification occurred). When document is
considered closed by SPDC, the revision must be increased (with no change on the document
itself) and issued, with reason of issue description - Approved for Construction (Final Design).
 Revisions for Purchase - First issue will be issued at P01, with reason of issue description -
Issued for Purchase, (P02, etc. to be used in dependence of review status received by SPDC).
Last issue: P03, with reason of issue description - Approved for Purchase (Final Issue) (P0X
might be reissued in case further modification occurred).
 Revisions for Information - First issue will be issued at R01, with reason of issue description -
Issued for Information.
 Revisions for As built - Documents or drawings revised as “As built” will be issued as Z01, Z02 Z03
etc. as required.
 Narrative sections revised from previous approved issues are to be noted in the table below and/or
highlighted in the RH margin (using the appropriate revision status).
 Previous revision highlighting to be removed at subsequent issues.
 Drawings/diagrams revised from previous approved issues are highlighted by 'clouding' the
affected areas and by the use of a triangle containing the revision status.
 If a document is cancelled the document will be issued at the next sequential number by adding the
suffixed with a X. For example if R02 is the current revision then X03 will be the Cancelled
revision, with reason of issue description - Cancelled.
 All revisions to this document must be approved by the relevant Technical authority.
Revision History
Revision No. Date of issue Document ID/Reason for change
R04 19-Aug-2015 Re-Issued For Review
R03 26-May-2015 Re-Issued For Review
R02 26-Feb-2015 Re-Issued For Review
R01 24-Nov-2014 Issued For Review

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SUMMARY PAGE
COMPANY: Shell Petroleum Development COMPANY of Nigeria Ltd.
Project: SOUTHERN SWAMP ASSOCIATED GAS

SOLUTION (SSAGS) PROJECT Node: General
PRODUCTION FACILITIES EPC
COMPANY Project. Ref. Project Execution Plan
Title: PROJECT EXECUTION PLAN COMPANY Doc. No. SSG-NG01012401-GEN-AA-5760-
00001
SUMMARY
This document describes the principles to be followed for the project execution plan of activities of
the SSAGS Project, in order to comply with the scope of services and Company’s requirements,
and to fulfill the Project objectives under a well-coordinated and optimized organization.
KEY WORDS: SAIPEM CONTRACTING NIGERIA LIMITED, NEW OPERATIONS BASE, RUMUOLUMENI, PORT - HARCOURT
REFERENCES HOLDS
SAIPEM Document No COMPANY Document No Description Page
Section IIA, article 15 and Section IV, Project Execution Plan 114
articles 3.2.3.2 & 3.2.3.3
R
0
4

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CONTENTS
1. PROJECT OVERVIEW 9
1.1 Contract Information 12
1.2 Project Locations 12
1.3 Definitions and Abbreviations 14
1.3.1 Definitions 14
1.3.2 Abbreviations 16
1.4 Codes and Standards 18
1.5 Units of Measurement 19
1.6 Information Transfer 19
1.7 Scope and Purpose of the Execution Plan 20
1.7.1 Scope of Work 20
1.7.2 Purpose 22
1.8 Project Structure and Strategy 23
1.9 Contractor’s Primary Responsibilities 25
1.10 CONTRACTOR’s Organization 26
1.11 Project Schedule 26
1.12 Home Office (located in Port Harcourt) 27
1.13 Site (located in Tunu) 29
1.14 Project Environmental Data 31
2. PROJECT MANAGEMENT 32
2.1. General Executive Summary 33
2.2. Project Calendar 34
2.3. General Design Basis and Philosophy 34
2.4. Control, Monitoring And Procedures 34
2.5. Schedule Baseline and Work Breakdown Structure Management 35
2.6. Risk Analysis 35
2.7. Milestone List 35
2.8. Manpower Resourcing 35
2.9. Change Management Plan 36
2.10. Post Implementation Review 36
2.11. Key Project Objectives 37
2.12. Project Closure Report 37

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3. INTERFACE MANAGEMENT 38
3.1. COUNTERPART CONTRACTORS 39
3.2. INTERFACE MANAGEMENT PLAN (IMP) 39
3.2.1. INTERFACE WORK PROCESS 39
3.2.2. INTERFACE MANAGEMENT 40
3.3. PRELIMINARY INTERFACES FROM FEED 40
4. SECURITY 43
4.1. SAIPEM SECURITY POLICY 44
4.2. DESCRIPTION OF THE PROJECT SECURITY ACTIVITIES 44
4.3. APPROVALS AND UPDATING THE PLAN 45
4.4. DISTRIBUTION LIST 45
4.5. THREAT AND RISK ASSESSMENT 45
4.6. RISK MATRIX PLAN 46
4.7. RISK MITIGATION PLAN 48
4.8. EVACUATION PLAN 48
4.8.1. OBJECTIVES 48
4.8.2. EVACUATION OPTIONS 48
5. ICT 49
5.1. RESPONSIBILITIES 50
5.2. COMPANY’S COMMUNICATION FACILITIES AT DIFFERENT WORKSITES 50
6. PROJECT CONTROL 53
6.1. SCNL CONTROL FUNCTION DETAILS FOR SSAGS PROJECT 54
6.2. PROJECT CONTROL PROCEDURES 55
6.2.1. PLANNING AND SCHEDULING 55
6.2.2. WORK BREAKDOWN STRUCTURE 55
6.2.3. RISK ANALYSIS: 55
6.3. PROGRESS MEASUREMENT 56
6.3.1. HOME OFFICE 56
6.3.2. CONSTRUCTION 56
6.3.3. DOCUMENT CONTROL 56

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7. INFORMATION MANAGEMENT AND DATA CONTROL 58
7.1. INFORMATION MANAGEMENT COORDINATOR 59
7.2. DOCUMENT CONTROL COORDINATOR 59
7.3. VENDOR DOCUMENT CONTROLLER 59
7.4. INFORMATION DELIVERABLES 60
7.4.1. DATA DELIVERABLES 60
7.4.2. COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM (CMMS) 60
7.4.3. CORRESPONDENCE 61
7.4.4. DOCUMENT TRANSMITTALS 61
7.5. CONTRACTOR EDMS 61
8. HSE MANAGEMENT 63
8.1. HEALTH, SAFETY AND ENVIRONMENTAL (HSE) PLAN 64
8.2. PLANNING AND PROCEDURES 64
8.3. RISK MANAGEMENT OF HSE (HAZARDS AND EFFECTS MANAGEMENT) 65
8.4. IMPLEMENTATION (MONITORING, RECORDING AND CORRECTIVE ACTION) 66
8.5. HSE MANAGEMENT SYSTEM 66
8.6. SET OF DELIVERABLES 66
8.7. HSE REVIEWS 67
8.8. HAZOP AND SIL REVIEWS MANAGEMENT 68
9. QUALITY MANAGEMENT, AUDITS, REVIEWS AND TESTING 70
9.1. PROJECT QUALITY MANAGEMENT 71
9.2. PROJECT QUALITY MANAGEMENT SYSTEM (PQMS) AND PLANNING 71
9.3. PROJECT QUALITY MANAGEMENT ACTIVITIES 71
9.4. PROJECT QUALITY MANAGEMENT REVIEW MEETING 72
9.5. TRAINING AND TOOL BOXES 72
9.6. QUALITY REQUIREMENTS FOR SUBCONTRACTORS/SUPPLIERS 72
9.7. QUALITY CONTROL / INSPECTION AND TESTING PLAN (QCP/ITP) 72
10. ENGINEERING 74
11. FABRICATION, ASSEMBLY AND STORAGE 77
11.1. METHOD STATEMENT FOR MODULES FABRICATION 78

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11.2. GENERAL 80
11.3. MATERIAL MANAGEMENT 81
11.4. HANDLING AND STORAGE 82
11.5. PREFABRICATION AND ASSEMBLY ACTIVITIES 82
11.6. ERECTION PHASE 82
11.7. STRUCTURAL PRE-ASSEMBLY AND ASSEMBLY 83
11.8. PIPING 83
11.9. PAINTINGCOATING 83
11.10. MODULES COMPLETION 83
11.11. THE RELEASE FOR TRANSPORTATION 83
11.12. FABRICATION YARD FACILITIES 84
11.13. CONSTRUCTION CONSUMABLES 84
12. CONSTRUCTION, INSTALLATION AND HOOK-UP 85
12.1. RESPONSIBILITIES 86
12.2. MOBILIZATION 86
12.3. CONSTRUCTABILITY 86
12.4. CONSTRUCTION METHODS 87
12.5. HEAVY LIFT AND CRITICAL HANDLING STUDIES 87
12.6. TEMPORARY CONSTRUCTION FACILITIES 87
12.7. GENERAL SERVICES 88
12.8. SUB-CONTRACTING 88
12.9. HEALTH, SAFETY, ENVIRONMENT AND SECURITY 88
12.10. INFORMATION MANAGEMENT 88
12.10.1. SITE SCHEDULING, CONTROL AND REPORTING SYSTEM 88
12.10.2. FEASIBILITY STUDIES 88
12.10.3. MANAGEMENT OF DRAWINGS AND TECHNICAL DOCUMENTATION 88
12.11. MANAGEMENT OF MATERIALS ON SITE 89
12.12. QUALITY MANAGEMENT OF CONSTRUCTION ACTIVITIES 89
13. PRE-COMMISSIONING, COMMISSIONING, START-UP AND TRAININGS 90
13.1. MAINTENANCE ENGINEERING EXECUTION PLAN 91

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13.2. MAINTENANCE MANAGEMENT SYSTEM (MMS) 92
13.3. OPERATIONS & MAINTENANCE EXECUTION PLAN 94
13.4. TRAININGS 94
14. PROCUREMENT AND SUB-CONTRACTING 96
14.1. PURCHASE ORDERS AND SUB-CONTRACT MANAGEMENT 97
14.2. PURCHASE ORDER MANAGEMENT 97
14.3. SUBCONTRACT MANAGEMENT 97
14.4. NIGERIAN CONTENT REQUIREMENT 99
14.5. PROJECT SPECIAL CONDITIONS 99
15. POST ORDER AND CUSTOM CLEARANCE 100
16. NIGERIAN CONTENT DEVELOPMENT (NCD) 103
17. SUSTAINABLE COMMUNITY DEVELOPMENT 105
18. LOGISTICS AND TRANSPORTATION 108
ATTACHMENT 1: TUNU PLANT LAYOUT AREA 110
ATTACHMENT 2: TUNU PLANT LAYOUT TEMPORARY ROADS 111
ATTACHMENT 3: OGBOTOBO SITE LAYOUT 112
ATTACHMENT 4: OPUKUSHI SITE LAYOUT 113
ATTACHMENT 5: BENESIDE SITE LAYOUT 114

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1. PROJECT OVERVIEW

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The Southern Swamp Integrated Oil & Gas Gathering Project (SSIOGGP) was initiated in October 1999 with a
mandate for further oil development and ending routine flaring at the flow stations.
The Southern Swamp area comprises 16 fields (12 producing field and 4 partially appraised fields) (PAFs) and 4
unappraised developments (UADs) with Scope for Recovery (SFR) volumes in the order of 858 MMboe. The fields
are situated in OMLs 35, 36 and 46 in the coastal swamp area, 65km South of Warri. All existing production in the
area is gathered into a total of four flow stations located at Tunu, Ogbotobo, Benisede and Opukushi. The
produced oil in the area is evacuated via the Trans Ramos pipeline to the Forcados Terminal whilst the associated
gas is currently flared.
The Engineering, Procurement, Construction and Commissioning of production facilitities for Southern Swamp
Associated Gas Solution (SSAGS) Project is between the COMPANY (Shell Petroleum Development Company of
Nigeria Limited and CONTRACTOR (Saipem Contracting Nigeria LImiited) who are liable to the COMPANY for the
perfromance of the work and all other matters in connection with the CONTRACT. However, the current concept
has incorporated NAG opportunities in the area to improve the gas supply to the domestic market. Figure 1.0
shows the schematic (field and pipelines) of the project.
The scope of SSAGS Project, as schematically described in figure 1.1 and 1.2 below, is to modify the existing
flowstations located in Benisede, Opukushi, Ogbopodo, Tunu and to install a new gas Centralized Production
Facilities (CPF) in Tunu in order to gather all Associated Gas, flared at the moment, and to export the NAG / AG
Gas to the domestic market at the required West African Gas Pipeline (WAGP) specification. SSAGS project
commitment is to utilize ullage in the existing surface facilities and infrastructure without adversely impacting
surface facility capacities. The overall development concept is represented in Figure 1.1.
Figure 1.1 – Schematic Layout

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Figure 1.2– Selected Concept Schematic
Figure 1.3 – Project schematic diagram

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1.1 Contract Information
Project Name: : Southern Swamp Associated Gas Solution;
Country: : Nigeria;
Location: : The project encompasses No 4 sites: Tunu, Ogbopodo

Benisede and Opukushi located about 65km South of Warri,
Delta State and 15 km East of Bayelsa State Nigeria.
Company: : Shell Petroleum Development Company of Nigeria Ltd

(SPDC);
R Contractor: : (SAIPEM) Saipem Contracting Nigeria Ltd, Snamprogetti

0
4 Engineering BV and Desicon Engineering Ltd (as per
contract dated July 20, 2012);
Type of Contract: : EPC;
Effective Date: 20th July, 2012;
Schedule Completion 38 Months After EFFECTIVE DATE, in compliance with the

Date: Revised Baseline Schedule;
Scope of Work: : The work to be executed under this contract comprises

detailed engineering design review and verification, materials
procurement, construction and commissioning to modify
existing flow stations located in Benisede, Opukushi,
Ogbotobo, Tunu and provide a new central production
facilities in Tunu in order to gather all associated gas, which
is flared till now, and to export NAG/AG gas to domestic
market at the required WAGP specification.
1.2 Project Locations
The Southern Swamp area comprises 16 fields(12 producing and 4 partiallyy appraised fields (PAFs) ) with Scope
for Recovery (SFR) volumes in the order of 858 MMboe. The Southern Swamp assets are located in OML-35, 36
and OML-46, some 65 km South-East of Warri in the Niger Delta area. The area is bounded by Gbotebo / Brass
Creeks to the East, Bomadi Creek to the North, Dodo River to the East and South. These oil mining leases are part
of the SPDC concessions. The area includes four flow-stations which handle production from the following currently
producing fields:
Flow-station Currently Producing Fields.

Tunu Tunu, Kanbo
Ogbotobo Ogbotobo, Agbaya
Benisede Benisede, Akono, Opomoyo
Opukushi Opukushi, Opukushi North, Seibou, Ajatiton

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Figure 1.3 displays the field location and Figure 1.4 shows the AGS nodes delineated out of SPDC production
areas for the purpose of gathering the otherwise flared AG. Some industries and thermal power plants in the
domestic market have been identified as outlets for the AG and NAG harnessed from these nodes.
Figure 1.4 Field Locations
Figure 1.5 SHELL Gas Pipeline Network Pipelines

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1.3 Definitions and Abbreviations
1.3.1 Definitions
Detailed Work Plan –Project Schedule– for the achievement of key milestones
Baseline deadlines approved by the parties as reference for progress control, monitoring and
forecasting.
Unique element used to define construction quantities and to allow planning, which is
necessarily linked to these quantities and related progress. It’s also used to define
Bill Item
the scope of work of subcontractors in terms of Man Hours and Unit Prices/Budget
Costs.
Change Order Variation to the Scope of the Work.
Client An organisation with which the Company has a Contractual agreement in force.
Company Refers to the client Shell Petroleum Development Company of Nigeria.
Construction
Main activity to be carried out within the work package (Piping, Steel Structures,
Management Class
equipment , etc).
(CMC)
The construction sequence represents the list of the working tasks included into a
Construction
SCMC. Those working task (Basic Activities) are aimed to split the duration of a
Sequence
SCMC for each SubItem and to identify further level of progress monitoring details.
(SAIPEM) Saipem Contracting Nigeria Ltd, Snamprogetti Engineering BV and
Contract
Desicon (as per contract dated July 20, 2012);
Contract documents Tender documents (in bid phase) or the Contract (in execution phase).
Shall mean the price calculated in accordance with Section III - SCHEDULE OF
CONTRACT PRICE
PRICES for the WORK.
The organisation to which the Client awards execution of a Project or a portion
Contractor
thereof.
CONTRACTOR Shall mean that person referred to in the Article headed CONTRACTOR
REPRESENTATIVE REPRESENTATIVE.
Formal written communication, conventionally either a letter or a facsimile, issued or
received by any distinct entity or party involved in the Contract. If not excluded by the
Correspondence
law in force in the Contractor's country, emails may also be a means of formal
communication.
The action of removing personnel from a location due to a Medical or Security
Evacuation
emergency.
control occurs because a specific event has taken place. Examples of event driven
Event driven control controls include End-Stage Reports, completion of a Project Initiation Document
(PID) and creation of an exception plan.
Are regular progress feedbacks. Examples of time driven controls include checkpoint
Time driven control
and highlight reporting.
Actions taken to authorise, plan, monitor, control and close out a journey, in order to
Journey mitigate the risk to Health, safety, Environment or damage to personnel, material or
Management equipment, and ensure measures are in place to recover should the journey not be
completed for any reason.

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Any applicable statute, ordinance, rule, decree, requirement or regulation of any
Law governmental authority or agency, whether national, state, municipal, local or other
government subdivision.
Level Hierarchy in the Project Schedule or Reporting.
Main unit of work or group of activities that represent a contractually significant and
Milestone
payable event when achieved.
Organisations involved in various capacities in the Project (e.g. Client, Companies,
Parties Saipem Company, Agencies/Authorities, Licensees, Partners, Contractors,
Subcontractors, Vendors, etc.).
Document specifying the management system elements and resources to be applied
Plan
in a specific case (i.e. Quality Plan or Execution Plan).
The phase to make systems ready for Commissioning and in which all the required
Pre-commissioning cleaning, checks and tests (electrical, instrumental, mechanical), are implemented
without introduction of hydrocarbons, process materials/fluids, into the process.
All project deliverable document (paper and electronics) produced or received by the
Project Document
Contractor and used to execute the Contract.
Accountancy, planning, scheduling, reporting, Contract management and cost
Project Services
management.
Standard Man-Hours are the direct productive man-hours required to execute the
works under optimal operating conditions (i.e. skilled workforce, optimal climate
Standard Man Hour
conditions and adequate equipment). SMH represent the entity of the scope of work
(SMH)
to be executed and are the basis of the Project estimate. The SMH are calculated
with the quantities estimated by bill item through the Saipem standard library.
Sub Construction
Sub activity of CMC (for example carbon steel pipe, heavy structures, light structures,
Management Class
pumps, exchangers, etc.).
(SCMC
Organisation appointed by the Contractor to perform activities that make up the
Subcontractor scope of the active Contract. Entity (and its legal successors in title) named as
Subcontractor to perform specific services and/or works.
Hierarchical breakdown and division of the scope of the project in more manageable
Work Breakdown homogeneous phases. Each descending level represents a further degree of detail of
Structure the definition of the scope of work. This clearly details the responsibilities, focuses
(WBS) attention on project objectives; it is a planning guide for all levels identified in it. It is
representative of the work to be carried out and aimed at achieving a tangible result.
Work Package Discipline (Mechanical, Civil, etc.) that is carried out in the area.
Working class aggregates several bill items and make it possible to synthesize the
related quantities, hours & costs. Homogeneous working class is defined by
Working Class Discipline. Working classes can be structured in two aggregation levels:
- CMC (Construction Management Classes)
- SCMC (Sub Construction Management Classes).
WORKSITE shall mean the lands, waters and other places on, under, in or through
which the WORK is to be performed including offshore installations, floating
construction equipment, vessels (including the area covered by approved anchor
Worksite
patterns) design offices, workshops and places where equipment, materials or
supplies are being obtained, fabricated, stored or used for the purposes of the
CONTRACT.

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1.3.2 Abbreviations
AFC Approved for Construction

AFP Approved for Purchase
AG Associated Gas
BOM Balance of Material
BPEO Best Practical Environmental Option
CAMP Community Affairs Management Plan
CASHES Community Affairs, Safety, Health, Environment & Security
CASS Control, Automation and Safety Systems
CBO Community Based Organization
CCR Central Control Room (Tunu CPF)
CCTV Closed Circuit Television
CDB Cluster Development Board
CDC Community Development Committee
CLO Community Liaison Officer
CM Construction Manager
CMMS Computerized Maintenance Management System
CMS Corrosion Management System
COM Commissioning Manager
CoWD Certificate of Work Done
CPE Customer Premises Equipment
CPF Central Processing Facility
CPM Critical Path Method
CSV Control Safety Valve
CT Current Transformer
CT Community Trust
CV Curriculum Vitae
DACA Data Acquisition and Control Architecture
DCS Distributed Control System
DEP Design & Engineering Practice
DQMF Data Quality Management Framework
EC Engineering Centre
EIA Environmental Impact Assessment
EIS Engineering Information Specification
EMP Environmental Management Plan
ENG Engineering Function
EPC Engineering, Procurement and Construction
EPCOM Engineering, Procurement, Construction, Operations and Maintenance
EPIC Engineering Procurement, Installation and Commissioning
ER Emergency Response
ESR Electrical Safety Rules
ESS Emergency Shutdown System
EWMS Engineering Work Management system
EXW Ex Works
F&G Fire and Gas
FAT Factory Acceptance Test
FC Free Carrier
FCUs Field Control Units
FDP Field Development Plan
FDS Functional Design Specification
FEED Front End Engineering and Design
FEES Front End Engineering Ergonomic Studies
FEM Field Engineering Manager
FFB Foundation Field Bus
FIREPRAN Fire Protection Analysis
FOB Free on Board
FT Functional Testing
GA General Arrangement
GMOU Global Memorandum of Understanding
GT Gas Turbine

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HAZOP Hazard and Operability
HCD Human Capacity Development
HEMP Hazard and Effects Management Plan
HFE Human Factor Engineering
HIS Human Interface Station
HMI Human Machine Interface
HP High Pressure
HSE Health, Safety and Environment
HSES Health, Safety, Environment and Security
HUC Hook Up and Commissioning
I/O Input/ Output
IDC Inter-discipline Checking
IFC Issued For Construction
IFS Integrated Flowstation
IKOM Internal Kick-off Meeting
IM Installation Manager
Inter.M Interface Manager
IOS Integrated Operations Standard
IRCA International Register of Certified Auditors
ISO International Organisation for Standardization
IT Information Technology
ITP Inspection and Test Plan
ITT Instructions to Tenderers
LNG Liquefied Natural Gas
LP Low Pressure
LPI Low Pressure Indicator
LTI Lost Time Incident
LTO License to Operate
LTS Low Temperature Separator
M&I Maintenance & Inspection
MC Mechanical Completion
MEL Main Equipment List
MIE Maintenance and Inspection Engineering
NC Nigerian Content
NCCC Nigerian Content Compliance Certificate
NCDMB Nigerian Content Development Monitoring Board
NDT Non-Destructive Testing
NER Neutral Earthing Resistor
NGO Non-Governmental Organisation
NLNG Nigerian Liquefied Natural Gas
NMR Non-Material Requirements
OSD Operational Shutdown
OWS Operator Work Station
PABX Private Automatic Branch Exchange
PID Project Initiation Document
PCM Project Control Manager
PCON Project Control
PD Project Director
PDMS Plant Design Management System
PEMS Project Engineering Management System
PEP Project Execution Plan
PHSESM Project HSE Site Manager
PM Project Manager
PM-C Project Manager Construction
PM-E&P Project Manager Engineering and Procurement
PMS Project Management System
PO Purchase Order
PPL Project Process Leader
PPRC Project Procurement Coordinator
PPRM Project Procurement Manager

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PQM Project Quality Manager
PQMS Project Quality Management Services
PQP Project Quality Plan
PRO Public Relations Officer
PSL Project Specialist Leader
PSR Project/Procurement Status Report
PTT Prototype Testing
PTW Permit To Work
QA Quality Assurance
QC Quality Control
QCP Quality Control Plan
QES Quality Execution Statement
QM Quality Manual
QMS Quality Management System
RFC Ready for Commissioning
RFQ Request for Quotation
RFSU Ready For Start Up
ROW Right Of Way
SA&C Safety Assessment & Certification
SAT Site Acceptance Test
SCADA Supervisory Control and Data Acquisition
SCD Sustainable Community Development
SDS Supplier Document Schedule
SIS Safety Instrumented System
SM Site Manager
SPIR Spare Parts and Interchangeability Record
SSAGS Southern Swamp Associated Gas Gathering
TBE Technical Bid Evaluation
TCF Temporary Camp Facility
TM Technical Manager
UT Ultrasonic Testing
VOWD Value of Work Done
WBS Work Break Down Structure
YO Years of Operation
1.4 Codes and Standards
In general, the project shall continue its designs, construction and all operations in accordance with Section IV,
Article 1.10 of the scope of work as prioritized:
 First priority: Nigerian (national) standards.

 Second priority: Project Specifications from FEED including Vendor Data sheets.
 Third priority: Group standards (DEPs).
 Fourth priority: Industry standards and others.
In the event of contradiction between these, preference shall be in the order listed above with Nigerian (national)
standards carrying the highest priority. However, the CONTRACTOR shall review the merits and demerits of the
conflicting specifications and provide advice on the most appropriate specification(s). If the advice is contrary to the
above stated order of precedence, COMPANY shall be invited to review the advice and provide the final decision
on which specification to implement.
And in the case of any required deviations from applicable rules, codes and standards shall be subject to
COMPANY's written agreement, and failure to identify deviations shall signify that the CONTRACTOR shall abide
in compliance to CONTRACT specified requirements of the section in the execution of the WORK.
If new laws, regulations, standards, codes or specifications come in to force during the execution of the WORK,
COMPANY shall review the impact and instruct the CONTRACTOR on how to proceed.

