2.15. Risk Schedule

1100000392: Running Tunnels Mountain Section (Alignment MRT-3A-2021-06-15) - Technical Returnable Schedule Strictly
Confidential
2.15. Risk Schedule
The Tenderer shall adopt a proactive approach to addressing risks.

To demonstrate the Tenderer’s adoption of risk management, the Tenderer shall review
potential areas of risk risks relating to the delivery of the Works and identify the potential
impact on cost, schedule, HSE and other Objectives and the likelihood of occurrence. The
Tenderer shall also identify and describe mitigations for any unacceptable risks. For this
analysis, the Tenderer shall adopt a 5-level assessment of impact and likelihood and a 4-
level rating of risk.
List, develop and insert or attach documents to this schedule.
Duly authorised signatory to sign tenders and contract documents for and on behalf of the tendering entity
Authorised Company FCC Construccion S.A. Company Stamp:

Signatory: Name:
Name: Mr. Yago Mijangos Gorozarri Address: Brand Tower, 1st floor Office No. 11
Alemam Saud bin Faisal Street 2964, As

Sahafah District,
Riyadh 13321 - 6106,
Kingdom of Saudí Arabia
Position: MENA & Asia Pacific Email: MBPoseA@fcc.es

Managing Director
rodolfo.illa@fccco.com
Date: 27-03-2022 Tel: +966 115 100 139
Authorised Company China State Construction Engineering Company Stamp:

Signatory: Name: Corporation Limited
Name: Mr. Yu Tao Address: No.15 Sanlihe Road, Haidian District,

Beijing,
the People's Republic of China
Position: Authorized Person Email: Fu_chunlei@chinaconstruction.ae
Info@chinaconstruction.ae
Doc. No.: 1100000392 Schedule 4 - Technical Submission Returnable Documents

Page 38 of 41
Tem. No.: Rev. 24 Jan 2020
1100000392: Running Tunnels Mountain Section (Alignment MRT-3A-2021-06-15) - Technical Returnable Schedule Strictly
Confidential
Date: 27-03-2022 Tel: +971 556 031 210
Authorised Company Shib Al Jazira Contracting Company Company Stamp:

Signatory: Name:
Name: Mr. Ziad W. Sulaiman Address: Omer lbn Abdulaziz Road, Al Malaz,
P.O. Box 2740 Riyadh 11461, Kingdom
of Saudí Arabia
Position: Managing Director Email: info@sajco.com.sa
aalrammah@sajco.com.sa
Date: 27-03-2022 Tel: +966 11 4 787005
Doc. No.: 1100000392 Schedule 4 - Technical Submission Returnable Documents

Page 39 of 41
Tem. No.: Rev. 24 Jan 2020

2.15. Risk Schedule

CONTENTS
1. INTRODUCTION TO THE JV RISK POLICY ....................................... 2
2. SCOPE ...................................................................................... 3
3. JV’S PROCESS OVERVIEW ........................................................... 4
4. RISK MANAGEMENT PROCESS ...................................................... 5
4.1. Establish the Context........................................................................... 5
4.2. Risk Management Responsibility Allocations & Accountabilities ................... 5
4.3. Roles & Responsibilities of Risk Management Resources ............................ 7
4.4. Risk Objectives ................................................................................... 8
4.5. Risk Training .................................................................................... 10
4.6. Risk Identification ............................................................................. 10
4.7. Qualitative & quantitative assessments analysis .................................... 11
4.8. Risk Evaluation ................................................................................. 14
4.9. Risk Response Plan ........................................................................... 14
5. COMMUNICATION .................................................................... 15
6. REPORTING ............................................................................. 16
7. MONITORING .......................................................................... 16
8. PROJECT RISK REGISTER .......................................................... 18
8.1. Risk Register .................................................................................... 18
8.2. Risk Qualitative Analysis and Mitigation Plan ......................................... 19
Running Tunnels Mountain Section 1