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1.5 Units of Measurement
The CONTRACTOR shall use following units in all documentation submitted to COMPANY:
Dimensions mm, m or km
Oil flow bbl/d
Gas flow (MMscfd)
Gas oil ratio (GOR) scf/bbl
Density kg/m3
Standard density kg/m3(st)
Pressure bara or barg
Differential pressure bar, mbar
Pneumatic signal pressure Barg
Temperature °C
Viscosity Cp
Weight kg, tonnes
Pipe diameters mm NB
Valve sizes mm NB
Energy MJ
Power kW
3
Note: 1. sm is defined at base conditions of 1.01325 bar and 15°C;
2. scf is defined at base conditions of 14.696 psia and 60°F;
3. All piping and instrument tubing to be metric sizes;
4. All units not identified in the above table shall follow the S.I. system.
1.6 Information Transfer
The CONTRACTOR shall continue to be responsible for safeguarding essential information (documents and data)
for review and the final distribution which shall comply with the CONTRACT requirements as defined in the Scope
of Work. In particular, the Projects Information transmission; to and from COMPANY and between the Project
locations, offices shall be ensured by means of the Project EDMS (Electronic Document Management System)
described under Section IV, Article 14 “Information Management” of the Contract.
This system will be extended and established at major CONTRACTOR Work locations/sites and as may be
required and determined by the SSAGS Project Management team.
All Project WORK locations are connected via the ICT systems and networks as described in the ICT plan (refer
SSG-NG01012401-GEN-AA-5880-00001_R01_SSAGS Project ICT Plan). However, the co-ordination and
communication with COMPANY will be maintained under the responsibility of CONTRACTOR’s Nigeria Operations
Base and Site Office. A proper communication network is currently undergoing upgrade among the different work
locations which to guarantee adequate support to the Project activities. The Project information transfer to and from
COMPANY is guaranteed by means of the EDMS and the Document Control Centre as detailed in Article 9 of
Section V.
The information related to the Interface Management with other contractors of the SSAGS counterparts were

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managed by the assigned Interface Manager who is responsible for the coordination of all interface activities,
deliverables and schedules, with all persons, counterparts, agencies, firms and companies whosoever having any
impact on the execution of the WORK.
CONTRACTOR remarks that notwithstanding the Project WORK locations those that were already connected via
the ICT systems and network the co-ordination and communication with COMPANY shall be maintained under the
responsibility of CONTRACTOR in compliance with Article 9.2 of Section V. For further details, please refer to the
dedicated section.
1.7 Scope and Purpose of the Execution Plan
1.7.1 Scope of Work
The scope of SSAGS Project was to modify existing on-deck flowstations located in Benisede, Opukushi,
Ogbotobo, Tunu and supply new gas Central Production Facilities (CPF) in Tunu in order to gather all Associated
Gas, which is flared till now, and to export the NAG / AG gas to the Domestic Market at the required specification.
CONTRACTOR agrees to provide COMPANY with a new configuration of the SSAGS remote Flow Stations which
consists in refurbishing Benisede, Opukushi and Ogbotobo flow stations through upgrade of the existing facilities.
Hence, CONTRACTOR’s scope, as set out in CONTRACT, Section IV – Scope of Work, is to carry out the
engineering, procurement, fabrication, construction and commissioning of the low pressure associated gas (AG)
booster compression stations.
According to contractual documentation, the booster station’s configuration was a swamp steel piled foundation
platform, hereafter called “deck configuration”. After the Engineering details designs, CONTRACTOR and
COMPANY held several meetings (refer to MOMs SSG-NG01012401-GEN-AA-3347-00072, SSG-NG01012401-
GEN-AA-3347-00078), with the objective to analyze the possible new layouts for the on land configuration.
COMPANY requested CONTRACTOR to modify the scope of work in a concrete piles and foundation onshore
plant, hereafter called “land configuration”. Indeed, the FEED verification layout has been discarded and the land
configuration adopted. This lead to CONTRACTOR’s proposal which takes into account the difference between
engineering, procurement, construction and commissioning activities/material between the FEED deck
configuration and the on land final one.
CONTRACTOR has safely and successfully executed previous key projects in the World and in particular in Nigeria
and is fully knowledgeable of the local market and conditions. It is the overall objective of CONTRACTOR to ensure
that the total contract scope is completed on time and to the standards specified within the contract documents.
This is to be achieved without compromising the requirements of safety, either personnel or material. And at all
stage of the work COMPANY shall be informed on all aspect of the work and means of improving performance
within the contract terms.
Overview of Work Scope
A. Engineering of:
Brownfield upgrade works of existing Tunu, Ogbotobo, Benisede and Opukushi flowstations and provision
of low pressure associated gas (AG) booster compression stations.
The Tunu Central Processing Facility (CPF) comprising the AG compressors, NAG slug catcher, coolers,
Twister gas technology system conditioning and treatment to the WAGP gas specification, condensate
handling and disposal, Export Gas compressors and metering system for gas compression and metering
prior to export to ELPS via EA-RPA or to the NLNG via the OGGS.
The engineering works include implementation of FEED, Tie-in coordination, Isometric works, Field
Engineering implementation of modification to as built and the delivery of an operating envelope
documentation for all the processing units in line with COMPANY guidelines;
B. Procurement of all engineered systems/facilities excluding the following long-lead items, which is and shall
be purchased via separate contracts between COMPANY and equipment manufacturers/ suppliers, and
the purchase contract is/shall be ASSIGNED respectively to the EPC CONTRACTOR (as necessary) to:
 Accept the assignment of the contract for the purchase of the Centrifugal Gas
Compressors/Drivers (Siemens and Solar):
 2 x 35 MMscfd AG Compressor (5bar – 110bar);

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 2 x 80 MMscfd Export Compressors (69bar – 135bar).
CONTRACT scope is/shall include transportation and delivery of the Centrifugal Gas
Compressors/Drivers from Ex-Work in Western Europe to fabrication yard/worksite in accordance with
Article 6.5, Section IV (Transportation and Delivery to Fabrication Yard/Worksite);
 Accept ASSIGNMENT of the contract for the purchase of the Twister tubes, Hydrate Separator and
Mokveld switching valves that will allow in-country packaging 160 MMscfd Gas Treatment Package
(6 x 27 MMscfd Twister Gas processing units);
CONTRACT scope is/shall include transportation and delivery of the Twister tubes, Hydrate Separator
and Mokveld switching valves from Ex-Work in Western Europe to fabrication yard/worksite in
accordance with Article 6.5, Section IV (Transportation and Delivery to Fabrication Yard/Worksite);
C. MAC: Main Automation CONTRACTOR to integrate and automate the overall system for Process,
Safeguarding and controls. (ECNL/ Emerson have been selected as the MAC contractor and the
EXECUTION CONTRACTOR shall be responsible for the award of the MAC execution contract and
issuance of the MAC execution Purchase Order(PO) to ECNL/Emerson);
D. Installation/construction of all engineered systems/facilities excluding:
 Tie in of the Gas Gathering Pipelines from Ogbotobo, Benisede and Opukushi to Tunu CPF;
 Tie in of the NAG Pipeline from Dodo North wells to Tunu CPF;
 Tie in of the gas Export Pipeline from Tunu CPF.
E. Commissioning of all engineered systems/facilities, within CONTRACTOR’s scope of work;

F. Supply of commissioning spares;
G. Follow-on Operations and Asset support of the engineered systems/facilities for One year after
COMMISSIONING. (optional work);
H. Formal training for COMPANY PERSONNEL during execution of the EPC activities as well as on-the job
training of COMPANY PERSONNEL during commissioning and the one year Follow-on Maintenance
period;
I. Project Management/control including management of interfaces with the MAC and Pipeline
Procurement/Installation CONTRACTOR and the COMPANY appointed Quality Management Services
CONTRACTOR.
The overall project scope is summarised below:
Construct a new Central Processing Facilities (CPF) at Tunu comprising but not limited to:
 2 x 50% associated gas compression system (gas turbine driven centrifugal compressors);
 Twister hydrocarbon dew pointing and dehydration facilities;
 2 x 50% export compression system (gas turbine driven centrifugal compressors);
 Main (3x50%) and 1x100% blackstart/emergency (essential loads) Electrical power generation system;
 Electrical Power distribution System;
 AC and DC UPS Systems complete with battery banks;
 Cathodic Protection System;
 Earthing and Lighting Protection System;
 Lighting and small power distribution system;
 Allocation gas metering system;
 CDM Ultrasonic meters;

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 Instrument Air package;
 Process, drain and utility pumps.
Refurbish Tunu, Benisede, Opukushi and Ogbotobo flow stations through Brownfield upgrade with the following
scope:
 Install a gas engine driven booster compressor package in each of the flow stations at Tunu 3No
5MMSCFD (3 x 33%), Benisede 2No. 10MMSCFD (2 x 50%), Opukushi 3No. 10MMSCFD (3 x 33%) and
Ogbotobo 2No. 5MMSCFD (2 x 50%), together with minor flowstation upgrades;
 Install a (2 x 100%) fixed speed electric motor driven surge vessel gas booster compressor at Tunu flow
station;
 Install a (1 x 100%) fixed speed electric motor driven surge vessel gas booster compressor at Ogbotobo.
Benisede and Opukushi flow stations:

 Install main (3 x 50%) and blackstart/emergency (1x100%) Electrical power generation systems at
Ogbotobo, Benisede and Opukushi flow stations;
 Decommission existing Electrical Power generation systems at Tunu, Ogbotobo, Benisede and Opukushi
flow stations;
 Install Electrical Power Distribution Systems at Ogbotobo, Benisede and Opukushi flow stations;
 Decommission existing 3.3 kV HV Switchgear at Ogbotogbo flow station;
 Install A.C and D.C UPS Systems complete with battery banks, at Ogbotobo, Benisede and Opukushi flow
stations;
 Install Cathodic Protection System at Tunu, Ogbotobo, Benisede and Opukushi flow stations;
 Install Earthing and lightning protection system at Ogbotobo, Benisede and Opukushi flow stations for the
AG Handling facilities;
 Tie-in of the Tunu,Ogbotogbo,Benisede and Opukushi flowstations existing Earthing system to the new
Earthing and Lightning protection systems;
 Install Lighting and small power distribution system at Ogbotobo, Benisede and Opukushi flow stations for
the AG handling facilities;
 Install process, drain and utility pumps (various) at Tunu, Benisede, Opukushi and Ogbotobo flow stations;
 Install instrument air compression packages at Benisede, Opukushi and Ogbotobo flow stations
 Install gas gathering pipelines from the Ogbotobo, Benisede and Opukushi flowstation to the Tunu CPF (by
others);
 Install Non associated gas bulkline from Dodo North Wellhead to the Tunu CPF (by others);
 Install an export pipeline from the Tunu CPF to the OGGS-EARP-A platform (by others).
At all stages of the work COMPANY are well informed on all aspects of the work. CONTRACTOR management
continually discuss with COMPANY the methods and means of improving performance and accommodate the on
land configuration, within the contract terms and other requests made by COMPANY.
1.7.2 Purpose
The PEP is/shall be the CONTRACTOR’s main reference document for structuring all Project activities. And it
details the fundamental operating and strategic choices for the Project, starting from those identified during bid
phase, FEED and with current onland configurations in order to ensure they are communicated and shared
externally with the COMPANY and internally with all the mutual functions involved.
In addition, the PEP aims to:
 Identify Contractual requirements and constraints;

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 Identify Project structuring in terms of entities involved and principal stakeholders;
 Identify the most appropriate project tools to be adopted in order to achieve project targets;
 Identify the main Project criticalities, risks and opportunities; and
 Provide input to operative project plans and procedures necessary for Project execution.
1.8 Project Structure and Strategy
SSAGS structure is based on the traditional resource pool concept (technocrats). The project strategy is effectively
initiated by top management and operates a composite matrix where the Project Director takes full authority and
supported by the Project Manager. Teams are constructed from similar types of resource; personnel are selected
based on requirement, and were combined together effectively to provide solutions on both functional and matrix
basis. For any escalated issue, a combination from different teams is/shall be needful to communicate and execute
while all decisions are taken by the Project Management.
At present CONTRACTOR has improved the design and constructability of Tunu CPF and the flow-stations
structure by embarking with on-land configuration as COMPANY instructs. The innovative design concept of the
structure was brought to reality by the combined expertise of CONTRACTOR’s in-house Saipem based
Engineering team and our Fabrication facilities located at CONTRACTOR’s SCNL base.
The brownfield connects infrastructure to a Greenfield (central processing facility). The brown fields comprise three
(3) flow-stations with the scope of upgrade. CONTRACTOR’s Execution Strategy is driven by the commitment to
maximise the MADE IN NIGERIA content of the Project, drawing on CONTRACTOR’s established capabilities and
extending them to reasonably achievable limits within the Project’s constraints.
This Execution Plan provides the guideline for project execution at present, future and, at the same time, as an
essential part of the project planning. Further details may be found under the Project “Planning and Scheduling
Procedure” (doc no. SSG-NG01012401-GEN-FA-6044-00001) and shall be report in line with Section V Article 5. It
also provides an overview of the CONTRACTOR’s execution strategy which is described in full with a series of
specifications and documents dealing with all aspects of the project. Additional details may be found under
“Engineering Project Execution Plan” (doc no. SSG-NG01012401-GEN-AA-6180-00005), “Engineering Service
Supply Specification” (doc no. SSG-NG01012401-GEN-AA-6180-00012) and “Construction execution plan” (doc
no. SSG-NG01012401-GEN-BA-7880-00006).
In summary, the Key Elements of CONTRACTOR’s Strategy comprises:
 Overall Project Management Activities performed in Nigeria in compliance to the NCDMB;

 CONTRACTOR and COMPANY Project Management Teams located in Port Harcourt within Saipem
operations offices to facilitate close working and communications;
 Basic and Detailed Engineering activities is centred in Port Harcourt, supported by the CONTRACTOR’s
Group worldwide structure, unless specific job which cannot be developed in-country;
 The 3-D CAD model were developed in specialized worldwide CONTRACTOR’s office but electrical,
piping, civil and structure extracts were carried out in Port Harcourt;
 Procurement is centred at Port Harcourt, supported by the CONTRACTOR’s Group worldwide procurement
capability;
 Construction and Fabrication Strategy and Plans which enables CONTRACTOR to offer a significant
percentage of “Built-in Nigeria” solution were:
- Pipe Racks and Structures Fabrication are centred on the Port Harcourt Yard and Nigerian
Subcontractor facilities;
- Piping prefabrication, Sandblasting and Painting were done in Port Harcourt Yard;
- “Twister Module” for Tunu CPF are prefabricated and assembled in Port Harcourt Yard;

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- Construction activities centred on Tunu, Ogbotobo, Benisede and Opukushi are performed by
”Direct Hiring” personnel and/or subcontracted with exclusion of logistics, personnel transportation,
TCF, which are provided by CONTRACTOR;
- Early Works like Tunu Bush Cleaning and Site Preparation is subcontracted to Local / hosting
Communities;
- Roads works are done in ”Direct Hiring” if made of concrete and subcontracted in case made of
asphalt or alternative material;
- Dredging Works for the flowstation preparation in the remote locations and inland waterways for
material transportation (if necessary), is locally subcontracted;
- Piling Works is locally subcontracted as well and the plan is to involve more than one
subcontractor (if need required) in order to increase the possibility to work in parallel on different
sites;
- Electrical and Instrumentation Works are performed directly by the CONTRACTOR, due to the
technicality, reliable and skills that is required.
 Commissioning management involvement from Project mobilization to ensure the optimization of
completions activities through the application of Flawless Start-Up principles;
 Training activities, under the overall co-ordination of the Project Nigerian Content Co-ordinator with the
support of CONTRACTOR office Training Manager, embracing Project-wide QHSE, HFE awareness, skills
development, training for COMPANY (SHELL) Engineering and O&M personnel, shall be executed in all
centres as appropriate;
 Temporary Construction Facilities for Tunu is on-going through purchas of prefabricated caravans, which
were assembled / installed by subcontractor who hired local personnel. In the Remote locations
CONTRACTOR shall accommodate the use of house-boats;
 Logistics / Material Transportation shall be assigned to one “Door to Door” Transportation Subcontractor
(including inland transportation). Alternative strategy is to subcontract to one main Subcontractor only the
transoceanic shipment and to involve local companies for the inland transportation (to be evaluated). Main
guidelines for the logistics plan are as follows:
- “Twister Module” shall be shipped to Onne Port, customs cleared and then sent to Port Harcourt
yard;
- The “Twister Module” from Port Harcourt yard shall be delivered via Forcados river to TUNU;
- Loose Material and/or Skids ready for installation shall be shipped to Warri Port, customs cleared
and then sent via Forcados river directly to the sites;
- Warri Port is best suited for the shortest distance from Tunu, but there is a limitation due to a low
water draft. (as evaluated in Logistic’s plan).
 Transportation of National and expats personnel to the sites is/will be done by road, waterway, rotary
aircraft, dependent upon the route classification provided. (for details refer to the Security Plan SSG-
NG01012401-GEN-HP-5798-00001 and Logistics Management Plan SSG-NG01012401-GEN-SA-5798-
00001_R01);
 Project-wide communications infrastructure, backed by the CONTRACTOR’s worldwide network, to ensure
comprehensive and up-to-date data availability at all major locations, including project dedicated web
portal, as well as project team real-time interfacing through tele-video-conferencing and e-mail.
CONTRACTOR shall likewise upgrade the four (4) existing links (Tunu/Benisede, Tunu/Ogbotobo,
Tunu/Opukushi and Tunu/Forcados), while installing three new links at Forcados/Benisede,
Benisedi/Ogbotobo and Benisede/Opukushi. On the process CONTRACTOR already provided temporary
radio communication at commencement, while Plant Radio System (TETRA) shall take over during
commissioning of the Asset at all Flowsations;
 Support centre is based in Warri yard.
Local resourcing, logistics, authority interfaces, et cetera are support from CONTRACTOR’s established
organisation within Nigeria.

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1.9 Contractor’s Primary Responsibilities
The main activities undertaken and the ongoing by the CONTRACTOR include listed below:
 Detailed engineering, validation and review of design and data handed over by COMPANY, analysis,
calculation, evaluation, certification (as necessary and as required), material take-off, specifications,
procedures, development of operating envelopes, methods and planning inclusive of the on-land
cofigurations;
 Provision of all documentation and assistance needed for COMPANY to obtain from Nigerian Authorities all
consents required for the project execution and operation thereafter;
 Site surveys, geotechnical surveys/soil tests/ analysis and civil works, and any measures deemed
necessary for dredging, site reclamation / preparation and for appropriate foundation design;
 Reconfirmatory intra-field route surveys for transportation of equipment;
 Sounding and probing for flowlines, buried cables or utilities systems and re-locations of these flowlines,
cables or utilities as appropriate prior to any excavation, dredging works;
 Dredging of part of Tunu, Ogbotobo, Benisede and Opukushi flowstations including where necessary
waterways for the transportation and installation of all flowstations/booster stations module and equipment
to / at the construction sites;
 Any and all demolition needed for execution of the WORK;
 Procurement, supply, inspection and testing, preservation, transportation, customs clearance, handling,
storage and incidental matters relating to all equipment, materials, consumables and temporary works to
be incorporated into or temporarily located at the WORKSITES;
 Integration of the selected and approved Main Automation Contractor (MAC) ECNL/Emerson to Engineer
and Implement the Integrated Process, Safeguarding and Control Systems;
 Preparation, fabrication, orientation, installation, construction, NDT, inspection, quality control, surface
treatment, dimensional control of/at each and every stage to complete the plant facilities as proposed;
 On-site testing, pre-commissioning, commissioning and start-up, supply of consumables and any incidental
matters relating to the satisfactory completion and operation of the complete plant facilities;
 Support in the 72 hours Performance Test and 90 DAYS RELIABILITY RUNS of the completed facilities at
the respective sites following Substantial Completion of the PERMANENT WORK;
 Supply of all certificates (as necessary), qualifications, calculations, reports, as-built drawings and as-built
documentation required by governmental agencies, certifying authorities, inspection institutions, surveyors
and COMPANY to approve the design, fabrication, installation, construction and operation of the complete
facilities as proposed;
 Project management and control of the entire project from award through to final acceptance by
COMPANY to ensure proper, sound and timely performance of the work;
 Provision of training for COMPANY operations and maintenance personnel, supply of training manuals and
aids and training of COMPANY instructors for implementation of the continuous training plan;
 Demobilisation of all CONTRACTOR's facilities, camp, offices, workshops, equipment, temporary facilities,
and surplus waste materials, and reinstatement of such areas to COMPANY in a clean and tidy condition;
 Production and Maintenance Support for one year after COMPLETION with the provision of minimum
number of specialists to support COMPANY’s Operations Team;
 Supply of discipline Trainers for one year to support COMPANY in carrying out internal training prior to
Vendor Training. (Optional);
 Delivery of the initial fill and all required consumables from Start-up up until six months after
COMPLETION;
 Supply of commissioning spares.
And where the procedures are not comprehensively set out elsewhere in the CONTRACT, such procedure shall be

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developed by the CONTRACTOR and agreed with COMPANY in time to carry out the WORK in accordance with
the CONTRACT as detailed in SECTION V Article1 of the Admiration instruction.
1.10 CONTRACTOR’s Organization
In line with CONTRACTOR’s Project Management policy, the complete responsibility of the project execution is
with the appointed Project Director and the Project Manager who are empowered by the CONTRACTOR’s
Executive Management in accordance to the relevant policies and procedures, as described in further detail in the
proposal, and operates on a full time basis for the project.
On appointment, the Project Director and the Project Manager receives a precise guidance from the Executive
Management in terms of environmental/political factors which could influence the PROJECT’s execution and other
issues like:
 Overall planning and staffing;
 Enforcement of procedures;
 Solution to major contractual matters.
The Project Manager reports to the Project Director who leads on day-to-day activities of the project execution,
while all other team leads will continue to report in order of the CONTRACTOR’s organization chart. (Please refer
to ORGANIZATION CHART for further details) and the Project Manager shall be the focal point in the absence of
the Project Director. If there is any review during the scheduled Internal Project Review Meetings and through the
monthly Project Reports, which are held and prepared by the Project Director or the Project Manager and enable
Executive Management to perform a detailed and continuous control of the proper execution of the project from all
points of view (safety , quality, schedule and budget).
1.11 Project Schedule
CONTRACTOR is proceeding with revised working schedule on monthly bases with COMPANY approval of the
revised Baseline as shown in fig 1.6 (For details please refer to SSG-NG01012401-GEN-FA-6044-00001_A01:
PLANNING AND SCHEDULING PROCEDURE).

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Figure 1.6 SSAGS Working schedule - Level II
Above shows the level II working schedule as at December 2014 and CONTRACTOR shall provide a detailed work
plan as described in Article 3 of the scope of work. Detailed scope of work shall meet the Project Control timelines
as a minimum and provide where necessary opportunities to accelerate the schedule on COMPANY’s approval.
1.12 Home Office (located in Port Harcourt)
The PROJECT is managed by a core team located in NIGERIA (Port Harcourt), led by Project Director and
supported by the Project Manager, of highly experienced CONTRACTOR’s personnel. The management team
provides the guidance, direction and controls for all aspects of the Project Execution from initial kick-off through the
present stage and to the hand-over of the plants and completion of the PROJECT. CONTRACTOR has organized
a task force for the project, mostly comprised of key personnel having the required capability and experience to
handle project of similar size and complexity. This ensured that all activities for the Project are implemented with
easier and full understanding of COMPANY’s requirements and ensure high quality work within the possible time.
The CONTRACTOR’s Project organization chart specifies the job titles and organization structure for WORK is set
out in Figure 1.7.
Duties relevant to the Home Office Management Team:

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PROJECT DIRECTOR
The Project Director reports to the business unit Onshore General Manager. And the Project Manager will be
reporting and shall act in the absence of the Project Director to perform related duties but not limited to:
 Assures overall responsibility for the execution and contractual aspects of the project and performance of
work;
 Establishes the project execution policies and procedures in line with the overall project objectives and the
requirements stipulated in the contract;
 Maintains overall project control and continuously directs each of the project functions toward
accomplishment of the objectives;
 Maintains official contact with COMPANY and represents CONTRACTOR in the execution of all phases of
the project;
 Is the only CONTRACTOR representative in dealing with the COMPANY and ensures that good relations
are kept with the COMPANY’s representatives, in observance of contractual obligations;
 Approves and signs the hse & quality policies and ensures their implementation;
 Approves and signs the project engineering, procurement and construction plans and ensures their
implementation;
 Liaises with the project control manager to ensure the execution of the project in compliance with the
project master schedule;
 Ensures implementation of hse management plan and associated documents, in compliance with the
project job specifications and corporate requirements;
 Ensures implementation of quality plan and associated documents, in compliance with the project job
specifications and corporate requirements;
 Ensures resolution of preventive and corrective actions, improvement actions and monitoring of the
indicators;
 Ensures maintenance and co-ordination of contacts with the local authorities for all matters related to the
work execution;
 Manages the construction activities conducted at the construction site;
 Directs and controls the site construction organization;
 Defines, in cooperation with the CONTRACTOR corporate organization, mobilization requirement in terms
of personnel and equipment;
 Supervises the implementation of the relevant construction plans and procedures;
 Assists, in liaison with the quality manager, qc inspection teams at the site and ensures that construction is
carried out in accordance with the specification;
 Supervises the site material management activities;
PROJECT MANAGER
The Project Manager reports to the Project Director who is the custodian of the contract and also stands the
responsibility for day-to-day running of the project, and shall act in the absence of Project Director to perform
related duties but not limited to those highlighted under Project Director functions as detailed in section IV article
3.2.2.2.

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Figure 1.7 SSAGS Project Organizational Chart – Please refer to CONTRACTOR’s last issued for current
updates
The Project Management led by the PD draw adequate resources from experienced Project management
personnel. And Procurement Team is/shall be established as part of the Project Management Team from the
outset that shall direct, co-ordinate and monitor Project Procurement activities as well as interface with COMPANY.
The Procurement Team shall maintain the advantages of the worldwide procurement network that CONTRACTOR
have since long time established.
The Project Engineering Department Team were led by a Technical Manager who, supported by a team of Lead
Specialist Engineers and Lead Process Engineers, who direct and co-ordinate all Engineering from its early phases
throughout to the Site Engineering. Likewise, CONTRACTOR places a great emphasis in HSE and QA/QC aspects
of every project to assure the technical integrity of the works. A Team devoted to these aspects is included in the
Project Team. A Project Quality Manager (PQM) and Project Safety Manager are appointed and assigned to the
Project at the early stage. PQM and PSM reports directly to the CONTRACTOR Project Director and the Project
Manager and shall be functionally dependent with the SAIPEM Onshore Corporate HSE and Quality Managers.
In order to take full control of each aspects related to the project and ensure the fulfilment of contractual obligations
concerning the completion time, a dedicated team of Project Control is assigned to the Project Team. The Project
Control Team will be led by a Project Control Manager (PCM) and it shall include planners, document controllers
and cost controllers. A similar team shall be assigned to the CONTRACTOR’s site organization, with the specific
task to ensure the control of the project since the very beginning of the construction activities and take over the
control of the project when the centre of the activities shall be transferred at site.
1.13 Site (located in Tunu)
The Project Manager is the leader of the Project and Site Management Team at all sites. The Project Management
Team established the Project guidelines and procedures that reflect the stipulation of the CONTRACT at site which
is inclusive in the CONSTRUCTION EXECUTION PLAN (Ref. doc. SSG-NG01012401-GEN-BA-7880-00006
_R02_CEP).

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The Project is/shall be executed in a co-operative environment with COMPANY Representative Team resident at
CONTRACTOR’s offices and then at Site in order to accelerate the decision making process, which is an essential
element of this Project Execution Plan. Integration at the working level of CONTRACTOR and COMPANY
Representative Team at home office first and at Site is/shall be a vital ingredient to the success of the Project. The
initial and most important phase for the Project implementation is/shall be the planning of the Project activities,
during which interdisciplinary groups under the leadership of the Project Manager, is/shall set simultaneously the
different Project objectives and the group tasks consistent with all contractual obligations like regular meetings,
mails exchange and video conference if required.
Here below the duties relevant to the Key roles at Site:

SITE MANAGER
The Site Manager:
 Manages the Construction activities conducted at the Construction Site(s);
 Directs and controls the Site Construction organization;
 Defines, in cooperation with the CONTRACTOR Corporate Organization, mobilization requirement in terms
of personnel and equipment;
 Is the point of contact for COMPANY Representative at this Site(s);
 Supervises the implementation of the relevant construction plans and procedures;
 Assists, in liaison with the Quality Manager, QC inspection teams at the Site and ensures that construction
is carried out in accordance with the specification;
 Supervises the Site Material Management activities;
 Liaises with the Construction Engineering Coordinator to ensure that the Construction activities comply with
the Design and Schedule requirements of the PROJECT;
 Ensures that the Project HSE policy is implemented and that the HSE objectives are achieved.
Figure 1.7 SSAGS Project Site Organizational Chart – Please refer to CONTRACTOR’s last issued for current
updates

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1.14 Project Environmental Data
Standard meteorological data for the Niger Delta area in which COMPANY's operations are conducted (including
the area covered by this project) and this shall be adopted for this project. These were considered in the basis for
Designing. The following data on ambient conditions shall apply:
 Minimum ambient air temperature 18°C;
 Maximum ambient air temperature 43°C;
 Mean maximum ambient air temperature 38°C;
 Mean minimum ambient air temperature 23°C;
 Minimum swamp bed temperature 20°C;
 Humidity 100% condensing.
The project area is swamp terrain with poor drainage characteristics and limited access on major navigable rivers.
The majority of the land is composed of mangrove vegetation surrounded by a large number of meandering creeks
and fishing grounds. The project area is environmentally sensitive.
There are no roads or rail lines to any of the WORKSITES, therefore access can only be made by river or by
helicopter. The access rules to Tunu site as well Benisede, Opukushi and Ogbotobo flow stations fall under the
control of the local communities, CONTRACTOR shall dedicate team to manage this special matter. Permit
procedures will be strictly followed on Environmental issues within the sites. There is likely to be a built up of silt
over the years, but a Bymetric survey will be carried to give a more detailed information.
There is poor local infrastructure at all the sites, but CONTRACTOR shall provide needed facility to fast track her
operations and shall be responsible for making own arrangements for the required facilities during construction,
pre-commissioning and commissioning and shall advise his proposed arrangements in line to the Tender. This
shall include number and size of boats / barges and accommodation facilities to be used during construction, pre-
commissioning and commissioning.
For details refer to:

ISSUE DOCUMENT/LETTER:
SSG-SAI-SPDC-LT-00932-14: Organization chart_SSAGS_20141103;
SSG-NG01012401-GEN-HP-5798-00001: Security Plan;
SSG-NG01012401-GEN-SA-5798-00001_R01: Logistics Management Plan;

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2. PROJECT MANAGEMENT

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2.1. General Executive Summary
CONTRACTOR as embarked on the present execution plan having confidence in its detailed understanding of the
project contractual scope and requirements as well as in mitigating and managing any risks that might come accros
with SSAGS projects Temporary Camp Facility (TCF), Boosters and Flow stations (BFS) and the Central
Processing Facility (CPF) with regards to the new development of on-land configuration, including those related to:
 Magnitude and complexity of the SSAGS complex with a huge number of Construction activities presently
ongoing;
 Considering several interfaces, and those between packages and pipeline installations performed by
others;
 HSE issues due to the required nature of the project with all associated safety hazards and restrictions;
 Remote location with extreme logistical challenges.
The effective management of the Project risks is a key aspect of the project execution. SAIPEM strategy to
anticipate, engage and mitigate risks, as well as others that may arise during the execution of the Booster stations
and CPF are described in each relevant section of this PEP.
It is CONTRACTOR objective to execute the Projects efficiently with available mordern facilities, softwares
(Engineering and Construction), within schedule and budget targets delivering of a world class HSE performance,
in terms of risk reduction, regulatory compliance, construction safety, and by acting responsibly to ensure the well-
being of the surrounding communities.The demanding QHSE requirements, the logisitic constraints deriving from
the concurrence of several projects in the Niger Delta area during the execution of the SSAGS project and the
utmost care required to manage the several internal and external interfaces within the SSAGS project led
CONTRACTOR to the definition of a Project Directorate Team composed by CONTRACTOR senior management
personnel that under the direction of a Project Sponsor is ultimately responsible for meeting all Project objectives
and directly responsible and accountable for any aspect connected to the project execution.
CONTRACTOR principal home office for the execution of SSAGS project is SAIPEM’s office Operational base in
Nigeria and is regulated by the Project Director who lead all H.O.D’s, Projects activities and is the CONTRACTOR
representative. The project is being coordinate from this office, and all communications with COMPANY shall be
directed through the Project Director and Project Manager. Project Task force, with experienced personnel were
established and shall be replaced once demand required. The task force build up Project Team that acknowledged
the requirements defined in the FEED and are the basis for CONTRACTOR Nigeria Project Organization which
shall be used to efficiently manage all the procurement (details provided under Article 6), logistic and construction
related issues throughout duration of the Projects.
In addition, SAIPEM branch office in Nigeria, as administrative office, will support the CONTRACTOR Project
Organization for the relationships with the Public Authorities where needed and will facilitate the local coordination
with the COMPANY, when necessary. Project Director manages the Home Office Construction Team in the
finalization of the early fabrication and construction activities described under Article 7 of CONTRACT scope of
R
0
work. And CONTRACTOR shall accommodate COMPANY’s personnel in accordance with Section IV, articles
4 3.2.7.3 and 3.2.7.5 and additional provision shall be based on request or demand.
Engineering and procurement will be executed from the CONTRACTOR Nigeria base and in conjunction with
Saipem offices world wide. Production Engineering will be mainly executed in the CONTRACTOR’s Rumuolumini
Operating Centre, still under the management of Nigeria project office which has a single interface with COMPANY
throughout all the duration of the Projects. CONTRACTOR’s approach to the Booster and flow sations and Central
Processing Facilities, in view of the primary objectives of efficient and reliable technology, schedule, quality, HSE,
is to ensure that construction and commissioning considerations are incorporated in the design and procurement
phases of the Project through a construction and commissioning oriented Project Execution strategy.
Such strategy involves are far more than simple constructability input to detailed design and procurement. It is
rather a continuous cyclical process that involves concurrently, construction, commissioning input to design and
procurement, back checking, and feedback to construction and commissioning planning and execution. This
process requires full coordination across multiple interfaces from the very beginning of Project planning, detailed
design and procurement throughout the execution of the project.

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Finally, CONTRACTOR shall provide follow-on Production and Maintenance support during the initial first year to
ensure from day one the successful implementation of the requirements detailed under Article 12.0, and an
Operation and Maintenance Team shall be put in place under the direction of the COMPNAY.
2.2. Project Calendar
The CONTRACTOR shall implement the project execution in accordance with a Project Calender (work cycle),
which shall be same as normal calendar, to which all documents and reports shall refer. And in order to proceed
with the current effective management of SSAGS project’s progress of the tasks/activities at the ongoing
percentage of the tasks, primavera 6 (Gantt chart) and the dependencies of the subtasks shall be use and
documented in Portable Document Format (PDF) and present to COMPANY on interval for review as demand
might required. Furthermore, the start-date shall be determined automatically based on activity dependencies. In
case of any modification or adjustment, the CONTRACTOR’s management shall notify the COMPANY of such
change.
2.3. General Design Basis and Philosophy
The WORK shall continue to be designed in accordance with the CONTRACT section IV. The project design
philosophy was premise on the retention of all the existing flow stations and as much as possible the existing
infrastructure to improve project delivery schedule and reduce cost impact, but the philosophy shall be maintained
in line with the current on land configuration. And this shall be in line with the project objective and one of the
business drivers of the project “Maximizing use of existing oil infrastructure (flow stations) to boost production”. The
existing flow stations namely Tunu, Ogbotobo, Opukushi and Benisede is/Shall undergo Brownfield upgrade to
recondition their useful life for the feed gas supply to the CPF where the gas shall be compressed, treated and
conditioned for export to the domestic gas market. Based on the centralized operations philosophy from the CPF,
the outlying existing flow stations shall undergo retrofitting that will allow remote operations capability opportunities
are possible making unmanned operation and the capability for remote shutdown from Tunu Central Control Room
(CCR) contingent on local permissive switches having been re-set locally. Tunu CPF CCR shall form the nerve
center for the operations of these facilities. However, there shall still be regular personnel intervention for safety
and smooth operations.
Details of the project discipline design philosophies shall be based on the BDP-BDEP Part IV - Design Dossiers
(Deliverables Register) SSG-TPD-GEN-AA-7704-00005. All the remote Flow stations incorporating oil separation
and booster compression shall be designed for a failsafe, unmanned operation and the capability for remote restart
from Tunu Central Control Room (CCR) contingent on local permissive switches having been re-set locally and in
compliance to COMPNAY and CONTRACTOR agreed procedure. The CCR at the Tunu CPF shall be manned
earlier to provide continuous monitoring and control of processes and equipment. It shall also serve as the
communication centre for the Node. Normal work in the remote Flow stations shall be carried out during planned
day trips to these facilities. The general safety philosophy to be applied to the Project is detailed in the Design
HSSE Philosophy SSG-PT-GENHX- 5680-00001 and the documents referenced therein. The objective of the
safety design measures shall ensure that the design of the WORK reduces the risk to plant personnel, third parties
and the environment to ‘As Low As Reasonably Practicable’ (ALARP).
Given the mix of equipment and packages to be installed at each site, the CONTRACTOR shall utilize a high
degree of equipment skidding and / or modularization (and stick building as necessary) to reduce on-site hook-up
and construction duration. In the process, the CONTRACTOR shall ensure that design and execution shall aim to
minimize the duration of the shutdowns required at each of the existing flow stations during tie-ins. Constructability
Instruction applicable to all the Project development and shall make sure that every member of the Project is
familiar with this constructability process while applies it in the project activities. (For additional information, please
refer to CEP and Constructability Procedure).
2.4. Control, Monitoring And Procedures
The CONTRACTOR shall be responsible for the overall management, planning, resourcing, execution,
documentation, control, monitoring, scheduling/schedule monitoring, quality management, HSE management, and
reporting of the whole WORK as it was from effective date of commencement of the contract through to completion
with necessary and required softwares, and shall ensure that COMPANY is fully informed of the status of the work,
and any associated problems or non conformances, at all times.

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CONTRACTOR shall ensure that current versions of the agreed project management, HSE management and
quality management systems and procedures for the CONTRACT are in place at the locations during all design,
fabrication, construction and commissioning activities including all associated activities such as loadout, shipping,
transportation, offloading, offsite storage. And CONTRACTOR shall operate a document control and management
system that demonstrates this with CONTRACTOR interface project procedures and with COMPANY’s existing
procedures in areas where integration between the two systems is required.
And in relation to the current status of works, CONTRACTOR will continue assessing the works that were ongoing
and those that are near to completion for the Project including engineering, constructions, fabrications,
commissioning and issues relating to SSAGS. In addition, the CONTRACTOR’s project control department will
routinely monitor if the project is viable in terms of alignment with strategic objectives of the contract and reports at
key stages the summary of the status of the project at intervals defined between COMPANY and CONTRACTOR.
Controls shall be related to stages the COMPANY has established to control CONTRACTOR’s delivery within the
two forms - event driven and time driven.
2.5. Schedule Baseline and Work Breakdown Structure Management
With reference to Section IV, article 1.4 “Project Schedule”. CONTRACTOR shall continue the project on assured
key project drivers and shall provide a detailed work plan as described in Article 3 of the scope of work. The
detailed scope of work shall meet with agreed timelines between COMPANY and CONTRACTOR as a minimum
and shall likewise provide where necessary opportunities to accelerate the schedule.
2.6. Risk Analysis
The CONTRACTOR shall perform regular risk analysis in the form of Monte Carlo Simulation using the Pertmaster
Project Risk tool on the Level 3 of CONTRACT Control Schedule and submit to COMPANY for review through
workshop. The risk analysis shall be performed on intervals of every 3 (three) months and the outcomes shall be
reported to COMPANY within agreed working days of completion of the analysis. Currently, CONTRACTOR is
ongoing with internal risk assessment which shall be communicated to the COMPANY within due time for review
and risk assessment workshop shall be called to have joint review and assessment of the risk register.
2.7. Milestone List
Milestones are tools used by CONTRACTOR’s project management to mark specific points along its project
timeline. These points signal anchors of SSAGS project start and end date, a need for COMPANY review and input
among others shall be required. CONTRACTOR’s milestones shall focus on major progress points that shall be
reached to achieve success and to monitor progress. For milestone lists and further details, please refer to PCON
section.
2.8. Manpower Resourcing
The CONTRACTOR followed its manpower resourcing through the adoption of project key personnel drawn were
drawn from SAIPEM functional departments and across CONTRACTOR corporate offices worldwide possessing
the required qualification and vast experience to ensure optimal output in all WORK activities carried out and
subdivided by WORKSITES;. As part of implementing a “Succession Plan” to maintain a consistent growth of the
Nigerian Local Content, two locals are assigned as “understudy” for to every position occupied by an expat, with an
outlined plan for mentorship and technology transfer within the required timeframe prior to demobilization of the
expat, after which a local retains this position, which is currently ongoing.
CONTRACTOR appoint its top management (Project Sponsor and Project Director) from SAIPEM headquarters
staff to provide the overall control and management of the project, and CONTRACTOR shall delegate to the senior
management personnel the responsibility for day-to-day running of the project, and the authority to do so. The key
personnel of the project shall not be limited as a minimum, but the following personnel shall be included in this
category:
Project Manager;
Deputy Project Manager;
Project Controls Manager/Finance Manager;
Engineering Manager;
Procurement Manager/Sub-contracts Manager;

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Fabrication Yard Manager;
Construction Manager;
Logistics Manager;
Commissioning Manager;
HSE Manager;
Quality Manager;
Sustainable Development / Community Affairs Manager;
Security Manager;
Senior Planner;
Information Management Co-ordinator;
Lead Systems Engineer - Control and Automation systems (from MAC);
Site Doctor.
CONTRACTOR will continue to make available the personnel on board reports to the COMPANY through its
reports as required, and shall submit a detailed resume (and originals or copies of supporting documentation which
must be subsequently requested by COMPANY) of the professional qualifications and experience of the nominees
(KEY PERSONNEL).
Project resourcing is directly made by the CONTRACTOR and follows the project schedule with its evolution during
the project time frame.
2.9. Change Management Plan
This part describe CONTRACTOR’s change control process. Ideally, this process shall be SAIPEM type of
organizational standard which is repeatable and done on most or all projects when a change is essential. Changes
shall be carefully considered and the impact of the change shall be clear in order to make best choice of approval
decisions. CONTRACTOR site management shall review proposed changes and either approve or deny them, in
order to have an effective way to avoid oversight and ensure adequate feedback and review of the change
obtained. This section of the PEP gives a place where change could be identify, who has approval authority for
changes to the project, who submits the changes, how they are tracked and monitored.
The following steps comprise CONTRACTOR organization change control process, and shall be utilized on this
project:
Step #1: Identify the need for a change (Any Stakeholder). Requestor will submit a completed SSAGS
change request form to the project manager or site manager in PM absence, who will notify the COMPANY
of the need for the change;
Step #2: Log change in the change request register (Project Manager). The project manager will maintain a
log of all change requests for the duration of the Project;
Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor). The project
manager will conduct an evaluation of the impact of the change to cost, risk, schedule, and scope;
Step #4: Submit change request to COMPANY (Project Manager). CONTRACTOR project manager will
submit the change request and analysis to the COMPANY for review;
Step #5: COMPANY decision. The COMPANY will discuss the proposed change and decide whether or not
it will be approved based on all submitted information;
Step #6: Implement change (Project Manager). If a change is approved by the COMPANY, the project
manager will update and re-baseline project documentation as necessary as well as ensure any changes
are communicated to the team and stakeholders.
Any team member or stakeholder may submit a change request, once verified by the CONTRACTOR Project
Manager and the basis are in line with above steps. SSAGS Project Sponsor will chair the COMPANY and any
changes to project scope, cost, or schedule shall meet his approval (when required). All change requests will be
logged in the change control register by the Project Manager and tracked through to completion whether approved
or not.

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2.10. Post Implementation Review
A Post Implementation Review, or Post Project Review, shall be performed after SSAGS project is completed. The
purpose of this shall be to determine whether the project was successful and identify any lessons learned. And
CONTRACTOR and COMPANY shall also looks at whether the project produced the required deliverables within
the agreed timeframe. The overall achievements shall also be documented in the Post Implementation Review
report, after which CONTRACTOR implementation of compliance with the requirements and objectives of Flawless
Project Delivery (FPD) for the project as a whole. Flawless Project Delivery philosophy shall be based on the
systematic elimination of flaws observed from past projects during start-ups by rigorous application of a process for
capturing and disseminating these failures from project to project and the implementation of appropriate mitigation
measures through the project workscope and execution processes (reference; Section IV- scope of work, article 4).
Post implementation review shall be carried out is between 1 and 6 months after the project has being completed.
By then, the project deliverables will have been handed over to the COMPANY and the benefits of the project will
be clear. The review is a critical part in the project life cycle, as it's during this review that the success of SSAGS
project shall be measured. Post Implementation Review shall based its assessment on the FPD which
CONTRACTOR already put in place.
2.11. Key Project Objectives
The following key Project objectives (key result areas) have been established for the SSAGS project execution:
 Health, Safe and Environmental Objectives – Design, procure and construct the facility in compliance with
the applicable Health, Safety and Environmental Regulations;
 Quality Objectives – Produce Quality Design and Facilities in accordance with COMPANY specifications;
 Schedule Objectives – Complete the EPC activities, Mechanical completion, pre-commissioning,
commissioning and test run in accorance with the milestone dates established by COMPANY;
 Budget Objectives – Complete the EPC activities, achieving Mechanical completion, commissioning test
run and Provisional Acceptance based on the AGREED prices.
2.12. Project Closure Report
CONTRACTOR’s Project Closure Report shall be based on how CONTRACTOR performed and closed all
projects activities and by what method each entities round off their relevant activities. The Project Closure Report
shall confirm that the objectives have been met, the deliverables have been handed over to the COMPANY and
that project closure can commence. CONTRACTOR’s Project Manager shall complete the Project Closure Report
that the project is ready for closure. Once the Project Closure Report has been approved by COMPANY,
CONTRACTOR shall proceed with the actions needed to close the project swiftly.
Additional details may be found under each of the major activity and functional areas as listed in the respective
sections.
For details refer to: Project Deliverables/ other references:

SSG-NG01012401-GEN-AA-5759-00001_R02: PROJECT CONTROL PLAN;
SSG-NG01012401-GEN-AA-6180-00005_A01: ENGINEERING PROJECT EXECUTION PLAN;
SSG-NG01012401-GEN-BA-5711-00001_C01: COMMISSIONING EXECUTION PLAN;
SSG-NG01012401-GEN-FA-6044-00001_A01: PLANNING AND SCHEDULING PROCEDURE;
SSG-NG01012401-GEN-HP-5798-00001_C02: SSAGS SECURITY PLAN;
SSG-NG01012401-GEN-HX-5798-00002_C02: PROJECT HSE PLAN FOR ENGINEERING AND
PROCUREMENT;
SSG-NG01012401-GEN-HX-5798-00003_C03: PROJECT HSE PLAN FOR CONSTRUCTION;
SSG-NG01012401-GEN-JA-5798-00001_C01: INFORMATION MANAGEMENT PLAN;
SSG-NG01012401-GEN-QA-4815-00001_C02: PROJECT QUALITY MANUAL PLAN;
SSG-NG01012401-GEN-QA-5707-00001_R04: AUDIT PROCEDURE AND AUDIT SCHEDULE;
SSG-NG01012401-GEN-QA-5733-00001_C01: INSPECTION & TEST PLAN – SUBCONTRACTOR CONTROL;
SSG-NG01012401-GEN-QA-5798-00012_R01: HSE Q ASSURANCE PLAN- FLAWLESS PROJECT DELIVERY.

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3. INTERFACE MANAGEMENT

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SSAGS projects involve complex interface dependencies among SCNL and diverse contracting parties, which
generate challenges for on-time and on-budget project performance. Without consistent control over these
interfaces, project risk accelerates and the potential for project delays, cost overruns, and other negative outcomes
are increased. CONTRACTOR’s Interface Management manage project interfaces securely, quickly, and
effectively with process to ensures prompt, regimented and documented mode of coordinating activities with other
involved contractors and COMPANY, and also amongst the disciplines and entities. It’s an integral part of the
overall project management, and mechanism to manage internal and external interfaces with a phenomenon
wherein the work-groups liaise, commit and interact within cross-project delivery team members to resolve
interfaces discovered on the project.
3.1. COUNTERPART CONTRACTORS
The Interface Management Plan for SSAGS Project SSG-NG01012401-GEN-AA-5800-00008 covers Engineering,
Procurement, Construction and Commissioning phases and provides the detail approach on how interface issues
are handled amongst SPDC and several Contractors.
In SSAGS project, the counterpart contractors include:
1. Daewoo Nigeria Limited, DNL. DNL is the contractor whose scope of work covers:
• 12” X 17 KM AG Pipeline from Benisede to Tunu CPF;
• 8” X 17 KM AG Pipeline from Ogbotobo to Tunu CPF;
• 12” X 24 KM AG Pipeline from Opukushi to Tunu CPF;
• 10” X 11 KM NAG Pipeline from Dodo North to Tunu CPF;
• 2” X 11 KM Stainless Tubing Class from Tunu CPF to Dodo North;
• 11 KM 11 KVA Composite Marine Cable with Fibre Optic Core from Tunu CPF to Dodo North.
2. LEE Engineering, LEE Engineering is the contractor whose scope of work covers:
• The revamp of Ogbotobo Power Generator sets; procurement and installation.
3. Field Logistics Base, FLB Contractors.
About twenty-one (21) FLB Contractors perform the Scope of Works in the FLB.
3.2. INTERFACE MANAGEMENT PLAN (IMP)
CONTRACTOR Interface Management Plan defined the work process and responsibilities for the identification,
classification and management of interfaces with external organizations during project execution. Each interface is
identified, classified depending on its criticality, monitored with the interface register and closed when an
agreement is reached amongst Contractors, COMPANY and any other external organization(s).
3.2.1.INTERFACE WORK PROCESS
The main steps of interface work process are:

 Identification of the Interfaces: Key Project Interfaces are identified on the basis of the information
contained in the project scope/Contract and during the course of the project, especially in the initial phase.
For this purpose, the Interface Manager holds dedicated meetings with the key project positions when
required.
 Classification of the Interfaces: Once the Interface Register has been prepared, the Interface Manager calls
a meeting with the project team in order to classify the interfaces identified and designate interface
ownership for each one. Each Interface is classified depending on the Work Breakdown Structure and it is
analyzed in order to identify the second level Interfaces and the relevant responsibilities for each
organization.
 Operational Management of Interfaces: When managing Interfaces, it is essential to identify, receive,
and/or provide the information required by an Organization to complete its scope of work.

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3.2.2.INTERFACE MANAGEMENT
The Interface Management handles its Interface issues by identifying, classifying and operationally manage the
classified interfaces using its robust Interface Register. Additional tools like the Interface Agreement Forms and
Roles and Responsibility Matrices are used in mitigating the potential risks envisaged through the Interface plan,
monthly meetings (Engineering and Construction) and MOMs. The Interface Management Monthly Report is issued
immediately after the cut-off date which further captures the open and closed issues in summary. For additional
info. please refer: Project Interface Management - SSG-NG01012401-GEN-AA-5800-00008_C01.
For success of the project, Engineering and Construction phases are managed interfaces between different work
packages, disciplines, and people. As project’s size, geographic distribution, and number of participants increase
so do the number and scope of interfaces involved. Without proactive and consistent control over these interfaces,
project risk accelerates and the potential for project delays, cost overruns, and other negative outcomes are
increased. CONTRACTOR Interface Management is a proven, enterprise-class solution that supports rapid
adoption of today’s best practices in interface management. Fully automated work processes are used to manage
Interface Points, Interface Agreements, and Action Items that document interfaces. Together, these work
processes support the controlled exchange of interface information and ensure interfaces are correctly managed,
and ultimately completed.
Interface meetings are easier than ever with the Interface Register used to track, log, and monitor interface related
information and documentation. Using interface points and interface agreements, the project team monitor interface
activity, thus staying abreast of any outstanding issues that may impact the project schedule or budget. The result
is improved communication throughout the interface management process and improved control over interface
details, thereby driving a reduction in project risk.
3.3. PRELIMINARY INTERFACES FROM FEED
The interfaces envisaged in SSAGS project are similar to the preliminary interfaces considered during FEED,
contained in the referenced document number SSG-TPD-GEN-AA-5800-00001: SSAGS PROJECT EPC
EXECUTION INTERFACE MANGAGEMENT.
 The concept selected for SSAGS project provides huge interfaces between new and existing facilities
covering both pipelines and process facilities. Thus, Interfaces form a key element in the SSAGS Project
EPCs, involving contractors for the execution of the following contracts:
 NG01012401: Engineering, Procurement, and Construction of Production Facilities for the SSAGS Project
 NG01012449: Engineering, Procurement, and Construction of Gas Gathering Pipelines for the SSAGS
Project
 Engineering, Procurement, and Construction of Export Gas Pipeline from Tunu to EA-RPA which is yet to
be awarded.
Below figure 3.1 and 3.2 shows the preliminary interfaces for SSAGS project.
SSAGS PROJECT PRELIMINARY INTERFACES IN TUNU CPF

S/N Reference
Interface Item Interface Description Responsible
o Drawing
1 12" Gas Gathering Line from Opukushi First flanges off pig receiver skid PLG
2 ESD Valve – Signal and Actuation Field instrument termination, instrument air supply PF
3 12” Gas Gathering line from Benisede First flanges off pig receiver skid PLG
5 8” Gas Gathering line from Ogbotobo First flanges off pig receiver skid PLG
7 10” NAG line from Dodo-North First flanges off pig receiver skid PLG
9 16” Export Pipeline to EA-RPA First flanges off pig receiver skid PLE
11 Electrical Power to Tunu FLB Power cable jtermination at DB PF
12 Fibre Optic link to Tunu FLB Fibre Optic Joint PF
13 Connecting Road to Tunu FLB Based on approved Layout FLB
14 Waterline to FLB Water distribution line cap end PF
15 Power supply to Pig Power cable jtermination at DB PF
Launchers/Receivers

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16 2” Corrosion inhibitor (CI) line to Dodo SSG-TPEF-GEN- As contained in Dodo North bulk line Approach PLG
North LA-4042-00008-002 Drawing
17 Power/Fibre Optic Submarine SSG-TPEF-GEN- As contained in Dodo North bulk line Approach PLG
Composite Cable LA-4042-00008-002 Drawing
18 Cathodic Protection System for PLG

Pipeline.
Figure 3.1 Preliminary Interfaces In Tunu CPF.
Legend: PF - Production Facilities; PLG - Pipelines Gathering; PLE - Pipeline Export; OLF - Oil Flow lines
Contractor; FLB - FLB Contractor; PMT - Project Management Team.
locations also (Benisede, Opukushi and Ogbotobo).
SSAGS PROJECT PRELIMINARY INTERFACES IN FLOWSTATIONS

S/N Reference
Interface Item Interface Description Responsible
o Drawing
Benisede FS
1 12" Gas Gathering Line from Benisede First flanges off pig launcher skid PLG
2 ESD Valve - Signal and Actuation Field instrument termination, Instrument air supply PLG
3 Flow line 600# tie-in point (typical) Flanged connections upstream manifold isolating OFL
joints
joints
5 Electrical power tie-in to Community Power cable jtermination at DB PF
transformer
6 Power supply to Pig launchers Power cable jtermination at DB PF
Opukushi FS
1 12" Gas Gathering Line from Opukushi First flanges off pig launcher skid PLG
joints
joints
transformer
Ogbotobo FS
1 12" Gas Gathering Line from Ogbotobo First flanges off pig launcher skid PLG
joints
joints
transformer
Dodo North Wellhead

1 Electrical Power Power cable jtermination at DB
2 Fiber Optics tie-in Power cable jtermination at DB
3 Wellhead instruments and piping SSG-PT-CPF-PX- Tie-in to wellhead
connections 2365-05001-001
Figure 3.2 Preliminary Interfaces in Flow stations.
Legend: PF - Production Facilities; PLG - Pipelines Gathering; PLE - Pipeline Export; OLF - Oil Flow lines
Contractor; FLB - FLB Contractor; PMT - Project Management Team.
locations also (Benisede, Opukushi and Ogbotobo).
CONTRACTOR’s manages its interface works by identifying, classifying and operationally direct the classified
interfaces using its robust interface register. Additional tools like the interface agreement forms and roles and
responsibility matrices are used in mitigating the potential risks envisaged. The interface management monthly
report is issued consistently capturing the open and closed issues.