1. INTRODUCTION TO THE JV RISK POLICY
The purpose of the Risk and Opportunity Plan (ROP) is to describe the management
processes to be used on the project to identify, assess, categorize, quantify, handle
and report/track risks associated with the achievement of the project requirements
and goals for the NEOM Running Tunnels Mountain Section.
The intention of this ROP is to be consistent with ISO 31000:2009 and strives to
incorporate industry practices. It is designed to be performed in a comprehensive
and auditable manner.
The JV recognises that risk management is essential to obtain a successful
completion of the project. Therefore, risk management is an integral part of the
project and a high priority issue
The following risk objectives have been set up:
• CONTINUOUS IMPROVEMENT: The construction of NEOM Running Tunnels
Mountain Section must be carried out after the ALARP-principle for risks (As Low As
Reasonably Possible).
• PERFORMANCE: Risks must be identified and managed effectively throughout
the organisation at all levels. This implies that information about risks must be
adequately reported and used as a basis for decision making and accountability at
all levels.
The ultimate goal of the Risk Management is to increase the probability of success
by focusing on attention areas early and reducing the amount of costly rework in the
future. For each and every risk, there is the potential impact of cost overruns,
schedule delays and compromises in quality and safety if the risk occurs. Hence, risk
management will be integrated in the project management control system during
the project life cycle and will evolve to be adapted to accommodate the various
project phases.

2. SCOPE
The scope of this Risk and Opportunities Plan is to document to all stakeholders
involved how risk management is handled on this project in order to achieve in an
auditable manner, the establishment, identification, analysis, evaluation, responses,
control and communication of risk management during the lifecycle of the NEOM
Running Tunnels.
The RMP establishes processes and criteria to provide for a set of documented
procedures to manage the threats and opportunities that may affect the project
outcomes. This is inclusive of methods of risk identification, assessment, monitoring,
mitigation of risks and communication on the subject.
This ROP is compatible with the standards of Risk Management in ISO 31000: 2009.

3. JV’s PROCESS OVERVIEW
Figure 1. ISO 31000 Process Overview
The JV is committed to:

Implement a proactive risk culture across the project, whereby all levels of
the Project Team will participate in Risk Management process in order to
identify, assess and response to risks as soon as possible.
Provide tools and resources necessary to all the staff to facilitate the
identification, assessment, evaluation, treatment, monitoring and timely
reporting of risks.
Measuring and Reporting Risk Management performance, on a monthly basis,
on pre-defined risk management KPI’s linked to Project KPI’s.
Reviewing, updating and communicating the Risk Management Plan and
framework annually as a minimum.
Implement control assurance to manage risk effectively and act on
opportunities quickly and confidently to improve and meet Project objectives.
Engaging with all the staff and stakeholders to ensure the Risk Management
Plan is understood and implemented along the Project.
Complying with legislation and relevant codes and standards.

4. RISK MANAGEMENT PROCESS
4.1. Establish the Context

The NEOM Running Tunnels Mountain Section Project package is the procurement,
construction, installation, testing and commissioning of the Permanent Works by the
Contractor, including without limitation, the design, installation and removal of the
Temporary Works as per the awarded contract.
The JV shall also provide attendance, access and safe working conditions for all other
contractors and sub-contractors working within the boundaries of this contract until
the Works have been handed over to the Employer.
The Contractor shall perform all reinstatement works to the satisfaction of affected
stakeholders and statutory authorities.
The JV recognizes that it is important to understand the internal and external context
of the organization to develop the scope described. That is, to understand the
environment in which the Kingdom of Saudi Arabia seeks to achieve its objectives
and the parameters to be taken into account when managing risk.
External factors include supply market, community expectations, state government
policy and personnel, state legislation, economy, funding and reputation and
relationship management.
Internal factors which affect the Project include strategic plans and policies for the
program where our project is allocated, organizational processes and procedures,
systems and technology, the management of corporate records and availability of
evidence, budget allocation, staff culture, and internal relationships.
4.2. Risk Management Responsibility Allocations &

Accountabilities
The key roles and their major responsibilities are:
Project Manager (PM): is the owner of the Risk and Opportunity Plan, he actively
supports the risk management actions required for the project and ensures that all
project stakeholders and participants support those actions.
The extent of his routine is ensuring that adequate resources are available to manage
the project‘s risks; ensuring there is active participation in the risk management
process by a wide cross section of stakeholders in the project; ensuring that risks
that affect the project from outside the project‘s boundary are managed; and
monitoring and reporting the progress and effectiveness of risk treatments. PM is
part of the Risk Management Committee.

Risk Manager (RM): is the person on the project with the overall responsibility,
accountability and authority for ensuring that the risk management process is applied
effectively, including:
• Assist Project Team in developing, implementing, and administering the Risk
Management Plan
• Develop and maintain Contractor’s Risk Management plans, manuals,
processes procedures, forms, guidance, tools, and systems
• Deliver Risk Management training to JV’s team
• Gather data and develop risk reports as required
• Facilitate risk identification and conduct qualitative analysis of project’s risks
• Prioritization and conduct of quantitative analysis on schedule and cost
• Aggregation of risks, validation of assumptions and methodologies and
reporting on key risks and performance to the PM
• Ensure that information presented for decision-making and reporting is
complete and correct.
• Provide advice and direction on current and developing Risk Management
practices.
• The RM is part of the Risk Management Committee.
Commercial Manager (CM): heads the Commercial Team where the Risk Manager
is assigned to collaborate and coordinate risk actions within the project focussing on
costs and scheduling. The CM cooperates with the Risk Manager in collecting the
information necessary to identify the risks and monitoring of the risk responses. The
CM is part of the Risk Management Committee.
Risk Owners (RO): have the overall responsibility and authority for treating the
identified risks. Within the project team they would be work package managers. Risk
owners must have the resources necessary to treat their risks and carry out the
following functions:
• Operate within established Risk Management Plan, manuals, processes,
procedures, forms, guidance, tools, and systems
• Provide subject matter expertise for assigned risks to the Project Risk Manager
• Provide input on standards, tools, and methods for managing, treating,
monitoring, and reporting assigned risks

• Set direction and monitor the effectiveness of Risk Management processes for
assigned risks
• Verify the accuracy of the risk information or data that is relayed on the
Projects Risk Management Team.
• Monitor and report
• Serve as the Risk Authority for highly specialized risks.
Risk Treatment Owner (RTO): Operates within Project Risk Management Plan and
Policy. The risk treatment owner will be assigned by the Risk Owner by a dedicated
form and
• Monitors and treat specific risks on behalf of (a) risk owner(s);
• Operate within established Risk Management Policy, plans, manuals,
processes procedures, forms, guidance, tools, and systems
• Obtain Risk Owners support and authorization for risks
• Develop timely reports for review and aggregation by Risk Owners.
Project Team Members (PTM): are responsible for:

• Assisting with the identification, analysis and evaluation of risks;
• Assisting with the development of risk treatments and
• Risk management activities as set out in the risk treatments.
Risk Management Committee (RMC): The Project Manager, the Risk Manager,
The Commercial Manager, the Risk Owners and Risk Treatment Owners together
form the Risk Management Committee. The Risk Manager invites the members of
the Risk Management Committee to monthly workshops regarding risk management.
4.3. Roles & Responsibilities of Risk Management Resources

The RACI Table below shows the competences of FCC’s main positions involved in
the risk management process.
R: Responsible (carries out the work)
A: Accountable (supervises the work)
C: Consult (has input in the activity)

I: Inform (to be informed of the action)
RACI CR RM PCM RO RTO PTM
Establish the context A R C I I I
Risk identification I A R I R
Risk analysis A R C C
Risk evaluation I A C R
Risk treatment I A I C R C
Communication &
A C A R
Consultation
Monitor and Review I R
Hand over to issues

I R A
Register
Table 1. RACI Matrix
4.4. Risk Objectives

In order to set measurable objectives, identify, monitor and predict trends and take
corrections, preventive and improvement actions, the Project will have KPIs (Key
performance Indicators) as a basis for making strategic and tactical decisions.
KPIs will be consistent with the objectives and context of the project, its strategies
and policies.
Selected KPIs will ensure that the contractor will provide information that is
measurable, accurate and reliable, and usable to implement corrective actions when
performance is not conformed to objectives or to improve process efficiency and
effectiveness.
The KPIs will be regularly reviewed and will be updated accordingly to address
changing priorities and requirements.
KPIs have a set of measurable and quantifiable set of objectives. Identification,
monitoring, prediction of trends, corrective and preventive actions will be performed
according the requirements of the Client. The table below will be monthly reviewed
and updated accordingly to address changing priorities.