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For details refer to: Interface Management Plan.
SSG-NG01012401-GEN-AA-5800-00008_C01: PROJECT INTERFACE MANAGMENT PLAN;

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4. SECURITY

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The Security Plan is an internal document written by Saipem which will identify the methods to be implemented and
resources used in order to guarantee as far as possible the protection of personnel, assets and property involved in
the SSAGS project. The Security Plan shall highlights the security programme put in place by CONTRACTOR for
the smooth execution of the SSAGS Project. The Plan shall cover all phases of the project and it shall be especially
applicable during construction and emergency situations. COMPANY (SPDC) Client personnel also fall under the
security umbrella of Saipem when they work at or reside on any SCNL work site, office or residence and therefore
will be covered by this security plan. The Security Plan aims to:
 Identify the decision making structure responsible for implementing Saipem Corporate Security Standards
at project/country level;
 Assign duties and responsibilities to selected departments and personnel so that management of security
is carried out in a timely and effective manner. As a result, each department / personnel are able to
evaluate the situation and to take the most appropriate measures ensuring the safeguarding of
COMPANY’s personnel and assets;
 Establish and set security procedures which can be implemented quickly and effectively;
 Establish information and communications requirements;
 Provide guidelines on courses of actions to be followed when the Threat Level increases as a result of
security-related events (Triggers), such as: disorders, coups, wars, crime, natural disasters, etc;
 Identify, as a result of an increased Threat Level, the decision making structure responsible for dealing with
a project/country-wide emergency evacuation of Saipem expatriate personnel;
 Assign specific duties and responsibilities to selected departments / personnel to ensure that the
management of an Emergency Evacuation is carried out in a timely and effective manner.
Additional details may be found under the Project “Security Plan” (doc no. SSG-NG01012401-GEN-HP-5798-
00001_C02, Evacuation Plan (SSG-NG01012401-GEN-HP-5798-00003_A03).
The overall responsibility for security in respect of the project rests with the CONTRACTOR Project Director and
the Project Manager. However, actual implementation of the security plan will be managed through the Project
Security Manager (PSM).
4.1. SAIPEM Security Policy

It is CONTRACTOR's primary interest to safeguard the COMPANY's tangible and intangible resources, both in Italy
and abroad, while respecting human dignity and ethics. To pursue the above mentioned goal CONTRACTOR has
equipped itself with a complex and detailed security model - entitled Saipem Secur - that includes organization,
instruments and procedures that are in line with current regulations in the countries in which it operates and that
have the goal of guaranteeing a suitable level of security for assets and people, employees and third parties,
operating in all Saipem offices (SAIPEM SECURITY POLICY (NG01012401-GEN-HP5798-00001). Saipem’s
security policies are aligned with the values set out in the Code of Ethics and in the COMPANY’s sustainability
principles, and constitute a core strategic value for the COMPANY’s global operations, by helping to:
 Create a safe and secure workplace;
 Guarantee business continuity and minimize financial losses;
 Protect the management’s and stakeholders’ integrity and reputation;
 Preservation of safety and ultimately life is our most important consideration;
 Close and effective communication between responsible personnel is vital and the key to our success;
 Every individual must be aware of and participate fully with security procedures;
 The priorities in any of the following situations are to secure, stabilize and improve the position and
prevent deterioration;
 Always evaluate the overall situation before taking any action;
 Reporting must comply fully with the procedures defined by Eni local, district and corporate management;
 All such emergency data is confidential and must not be released without authorization.
4.2. Description of the project security activities

The SSAGS Project is situated in Bayelsa State with one area in Delta State, located in the heart of the swamp
region in the Niger Delta, south of the Forcados Terminal. This region is characterized by community unrest and
criminal activities targeting oil and gas installations and personnel, both locals and expatriates, of companies
operating in the area. Community unrest and criminal activities in the area range from agitations, youth restiveness,

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damaging of oil and gas facilities, hostage taking, vehicle/boat hijacks, piracy, armed robbery, armed militia
(“militant”) activities, et cetera.
The security arrangements to support field operations are based on using a hybrid of assets to assess and mitigate
losses associated with security related issues to protect SCNL/ SPDC personnel, property, integrity and reputation.
These assets include GSF or JTF, Mobile police officers (MOPOL); Community Surveillance Groups (CSG)
patrolling within their individual communities, and the flow stations protected by well-armed GSF forces. At present
the operational areas do have detachments of GSF and Private Security Guards (PSG), but these numbers will
have to be augmented with manpower and equipment to ensure the correct levels of protection to personnel and
assets.
The Saipem organization has invested significant resources to perform threat assessments for all major work areas
and in conjunction with reputable industry consultants has developed this plan to ensure and enhance the security
and wellbeing of its international personnel and assets worldwide.
4.3. Approvals and updating the plan

The Security Plan is:
 Created and updated by the Project Security Coordinator for the SSAGS Project;
 Checked by the Regional Security Manager, Human Resources Manager, as well as by the Saipem Secur;
 Approved by Managing Director/ SIO of SCNL.
4.4. Distribution list

The Security Plan shall not be disseminated to anyone other than the persons specified below who will receive a
numbered, registered copy as indicated for CTR on page 1 and for SPDC Security and other Managers with a role
in the Plan and their deputies;
 Saipem Corporate Security Manager (SAIPEM SECUR);
 SCNL Managing Director (SIO);
 SCNL Human Resources and Services Manager;
 PD SSAGS;
 PM SSAGS;
 Regional Security Manager;
 SSAGS Saipem security coordinator;
 SPDC Security Advisor.
The Security Plan shall also applicable to personnel of the COMPANY, CONTRACTOR and SUB-CONTRACTOR
companies carrying out their tasks within a CONTRACTOR facility or when they are accommodated within one.
Under no circumstances shall CONTRACTOR allow COMPANY /Contractor/ SUB-CONTRACTOR personnel to
work or live inside any Saipem facilities without full acceptance by the aforementioned personnel of all Saipem
security policies and procedures in force at that specific facility.
4.5. Threat And Risk Assessment

Threat and risk assessment are two processes that happen at different times during the entirety of the processes
involved in SSAGS sites. There are number of risk assessments rating and processing methods currently in use
(under review). With these methods (and methodologies), we are able to create a simple system that can
determine the risk assessment rating (or ranking) of each specified use situation. These use cases are presented
in the SSAGS Risk Assessment. CONTRACTOR shall maintained her on-board diagnostics system of threat and
risk assessment which is intended to provide relevant information and act as a reference aid which shall improved
and enable project management to understand the implementation of mitigating measures to be adopted by
CONTRACTOR during any raised COMPANY SOL Amber to Red in all SSAGS area of operations.
Threat assessment shall be based on past instances of criminal and terrorist attacks on berges, vessels and
passenger (inclusive of several company’s worker) boarded boats, within the project region. It was assessed that
an elevated risk exists to CONTRACTOR (SSAGS Project personnel) traveling on the rivers and creeks of Bayelsa
and Delta States without adequate security control measures in place. The risk of disruptive action impacting on
riverine transportation can however be mitigated by providing security escorts. Table 4.1 below shows ENI –
SAIPEM threat assessment evaluation in Nigeria.

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Table 4.1 Threat Assessment, see update in SSAGS Risk Assessment review.
4.6. Risk Matrix Plan

Below table detailed CONTRACTOR’s risk matrix plan for the project.

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Table 4.2 Threat Assessment, see update in SSAGS Riask Assessment review.

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4.7. Risk Mitigation Plan
CONTRACTOR shall adopt SCNL risk mitigation procedure to suits safety of personnel and equipment working on
SSAGS project that are within CONTRACTOR’s responsibility. The following measures shall be kept in response to
any alert state:
 All concerned security essentials shall be orally and in writing educated;

 Military personnel (uniform government artilleries) shall be made available at all sites, on extra vigilant alet;
 Constant and daily information shall be transmit between CTR security coordinator and government task
force commander;
 All river/water movement shall be restricted to mission essetials only;
 All river mission movement shall be support with escorts at all time;
 All experts river movement shall be duelly approved by both CONTRACTOR and COMPANY security
advisers, and shall be avoided where there is alternative option;
 All sites shall be lock down between 22.00 hrs and 06.00 hrs for all CONTRACTOR’s personnel;
 Community Surveilance shall be activated at all flowstations and Tunu;
 Livewire guards were mobilized to all working sites;
Above shall be in compliance with CONTRACTOR’s Risk Mitigation plan (under review).
4.8. Evacuation plan

The fundamental factors in conducting a safe and efficient evacuation in a destabilized environment are through
thorough prior planning, continuous and comprehensive analysis of potential security threats, and timely decision-
making concerning the evacuation itself. Effective management of these factors should facilitate the evacuation
process of personnel in a timely and orderly fashion. CONTRACTOR’s evacuation plan defines the procedures to
be implemented and the attitude to be adopted by all personnel if an evacuation is to be performed shall be
depending on the risks and on the events. For more details, refer to EVACUATION PLAN (SSG-NG01012401-
GEN-HP-5798-00003).
4.8.1. Objectives
The objectives of the evacuation plan are to:
 Identify a decision making structure responsible for dealing with field emergency evacuation of personnel;
 Establish necessary relationship with other companies (security network);
 Establish communication requirements;
 Assign duties and responsibilities to competent staff for timely and effective management of crisis;
 Establish security procedures, which can be implemented quickly and effectively.
4.8.2. Evacuation options
Depending on the level of threat, SCNL Managing director heads the decision making process both planning and
execution assisted by, SCNL Project Manager, Area Security Manager, Project Security Coordinator , HSE
Manager, HR Manager and Logistic Manager that are members of the Emergency Response Team (ERT). The
ERT may choose amongst following options: helicopters, boat evacuation or stand fast at the camp depending on
the threat level. The decision to evacuate must remain flexible and in response to threat assessment.
For details refer to: Security Plan.

SSG-NG01012401-GEN-HP-5798-00001_C02: SSAGS SECURITY PLAN;
SSG-NG01012401-GEN-HP-5798-00002_R02: SECURITY PLAN FOR DREDGING AND SANDFILL WORK;
SSG-NG01012401-GEN-HP-5798-00003_A03: EVACUATION PLAN;
SSG-NG01012401-GEN-HP-5798-00005_C01: SECURITY PLAN FOR PRE-MOBILISATION SURVEY WORK.

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5. ICT

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The ICT plans define guideline for design, implementation and execution of all systems information,
telecommunication infrastructure and application need for SSAGS Project requirement. The purpose of this
document shall ensure that the CONTRACTOR meet the ICT requirement of the COMPANY. The ICT plan shall
follow the required change and evolution of Project Requirements with regard to data and voice communication. All
propose solution in regards with COMPANY network connectivity for both LAN and WAN requirements should be
compatible on their existing telecommunication infrastructure located on the different COMPANY worksites involve
on this project. While the CONTRACTOR LAN and WAN requirement shall comply with Saipem Corporate TLC
Infrastructure Standard.
5.1. Responsibilities
CONTRACTOR ICT Project Support shall be in charge of the ICT Plan issue and revision and shall support the
sole interface between the Project sites and the ICT Department branches of CONTRACTORs within the project.
Fig. 5.1: ICT Project Support Structural Organization
The propose ICT facilities and services shall be provided during the Engineering, Fabrication and Site Construction
Phase. The CONTRACTOR shall provide COMPANY resident team with local area network connection, access
with COMPANY E-mail services, Internet connections, and telephone facilities capable of communication from one
location to the other and to COMPANY offices located at Port Harcourt.
The CONTRACTOR proposed to have a Point-to-point microwave connectivity between CONTRACTOR

Operational Base located at Rumuolumeni and COMPANY’s PHC office. This WAN connectivity shall provide
COMPANY resident team access to their voice and data services such as COMPANY E-mail, Internet and
telephone services. The propose bandwidth connectivity between the two location will be at minimum as define on
the Scope of work running not less than 512kbps and propose to operate under licensed frequency.
CONTRACTOR proposed and execute the P2P connectivity towards COMPANY office located at PHC that the
WAN connection between the CONTRACTOR office at Rumuolumeni and COMPANY office at PHC is equip with a
voice enable router with FxS ports to provide voice communication while data can be in a transparent bridging or a
routed network. All related network configuration is assisted by the COMPANY ICT representative in order to
interoperate on their existing telecom infrastructures. The COMPANY should allow the CONTRACTOR to utilize
their existing communication tower for the installation of the propose microwave antenna at their office in PHC and
radio equipment will be in-house at their Telecom room. CONTRACTOR shall also provide a dedicated internet
connection with a minimum bandwidth of 512kbps downlink/64kpbs uplink.
5.2. COMPANY’s Communication Facilities at different Worksites

The COMPANY had an existing telecommunication facility in place for the different work sites at Tunu, Ogbotobo,
Benisede and Opukushi. The current network connectivity is a star topology based on Microwave Line-of-Site

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(LOS) Eclipse Radios. All microwave links shall maintain connection on their hub site at Tunu flowstation. All
network traffic shall be passing to their primary link towards their Corporate Network at Warri - Forcados backbone
and secondary or backup link toward PHC – Nun River.
The CONTRACTOR shall provide network connectivity to COMPANY’s closest hub site at WARRI via Forcados
terminal. This point-to-point (P2P) connectivity shall provide data and voice services to the COMPANY network
infrastructure. The CONTRACTORshall deploy a compatible Microwave radio in order to avoid any integration to
their existing data and voice network services. The propose network connectivity for the data communication can
be either in transparent bridge or a routed network configuration. For voice communication, the CONTRACTORis
proposing that voice services can be deliver with a voice router bundled with FxS cards. Dial plan and prefixes
should be provided by the COMPANY ICT department. The propose bandwidth connectivity between the two
location shall be at minimum as define on the scope of work running not less than 512kbps and propose to operate
under licensed frequency. All radio transmission within the area should be check for any presence of gas cloud. In
such cases that the P2P LOS path detects this gas cloud presence then any radio transmission or radio radiating
equipment should be ATEX certified in order to avoid any incidence of explosion. All propose solution shall be
subjected for the COMPANY approval. CONTRACTOR shall also provide a dedicated internet connection with a
minimum bandwidth of 512kbps downlink/64kpbs uplink.
The CONTRACTOR shall provide uninterruptable power supply (UPS) to protect networking devices from power
failure located at the different worksites. The UPS should be capable to operate in battery mode for two (2) hours
runtime period. The CONTRACTOR shall protect all data communication equipment against electrical and lightning
surges. Individual surge arrestors shall be installed on each communication devices. All network patch panel shall
be protected from lightning surges by placing a special lightning arrestor on each individual network ports. This
special lightning arrestor shall protect all the Ethernet ports of the network switches against lightning strike.
Individual surge protector can be also installed optionally on the Ethernet port on individual COMPANY s such as
desktop or laptop computers. External Automatic Voltage Regulator (AVR) can be added on data communication
devices to protect from electrical voltage fluctuation. Protective Earth (PE) cables shall be added on the chassis of
individual data communication equipment to protect from a very high current flow in case of an insulation fault or
short circuit. It also protect against electrical shock if a person touches a device in which an insulation fault has
occurred.
CONTRACTOR shall provide each COMPANY representative a UHF/VHF handheld radio as another mean of
voice communication to be used throughout the project construction phase. CONTRACTOR shall ensure that the
license radio frequency shall not interfere on their existing frequency used by the COMPANY. CONTRACTOR can
provide different radio channel frequency required by the project. CONTRACTOR shall provide a radio trunk
system that shall be use for radio communication. UHF/VHF radio frequency (RF) is the broadband frequency to be
used on the different worksites during the construction phase. The two-way radio trunk communication shall
provide a wide coverage area allowing both COMPANY and CONTRACTOR employee to converse on their
assigned “talkgroup”. A central-controlled trunked system uses a control channel installed at Tunu that act as the
main repeater then individual repeaters shall be installed at Ogbotobo, Opukushi and Benisede worksites. Portable
handheld to handheld radio communication gave the capability to communicate beyond the normal 6.43 km limit
range. Marine UHF/VHF radio is installed on a number of speed boats giving each capability to communicate on
the different radio channels for the project. The radio trunk communication should also comply with ATEX
compliance.
CONTRACTOR shall provide a portable or mobile satellite phones to those location having poor UHF/VHF radio
signals. Satellite communication services can be acquired either from Thuraya or Inmarsat.
CONTRACTOR shall provide the personnel to man these communication facilities for the COMPANY in three (3)
eight-hour shifts every day. The CONTRACTOR is proposing the shifting hour as follows; first shift is from (1) 6:00
– 14:00, second shift (2) 14:00 – 22:00 and shift three (3) 22:00 – 6:00. CONTRACTOR ICT service desk shall be
available 24 hours x 7 days located at the work site. CONTRACTOR shall supply a dedicated Onsite ICT support to
COMPANY. The supplied ICT support shall work under the supervision of COMPANY ICT personnel in order to
avoid the breach of IT information between the COMPANY and CONTRACTOR ICT infrastructures. ICT
CONTRACTOR support staff can provide assistance in diagnosing any network cabling and microwave
connectivity problem located at COMPANY office premises provided by the CONTRACTOR.
ICT required activities from the beginning of the construction phase and to commissioning at various locations meet
up with already planned scope detailed in ICT plan reviewed and submitted to COMPANY. We refer to already

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defined services to be provided throughout the construction phase and this is stated in the ICT Plan (SSG-
NG01012401-GEN-AA-5880-00001_R02_SSAGS Project ICT Plan).
For details refer to: Project ICT Plan.
SSG-NG01012401-GEN-AA-5880-00001_R01: SSAGS Project ICT Plan;
SSG-NG01012401-GEN-JA-6180-00001_P03: TECHNICAL BID EVALUATION FOR INFORMATION
MANAGEMENT ASSETS DATA DELIVERABLES.

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6. PROJECT CONTROL

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Project control works in line with time, Revenues / Costs and Risks / Opportunities. The aim of the project control is
to keep under constant control all identified project targets within pre-defined limits of time and budget cost. It is our
process of comparing actual performance with planned performance, analysing variances, evaluating possible
alternatives and suggesting appropriate corrective actions to support the project managers to complete the SSAGS
projects within needed established project goals. These are achieved mainly with the following methods:
 Time scheduling , planning and control;

 Physical progress and resource commitment scheduling;
 Revenues and costs control;
 Cash flow control;
 Control of economical progress and spread forecast
 Risks and opportunities management.
6.1. SCNL Control Function Details For SSAGS Project

See below diagram: Fig. 6.1 – 6.3 for more details
Fig. 6.1
Fig. 6.2

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Fig. 6.3
6.2. Project Control Procedures

In order to ensure understanding of, and compliance to, the established procedures by all project participants,
CONTRACTOR shall prepare specific Project Control procedures to be applied for the Project. All project
participants at CONTRACTOR’ s Offices for each location as well as at the Site Offices shall utilise the same
procedures, which shall be developed based on CONTRACTOR's standard Project Control procedures and shall
be reflecting all COMPANY's requirements specified in the CONTRACT, throughout the Project life.
Additional details may be found under the Project “Project control Plan” (doc no. SSG-NG01012401-GEN-FA-5759-
00001).
6.2.1. Planning and scheduling

The management of a Project is geared to the achievement of objectives. The fulfilment of objectives is based on
the capability to identify and quantify all various activities to be developed, to assign responsibilities for their
execution to the appropriate parties involved, and to control the execution of each activity. Management goal shall
be to achieve a high level of Project Control by way of effective planning utilising various established techniques.
The aim of the Project Control functions is therefore to keep under constant control all identified Project targets
within pre-defined limits of the schedule, budget cost and quality. Planning is performed with top-bottom logic;
meanwhile control is achieved from the bottom-up logic.
Additional details may be found under the Project “Planning and Scheduling Procedure” (doc no. SSG-
NG01012401-GEN-FA-6044-00001).
6.2.2. Work breakdown structure

In order to effectively plan and control the Project, the WBS divides the entire project scope into hierarchal,
manageable definable packages of homogeneous activities applying the “Top Down” technique. The overall Project
Control system is based on a Work Breakdown Structure (WBS). The WBS establishes a natural hierarchy of Work
Packages for summarisation (Roll-up); the top level represents the overall Projects, the lower levels reflect
increasing levels of detail that illustrate the manner in which the work shall be divided and implemented. The WBS
shall provide the necessary level of detail for effective progress measurement, information required by the
COMPANY for Project Reviews, reporting to the management and / or for the preparation of the periodic Progress
Reports by CONTRACTOR. The WBS shall be agreed with COMPANY during the first stages of the Projects and
shall contain appropriate codification in order to be aggregated/disaggregated in accordance to the COMPANY
provided WBS. Based on the agreed WBS, a coding system for activity numbering shall be used to permit easy
identification of the individual activities within the WBS.
Additional details may be found under the Project “Planning and Scheduling Procedure” (doc no. SSG-
NG01012401-GEN-FA-6044-00001) and the Work breakdown Structure (doc no. SSG-NG01012401-GEN-FA-
5792-00001).
6.2.3. Risk Analysis:

Risk analysis shall enable the project/CONTRACTOR to be able to analyze an event, foreseen or not, which might
altal the schedule and it impact on time and budget. CONTRACTOR is developing her methodology to run Risk
Analysis based on the Schedule of SOUTHERN SWAMP ASSOCIATED GAS SOLUTION (SSAGS) Project, in
compliance with the Corporate Standard of the Contractor. The Schedule Risk Analysis methodology to be
implemented during execution phase of SSAGS Project of the Engineering and Construction shall be based on the
following steps:

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 Identify and develop Schedule Risk/Opportunities Register and agree top ten risk/opportunities (Preferably
in a workshop setting with the COMPANY);
 Freezing of the schedule named Official Baseline Schedule;
 Baseline Schedule set-up (or Current Schedule set-up);
 Assessment of the probalistic durations: pessimistic, optimistic and most likely durations/impact of the
risk/opportunity (Preferably in a workshop setting).
 Integration of risks/opportunities including mitigation and recovery measures in the schedule and building
of the Schedule Risk Model;
 Scheduling (in Primavera P6) and simulation using the Oracle Risk Analysis tool;
 Output analysis;
 Reporting and qualifications.
Planned output analysis of key milestones shall be reported at the end of the analysis, and above steps are to be
periodically executed (every three months, according to COMPANY’s requirements) during the Project Life Cycle,
using as input with the Current Schedule. This approach is valid when Primavera P6 and Primavera Risk Analysis
module are used. Opportunity already made available for COMPANY to participate in agreeing with assessment of
pessimistic, optimistic and most likely durations, also COMPANY can be involved in the process where the key
project risk or opportunity effecting the schedule are derived.
Additional details may be found under the Project “Schedule Risk Analysis” (doc no. SSG-NG01012401-GEN-FA-
0709-00001).
6.3. Progress Measurement
6.3.1. Home Office

The Home Office Services include Engineering, HSE design, Procurement Services and Subcontracting Services.
The overall progress includes the contribution of phases which are weighted per the category weighting. The
measurement methods are detailed in the Progress Measurement Procedure; the output progress figures shall be
reported in the Weekly and Monthly Reports in table and graphic formats.
Additional details may be refer: Document Progress Measurement Procedure (doc. No. SSG-NG01012401-GEN-
AA-6944-00001).
6.3.2. Construction
Construction physical progress is calculated in accordance to the Project Breakdown Structure. Planned and actual
progress measurement is obtained from total and installed physical quantities converted in EHM through standard
hours for each scheduled SCMC. Total quantities are defined by engineering as total work volume of the project
broken down by Project Breakdown Structure and SCMC. Actual quantities are obtained from engineering
deliverables and scheduled to each construction item (foundation, pumps, isometric, equipment, etc) with their
proper Project Breakdown Structure/SCMC codes.
Additional details may be found under the Project “Progress Measurement Procedure” (doc no. SSG-NG01012401-
GEN-AA-6944-00001).
6.3.3. Document Control

The purpose of this Information Plan is to make sure that the information which CONTRACTOR shall hand-over at
COMPLETION shall meet SSAGS project requirements, sufficient with adequate quality and in a format that
facilitates its use in the target processes and applications of SSAGS PROJECT for asset management,
engineering modifications, operations and maintenance. The CONTRACTOR shall be responsible for maintaining
and handing over all physical records (signed original documents, media tiles, X-rays, core samples.) produced
during the execution of the WORKS.
Reference to section 7 - INFORMATION MANAGEMENT PLAN.

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For details refer to: Project Control Execution Plan.
SSG-NG01012401-GEN-FA-6044-00001_A01: PLANNING AND SCHEDULING PROCEDURE;
SSG-NG01012401-GEN-FA-5792-00001_R01: WORK BREAKDOWN STRUCTURE;
SSG-NG01012401-GEN-FA-0709-00001_R02: SCHEDULE RISK ANALYSIS;
SSG-NG01012401-GEN-AA-6944-00001_A01: PROGRESS MEASUREMENT AND REPORTING PROCEDURE;
Reference to Contract Section VII - INFORMATION MANAGEMENT.

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7. INFORMATION MANAGEMENT AND DATA CONTROL

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The Information Management Plan (IM Plan) defines the guidelines for design, implementation and execution of all
systems information and application using for the SSAGS Project requirement and ensure that the information
which CONTRACTOR shall hand-over at the completion of the SSAGS project shell meet COMPANY requirements
with sufficient and adequate quality and in such a format that facilitates its use in the target processes and
applications for which COMPANY shall use for asset management, engineering modifications, operations and
maintenance of the all the flow stations – TUNU, BENSIEDE, OPUKUSHI and OGBOTOBO. The CONTRACTOR
shall be responsible for maintaining and handing over all physical records (signed original documents, media tiles,
X-rays, core samples.) produced during the execution of the WORKS.
Additional details may be referring: Information Management Plan (doc. No. SSG-NG01012401-GEN-JA-5798-
00001_C01).
7.1. Information Management Coordinator

The Information Management Coordinator provides overall coordination of project information activities and acts as
the interface with COMPANY IM team. The IMC nominated at the project start-up stage is under the responsibility
of the PCM. The IMC is the focal point for the control of the Project Documentation and IM asset deliverables
during the project life. The mission of the IMC shall be to ensure the implementation of Project Document Control
and Data Control, Manage all project documentation flows (paper and electronics) within the four flowstations.
7.2. Document Control Coordinator

Under the responsibility of the IM, the DCC manages a team of Document Controllers and supports IM in the
processes distribution of deliverable documentation to both Project team and COMPANY.
DCC shall maintain the following key functions;

 Supervise the Document Controllers;
 Ensure that all documentation received and produced is in compliant with formats (electronic
or hard copy) that adhere to the COMPANY standards for the receipt and production of
documentation both in quality and format;
 Ensuring that document reviews are carried out to the correct level of approval hierarchy;
 Follow-up for critical documents review and approval.
7.3. Vendor Document Controller

Vendor Document Controller (VDC) shall be responsible to the PSL and the functional responsibility of the DCC
shall be:
 Receiving vendor documents from PSL (under the PSL responsibility);
 Following the set matrix for distribution of Engineering and Non-Engineering documents;
 Dispatching documents to PMT DC (CONTRACTOR and COMPANY);
 Following the review process as per set vendor document workflow under the PSL control;
 Update Project Team (as per set matrix) with Vendor document status.

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Figure 7.1: Vendor Document Workflow
7.4. Information Deliverables

A summary of the expected information deliverables includes:
7.4.1. Data Deliverables

CONTRACTOR shall supply Data for each components of the facility in line with the Plant Breakdown Structure.
The components for which Data will be provided include Site, Plant, Area, Process Unit, Tag, Equipment, Model
Part, Maintenance Unit, Maintenance 'System, Equipment Property, Tag Property, Model Part Property, Cable,
Corrosion, Tag & Equipment Class, Class Property and the Document-Object Relations, Document-to-Data Links
for Tags, Equipment, Model Part, Process Unit, Area, Plant and site.
7.4.2. Computerized Maintenance Management System (CMMS)

CONTRACTOR shall engage a COMPANY accredited SUB – CONTRACTOR to deliver the activities of CMMS
and corrosion management data aspects of the project’s scope as specified in Article 9 and 10 of the section IV
Scope of Work (SOW). And CONTRACTOR shall be responsible for the maintenance of all information
(Documents and Data) required for the performance of CMMS work, as well as to provide information to the
COMPANY in accordance with the contract scope. Strategy to develop the asset deliverables shall follow:
i. Asset Register:
 Tag and equipment definition and document numbering;
 Tag and equipment classification;
 Equipment record card (ERC) and piping data sheet (PDS).
ii. Maintenance Reference Plan:

 Maintenance job routine;
 Maintenance reference plan.
iii. Spares Data:
 E-SPIR

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iv. Corrosion Inspection Strategy:
 Corrosion monitoring information;

 Maintenance reference plan (Risk Based Inspection part).
v. Corrosion Management and Inspection
The objective of Corrosion monitoring is to monitor corrosively trends in carbon steel system and to verify
or adjust means for preventing corrosion. To that purpose, methods will be specified among which weight
loss measurements, electrical resistance measurements as recommended in DEP 39.01.10.11. The selection of
monitoring method and location of monitoring will take into consideration system criticality, expected corrosivity,
water content and salinity, pigging facilities and maintenance.
7.4.3. Correspondence
All project correspondence shall be in English only;
All correspondence between COMPANY and CONTRACTOR shall be sequentially numbered and all the originals
should have one copy stamped and acknowledged by the receiving party;
All letters for the project shall contain the following information:
 Project title and contract number;
 Unique identification (correspondence type and assigned serial number);
 Identification of the sender and of the receiver(s);
 Date;
 Subject;
 Number of pages if multi-page;
 Originator and/or approval signatures;
 References (“Your” Ref & “Our” Ref);
 Security/Confidentiality Classification.
All electronic copies of all correspondence must be uploaded on COMPANY EDMS on “Global Livelink”
7.4.4. Document Transmittals

All reports, drawings, specifications, procedures etc., transmitted between the CONTRACTOR,
COMPANY and third parties shall be sent under a cover of a Document Transmittal.
Document Transmittals shall be reviewed and signed as follows:
 For documents transmitted to COMPANY or authorities, by the Document Controller;
 For documents transmitted between CONTRACTOR’s sites / offices, by the Document Controller.
The control of the document is identified using COMPANY’s own document numbering system, as defined in the
COMPANY Document Control Procedure (SSG-PT-GEN-JA-6017-00001).
7.5. Contractor EDMS

IBIS Page - (Integrated Business Information System). The IBIS (Integrated Business Information System) is
Saipem corporate integrated system that will be used by CONTRACTOR for SSAGS project.
IBIS Overview:
IBIS provides a fully integrated document management tool including:
 An automated document register;
 Fully tracked Document/Correspondence management;

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 Detailed reporting facilities;
 Process and document approval workflows PVA Cycle (Preparer-Verification-Approval);
 Approvals, preferences and other COMPANY administrative tools.
IBIS Key Features:
 IBIS Page provides project users a secure access to the documents;

 Powerful searching, reporting and management functions;
 All information and actions on IBIS Page are recorded tracked and archived.
Figure 7.2. IBIS Page Project Structure
For details refer to: Information Management Plan.

SSG-NG01012401-GEN-JA-5798-00001_R01: INFORMATION MANAGEMENT PLAN;
SSG-NG01012401-GEN-JA-6017-00002_A02: DOCUMENT CONTROL PROCEDURE;
SSG-NG01012401-GEN-AA-6180-00001_R01: EQUIPMENT AND MATERIAL NUMBERING
PROCEDURE:
DEP 39.01.10.11.

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8. HSE MANAGEMENT

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8.1. Health, Safety and Environmental (HSE) Plan
CONTRACTOR HSE plan shall ensure full compliance with COMPANY and with all Federal legislations where
required and the Project has developed a comprehensive “General Health, Safety and Environmental (HSE) Plan
for the EPC phases” (Doc.No.SSG-NG01012401-GEN-HX-5798-00001_C03).The scope of this document covers
the structure and key features of CONTRACTOR’s HSE Management System (HSE MS) as applied to the Project
and identifying CONTRACTOR’s HSE organization and responsibilities as well as anticipating the main HSE
activities that shall be developed.
In addition, the summary shall be presented within this documentation while a broader and more detailed
explanation of HSE activities shall be presented in the HSE plan documentation and that of respective activities as
we deal with each specific Project phases:
 HSE Plan for Engineering and Procurement (Doc. No SSG-NG01012401-GEN-HX-5798-00002_C02),
issued defining HSE activities for the engineering and procurement phase of the Project, describing
their scope, objectives, and attributing related responsibilities;
 HSE Plan for Construction (Doc.No.SSG-NG01012401-GEN-HX-5798-00003_C03),issued,
describing how HSE issues shall be identified and managed during the Construction and Pre-
Commissioning phase of the Project and defining related responsibilities;
 HSE Plan for Commissioning (Doc.No.SSG-NG01012401-GEN-HS-5798-00002_A02),issued,
describing how HSE issues shall be identified and managed during the Commissioning and Start-up
phase of the Project and defining activities related responsibilities.
All HSE plan shall be based on the scope and conforming to the specific Project phase and activities it shall be
addressesing. Following shall be the bases of HSE plan:
 To define audit and review mechanisms;

 To detail scope and schedule of Project HSE activities, also defining relevant interfaces among
CONTRACTOR, COMPANY, and Subcontractors;
 To identify key HSE roles and responsibilities for the Project;
 To identify main HSE reference documents;
 To identify needed and applicable HSE procedures/working practices;
 To provide a robust framework to ensure that HSE issues are properly addressed and fully
documented during the execution of the Project.
The HSE Plan Plans shall be advanced in accordance with Contract requirements and all necessary government
legislations “Best Practice Note on Preparation of Project HSE Plans” and incorporate The Elements of
COMPANY HSE Management System with below key factors:
 Audit;
 Implementation and Monitoring;
 Leadership and Commitment;
 Management Review;
 Organization, Resources and Competences;
 Planning, Standards and Resources;
 Policy and Strategic Objectives;
 Risk Evaluation and Management.
8.2. Planning and Procedures

CONTRACTOR’s planning and procedures shall be in accordance with SAIPEM HSE Management System and
the approved COMPANY standards and other legal and regulatory requirements. CONTRACTOR shall ensure that
all equipment and tools are pre-inspected before use, calibrated as required and have valid test certificates. All
equipment shall be maintained according to the manufacturer's/vendor's standards, and shall be keep an up to
date maintenance record of all equipment to be used on site during the duration of the contract/operation.
CONTRACTOR shall perform all her WORKs in accordance with the procedure stipulated in the Permit to Work
issued by COMPANY and ensure that CONTRACTOR personnel and SUBCONTRACTOR’s shall be clearly
briefed on their roles and responsibilities in emergency situations, and shall have received appropriate training to

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fulfil their tasks in developing emergency plans and implementation during emergency situations. The emergency
response training shall comply with the COMPANY’S approved standards, including refresher courses and any
statutory requirements. And CONTRACTOR shall ensure that it is aware of COMPANY’s Emergency Procedures,
and shall instruct and require all CONTRACTOR and SUBCONTRACTOR personnel to comply with COMPANY’s
instructions during emergencies.
8.3. Risk Management of HSE (Hazards and Effects Management)

In line with the CONTRACTOR’S company (SAIPEM) HSE Management System and HSE Hazards Management
Register, CONTRACTOR shall formally identify hazards, assess and record all WORKs related HSE risks to a
standard acceptable to COMPANY prior to CONTRACT mobilization for any activity, and shall have such
assessments endorsed by COMPANY. HSE risks shall be assessed using COMPANY Risk Assessment Matrix
(RAM) or an equivalent endorsed by COMPANY. HSE assessments shall align with COMPANY standard for the
Hazards and Effects Management Process (HEMP) and COMPANY Inventory of HSE HAZARDS and effects
referred to as the CONTRACT Hazards and Effects Register and used to develop the CONTRACT HSE
Management System Interface Document. The HSE risks assessed as “High” (defined as those with associated
HSE risks assessed to be in the red region of the COMPANY Risk Assessment Matrix shall be documented in an
HSE Case prior to commencement of the WORK.
CONTRACTOR shall regularly update risk assessments during the lifetime of the CONTRACT and shall ensure
that at no time shall a new segment or portion of the WORK be started or continued without completing all the
necessary requirements for risk assessment and communicating same to all the stakeholders and assess all health
risks (HRA) associated with the execution of the contract and document controls and mitigating measures.
CONTRACTOR shall define ALARP criteria and ensure that overall risks are reduced to ALARP. Such ALARP
shall be demonstrated by detailing controls and mitigations built into the design as well as training and procedures
required to manage Major Accident Hazards, with constant record and report concurrent hazardous activities
including instances where one of the activities is conducted outside the immediate WORK area. CONTRACTOR
shall produce a simultaneous operation management matrix for all concurrent activities both internal and/or
external and shall develop appropriate Contingency Plans covering scenarios agreed by and endorsed by
COMPANY. Contingency Plans shall as a minimum cover all high-risk scenarios identified in HSE Cases
associated with the WORK. CONTRACTOR Contingency Plans shall be integrated with COMPANY Contingency
Plans and shall be regularly tested. CONTRACTOR and SUBCONTRACTOR personnel with roles and
responsibilities within Contingency Plans shall be identified, appropriately trained.
CONTRACTOR shall develop Design Safety Case or review one from the detailed design contractor if available to
incorporate any changes made in the design. Such Design Safety Case shall include analyses of Major Accident
Hazards using bowties, identification of Safety Critical Elements and Performance Standards for each Safety
Critical Elements as well as integration of highlight of safety studies and reviews.
The CONTRACTOR shall ensure that personnel are provided with appropriate PPE in accordance with COMPANY
reference manual on Personal Protective Equipment’ relevant to the WORK and shall put a management system in
place to ensure that the PPE is used as specified and in accordance with the law, and good industrial practice at all
times during execution of the WORK and the PPE shall be of sufficient quality assurance certifications [CE
markings and standard references] and that the PPE manufacturers are certified to ISO 9000 or equivalent. All
PPE [Including Personal Floatation Devices] shall be inspected and approved by the COMPANY representative
before they are deployed for use by CONTRACTOR and SUBCONTRACTOR personnel to ensure that suitable
Occupational Health Assessments are carried out and implemented to ensure hazards are avoided, or where this is
not practicable, reduce to ALARP.
CONTRACTOR shall hold and maintain a Medical Retainer Hospital or Tier 3 Hospital for CONTRACTOR and
SUBCONTRACTOR personnel for the duration of the CONTRACT. All road transport activities in the course of
performance of the WORK, shall be conversant with and, at all times, strictly comply with COMPANY standard
“Shell HSSE & SP Control Framework Transport Manual – Road Safety” in the performance of the WORK. And
shall ensure compliance with the International Association of Oil and Gas Producers’ (IAOGP) ‘Minimum
Environmental Standards’ and the Shell Group HSSE & SP Control Framework Environment Manual as applicable
to the WORK or advised by the COMPANY. CONTRACTOR hereby confirms that it has a copy of these Standards
and understands the same.

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8.4. Implementation (Monitoring, Recording and Corrective Action)
CONTRACTOR shall use the output of risk assessments to set HSE objectives, plans and programmes. HSE
performance indicators and targets shall be measured against reduction in HSE risk. And CONTRACTOR shall
establish systems to monitor and report HSE performance that meet performance and monitoring reporting
requirements set by COMPANY. Structured and documented incident reporting system shall be applied and shall
notify the COMPANY immediately (within 24 hours) of any incident, near misses and potential incident arising from
the CONTRACTOR’s or SUBCONTRACTOR’s activities which has caused, has the potential to cause, or could in
the future cause any WORK related injury or illness to any COMPANY GROUP personnel or CONTRACTOR
personnel or any third party, harm to the environment, any damage to, or loss of COMPANY assets,
CONTRACTOR assets or third party assets.
The CONTRACTOR shall comply with COMPANY Procedure for recording and submitting incident notifications to
the COMPANY within 24 hours of the incident, as specified in the COMPANY procedure ‘EP2005-0170 Incident
Reporting and Follow-up’.
8.5. HSE Management System

The project HSE Management system shall work in line with section VI of the contract and CONTRACTOR will
continue to apply the HSE policy currently maintained in line with SCNL HSE Management System and ensure that
this HSE Policy is in-line with the agreed COMPANY HSSE policy, procedures and activities to be carried out will
also be in agreement with the referenced HSE Standards in the contract, and any other recognised independent
standard as agreed between the COMPANY and the CONTRACTOR. CONTRACTOR will continue to demonstrate
HSE leadership at all levels during the project, and also CONTRACTOR Senior Management shall provide strong,
visible leadership and commitment to HSE management at both Engineering and Construction levels by:
 Allocating adequate resources for HSE management;
 Attending and Chairing HSE meetings;
 Promoting HSE issues in company communications;
 Conducting workplace HSE inspections personally;
 Supporting HSE initiatives;
 Supporting staff training on HSE;
 Monitoring and measuring compliance.
In fullfilling above mentioned HSE resposibilities, CONTRACTOR shall:
 Ensure that all relevant design decisions are duly taken considering HSE aspects;
 Ensure that significant HSE impacts related to the execution of the Project are properly identified and
prevention, control and mitigation measures are developed to eliminate or minimise harm to people,
damage to equipment, and adverse environmental effects;
 Maintain a safe working environment and/or safe system of work to minimize the possibility of
accidents and damage during all phases;
 Provide adequate guidance on all HSE issues;
 Encourage the adoption of a positive, proactive, and committed HSE culture.
8.6. Set Of Deliverables

Project HSE activities are planned in a set of deliverables, which deal with either the whole life-cycle of the Project,
or with one or more specific phases of activities as the project proceed. The following illustrates the relationships
between these planning documents and the various Project phases.
OVERALL
General HSE Plan (Doc.No.SSG-NG01012401-GEN-HX-5798-00001_C03);
ENGINEERING & PROCUREMENT CONSTRUCTION COMMISSIONING;

HSE Plan for Engineering and Procurement (Doc.No.SSG-NG01012401-GEN-HX-5798-00002_C02);
HSE Plan for Construction (Doc.No.SSG-NG01012401-GEN-HX-5798-00003_C03);
Commissioning HSE Manual (Doc.No.SSG-NG01012401-GEN-HS-5798-00002_A02);
Design HSE Philosophy (Doc.No.SSG-NG01012401-GEN-HX-5680-00001_C02) HSE;

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Manual for Construction (Doc.NoSSG-NG01012401-GEN-HS-5798-00001_A01);
Occupational Health and Safety Risk Assessment for Commissioning (Doc.No.SSG-NG01012401-GEN-HX-5798-
00011_R01);
HUMAN FACTOR ENGINEERING PROGRAMME PLAN (Doc.No.SSG-NG01012401-GEN-HX-5701-00001_C01);
Environmental Management Plan (Doc.No.SSG-NG01012401-GEN-HX-5880-00001_C02);
MEDEVAC PLAN (Doc.No.SSG-NG01012401-GEN-HX-5798-00005_C04);
HSE Requirements for Vendors (Doc.No.SSG-NG01012401-GEN-HX-5680-00002_C02);
Waste Management Plan (Doc.No.SSG-NG01012401-GEN-HX-5788-00001_C03);
Environmental Management Plan (Doc.No.SSG-NG01012401-GEN-HX-5880-00001_C02);
SIL Allocation TOR (Doc.No.SSG-NG01012401-GEN-HX-1222-00001_C01;
Project HSE Requirements for Subcontractors (Doc.No.SSG-NG01012401-GEN-HX-5680-00003_C02);
Waste Management Plan (Doc.No.SSG-NG01012401-GEN-HX-5788-00001_C03);
SIL ALLOCATION REPORT (Doc.No.SSG-NG01012401-GEN-HX-7180-00001_R01);
Health Plan (Doc.No.SSG-NG01012401-GEN-HX-5798-00006_C02) ;
Spill Contingency Plan (Doc.No.SSG-NG01012401-GEN-HX-5880-00002_C02);
HEMP Plan (Doc.No.SSG-NG01012401-GEN-HX-5880-00005_A03);
MEDEVAC PLAN (Doc.No.SSG-NG01012401-GEN-HX-5798-00005_C04);
CONCURRENT OPERATION PLAN (Doc.No.SSG-NG01012401-GEN-HS-5798-00003_A02);
BOW-TIE CRITERIA (Doc.No.SSG-NG01012401-GEN-HX-6180-00002_C01);
MEDEVAC PLAN FOR PRE-MOBILIZATION AND TEMPORARY CAMP CONSTRUCTION (Doc.No.SSG-
NG01012401-GEN-HX-5798-00007_C03);
EMERGENCY RESPONSE PLAN (Doc.No.SSG-NG01012401-GEN-HX-6019-00001_C02);
PERMIT AND CONSENTLEGAL REGISTER (Doc.No.SSG-NG01012401-GEN-HX-6680-00001_C01) ;
Spill Contingency Plan (Doc.No.SSG-NG01012401-GEN-HX-5880-00002_C02) ;
TUNU CPF HSE CASE (Doc.No.SSG-NG01012401-TUNG1-HX-7506-00001_R02;
CONCURRENT OPERATION PLAN (Doc.No.SSG-NG01012401-GEN-HS-5798-00003_A02) ;
FLOWSTATIONS HSE CASE (Doc.No.SSG-NG01012401-GEN-HX-7506-00001_A01);
EMERGENCY RESPONSE PLAN (Doc.No.SSG-NG01012401-GEN-HX-6019-00001_C02) ;
EARLY WORKS HSE CASE (Doc.No.SSG-NG01012401-GEN-HX-0780-00001_C01);
EMERGENCY RESPONSE PLAN SPECIFIC FOR DREDGING WORKS (Doc.No.SSG-NG01012401-GEN-HX-
6019-00002_C01);
HAZID PROCEDURE (EarlyWorks) (Doc.No.SSG-NG01012401-GEN-HX-6180-00001_C01);
CONSTRUCTION HAZID TERMS OF REFERENCE (TOR) (Doc.No.SSG-NG01012401-GEN-HX-6180-
00004_A01);
CONSTRUCTION HAZID REPORT (Doc.No.SSG-NG01012401-GEN-HX-6873-00002_R02);
HAZOP Terms Of Reference (Doc.No.SSG-NG01012401-GEN-HX-6180-00003_A02) ;
HAZOP Study Report (Doc.No.SSG-NG01012401-GEN-HX-6875-00001_R01) ;
HAZOP Close-Out Report (Doc.No.SSG-NG01012401-GEN-HX-6875-00002_R03) .
8.7. Hse Reviews

The various HSE Reviews will be carried out at different phases of the project to help the project team to know
whether they are ready for the next project stage from HSE point of view, and help to close any gaps. It is important
to ensure that the appropriate controls have been or will be implemented to reduce the risk to a level which is
ALARP. Project reviews have been spilt into three (3) major phases of the project, which are:
ENGINEERING PHASE:
 Review of HSE Documents Required
General HSE Plan (Issue)
Design HSE Philosophy (Issue)
HSE Plan for Engineering and Procurement (Issue)
HSE Requirements for Vendors
HSE Requirement for Sub-contractors
HSE Plan for Construction and Commissioning
Construction and Commissioning HSE Manual
Waste Management Plan
Environmental Management Plan
Site Health Plan
Site Emergency Response Plan
 Construction HAZID Studies

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 HAZOP Analysis
 Safety Integrity Level (SIL) Classification Studies
 SIL Verification
 Fire and Gas Detection
 Hazardous Area Classification
 Quantitative Risk Assessment
 Fire and Explosion Risk Assessment
 Detailed Bow-Tie Analysis
 Firefighting
 Noise Study
 Air Quality Study
 Effluent Inventory
 Escape/Evacuation, Safety Equipment and Safety Signs
CONSTRUCTION PHASE:
 HSE Plan for Construction & Commissioning (Implementation)
 Construction & Commissioning HSE Manual (Implementation) including HSE Procedures
 Construction HAZID Findings (Implementation)
 Construction HSE Case
 Environmental Management Plan (Implementation)
 Construction Spill Contingency Plan (Implementation)
 Site Emergency Response Plan (Implementation)
 HSE Reporting and Performance Indicators
 HSE Training Plan
 Risk Assessment Plan
 Accident/ Incident Management
 Simultaneous Operations
 Procedure (SIMOPs)
 HSE Audit/inspection Plan
 Green House Gas and Energy
 Management Plan (Implementation)
COMMISSIONING PHASE:
 Commissioning HSE Plan (Implementation)
 Commissioning HSE Manual (Implementation)
 Simultaneous Operations Procedure (SIMOPs)
 Environmental Management Plan (implementation)
 Reporting and Performance Indicators
 HSE Training Plan
8.8. HAZOP and SIL Reviews Management

Process Hazard Analysis (HAZOP and SIL Reviews) is/shall be the cornerstone of the HSE Design activities during
the Engineering and Procurement phase. HAZOP review shall be carried out on the base of the methodology
defined in the HAZOP Terms Of Reference (SSG-NG01012401-GEN-HX-6180-00003) to check and investigate the
design of the facilities in order to identify any potential hazards and operability problems that could arise particularly
through deviations from the design intent. According to the SECTION VI - HEALTH, SAFETY, SECURITY AND
ENVIRONMENTAL requirements of the contract. The HAZOP and SIL reviews will be carried out and shall utilize
the commercially available HAZOP/SIL software, SIL PRO and Primatech PHAWORKS 5 (VERSION 5.17).
Additional details may be found under the:
 HAZOP terms of reference;
 SIL Allocation terms of reference.
For details refer to: Health, Safety and Environmental (HSE) Plan.
SSG-NG01012401-GEN-HS-5798-00001_R01: HSE MANUAL FOR CONSTRUCTION;
SSG-NG01012401-GEN-HS-5798-00002_A01: COMMISSIONING HSE MANUAL;

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SSG-NG01012401-GEN-HS-5798-00003_A01: CONCURRENT OPERATION PLAN;
SSG-NG01012401-GEN-HX-5680-00003_A01: PROJECT HSE REQUIREMENTS FOR SUB-CONTRACTORS;
SSG-NG01012401-GEN-HX-5798-00001_A01: GENERAL HSE PLAN;
SSG-NG01012401-GEN-HX-5798-00002_C01: PROJECT HSE PLAN FOR ENGINEERING AND
PROCUREMENT;

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9. QUALITY MANAGEMENT, AUDITS, REVIEWS AND TESTING

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9.1. Project Quality Management
CONTRACTOR develops and maintains a set of project policies and objectives for the project, in accordance with
Contractual obligations and the applicable quality management system Standard. The CONTRACTOR quality
policy and objectives are defined by the PM/PD and/or PQM in conformity with COMPANY requirements. The
established project quality policy and objectives detailed in the Project Quality policy shall be reviewed by the PMT
for continual improvement of the work processes. The PMT, whose responsibility is to adapt the CONTRACTOR’s
policy and objectives at their level shall communicate it to all project members and ensure clear understanding by
enthusiastically applied them, since they are the basis on which the CONTRACTOR builds the project success.
Achievement of objectives are monitored through management of indicators, reviewed on a regular basis and
revised where needed.
Project Quality manual describes the quality management technique to be implemented in the Southern Swamp
Associated Gas Gathering Solution Project in Nigeria with the aim of achieving the objective of the project through
proper records and to ascertain an acceptable degree of quality work in the project realization via the processes of
the quality management. The documented quality manual plan covers the unique processes of executing the
project at all locations at the same time applying the quality management system that is distinctive to each one;
achieving the requirements of the COMPANY so as to assure the confidence that objective of the project is
realized, and demonstrates the effectiveness of documented quality management system within the project.
9.2. Project Quality Management System (PQMS) and planning

The PQMS and planning shall be based on CONTRACTOR’s QMS which is process approach structured. The
processes and phases are two different aspects of a project. A project may be divided into interdependent
processes and into phases as a means of planning and monitoring the realization of objectives and assessing the
related risks. The PD/PM shall be responsible for the entire Project Management Processes. Operational
responsibilities are instilled within the Project organization and each level should retain responsibility for its
respective processes.
The Project process approach emphasizes the importance of:

 Understanding and meeting the requirements;
 Needing to consider processes (activities) in terms of added value;
 Obtaining results of process (activities) performance and effectiveness;
 Continual improvement of processes (activities) based on objective measurement.
9.3. Project Quality Management activities

The PQM, in agreement with the PD, plans and executes regularly Project Management review once or twice in a
year as agreed by the PD, PQM and the COMPANY. The review is conducted by the Project Team and recorded
by the PQM. The outcome of the meeting shall be communicated to the CONTRACTOR’s Quality Department
Home Office. Management review shall be based on projects feedback information such as project results,
encountered problems, identified deviations and their causes, adequacy of purchased products, effectiveness of
work methods and organizational structures, audit reports and quality records.
Proper implementation of Project Quality Program shall be performed also by means of monitoring activities on
QCP/ITP application and issue / filing of relevant Quality Records.
This could happen through:
 Regular reporting from QC supervisory function by means of spot visit;
 Quality Work-about at fabrication and installation premises;
 Management review meetings;
 Quality audits;
 Key Performance Indicators for Quality (KPI’s) and their follow-up;
 Metrics reported from each site and consolidated for all sites at PROJECT management office.

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9.4. Project Quality Management review meeting
Project Quality Program implementation shall also be monitored by means of planned Project Quality Management
Review Meetings, aimed to analyse actual implementation status of Project Quality Management System. In order
to ensure proper and effective execution of this activity, the PQM shall:
 Define an adequate frequency at which meetings are to be held, evaluating the opportunity to call
unscheduled meetings, should the need arise;
 Notify meeting execution to all involved functions, providing a brief description of Meeting objectives
 Plan the meeting agenda including, as a minimum:
 Follow-Up on findings identified during previous meetings
 Project Quality Program documentation status
 Auditing activities status : performed Audits vs planned Audits, forthcoming Audits,
unscheduled Audits deemed necessary, brief presentation of Audits results highlights
 Preventive / Corrective Action Requests Status (Raised, Closed, Outstanding)
 Customer Complaints status
 Training / Induction activities status
 Event Reports status (Internal, to Subcontractors / Suppliers, Non Conformities from
Customer)
 Observations / Recommendations
 QA/QC resources status and needs
 Issue formal Project Quality Management Review report (Minute of Meeting). Report distribution list
shall include, in addition to participants, the CONTRACTOR’s Corporate Quality Department and
COMPANY Quality manager if required.
9.5. Training and Tool Boxes

Training sessions shall be performed when sufficient personnel require a specific training to ensure that each
members of the project is aware of the applicable rules and procedures during project execution. Short meetings,
called “toolboxes” are held on specific topics approved by Project Management. The records related to Quality
training are kept and maintained by the PQM.
9.6. Quality Requirements for Subcontractors/Suppliers

Quality requirements are implemented in order to define SUBCONTRACTORS/SUPPLIERS obligations regarding
the Quality Management System to be followed. The purpose is to assure and document that purchased Supplied
or subcontracted Work by CONTRACTOR meets the required level of Quality by CONTRACTOR, COMPANY and
the PROJECT. The Quality Specifications for SUBCONTRACTORS are defined in the following procedure and
according to the criticality of the Materials / Services to be purchased.
9.7. Quality Control / Inspection and Testing Plan (QCP/ITP)

CONTRACTOR shall produce Inspection and Test Plans (QCP/ITP) for all permanent works where there is a
requirement to carry out quality control inspections. The aim of the QCP/ITP scope is to ensure that the quality
requirements are met all along the Project processes from engineering to commissioning phases.
Relevant checks and records are defined for each type of activities and are handled by each discipline lead of the
project. The QCP/ITP's shall be developed by discipline for each worksite and would include Inspection and testing
of the materials and equipment incorporated into the WORK is divided into two separate main phases:
 Inspection and testing during Engineering and Procurement activities;

 Inspection and testing during production activities (fabrication/construction, installation, testing, pre-
commissioning and commissioning).
CONTRACTOR shall ensure the use of competent discipline QC inspector and technicians in the conducting of all
inspection and testing activities. Records shall be maintained for such competency CONTRACTOR shall request
COMPANY participation for any inspection specified as a witness or hold point in the ITP. All Inspection and test
Plans shall be issued to COMPANY for approval.

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For details refer to: Project Quality Management Plan.
SSG-NG01012401-GEN-QA-4815-00001_A01: PROJECT QUALITY MANUAL PLAN;
SSG-NG01012401-GEN-QA-5707-00001_R01: AUDIT PROCEDURE AND AUDIT SCHEDULE;
SSG-NG01012401-GEN-QA-5798-00018_A01: Integration Q Assurance Plan;
SSG-NG01012401-GEN-QA-6050-00006_A01: PROJECT QUALITY CONTROL PLAN & PROCEDURE;
SSG-NG01012401-GEN-QA-6050-00010_R01: CONTROL OF MEASURING AND TESTING EQUIPMENTS.
PROCEDURES:
DEP 82.00.10.10-Gen: Project Quality Assurance
ISO 9001:2008 Quality management systems — Requirements
ISO 9000:2005 Quality management systems — Fundamentals and vocabulary
ISO 10005:2005 Quality management systems - Guidelines for quality plans
ISO 10006:2003 Quality management systems — Guidelines for quality management in projects
ISO 19011:2011 Guidelines for quality and/or environmental management systems auditing
ISO 10013 Guidelines for Quality Management System Documentation

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10. ENGINEERING

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The Engineering Project Execution Plan describes the principles to be followed for the execution of the engineering
activities of the SSAGS Project, in order to comply with scope of services and COMPANY’s requirements, and to
fulfill the Project objectives under a well-coordinated and optimized organization.
The engineering activities that CONTRACTOR will execute for the Project are:
 Engineering Project Start-up;
 Review and completion of Front End Design Package;
 Development of Detailed design;
 Engineering for material procurement and construction contracts;
 Engineering during construction and pre-commissioning;
 Engineering in support of commissioning start-up activities to be conducted by Compan.
As per SSAGS contract, FEED has already been developed by COMPANY and is part of the contract.
Consequently the review and completion of the FEED Design package has to be performed. Time and cost impacts
will be also notified to COMPANY and treated in accordance with the applicable contract provisions.
Once the scope of work of each discipline is defined, the Project Procedures and Specifications issued, and the
Basic Engineering Design Data collected and frozen the detailed engineering work will start. This engineering
phase does concern the items, the bulk materials and the relevant procurement activities. As a general approach,
emphasis is given to a fast track schedule for Material Requisitions issuing to approach as soon as possible the
market. A deep cycle of cross comments among disciplines and approvals will be followed during the bidding and
technical evaluation stages. The definition of the technical characteristics of the supply and the finalization of the
scope of supply battery limits shall be fully defined through technical discussions with the Vendors, according to
their proper know-how and consolidated manufacturing practices in similar projects.
Special consideration shall be given to the packages supply which includes also the detailed engineering activities
within the package battery limits.
As per Contract requirements, SSAGS Project shall adhere to Nigerian Act. The Engineering Execution Plan has
been consequently consolidated on the basis that the majority of the Engineering Activities will be performed in the
New Operation Base of Rumoulumeni in Port Harcourt Nigeria. The remaining Engineering Activities mainly include
high profile critical activities that cannot be performed in Nigeria and will be performed in Saipem San Donato
Operating Centre.
The Detail Design phase consists of several levels covering the development of the engineering finalization for
items, bulk materials, the relevant procurement activities and the engineering during construction. Design Reviews
are an important factor to ensure the correctness of the Detail engineering performed during the implementation of
the Project. Design reviews are in fact an integral part of CONTRACTOR’s Quality System and are normally
foreseen for all the major engineering documents, particularly when those documents are of a multidisciplinary
type; this is the case for Plot Plans, P&I Diagrams, HAZOP and 3D Model. For the SSAGS Project, Design reviews
will be organized and implemented taking also in consideration COMPANY requirements and involving COMPANY
representatives in accordance with contract requirements. Actions resulting from the reviews will be recorded in
review meeting minutes and the document(s) under review will be updated as necessary under the responsibility of
the relevant Project Specialist Leader.
During the execution of the detailed engineering, a large amount of data and information is originated by the
Vendors that need to be integrated into the overall design. CONTRACTOR shall ensure that the project
requirements are met in the engineering deliverables prepared by the Vendors through close monitoring of their
activities. The Project Specialist Leaders of the various disciplines provide interdisciplinary verifications and
interface control. The design documents to be issued in this phase are duly verified and approved according to the
CONTRACTOR quality standard and project requirements.
During the construction, commissioning and completion period of the Project, design modifications could be
required, generated either by Home Office or by Site Office. In order to maintain throughout the Project the
consistency of the technical documentation and its alignment with the works already executed, Technical Manager
shall develop a Field Design Change Procedure which will be followed by Field Engineering Manager in the Site
office organization. The Field Design Change Procedure shall be the communication tool to convey deviations to
the design “Issued for Construction”.
Electronic Document Management System (EDMS) will be in place for the duration of the Project covering all the
involved aspects of the Project within CONTRACTOR organization, and also from Vendors. The EDMS will ensure

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that all engineering deliverables will be electronically registered and the information contained in these deliverables
will be easily and reliably available to CONTRACTOR and Site, throughout the course of the Project.
Commercial software “Ibis PAGE” will be the EDMS that will be used to manage the engineering documents
created by several applications like SAP R/3, Primavera, PDMS and AutoCAD. This system, together with the
Corporate Quality Procedures, will assure a proper documentation distribution and control. After Project
completion, the system will also allow CONTRACTOR to hand over to COMPANY all deliverables and to make
them available to COMPANY /Operator to support activities relevant to operation and maintenance of the plant.
When the engineering progress is at least the 95%, the Technical Manager activates the close-out of the project
with the objective of terminating Project engineering through effective, systematic, controlled and traceable
management. Moreover, the Plan shall discuss also the work process related to the completion of final
documentation, its gathering and related handed over to COMPANY.
For details refer to: Project Engineering Execution Plan.

SSG-NG01012401-GEN-AA-6180-00005_A01: ENGINEERING PROJECT EXECUTION PLAN;
SSG-NG01012401-GEN-AA-6180-00012_A01: ENGINEERING SERVICE SUPPLY SPECIFICATION.

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11. FABRICATION, ASSEMBLY AND STORAGE

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The following Objectives is/shall be considered during the Project fabrication, assembly and storage execution
procedures which are applies to the management of construction materials (receipt, storage, preservation before
installation) to be carried out on site by CONTRACTOR:
 Safety: To design, procure and construct in compliance with requirements of international codes &
standards, local regulations;
 Quality: To assure and control the quality level in the design & in the construction of the Plant and in
the supplied MATERIALS;
 Budget: To Complete the WORK within the planned budget;
 Schedule: To complete the contractual scope within the time frame and sequences represented in the
Project Schedule;
 Limitation of field work through the appropriate division of the plant into modules, to maximize
fabrication and assembly under “factory” conditions with thorough quality control;
 Maximizing work performed under “factory” conditions, in a controlled environment, with respect to
sitck built works performed at site;
 Plan of appropriate construction sequence techniques, in order to comply with project requirements,
with particular focus on HSE issues.
The material supplier/manufacturer is/shall be required to provide procedures to be followed for protection of
material or equipment and the Contractor shall specifically request and shall comply with manufacturer’s
requirements for periodic rotation of mechanical equipment during the storage and construction period. Unit of
competency covers the assembly of general fabricating components in plate, pipe and section or sheet either on-
site or in the fabrication workshop by an Engineering Tradesperson - Fabrication. Assembly is performed according
to specifications or drawings. The unit covers trade level assembly techniques requiring the use of jigs, fixtures and
tools were use during fabrication and assembly of modules, ferrous and non-ferrous fabrications to specifications
including use of joining techniques. And where welds are required to meet legislative or regulatory requirements,
then appropriate welding components is/shall be selected.
11.1. Method Statement For Modules Fabrication

CONTRACTOR shall use modularization has a project execution strategy which shall enables construction work to
be performed simultaneously in several locations (Yards), and then brought all fabricated deliverables to the final
site. Traditionally, only specialized equipment has been manufactured in factories, and construction has been
carried out at site. On SSAGS, specialized fabricators shall construct elements of a plant – modules – in “factory
conditions”. Employment of specialized labors, adoption of proper facilities and working in a controlled environment
that shall allow predictable productivity, higher safety and quality conditions at all sites.
It is intended to serve as a resource for the engineer while preparing the design of the structure and as a reference
throughout the life cycle of the fabrication for SSAGS project. The methods employed in the fabrication of a
structure are as variable as the structure itself. Each fabricator has its own way of solving the problems associated
with each structure. The module shall serve as a reference document to facilitate fabricator/engineer
communication. Modules are complete pre-assemblies of equipment, bulk materials and components which are
fabricated in offsite facility (SCNL Fabrication yard) through project’s mapower who are Nigerian personnel and
Nigerian Content Development (NCD) tranining personnel that will perform the modules fabrication into a steel
structure which can be transported and installed at the main construction site. Items to be modularized are:
MODULES EQUIPMENTS LIST

EQUIPMENT DRAWING
MODULES EQUIPMENTS DESCRIPTION
NUMBER
1st STAGE EXPORT COMPRESSOR SUCTION KO VESSELS

V-2811 SSG-NG01012401-TUNG1-MS-4018-00009
TRAIN 1
MODULE 1
2nd STAGE EXPORT COMPRESSOR SUCTION KO VESSELS
V-2812 SSG-NG01012401-TUNG1-MS-4018-00010
TRAIN 1
1st STAGE EXPORT COMPRESSOR SUCTION KO VESSELS

V-2821 SSG-NG01012401-TUNG1-MS-4018-00009
TRAIN 2

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MODULE 2 2nd STAGE EXPORT COMPRESSOR SUCTION KO VESSELS
V-2822 SSG-NG01012401-TUNG1-MS-4018-00010
TRAIN 2
1st STAGE AG COMPRESSOR SUCTION KO VESSEL

V-2721 SSG-NG01012401-TUNG1-MS-4018-00006
TRAIN 2
MODULE 3 2nd STAGE AG COMPRESSOR SUCTION KO VESSEL
V-2722 SSG-NG01012401-TUNG1-MS-4018-00007
TRAIN 2
V-2723 SSG-NG01012401-TUNG1-MS-4018-00008 3rd STAGE AG COMPRESSOR SUCTION KO VESSELS
V-2711 SSG-NG01012401-TUNG1-MS-4018-00006 1st STAGE AG COMPRESSOR SUCTION KO VESSEL TRAIN1

2nd STAGE AG COMPRESSOR SUCTION KO VESSEL
MODULE 4 V-2712 SSG-NG01012401-TUNG1-MS-4018-00007
TRAIN 1
V-2713 SSG-NG01012401-TUNG1-MS-4018-00008 3rd STAGE AG COMPRESSOR SUCTION KO VESSELS
H-4501A SSG-NG01012401-TUNG1-PX-2105-00040 HP FUEL GAS SUPERHEATER

H-4501B SSG-NG01012401-TUNG1-PX-2105-00040 HP FUEL GAS SUPERHEATER
H-4503 SSG-NG01012401-TUNG1-PX-2105-00041 FUEL GAS IMPORT PREHEATER
V-4501 SSG-NG01012401-TUNG1-MS-4018-00014 HP FUEL GAS SEPARATOR
V-4502 SSG-NG01012401-TUNG1-MS-4018-00015 LP FUEL GAS SEPARATOR
MODULE 5
S-4501A SSG-NG01012401-TUNG1-PX-2105-00042 HP FUEL GAS FILTER
S-4501B SSG-NG01012401-TUNG1-PX-2105-00042 HP FUEL GAS FILTER
X-4502 SSG-NG01012401-TUNG1-MR-2105-00035 HOIST
V-5501 SSG-NG01012401-TUNG1-MS-4018-00017 CONDENSATE FLASH VESSEL

MODULE 6
V-2301 SSG-NG01012401-TUNG1-MS-4018-00004 AG SLUG CATCHER
H-6101A SSG-NG01012401-TUNG1-PX-2105-00075 HEATING MEDIUM SYSTEM ELECTRIC HEATER

H-6101B SSG-NG01012401-TUNG1-PX-2105-00075 HEATING MEDIUM SYSTEM ELECTRIC HEATER
H-6101C SSG-NG01012401-TUNG1-PX-2105-00075 HEATING MEDIUM SYSTEM ELECTRIC HEATER
MODULE 7
P-6101A SSG-NG01012401-0242013-B01-00001 CENTRIFUGAL PUMP
P-6101B SSG-NG01012401-0242013-B01-00001 CENTRIFUGAL PUMP
V-6101 SSG-NG01012401-TUNG1-MS-4018-00019 HEATING MEDIUM EXPANSION VESSEL
A-2001 A-F SSG-NG01011941-TUNG1-MX-2105-00001 TWISTER TUBES

E-2005 SSG-NG01011941-TUNG1-MX-2321-00021 JACKET HEATER
E-2006 SSG-NG01011941-TUNG1-MS-4018-00002 LIQUID HEATER
TWISTER
E-2007 SSG-NG01011941-TUNG1-MX-2321-00022 VORTEX FINDER HEATER
(PACKAGE A-2000)
E-2008 SSG-NG01011941-TUNG1-MX-2321-00018 DEFLECTOR HEAD HEATER
V-2003 SSG-NG01011941-TUNG1-MS-4018-00002 HYDRATE SEPARATOR
The fabrication of the modules at YARD involves the following main steps:
 Inspection of the fabrication yard;

 Inspection of materials and equipment at their receipt;
 Handling and Storage of the delivered materials (including consumables);
 Prefabrication Activities of bulk materials (piping and steel structures);
 Assembly activities of modules steel structures;
 Modules Painting and fireproofing, including touch up;
 Erection activities;
 Load out of the module onto trucks/fluvial barge.
All Equipment for handling materials such as trucks, cranes, forklifts, et cetra will be provided by CONTRACTOR.
The control and management of SSAGS Project’s materials is implemented through an electronic software
package called MAGA, which allows the identification and the management of different items and the control.
Concerning piping material, different software, called GEMAPI is employed. For further reference: TECHNICAL
REQUIREMENT FOR FABRICATION OF PIPE SUPPORT ACTIVITIES - SSG-NG01012401-GEN-BA-7880-00004
and CONSTRUCTABILITY REPORT - SSG-NG01012401-TUNG1-BA-0780-00002.

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11.2. General
The modules are individual structures compound by multiple levels decks, where piping and equipment, materials
properly installed. According to project schedule, the typical method of module erection is the “bottom up”
execution, where each floor of the structure will be completed with the equipment being before the deck level
above is erected. This sequence will ensure the access of the crane during the installation of the equipment. Where
equipment may pass vertically through several decks, it will be necessary to install the equipment from the uppers
level, clearing all structural obstruction and leaving open the access. At construction convenience, the installations
of the equipment may be carried out from the side of the modules. The temporary supports/bracings of the
structures are required to maintain rigidity of the modules during the transportation. The construction of all major
equipment items shall be either pre-assembled modules or skids to minimize the quantity of onsite construction and
CONTRACTOR shall modularized (as necessary) the following equipment:
 AG and Export Compression units;
 Booster Compression units;
 Power Generation units;
 Central Control Room;
 CPF Utility Package;
 Twister Gas Treatment System.
Prefabrication, painting will be done in Saipem yard. In the following figures, a typical sequence erection of a pipe
rack modules is shown.

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Once the steel structure of the module has been completed, piping materials are mounted
Figure 11.1 Structures erection sequence
After piping installation, modules are completed mechanically as per project requirements in terms of coating, steel
structures materials will be delivered to Yard already pre-fabricated and will be painted at fabrication Yard, Piping
hook up spool will be painted after their pre-fabrication, at Yard painting workshop.. Following the above typical
sequence of modules erection explained in methods statement, CONTRACTOR will set a proper schedule
according to project requirements in order to make available design deliverables, materials and equipment items at
Fabrication Yard. Modules construction sequence may be changed in case of any urgency or unforeseen event in
order to avoid/limit the disruption on the on-going fabrication activities.
11.3. Material Management

Material management at Yard, in terms of warehousing and hand over to SUB-CONTRACTORs, is normally
executed by CONTRACTOR through a dedicated software named (MAGA), where:
 The arrival, storage and collection of materials is managed and handled using exclusively the material
codes and definitions specified in the purchase order, shipping documents;
 The situations of material laying in stock, movement history and expected materials are always
updated and available to CONTRACTOR and COMPANY;

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 Materials are handed over to yard Production through vouchers, that are stored in the system;
 The materials can be easily located and withdrawn according to quality and quantity data specified in
the withdrawal documents;
 The materials are handled, stored and preserved according to the technical and safety provisions
specified in the project documents;
 Damaged materials, or materials that have not delivered to Yardin conformance with the order or
shipping documents, are promptly replaced
All material and equipment delivered to FABRICATION YARD will be inspected The Material Inspector (MI) will
verify the completeness of shipping ‘’Dossier” delivered with the equipment. Any doubt on equipment preservation
status shall be clarified with the concerned Supplier. . YARD shall collect all the certificates of the delivered
materials and constantly update a register of the delivered materials, in order to keep the related full traceability.
The register shall be auditable in any time by CONTRACTOR/ COMPANY representatives.
11.4. Handling and Storage

The handling, in particular the lifting, of project materials shall be carried out by qualified personnel, using efficient
equipment/tools and respecting all the applicable safety criteria. During the handling, all the proper devices shall be
adopted in order to avoid to:
 Damage to material;
 Harm to people or assets;
 Loose the material identification.
Adequate strapping and padding shall be provided during loading for transfer to any location. Sensitive equipment
and items susceptible to damage from the environmental conditions will be protected in designated areas, as per
Vendor preservation requirements. Equipment will be stored safely and in such a way that removal of one item
shall not cause damage to other items.
11.5. Prefabrication and assembly Activities

CONTRACTOR shall prepare the spooling drawings, upon project IFC drawings issued, in order to pre-fabricate
piping bulk materials, CONTRACTOR would produce the shop drawings through SPOOLGEN, that is an
international recognized software tools. CONTRACTOR willl adopt dedicated software tools in order to carry out
the feasibility of the bulk materials, in consideration of material delivery and drawings availability and then, to plan
and feed Yard workshop works, as per project schedule. Modules Steel structure are envisaged to be completed
with all tertiary structures elements as well:
 Supports (piping, electrical and instruments, multidisciplinary, equipment, etc).
 Handrails;
 Ladders and supports;
 Floor penetrations, through cutting the grating at Yard;
 Walkways.
Pipe supports are pre-fabricated and painted before the installation

.
In order to fulfill HSE requirements, SUBCONTRACTOR will provide an adequate scaffolding.
Normally the Installation of the gratings follows the completion of module structural portion.
In case of any gratings removal/modifications, all needed safety precautions and protection will be adopted by
CONTRACTOR , by barricading the area of removed gratings and visible safety warning sign fixed too
11.6. Erection phase

During erection phase, the following tasks are carried out, as per construction sequences reported in the next
paragraphs:
 Installation of structural blocks and subassemblies;
 Positioning in yard of adequate supports;
 Equipment installation and piping installation;
 Ladders and supports;
 Floor penetrations;
 Walkways;

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In order to be shipped, temporary supports are positioned under the module at the correct level so to allow the
loading of the trailers.
11.7. Structural Pre-assembly and Assembly

At the completion of each pre-assembly, Yard proceeds with the needed dimensional control before starting
erection works. The lifting of the assembly/blocks/decks are realized by the cranes..In case of modules where
equipment are vertical through several decks, it may be necessary to install the equipment from the uppers level of
the module leaving clear the access or, alterantively, from from the side of the modules
Figure 11.2 Structures pre-assembly
11.8. Piping
Piping spools are pre-fabricated in accordance with the project requirements, tested by NDE/NDT and internally
cleaned prior the transmission to blasting and painting workshop. The painted pipe spools are delivered for
installation after QC release. The erection of the prefabricated piping spools will be conducted by considering the
access to the modules by cranes. Temporary supports may be used in case of missing project ones.
11.9. Paintingcoating
Module steel structures will be painted at Yard. Equipment received are already painted from VENDOR. Piping
insulation and painting touch up will be done at site. Blasting and application of protective coatings for small bore
and large bore piping, will be done in blasting and painting areas and in accordance with project approved painting
specifications. Painting materials are procured in compliance with Project requirements and applicable
specifications.
11.10. Modules Completion

Modules Completion shall be defined as that point in the project when construction, installation and erection works
have been completed at Yard. A final inspection of the modules shall be carried out before their shipment to site in
order to carry out a punch list of any outstanding/missing item/activity to be performed at site.
.. During the execution of the works activities, YARD shall fill-in the relevant Inspection Test Records Forms, as
described in CONTRACTOR' project procedures, and log accordingly the progress of such activities in a database.
Module piping hydrotest will be carried out at site
11.11. The Release for Transportation

All modules shall be prepared for shipping in accordance with project approved procedures. Yard is responsible to:

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 Carry out final module weightand overall dimensions;
 provide an adequate sea-fastening of the modules in order to withstand the solicitations during the
transport and avoid any damage to the module, except for the punch list items.
11.12. Fabrication Yard Facilities

(Fabrication Yard will provide all the facilities, services and utilities in order to perform thescope of work as per
project requirements in terms of:A complete fabrication yard facility capable of undertaking all aspects of the
onshore fabrication phase of the WORKS, testing/testing, and modules load-out;
 personnel office, stores, warehouses, materials and equipment, yards, roads, hardstand, etc., as required
for the proper execution of the WORKS;
 Competent personnel and proper equipment for satisfactory operation of the yard facilities and for receipt,
handling, storage, and preservation of each item of construction material and equipment. All necessary
temporary lifting, slinging and rigging equipment required. Air-conditioned and lockable warehouse storage
facility to store equipment and material that requires humidity control and a dust-free environment.
 Sufficient lighting for execution and inspection of the WORK;
 ;
 Potable water, sanitation and first aid facilities at ground level in close proximity to the site, for all personnel
use;
 Adequate training in safety procedures of all site personnel;
 An adequate waste management for all the disposals related to the operations executed at Yard, in
compliance with project requirements and local regulations.
11.13. Construction consumables

CONTRACTOR will provide all consumables required for the work including, but not limited to:
 Small hardware, fixtures;
 Welding electrodes, fluxes and calibrated furnace;
 Gases for cutting and welding;
 Diesel, fuels, lubricants and chemicals used to support construction and testing;
 Slings, shackles and rigging devices;
 Nuts, bolts, washers, et cetera;
 Sand and/or grit for blasting operations;
 Piping, insulation and gaskets;
 Protective covering where required;
 All utilities;
 All necessary cranage;
 All necessary transportation facilities.
For details refer to: Fabrication Execution Plan.

SSG-NG01012401-GEN-BA-7880-00004_R01: TECHNICAL REQUIREMENT FOR FABRICATION OF PIPE
SUPPORT ACTIVITIES;
SSG-NG01012401-GEN-BA-7880-00006_R02: CONSTRUCTION EXECUTION PLAN.

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12. CONSTRUCTION, INSTALLATION AND HOOK-UP

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The Performance of Construction is a critical part of the overall Project execution and is a driver for many of the
Engineering and Procurement aspects of the projects. The purpose of the present paragraph is to address the
main aspects of the construction in order to support the overall execution philosophy performed by CONTRACTOR
to meet the agreed schedule for a safe completion, and as per quality requirements, of the SOUTHERN SWAMP
ASSOCIATED GAS SOLUTION (SSAGS) PROJECT.
The primary scope of these flow stations and CPF is to degas the liquid (crude and water) and export it to Forcados
Terminal via the Trans Ramos Pipeline. The Associated Gas, except the small quantity used for Instrument and
Fuel Gas, is currently flared.
In the above mentioned work locations, the key construction activities encompass:
 Site Survey, trial pits andgeotechnical investigations;

 Site temporari facitlities preparation (camp and offices);
 Site accessibility, site viability and temporary area preparation
 Site preparation and earth works;
 Shore protection, sheet piles installation;
 Concrete Piling works for Pipe Racks and Equipment Foundation;
 Sandfilling and foundations works;
 U/G works such as pits and sewage (pre-cast in situ)Erection of Building;
 Piperack steel structure pre-assembly and erection;
 Hook up Piping installation and welding (pre-fabrication executed at Yard);
 Installation of Modules;
 Installation of Equipment.
 Electrical and Instrumental works;
 Piping hydrotest;
 Piping insulation;
 Security fencing;
 Final Grading, roads and paving.
12.1. Responsibilities
The PM and Site Manager define the construction execution plan and the construction strategies for the different
disciplines. The Construction Execution Plan is in compliance with the overall project strategies defined within the
CEP. Construction Execution Plan (CEP) identify and define the main activities required during construction to
achieve a successful completion of all the activities involved. The CEP presents a detailed description of the
construction safety policy, mobilization within its various phases, temporary construction facilities, construction
activities and its various sequence, information management, site organization, subcontracting, human resources
strategy and local procurement activities. It is the overall intention of CONTRACTOR to ensure that the total
contract scope is completed on time and to the standards specified within the contract documents. This is to be
achieved without compromising safety and quality. At all stages of the work COMPANY is/shall be well informed on
all aspects of the work, and SCNL management will be prepared to discuss with methods and means of improving
performance and accommodate, within the contract terms, requests made by COMPANY. For further please refer
to CEP.
12.2. Mobilization
A mobilization plan is developed by the CONTRACTOR in order to ensure the successful start-up of construction
activities in compliance with the Contract requirement, local laws and regulations. This plan cover all preparation
activities necessary to ensure the timely arrival on site of personnel, construction equipment, temporary facilities
and permanent and temporary materials as required to initiate the construction works.
CONTRACTOR developed an internal mobilization plan which is/shall be in accordance to project adjusted
schedule after the on-land configuration adoption and it shall be used to control and manage the CEP. For more
details please see Construction Execution Plan SSG-NG01012401-GEN-BA-7880-00006.
12.3. Constructability
Constructability is a process that involves engineering and construction team in order to review the plot plan since
the early phase of the design in order to ensure that the plant is efficiently and safely erectable. Constructability
process is normally planned at the early phase of the Project in order to enhance the communication between the

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various persons involved. This allows the PM to take in due time the resulting decisions for improving schedule,
safety, cost savings and quality plan. A detailed Constructability report and findings of the feasibility studies is done
on SSAGS project with regard to the sequence of the transport for modularized parts within the plant, indicating the
route and any critical points. This lead to the plot plan increased spaces for maintenance and is provided for
modules storage before installation with the on-land option and maximization of the efficiency of the project
execution with lower costs, better safety, productivity and start-ups. The plant layout design has been taken into
account for module site transportation and installation by SPMT). Constructability is specifically tailored for the
construction activities of the Project and Contract requirements, already developed and issued in compliance with
the overall schedule of the Project relating to the on-land configuration is considered. For additional information
please refer to CONSTRUCTABILITY REPORT - SSG-NG01012401-TUNG1-BA-0780-00002_R01.
12.4. Construction Methods

Construction works are being carried out with consciousness of safe and in compliance with applicable laws, local
regulations and project requirements. A constructability log that was generated as an output of the 1 st workshop
described the issues and proposed the action with the owners to accomplish mitigation plans. In Opukushi,
Benisede, Ogbotobo and Tunu existing flow stations, dedicated task force will be put in place under the supervision
of the Contruction and Site managers who will split the construction works as per carry-out periods with the on-land
configuration; during partial or total Shut-down, between shut-downs, before or after shut-down. For more details
please see method statements for construction activities (CONSTRUCTABILITY PROCEDURE - SSG-
NG01012401-GEN-BA-7880-00001_C01_).
12.5. Heavy Lift And Critical Handling Studies

Heavy lift and Critical handling internal studies is/shall be carried out in accordance to project specifications and in
consideration of plant design. CONTRACTOR may directly carry out lifting studies or, alternatively, review lifting
issued by Sub-Contractors. Normally, site heavy lifting is performed by specialised Sub-Contractors, that may
provide all the correlated services, included the concerned studies. Lifting operations shall be conducted in strict
accordance with the approved Lifting Plan and the lifting appliance operator shall strictly follow instructions from the
designated signaller, but shall obey to emergency stop signal at all times, regardless of who gives this signal.
Signals between the Lifting Appliance operator and the designated signal person (Banksman / Signaller) shall be
clearly discernible - audibly or visually - at all times. The lifting operation shall stop immediately if safety standards
are jeopardised, if instructions are unclear, or in the event of loss of communication. Lifting load shall be within the
capacity of the Lifting Equipment and rigged by proper Lifting Accessories. Personnel shall not walk under
suspended loads without an independent second barrier in place and loads shall be hooked to the lifting appliance
and handled in a way that the load remains stable till the end of lifting operation. And periodic examinations shall
be performed by a competent person with due consideration to:
 Frequency of use;
 Loads applied over the preceding period since last periodic examination;
 Environmental conditions undergone by the wire rope;
 Any statutory requirements covering the cranes in country of use;
 Certifying Authority requirements;
 Results of previous examinations.
In any event, when in continuous use, the periodic examination will not exceed period of six (6) months time span.
12.6. Temporary Construction Facilities

The CONTRACTOR as sourced and dredged the appropriate sand required to achieve a stable site for the TCF,
and as embarked on temporary camp construction as provided in Sectin IV of article 7.3 of the contract. The
temporary construction facilities include the followings:
 Offices for COMPANY, CONTRACTOR and SUB-CONTRACTOR;
 Warehouse (indoor and outdoor);
 Lay-down Areas;
 Fabrication Facilities (Piping Fab shop, Rebar and Carpentry);
 First Aids and Sanitary Facilities;
 Fire Prevention and Fire Fighting Services (NDE/NDT area;
 Touch up activities;
 Insulation Facility;

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 Temporary Access Roads and internal viability;
 Temporary Fences and Gates;
 Instrument calibration shop.
12.7. General Services

General Services specific to site operations and lay-down areas are provided on a daily basis:
 Utility provisions;
 Trash removal and disposal (waste management);
 Construction debris and garbage disposal;
 Site Housekeeping. CONTRACTOR and SUB-CONTRACTORs may prepare temporary disposal areas
inside the plant to temporarily collect the materials to be disposed during daily operations;
 Road maintenance;
 First aid and infirmary;
 Bush clearing.

12.8. Sub-contracting
Ref. to Subcontracting plan SSG-NG01012401-GEN-BA-7880-00018_C01.
12.9. Health, Safety, Environment and Security

The General HSE Plan, conform to project HSE policy and procedures has been issued by CONTRACTOR.
Subcontractor shall comply with Contractor HSE policy and the HSE Plan for Construction, that even include all the
initiatives to induct and train all the personnel on project HSE requirements and worksite emergency procedures.
The personnel with managerial and supervisory responsibilities, in particular supervisors and foremen shall be
trained and experienced in the operation accordingly.
A firefighting procedure will be adopted covering both the permanent and temporary facilities in compliance with
project requirements. The site and temporary areas will be maintained in a neat and tidy conditions and the
Temporary Site Facilities will be fenced and a security plan will be set up for site operations.
12.10. Information Management
12.10.1. Site Scheduling, Control and Reporting System

Contractor has issued a procedure for site progress control and measurement, that clarifies the reports to be
prepared and,the IT tools to be used. Please ref. to SITE COORDINATION PROCEDURE - SSG-NG01012401-
GEN-BA-7880-00019_R01.
12.10.2. Feasibility Studies

During construction activities, Contractor field engineering team performed internal feasibility studies in order to
evaluate the availability of drawings and materials to check construction work-front. These studies, mainly focused
on bulk materials (example – piping: DPST- Double Piping Steel Train, CRST-Cross Road Station Train, AUST-
Auxilliary Underground Steel Train), this allows CONTRACTOR to activate PHC organization that will carry out all
concerned engineering and procurement activities accordingly. This feasibility studies allow CONTRACTOR to
coordinate the works carried out by SUB-CONTRACTORs, by identifying the available work-front to be performed.
12.10.3. Management of drawings and technical documentation

The management of drawings and documentation on site is normally carried out by CONTRACTOR document
management system, that is connected to PHC document database. CONTRACTOR provides site
administration/transmittal of engineering drawings and documents after the award of Issued For Approval – IFA or
Issued For Construction – AFC with COMPANY’s review status code to each document.

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12.11. Management of materials on site
Material management on Site, in terms of warehousing and hand over to SUB-CONTRACTORs, is y executed by
CONTRACTOR through a dedicated software named (MAGA), where:
 The arrival, storage and collection of materials is managed and handled using exclusively the material
codes and definitions specified in the purchase order, shipping documents;
 The situations of material laying in stock, movement history and expected materials are costantly updated;
 Materials are handed over to Sub-Contractor through vouchers, that are stored in the system;
 The materials can be easily located and withdrawn according to quality and quantity data specified in the
withdrawal documents;
 The materials are handled, stored and preserved according to the technical info specified in the project
documents;
 Damaged materials, or materials that did not reach the Site in conformance with the order or shipping
documents, are promptly replaced if they are indispensable and in any case the appropriate documents are
prepared, damage materials shall be segregated in a separate area for tracking purposes.
12.12. Quality Management of Construction activities

Management of control plan of the construction activity is a top priority objective in the frame of the functions that
have to be implemented by the Contractor and defined in the project procedure Quality Assurance and Audit plans.
The procedure establishes the inspections to be performed and the documentation to be produced to certify that
the implementation of the works is in accordance with the project requirement. The above mentioned procedure
also lists functions and responsibilities of the Site organization and the possible interfaces with COMPANY.
COMPANY and Site Organization will jointly co-operate in order to assure a regular development of the inspection
activities and a coordinated attendance of the personnel assigned to this management. Regular site meeting, such
as daily, weekly and monthly meetings, meeting formats, agenda and meeting notices and minutes of meeting
records shall established jointly with COMPANY andCONTRACTOR.
The quality control plan is normally managed at discipline level in the various work phases, considering the specific
elementary activities that constitute the phase. Certification of inspections performed is made using forms that
qualify the parameters checked. These forms are duly signed by the parties concerned in compliance with the
contractual provisions. Maintenance of project documentation of all types (especially QA/QC documentation) is vital
to the successful operation and handover of the construction work. For this purpose Contractor will use dedicated
program “PCOS”. Punch Lists, which creates a specific set of hand-over activities for each component of the
system to be handed over and tracks these activities as to target date, actual completion date and responsible
person. A specific Punch list procedure explains in detail the work process.
For details refer to: Construction Execution Plan.

SSG-NG01012401-GEN-BA-7880-00006_R02: CONSTRUCTION EXECUTION PLAN;
SSG-NG01012401-GEN-BA-7880-00018_C01: SUBCONTRACTING PLAN;
SSG-NG01012401-GEN-BA-7880-00019_R01: SITE COORDINATION PROCEDURE;
SSG-NG01012401-TUNG1-BA-5799-00005_R01: SYSTEM AND SUB-SYSTEM FOR CPF;
SSG-NG01012401-GEN-BA-7880-00001_C01: CONSTRUCTABILITY PROCEDURE.

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13. PRE-COMMISSIONING, COMMISSIONING, START-UP AND TRAININGS

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Pre-Commissioning, Commissioning, Start Up, Performance Test, Maintenance and Inspection Engineering ,
Training of Operation & Maintenance Personnel and site Operation and Maintenance activities for Southern
Swamp Associated Gas Solution (SSAGS) Project. The following sections in this section of the Project Execution
Plan indicate CONTRACTOR fundamental principles for each of the main disciplines. CONTRACTOR shall be
responsible for the engineering and site activities necessary for the execution of Pre-commissioning,
Commissioning, Start Up, Performance Test and 90 days Reliability Run, in compliance with the Scope of Work as
defined in the Article 9 of the Section IV of the Contract Nr NG010124099 Southern Swamp Associated Gas
Solution.
CONTRACTOR shall establish an experienced and motivated Commissioning team, under the direction of the
Commissioning Manager, with early involvement in the Project development, to ensure that the needs of the
Commissioning and Start-up are properly addressed in the Design and in the Project schedule and to prepare
engineering deliverables required for the execution and monitoring of the relevant activities at Site.
For details please refer to the documents: SSG-NG01012401-GEN-BA-5711-00001-Commissioning Execution

Plan and SSG-NG01012401-GEN-BA-5711-00002-Commissioning Plan.
13.1. Maintenance Engineering Execution Plan

CONTRACTOR shall locally sub-contracts the development of the entire work packages for Maintenance
Management System and Corrosion Management System according to the technical requirements contained into
the Section IV, Article 5 and 13 of the Contract. In particular CONTRACTOR shall develop a technical specification
and all necessary documents necessary to organize a tender and select the more qualified SUB-CONTRACTOR
for this activity. SUB – CONTRACTOR shall define a hierarchical Structure where each professional role will be
involved in the relevant activities.
A SUB-CONTRACTOR Project Coordinator shall be assigned to the project. He will report to the CONTRACTOR
Commissioning Manager and will be based in Port Harcourt-Nigeria (SCNL base).
His mission will be:
 Ensure an effective interface with the CONTRACTOR Representative, implement effectively the
Maintenance Contract in line with contractual aspect and budgetary constraints;
 Ensure that policy and Project strategy are effectively cascaded, and targets are timely achieved;
 Ensure coordination of activities and resources.
In particular, the tasks of the SUB-CONTRACTOR Project Coordinator are, but not limited to :
 Follow up cost control procedure, invoicing process, budgeting complying with the Contract requirements
and Employer procedures;
 Supervise, administrate and validate internal activities, including progress reports, timekeeping, invoicing
and cost control;
 Support the resource scheduling, staffing and participate to identify the top performers;
 Ensure that Saipem and COMPANY quality procedures and safety rules are fully respected.
Data for each component of the Facility (in line with the Plant Breakdown Structure) supplied incrementally by the
SUB-CONTRACTOR via specialized templates provided by the COMPANY. The components for which data shall
be provided include:
Site, Plant, Area, Process Unit, Tag, Equipment, Model Part, Maintenance Unit, Maintenance System, Equipment
Property, Tag Property, Model Part Property, Cable, Corrosion, Tag & Equipment Class, Class Property and the
Document-Object Relations (i.e. Document-to-Data Links for Tags, Equipment, Model Part, Process Unit, Area,
Plant and Site), SCE and performance standards.
Instrumentation data shall be handed over separately as “deliverable” from CONTRACTOR (SCNL design
engineering) from the INTOOLS database. Technical data of such database shall be accessible by
SUBCONTRACTOR to analyze and conform O&M data to the provisions of SPDC Corporate Baseline in CMMS.
The SUB-CONTRACTOR shall implement specific instructions for the completion of the electronic Spare Parts
Interchange-ability Record (E-SPIR) forms as provided in Contract Scope of Work. The SUBCONTRACTOR shall
be responsible for specifying key material data such as VENDORS recommended stock levels, reorder quantities
and MESC codes assigned. The SUBCONTRACTOR shall enter the database into COMPANY Computerised
Materials Management System for the following categories:

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 Commissioning spare parts;
 List special tools (as indicated by Vendors);
 Priced list of Insurance (Capital) Spare Parts and 2 YO Spare Parts as recommended by Vendors.
13.2. Maintenance Management System (MMS)

SUBCONTRACTOR shall deliver for all the Assets, Computerized Maintenance Management System (CMMS)
comprising Asset Register, Maintenance Matrix, Maintenance Job Routines,E-Spir, Bill of Materials, Safety Critical
Elements, Performance Standards. He shall also deliver equipment data and maintenance and inspection routines
(based on RBI, RCM, AND SIL) with procedures suitable for direct electronic input into SAP-planned maintenance
(SAP-PM) module/database. The main steps in MRP process are to identify those maintenance activities that will
be essential to safeguarding the technical integrity and cash flow of the equipment and facilities, these then form
the maintenance reference plan.
The MRP shall be developed by applying:
 Risks Based approach tools such as Reliability Centered Maintenance (RCM), Risk Based Inspection and
Instrumented Protective Function (IPF) for safety, environmental and high production critical systems and
equipment;
 Maintenance read across, review of existing maintenance or vendor recommendation for both the low and
high production critical systems and equipment;
 Integrated maintenance and inspection strategy;
 Critical spares analysis;
 Maintenance plan focused on an overall goal such that the facilities nominated availability targets are
achieved at the optimized Total Cost of Ownership (TCoO).
Using the RCM methodology, SUBCONTRACTOR shall develop and update the maintenance plan during the
design and construction phases of the project, from front end to final design. The SUBCONTRACTOR shall
develop the asset register that is essential to the development of the MRP. The asset register forms the basis of
engineering and operations systems used to monitor and report on asset performance and costs.
The asset register and subsequent RCM/RBI/IPF strategy development must satisfy the following (as a minimum):
 List of all the equipment on which maintenance activities may be required. Each item, down to component
level, shall be individually numbered and named. The Group system for general classification and coding of
equipment (asset hierarchy) is the Engineering Data Classification Code (EDCC), which can be used in
preparing this inventory. It is a hierarchical scheme in which the numbering for items reflects the unit
(function/system/sub-system).
 Rank the list in the asset register by function and consequence of failure. The function and importance of
each system with respect to production asset, and asset integrity shall be determined. The performance
objective of each asset shall be stated with a specification of the boundaries for acceptable performance;
 Determine asset category. The relative importance of the asset functionality should be categorized with
respect to the consequences of their failure. The asset categorization shall be as defined in the asset
philosophy;
 When the register is completed, performance objectives shall be developed which specify, for each of the
items listed, the boundaries of acceptable performance;
 Develop a Failure Mode and Effect Analysis (FMEA), Failure Characteristics Analysis (FCA) and a
Maintenance Strategy Review (MSR) analysis for all equipment excluding vessels, to determine the
appropriate maintenance tasks and intervals;
 Utilize the FMEA to examine the critical bottom level functions to determine the functional failures, the
failure modes, consequences of such failure modes and the effects, in relation to system function;
 The SUBCONTRACTOR shall develop the risk based approach strategy using RCM/RBI/IPF techniques,
which can result in one or a combination of the following or other maintenance options:
 Condition based (on line or off line) maintenance;
 Scheduled maintenance to restore to as close to original condition as possible or replace before failure.
The above two are preventive maintenance;
 Corrective maintenance following breakdown.
SUBCONTRACTOR shall analyze and determine the technical and financial consequences for each potential
failure cause to provide a preventive maintenance program to either prevent potential failure causes from occurring
or detect impending failures early enough to take corrective action in an organized manner.

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SUBCONTRACTOR shall develop and use FCA to define for each failure mode, the failure characteristic (i.e. Age
related, incipient, and random) and to identify the likelihood of occurrence of each failure mode. Depending upon
the nature of the failure SUBCONTRACTOR shall establish such data as safe life, useful life and mean time
between failures (MTBF). Deriving from the FCA, SUBCONTRACTOR shall determine the appropriate
maintenance option and determine what needs to be done to mitigate the established possible failure modes and
their consequences.
SUBCONTRACTOR shall develop the planned maintenance routines (PMRS) or maintenance job routines (MJRS)
and supporting procedures. This shall be based on a combination of vendor recommendation and experience
gained from operating and maintaining similar or other equipment for population into COMPANY CMMS (refer to
SAP-PM system). The MJRS should reference the activities and resources needed to carry out the work, which
should also include the necessary HSE precautions. The procedures and schedules shall be derived from a
mixture of RCM/REM, RBI, IPF and read across strategies (dependent on equipment criticality). MJRS are created
to combine recurring activities for assets into a defined schedule for execution. For instance, one maintenance plan
might be created to cover all the maintenance activities carried out at a physical location, with one or more tags
defined.
A maintenance task list shall be allocated to a maintenance item, together with the object that is to be maintained.
Maintenance plans are created from the maintenance items on the basis of the maintenance strategy/options,
maintenance item and task list. The maintenance plans are then scheduled and planned to result in work orders to
be performed. The SUBCONTRACTOR shall ensure that the timing or the operations defined in the routines
developed are realistic and shall also schedule the maintenance based against the principal resource availability to
ensure an achievable overall maintenance schedule is developed.
The SUBCONTRACTOR shall ensure that any operations defined do not invalidate the OEM/vendor’s warranty.
SUBCONTRACTOR shall develop the integrated maintenance activity plans. Deriving from activity plans
development, SUBCONTRACTOR shall develop activity based cost model. The activity plans shall comprise the
manpower estimates, services, materials and deferment to produce a profile required to perform the maintenance
activities. The list of activities, as output of MRP, shall be resourced in terms of personnel, services, materials and
deferment, to produce a profile of future costs over the life cycle
SUBCONTRACTOR shall develop Corrosion Strategy Plan report for COMPANY approval. The data of the assets
on which corrosion/erosion will be monitored shall be loaded in the COMPANY Corrosion Management System,
PACER. The corrosion inspection strategy to be developed by SUBCONTRACTOR shall satisfy COMPANY
requirements and entail the following steps, as a minimum:
 Equipment identification;
 Criticality assessment;
 CAD PFDs /CMDs;
 Inspection method and frequency;
 PACER DLU/ICAD;
 Baseline Data.
SUBCONTRACTOR shall identify the position, operating context and specification of process equipment, piping
and pipelines that is subject to corrosion. These areas shall be identified using the asset register, PFS, PEFS,
vendor and operating manuals. Prior to START UP, the areas identified for focus during operations phase
inspection shall be marked on the outside of pipe, equipment and structures to permit repeatability of
measurements.
SUBCONTRACTOR shall determine the most cost-effective inspection regime for each critical failure mode, taking
into account the necessary technical and financial considerations, to determine the optimum level of inspection.
SUBCONTRACTOR shall apply Risk Based Inspection (RBI) to determine the most effective inspection method.
The available inspection regimes are:
 Non-destructive non-intrusive testing;

 Non-destructive intrusive testing;
 Direct monitoring.
SUBCONTRACTOR shall provide maintenance manuals covering all disciplines, which shall cover as a minimum,
but not be limited to Functional description of each equipment, Assembly drawings and parts lists, Repair/overhaul

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procedures, Lubrication requirements, Planned maintenance and frequencies, Trouble shooting and fault finding
information, and Safe work practices and safety of equipment.
13.3. Operations & Maintenance Execution plan

The project operating and maintainability environment by setting out the key O&M principles that shall apply to the
development and the general Operations of the new Flow Station facilities. Dedicated CONTRACTOR operations
and maintenance specialist shall support the design stage with review, input and guidelines based on key O&M
principles for this project, where risks evaluations reduced to acceptable levels, will maintain availability of the
equipment/facilities for safe operations and maintainability conditions.
Key O&M deliverables from above mentioned principles are:

 Detailed Operating Manuals (Procedures);
 Detailed Maintainability and Handling Plan.
The focus shall be on operating principles as an input to Enginering to carry out the basis for the development of
Commissioning, Operations, Maintenance and Training Plans. CONTRACTOR operations and maintenance
specialist shall support the design stage with reviews and input to several process studies based on key O&M
principles for this project.
CONTRACTOR shall develop detailed operating procedures for routine operations, emergency shutdown and re-
start-up of equipment/facilities based on following main operating sequences;
 Maintain normal steady conditions;
 Recover from degraded conditions;
 Safeguarding principles.
COMPANY shall operate and maintain the new integrated facilities immediately after START UP. The
CONTRACTOR shall provide follow-on Production and Maintenance support during the initial first year operation,
commencing from Handover. Operations personnel numbers are required to support the COMPANY Personnel to
maintain normal operation running situations and to quickly and safely recover from degraded conditions and
efficiently prepare plant for maintenance (as needed) and re-instate in the shortest time frame possible.
Since COMPANY intent is to create an optimal mix of CONTRACTOR and COMPANY personnel to facilitate faster
transfer of skills and competencies to operate and maintain the facilities, the CONTRACTOR shall provide
experienced hands-on engineers for a one year duration commencing from Handover as follow:
 2 Instrument specialist: specialise in the installed PAS model;

 2 Rotating Equipment specialist: specialise in the installed turbine and compressor.
The engineers will be based at worksite (Tunu) and will perform key production and maintenance activities on
major equipment and processes including, but not limited to, turbines, compressors, pumps, instrumentation –
PAS. On a CALL-OFF basis, the CONTRACTOR shall be required to provide on a remborsable basis, some or all
of the qualified, skilled, experienced and competent PERSONNEL to support COMPANY’s operations.
13.4. Trainings
The primary objective of the training of the Project is the development of COMPANY personnel to a level of
competence at which they are able to effectively carry out production and maintenance operations activities on the
Plant from START UP.
The secondary objective of the training program is to ensure that sufficient competencies are transferred to the part
of COMPANY personnel assigned to actively participate to the pre-commissioning and operation of the facilities
from Dynamic Commissioning as per contract requirements.
CONTRACTOR is responsible for the planning and the execution of training activities in compliance with the Scope
of Work as defined in the Contract.
CONTRACTOR will locally sub-contracts the development of the entire work package for Training of Operation and
Maintenance personnel according to the technical requirements contained into the Section IV, Article 10 of the
Contract.

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Since as per contract terms, trainings shall be dealt on reimbursable basis, the approach strategy will be the
following:
1- CONTRACTOR/SPDC will jointly define the framework of the activities to be carried out;
2- CONTRACTOR will develop a technical specification and all necessary documents necessary to
organize a tender and select the more qualified SUB-CONTRACTOR for this activity;
3- CONTRACTOR will collect all the information and will assembly a technical and commercial proposal for
SPDC approval
For details refer to: Commissioning Execution Plan.

SSG-NG01012401-GEN-BA-5711-00001_C01: COMMISSIONING EXECUTION PLAN;
SSG-NG01012401-GEN-AA-5880-00006_C01: Operation and Maintenance Personnel Training Plan.

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14. PROCUREMENT AND SUB-CONTRACTING

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The procurement activities, comprising both purchasing and subcontracting would be managed by the project
procurement unit in Saipem Nigeria. Depending on the selected supplier for materials or subcontractor for services,
Snamprogetti Engineering B.V. in The Netherlands would be involved. The Project Procurement Manager,
alongside a deputy shall work with a Project Procurement Coordinator that would have dedicated Buyers to the
project. As the project gets to advanced stages personnel could be moved to sights, based on need. The project
procurement management shall interface between Project Management , COMPANY and the personnel
responsible for purchasing and subcontracting – Coordinator and Buyers, hence ensuring a holistic approach to the
procurement process.
14.1. Purchase Orders and Sub-contract Management

Incorporated Materials (materials incorporated into the PERMANENT WORK), Subcontracts (main and minor) as
well as consumable materials are to be managed during the entire span of the project. Sequel to needs from
various quarters of the project, Purchase Requisitions are prepared to initiate the procurement process.
Purchase Orders are eventually awarded for supply of materials while Subcontracts for execution of services.
14.2. Purchase Order Management

The selection of bidders for incorporated materials shall be based on COMPANY’s TAMAP (Technically Accepted
Manufacturers And Products) List. Other suppliers, selected by CONTRACTOR may be added to make the bids
more competitive. Each bid would last for an average of three (3) weeks, within which vendors involved are
expected to submit both Technical and Commercial Offers. This is done within CONTRACTOR’s e-portal and
managed on SAP. The Technical Offers received are forwarded to the necessary disciplines within Engineering
where the Technical Bid Evaluation (TBE) is conducted. The exercise could last between four (4) and twelve (12)
weeks. Upon completion of the TBE, technically acceptable suppliers are asked to align prices with changes made
during the TBE, while comments are expected from COMPANY about the TBE.
Suppliers are then selected and awarded Purchase Orders, based on the outcome of the comments on the TBE,
amidst commercial and other conditions as delivery, etc. In the instance of selecting a non-TAMAP vendor or
manufacturer, the procedure of introducing vendors to the COMPANY, in line with the The Project Agreements
would enable steady and uniform supply of these materials from the selected vendors selected for the purpose,
after meeting project requirements.
The Procurement Log would be the tool to monitor the progress of each material, in the different phases of the
procurement cycle. It would also help to keep the advancement of the procurement phases in line with project
schedule and procedures. Also, the weekly progress review meetings with COMPANY representatives, as well as
the weekly and monthly reports are further ways of monitoring the procurement activities. Generally, for non-
incorporated materials, bidders are selected by CONTRACTOR. In few specific cases TBE might be optional,
depending on the material.
14.3. Subcontract Management

The SUBCONTRACT shall be unambiguous, with clear Scope of Works and responsibility matrix clearly defining
the responsibilities of the PARTIES to the SUBCONTRACT. The efforts of all SUB-CONTRACTORS will be
integrated into a cohesive project plan with all SUB-CONTRACTORS understanding where their efforts fit into the
PROJECT.
Each SUBCONTRACTOR shall have a legally binding, written contract that defines the following items:
A. The legal names of the parties involved in the contract will be specified;
B. The list of documents that forms the SUBCONTRACT DOCUMENT that would be binding on both
PARTIES in the Agreement shall be enumerated in the order of prevalence;
C. The Effective dates for COMMENCEMENT and COMPLETION are clearly stated, and shall be
acknowledged by the SUB-CONTRACTOR;
D. The scope of the contracted work will be described in terms of:
i. The location(s) or area(s) to be utilized in connection with the WORK CONTRACT documents;
ii. The duties, responsibilities and authorities of each party to the contract;
iii. A clear definition of the deliverables and minimum content to be provided by the SUB-
CONTRACTOR;
iv. A clear definition of the services to be provided by the subcontractor;

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v. Any and all constraints imposed on the SUB-CONTRACTOR by the CONTRACTOR, such as
schedule constraints, specific tools to be used; and
vi. A clear statement of requirements for quality of deliverables and services including the requirement
to allow independent quality inspections of materials and processes.
E. Appropriate terms and conditions which will be imposed on both PARTIES will be identified.
F. The acceptance process will be clearly identified;
G. The Payment Terms and mode of invoicing/payment will be spelt out;
H. The remedy for breach of the conditions of the SUBCONTRACT Agreement will be clearly defined;
I. All applicable Laws Governing the SUBCONTRACT will be referenced as necessary.
Before commencement of the work, the CONTRACTOR shall convene a comprehensive Kick off meeting with the
SUBCONTRACTOR. The Agenda will include but not limited to:
 Technical presentation on equipment to be supplied,

 HSE Pre-mobilization requirements (for equipment and personnel),
 QA/QC Pre-mobilization requirements,
 Method Statement,
 Community relations and management,
 Document Control coordination,
 Project Deliverables,
 Project Schedule,
The vendors for incorporated materials are asked during the bidding phase to include in their scope of supply, the
following spare parts as applicable:
 Commissioning and Start-up Spares;

 Insurance Spares;
 Two (2) years Spares.
The list of spares would be received from the vendors in the E-SPIR format as specified in the CONTRACT. This
would in turn be shared with COMPANY.
All formal and informal interfaces between the CONTRACTOR and the SUB-CONTRACTORS, as well as among
other SUB-CONTRACTORS, shall be documented. Correspondences shall be through the Document Control
Centres (DCC), with unique identifications as defined on the SSAGS PROJECT. Upon the conclusion of all pre-
mobilization and issuance of a HSE Certificate, the Subcontractor shall be granted authorization to proceed with
the works. This authorization shall be given is writing via a Permit to Work (PTW). Any instruction/request that
constitute a CHANGE as defined in the General Terms and Conditions of Contract (GTC), shall be managed as
such, and in line the Clause “Changes or Modification in the WORK(S)” of the GTC.
SUBCONTRACTOR's invoice(s) shall make reference to this WORK CONTRACT and shall be headed and
addressed to the CONTRACTOR allocated quarter. The SUBCONTRACTOR will submit periodic invoices
reflecting the work done on the SSAGS project. If no deliverables/milestone were included in the efforts for that
invoice period, the payment will proceed. However, if a deliverable/milestone is included in the invoice period,
payment of that invoice will be subject to the acceptance of the deliverable/milestone by CONTRACTOR. This shall
be conveyed in a duly signed Work Completion Certificates, Time Sheets, Delivery Notes..Payment to
SUBCONTRACTOR shall be made after thirty (30) Calendar Days from the invoice receiving date, subordinated to
the issue of the relevant SERVICE progress Report by the CONTRACTOR, with reference to quantity of WORKS
carried out by SUBCONTRACTOR.
The Subcontract shall be deemed terminated upon the attainment of the Effective End date, and/or the exhaustion
of the maximum amount in the Contract, unless an instruction for extension of time, or increase in the Contract
Amount is issued by CONTRACTOR. Early Termination on the Subcontract shall be governed by Termination
Clause of the General Terms and Conditions of the WORK(S) CONTRACT.

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14.4. Nigerian content requirement
All purchases and subcontracts would be done in line with the Nigerian Oil and Gas Industry Content Development
(NOGICD) Act 2010 and Nigerian vendors would be utilised as much as possible to respect the local content
initiative. For incorporated materials, where this may prove as a challenge, as a majority of TAMAP manufacturers
are foreign, local resellers/representatives would be utilised to achieve the dual aim of meeting COMPANY’s
requirement and the law. The Nigerian Content percentage by law would be the minimum target for each
material/subcontract.
Equally relevant is the need to keep in mind, the requirement of our host communities for the project.
The FTOs (Freedom To Operate) agreements already reached by the host communities and COMPANY would be
respected for the related materials/subcontracts. The recommendations from the host communities for vendors
would be given due consideration in bidders’ selection and subsequent award of Purchase Orders and
Subcontracts.
14.5. Project special conditions

The Project Special conditions are as issued by Snamprogetti Engineering B.V. This is just an extension of the
General Terms and Conditions of the utilised for incorporated materials.
It would be issued as one of the Purchase Order documents, to all vendors receiving POs from Snamprogetti
Engineering B.V.
For details refer to: Procurement Management Plan.

SSG-NG01012401-GEN-VA-6047-00001_C01: PROCUREMENT MANAGEMENT PLAN;
SSG-NG01012401-GEN-VA-6180-00010_C01: SUBCONTRACT FOLLOW UP PROCEDURE;
SSG-NG01012401-GEN-VA-6180-00013_C01: PURCHASE ORDER AND SUBCONTRACT MANAGEMENT.

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15. POST ORDER AND CUSTOM CLEARANCE

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The Post Order project team shall guarantee the materials availablity on site as planned, in accordance with project
specifications, contractual requirements and delivery terms. The scope of work of Post Order Team will be as
follows:
 Expediting activities;
 Inspection activities;
 Coordination of the shipment activities;
 Vendor’s performance evaluation.
The Matrerial Management team shall ensure that Post Order activities are executed in order to guarantee that the
material is available on site as planned in project schedule; assure timely integrated strategies, planning, execution
and control for expediting, quality control of supplies, co-ordination of shipping and customs activities of purchased
goods respecting budget, costs and effective control of the project for Post Order overall services;
Ensure project feedbacks to CONTRACTOR functions (Management, Post Order and Procurement) in order to
capitalize experiences.
Expediting Coordinator shall ensure the availability of the purchased materials and relevant handling
documentation at the established delivery point, in accordance with the PO conditions and within scheduled time
limits; ensure the timely update of Material Information System by Expeditors with the most reliable and up-to-date
information on supply progress (Engineering, Procurement, Fabrication/Assembly, Inspection date and delivery
status); ensure budget, costs and effective control of the project for expediting services; lead and coordinate
internal Expediters and/or Expediting Agencies in order to reach project goals by means of cost effective and result
oriented solutions with efficiency/flexibility and performances maximization, network CONTRACTOR synergies,
best practices.
The expediter shall monitor the progress status of the supplies with regard to all the Project cycle-phases, in order
to ensure the fulfilment of the contractual delivery dates; and supervise, if required, the activities of external
expediters.
Shipping and Customs Officer shall ensure the coordination of the shipping and customs activities, guaranteeing
that all goods and materials are delivered to the final destination promptly and properly and transported to avoid
delay versus projects requirements. I nsupport the Inspection Coordinator shall ensure the quality control of the
purchased materials and that the relevant quality documentation are in compliance with purchase order
requirements respecting budget, costs and effective control of the project for purchased materials quality control
services, and lead and coordinate internal Inspectors and/or Inspector Agencies in order to reach project goals by
means of cost effective and result oriented solutions with efficiency/flexibility, performances maximization, network
Contractor synergies, best practices.
The expediting activities are performed by assigned expediters, managed by the Expediting Coordinator. The
activities are achieved by local expediters (CONTRACTOR) or by CONTRACTOR's worldwide network, in
accordance with the location of the Vendors and sub-Vendors. CONTRACTOR shall follow the expediting activities
by internal expediters or shall draw up frame agreements with internationally well-known expediting agencies for
the provision of expediting services according to the location of the Vendors and SUB-CONTRACTORs. The
activities of such agencies will be coordinated by an expediting team which involve Managers, Supervisors and
Expediters. Quality Management System of Agencies is audited in accordance to ISO 9001:2000 requirements. In
additional, local agencies through frame agreements could be used.
As part of his duties, the Expediting Coordinator is responsible for the management of Vendor documentation as
relating to the fulfilment of the terms and conditions of the PO.
The expediter is in charge, after purchase phase, of:
 Review PO and all the contractual documentation in order to detect discrepancies and prevent any
misunderstanding that could potentially cause delays to the project;
 Ascertain PO and that the associated contractual documentation (technical and non-technical) is
received by Vendor;
 Ensure that the Vendor supply schedule covers all the supply cycle phases (Engineering,
Procurement, Construction, Inspection, preparation for shipment and transport) and its compliance
with contract delivery terms and dates;
 Facilitate the interface between Vendors and relevant Functions involved in the supply chain activities;

Page 101 of 114

 Provide reliable and up-to-date information on supply progress status according to the assigned level
of criticality, controlling all the cycle phases expediting and coordinate internal or external personnel in
order to identify potential delays, analyse the causes of them and propose the corrective actions
needed to minimize any deviations and/or variation order requests;
 Information management of Vendor estimated weights and volumes with relevant shipping
documentation (including Transport and Storage Recommendation for Overweight/Oversize packages
and dangerous goods subjected to special transport) in order to plan booking of shipment;
 Guarantee exhaustive and punctual data updating in SAP and support and validate any Vendor
activities carried out directly on SAP (Vendor on WEB), where applicable;
 Guarantee all the supply information useful for the correct application of Liquidated Damages in case
delivery of materials in delay;
 Verify the fulfilment of the events approving the milestone payments in SAP;
 Provide feedback about Vendor’s performance.
The Inspection and quality control activities are performed by assigned inspectors, managed by the Inspection
Coordinator. CONTRACTOR shall follow the inspection activities by internal inspectors or shall draw up frame of
agreements with internationally well-known inspection agencies for the provision of inspection services according
to the location of the Vendors and sub-contractors. The activities of all such agencies shall be coordinated
separately, under the supervision of an Inspection team comprising of Managers, Supervisors and Inspectors. And
the Quality Management System of Agencies shall be audited in accordance to ISO 9001:2000 requirements.
In addition, local agencies through frame of agreements could be used. And as part of Inspector duties, the
inspection Coordinator shall be responsible for the management of Vendor documentation relating to quality
control. The inspector shall be in charge, after purchase phase, of:
 Ensure the definition of Inspection and Testing Plan in line with the contractual requirements and an
adequate Vendor Inspection and Testing Programme, defining with Engineering Department the
inspection witness/ hold points for the Vendor in agreements with IDS and COMPANY requirements;
 Ensure the proper testing/inspection documentation;
 Perform inspections and tests in coherence with Vendor Inspection and Test Plan providing Vendor
Shop Test Notifications and coordinating internal / external personnel;
 Provide and distribute Inspection Reports;
 Provide Non-Conformity Reports and Punch Lists when required;
 Ensure the Vendor Manufactured Data Book review and approval;
 Provide feedback about Vendor’s performance.
The shipping coordinator shall interface between CONTRACTOR’s expediter to facilitate and speed up the flow of
the documentation necessary for shipping activities. CONTRACTOR shall submit to CONTRACTOR PMM import
customs documents up on requirement of COMPANY. The feedback coming from CONTRACTOR PMM as well
from CONTRACTOR PPRM shall contribute to evaluate the performance of the Vendor. Such analysis shall be
conducted by the CONTRACTOR PMM and CONTRACTOR PPRM.
For details refer to: Post Order Services (POSE) Plan.

SSG-NG01012401-GEN-VA-5880-00001_C01: POST ORDER MATERIALS MANAGEMENT PLAN;
SSG-NG01012401-GEN-VA-6180-00015_R01: EXPEDITING AND INSPECTION SUPERVISION PLAN FOR
LOCAL VENDORS (CS VESSEL FABRICATION);
SSG-NG01012401-GEN-VA-6180-00006_C01: SHIPPING AND CUSTOMS CLEARANCE PROCEEDURE FOR
SSAGS.

Page 102 of 114

16. NIGERIAN CONTENT DEVELOPMENT (NCD)

Page 103 of 114

As part of the Nigerian Content objectives of the project, in line with relevant guidelines SCNL has committed to
prioritize and maximize the use of Nigerian resources in key areas of the project but not limited to those broken
down in the subsequent paragraphs.
In conformity with Nigerian Content Development Board (NCDB) and manpower resourcing plan, the domiciliation
of Project Management and Engineering activities in Nigeria remained with the intention of complying with relevant
guidelines as directed by the Nigerian Content Development and Monitoring Board (NCDMB) and as a key avenue
to develop competencies within local capacity. This shall further boost the employment of Nigerians during the
execution of the Project relative to Section 28 of the NOGICD Act, 2010 and also the active participation of
Nigerians in key positions of the Project.
High priority is given to the utilization of Nigerian labour, goods and services in compliance with Section 12 of the
NOGICD Act, 2010 as referenced on the Nigerian Content Plan with specific work packages solely to be handled
in-country. In cases where capacity do not exist in-country a deliberate action shall be taken to ensure a local
manpower is developed or a technology transfer initiative stands achieved.
Utilization of Nigerian local capacity for Procurement elements on the Project and strict compliance with the key
sections of the NOGICD Act, 2010, such as Sections: 12, 14, 15 and 16 shall further boost the participation of
indigenous companies on the Project. Furthermore, the Procurement Schedules of the NOGICD Act, 2010 shall be
referenced and complied with the outlined percentages for work packages. With consistent analysis of the
emerging local markets and maximizing resources of local capacity shall support upcoming indigenous companies
with the implementation of a dependable monitoring system for the performance assessment of contractors and
supplies, in accordance with compliance criteria
As a commitment to give first consideration to Nigerian Capacity. Priority shall be given to Nigerian labour, goods
and services especially for the following:
 Construction, installation, pre-commissioning and commissioning work elements;
 Fabricators as appropriate in the manufacturing, assembly and fabrication of component parts.
In the development of Human Capacity, a comprehensive training and development plan covering accredited
training programs to develop competencies amongst the Nigerian workforce. In reference to Sections: 28 and 30 of
the NOGICD Act, 2010 and the Nigerian Content Plan, Nigerians shall be trained and mentored on key disciplines
in the course of the Project execution, which will develop capabilities.
Consistent appraisal of implementation and monitoring strategies and commitments/ targets shall be applied in line
with relevant reporting formats as directed by the NCD Board. And implementation of an effective and transparent
sustainability communication network between all key stakeholders to ensure Nigerian Content policies and
procedures as communicated relative to Section 66 of the NOGICD Act, 2010 and upholding an open and
transparent dialogue in decisions that shall affect all stakeholders.
Lastly, there will be a well-defined and proven efficient information system by way of attending seminars, local
content manpower development workshops, conferences as well as presentations made by indigenous companies
to booster CONTRACTOR preparedned to work in compliance to the states law and NCDB procedures.
For details refer to: Nigerian Content Development (NCD) Plan.

SSG-NG01012401-GEN-AA-5880-00012_C01: SSAGS NIGERIAN CONTENT PLAN;
SSG-NG01012401-GEN-AA-5880-00013_C02: SSAGS NIGERIAN CONTENT HUMAN CAPACITY BUILDING
TRAINING PLAN.

Page 104 of 114

17. SUSTAINABLE COMMUNITY DEVELOPMENT

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The project has eleven (11) local/host communities affected by the project. The Community Affairs Department of
CONTRACTOR shall be responsible for coordinating relations with these communities affected by the project
through the relevant Cluster development Boards, the general public and government authorities on matters
relating to community affairs. It is also charged with the responsibility for appropriate interface with the responsible
department of the COMPANY.
The Community Relations Department does this by a deliberate, planned and sustained effort to establish and
maintain mutually beneficial relationship and understanding between the COMPANY, the CONTRACTOR, and the
communities affected by the project using the instrumentality of Contractor’s Community Affairs Management Plan
which is a formal document containing an expansion of the policy statement on Community Relations, setting out
the Contractor’s plan of work towards realizing the Contractor’s mission.
The Purpose of this Plan is to define the procedure for the management of relations between the Contractor and
the communities that are affected by the Southern Swamp Associated Gas Solutions Project within Contractor
scope of work. This includes the policies, strategies and actions to be adopted by the Contractor in managing
relations with the affected communities during the entire period of the project execution.
Contractor is highly committed to developing and maintaining friendly and mutually beneficial relationship with the
SSAGS+ host communities. Contractor has committed to achieve this objective by:
 Ensuring full compliance with Shell SCD guidelines;

 Educating its employees to abide by the principles of the SCD and the Big Rules in all relationships with
the communities;
 Establishing and maintaining an effective communication channel with host communities;
 Identifying and implementing a fair procedure for hiring of necessary local personnel and award of
subcontracts in order to give economic empowerment to the people from the host communities.;
 Establishing a rapid response approach to complaints from the communities;
 Implementation of behaviour code for Contractor employees regarding community relations and ensuring
the observance thereof in line with the SCD principle;
 Prohibition of employees interference in local affairs as well as behaviour regarded by the communities as
being inconsistent or offensive to local traditions, customs or religious practices. Prohibition of sit-at-home
payments or payments to ghost workers or for services not rendered;
 Refraining from taking commitments without prior approval of SHELL responsible officers;
 Working in close collaboration and cooperating with SHELL and the relevant governmental institutions in
the implementation of the Community Affairs Plan with CDB/CDC for the management of relations with the
host communities throughout the duration of the project;
 Ensuring that recommended mitigating measures are implemented, right from the site preparation stage
and all through to construction period;
 Ensuring that the Federal Ministry of Environment (FMENV) / the Department of Petroleum Resources
(DPR) guidelines and Shell Petroleum Development Company of Nigeria Limited Corporate Policy on the
environment, are complied with at all the stages of the Project execution;
 Testing the validity/accuracy of the predicted impacts.
The below table sets out the 11 host/impacted communities of the project and their respective local and state
government distribution.
S/N Community Cluster LGA State

1 Egbemo-Angalabari Tarakiri Ekeremor Bayelsa
2 Agbidiama Tarakiri Ekeremor Bayelsa
3 Peretorugbene Oporomor Ekeremor Bayelsa
4 Amabolou Oporomor Ekeremor Bayelsa
5 Tomogbene Oporomor Ekeremor Bayelsa
6 Oweigbene Oporomor Ekeremor Bayelsa
7 Norgbene Oporomor Ekeremor Bayelsa
8 Ogbotobo Egbemo Ekeremor Bayelsa
9 Agbayama Egbemo Ekeremor Bayelsa
10 Tonor Egbemo Ekeremor Bayelsa
11 Ojobo Ojobo Burutu Delta

Page 106 of 114

The Community Affairs Manager/Coordinator is the Contractor personnel dedicated to drive the policies and
principles contained in the Community Affairs Management Plan of the Contractor. To do this effectively, he is
assisted by Public Relations Officers and Community Liaison Officers in the execution of his day-to-day functions
and these are people who ordinarily have a fair knowledge of the local communities and preferably come from
there, particularly in the case of the CLOs.
For details refer to: Community Affairs Management Plan.

SSG-NG01012401-GEN-AA-5880-00011_A03: COMMUNITY AFFAIRS MANAGEMENT PLAN;
SSG-NG01012401-GEN-VA-6180-00010_C01: SUBCONTRACT FOLLOW UP PROCEDURE.

Page 107 of 114

18. LOGISTICS AND TRANSPORTATION

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The logistics Management Plan identifies the procedures, protocols to be utilized for all logistics activities on the
SSAGS project. It provides a living document that will be the subject to revision as the project progresses and
further areas for improvement are identified. It is intended to identify and mitigate the risks associated with the
movement of personnel, material and equipment by land, air, sea and waterways. It shall also give reference to
other projects plans, procedures, policies and contractual requirements needed to execute the safe and efficient
movement of personnel, material and equipment on the SSAGS project.
The Logistics Management Plan shall provide an overview of how the project logistics operation functions in
relation to other project departments and stakeholders involved in the project logistics operation and the interface
between. The logistics plan will provide an overview of the project locations, distances, timings and modes of
transport to convey personnel, materials and equipment.
The plan outlines the roles of all the authorizing staff and their responsibilities within the logistics OPERATION.
Reference documents will also outline communication flow, booking and reporting flow charts and additional
procedures (SSG-NG01012401-GEN-SA-5798-00001_R01: Logistics Management Plan).
JOURNEY MANAGEMENT PLAN
The Journey Management Plan Marine shall manage the potential risks that are associated in the movements of
personnel, materials and equipment via waterways. The JMP shall highlight all of the roles and responsibilities of
the authorizing persons and procedures to be followed to allow a successful and incident free journey.
Also, the Journey Management Plan Land shall manage the potential risks that are associated in the movements of
personnel, materials and equipment via land. Road transportation has been identified as a major activity during the
lifespan of the SSAGS project.
For detailed refer to: Logistics Management Plan.

SSG-NG01012401-GEN-SA-5798-00001_R01: Logistics Management Plan;
SSG-NG01012401-GEN-SA-6028-00001_R01: JETTY OPERATING PROCEDURE.

Page 109 of 114

ATTACHMENT 1: TUNU PLANT LAYOUT AREA

Page 110 of 114

ATTACHMENT 2: TUNU PLANT LAYOUT TEMPORARY ROADS

Page 111 of 114

ATTACHMENT 3: OGBOTOBO SITE LAYOUT

Page 112 of 114

R
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4
ATTACHMENT 4: OPUKUSHI SITE LAYOUT

Page 113 of 114

R
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4 ATTACHMENT 5: BENESIDE SITE LAYOUT

Page 114 of 114

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Shell Petroleum Development Company of Nigeria

AUGUST, 2015 DOCUMENT NUMBER

SOUTHERN SWAMP ASSOCIATED GAS SOLUTION (SSAGS)

Contract No. : NG01012401

PROJECT EXECUTION PLAN

Revision Date Description Originator Checker Approver

R04 19-Aug-2015 Re-Issued For Review C. Oladele F. Aiello E. Barbieri

Contractor Document Number: GEN-ZA-E-09001

SSG-NG01012401-GEN-AA-5760-00001 PROJECT EXECUTION PLAN

This document is controlled electronically and uncontrolled when printed

Party Ref Ind. Name Sign Date

Revision No. Date of issue Document ID/Reason for change

R04 19-Aug-2015 Re-Issued For Review

R03 26-May-2015 Re-Issued For Review

R02 26-Feb-2015 Re-Issued For Review

R01 24-Nov-2014 Issued For Review

SSG-NG01012401-GEN-AA-5760-00001 PROJECT EXECUTION PLAN

This document is controlled electronically and uncontrolled when printed

COMPANY: Shell Petroleum Development COMPANY of Nigeria Ltd.

Project: SOUTHERN SWAMP ASSOCIATED GAS

SAIPEM Document No COMPANY Document No Description Page

SSG-NG01012401-GEN-AA-5760-00001 PROJECT EXECUTION PLAN

This document is controlled electronically and uncontrolled when printed

1.1 Contract Information 12

1.2 Project Locations 12

1.3 Definitions and Abbreviations 14

1.4 Codes and Standards 18

1.5 Units of Measurement 19

1.6 Information Transfer 19

1.7 Scope and Purpose of the Execution Plan 20

1.7.1 Scope of Work 20

1.8 Project Structure and Strategy 23

1.9 Contractor’s Primary Responsibilities 25

1.10 CONTRACTOR’s Organization 26

1.11 Project Schedule 26

1.12 Home Office (located in Port Harcourt) 27

1.13 Site (located in Tunu) 29

1.14 Project Environmental Data 31

2.1. General Executive Summary 33

2.2. Project Calendar 34

2.3. General Design Basis and Philosophy 34

2.4. Control, Monitoring And Procedures 34

2.5. Schedule Baseline and Work Breakdown Structure Management 35

2.6. Risk Analysis 35

2.7. Milestone List 35

2.8. Manpower Resourcing 35

2.9. Change Management Plan 36

2.10. Post Implementation Review 36

2.11. Key Project Objectives 37

2.12. Project Closure Report 37

SSG-NG01012401-GEN-AA-5760-00001 PROJECT EXECUTION PLAN

This document is controlled electronically and uncontrolled when printed

3.1. COUNTERPART CONTRACTORS 39

3.2. INTERFACE MANAGEMENT PLAN (IMP) 39

3.2.1. INTERFACE WORK PROCESS 39

3.2.2. INTERFACE MANAGEMENT 40

3.3. PRELIMINARY INTERFACES FROM FEED 40

4.1. SAIPEM SECURITY POLICY 44