KPI Frequency Measure Calculation Method Benchmark Policy Ref.
IRMS number of open risks missing data x Green >90% Continuous

Data quality Monthly 100
Risk Amber 75% - Improvement
Register number of open 89% Red <
risks 75%
IRMS number of open risks missing Green >90% Continuous

Qualitative Monthly qualitative assessment x 100
Risk Amber 75% - Improvement
assessment number of
Register 89% Red <
open risks 75%
IRMS number of selected risks missing Green >90%

Quantitative Monthly quantitative assessment x 100 Performance
Risk Amber 75% -
assessment Total number of selected
Register 89% Red <
risks 75%
Training participants present x 100 Green >90% Continuous

Risk Monthly attendance number of participants invited Amber 75% - Improvement
training
/awareness 89% Red <
75%
Workshop Monthly Workshop number of attendees attended the Green >90% Continuous
attendance schedule workshop x 100 Amber 75% - Improvement
Workshop number of attendees invited to 89% Red <
attendance workshop 75%
IRMS number of open** risks missing Green >90%

Treatment Monthly treatment x 100 Performance
Risk Amber 75% -
plans in number of open**
Register 89% Red <
place risks
Treatment 75%
plans
IRMS number of open risks with mitigation Green >90%

Mitigation Monthly Performance
Risk measures not completed by agreed Amber 75% -
progress
Register date x 100 89% Red <
Response number of open risks with mitigation 75%
plans measures
Table 2. Key Risk Indicators (KPI’s)

4.5. Risk Training
The JV shall ensure for adequate competency and awareness of its personnel
regarding risk management.
The objective of the resulting actions is to provide for a well informed and trained
staff, competent and confident in identifying and managing their risks.
To accomplish this, the JV shall provide a risk management staff training program to
be implemented on an on-going basis and to include:
• Risk awareness in corporate Induction
• Specific risk training/education relevant to position, such as: training
session/s, whether delivered internally or using an external provider
attendance/participation in relevant risk forums/networks/workshops self-paced
study through PowerPoint presentation, whether developed internally or externally
developed/sourced.
Key personnel that are to receive risk awareness training are and will be determined
by their respective deputy project directors. This training will be performed ASAP
when the relevant key personnel arrive in the project.
Specific risk training/education relevant to position shall be given when considered
necessary by the relevant deputy project manager and the risk manager.
4.6. Risk Identification

The JV considers:
• Threats; events that will have a negative impact on project objectives if they
occur (what might happen and will jeopardize the project’s ability to achieve its
objectives)
• Opportunities; events that will have a positive impact on project objectives if
they occur (what might happen to improve the project’s ability to achieve its
objectives)
• Issues; referring to situations that risks have become certain events and that
either contingency plans should be implemented or issues should be accepted. An
issue can be considered as a threat with a likelihood of 100% to happen, or is a risk
that has happened, but that is not taken into account already with either a variation,
claim management or a contingency measure when the scope of the project is
affected.

Threats, issues and opportunities will be identified in monthly workshops and
individual meetings organized by the Project Risk Manager. All members of the Risk
Management Committee will be invited for risk management workshops.
The monthly sessions will have a brainstorming character in which risks, issues and
opportunities are identified, discussed and evaluated by the participants.
Identified risks and opportunities; as well as the risk treatments will be reviewed and
recorded as both hard and soft copy documents. The risk reports will ultimately also
contain the policy on the risks or opportunities (accept, mitigate or transfer) and
risks will be allocated to risk owners and possibly risk treatment owners. Ultimately
the assembled risks reports will be transferred to the project risk database. The
project risk database will be reviewed monthly as a formal activity established in the
process.
During the monthly risk management workshops, a risk management dashboard with
all risks and issues of level 12 and higher will be discussed. This monthly dashboard
will also be used as an appendix to the monthly report to the client.
The JV will also use the monthly risk dashboard to report all risks level 12 and higher
to the client in Aconex (or the proposed software). The relevant document will also
include the relevant “risk reports” and “status tracking information of risk” as
appendices.
4.7. Qualitative & quantitative assessments analysis

Risk Analysis is the process of prioritizing risks for further analysis or action by
assessing and combining their probability of occurrence and impact. The key benefit
of this process is that it enables the project to reduce the level of uncertainty and to
focus on high priority risks.
The qualitative method for risk assessment is based on descriptive scales and is used
for describing the likelihood and impact of a risk. The main aim is to prioritise
potential threats to identify those of the greatest impact on the project, and by
focussing on those threats, to improve the project’s overall performance.
The Project Risk Matrix to be used will be based on a Major project Risk Matrix for
impact likelihood and effect of impact rating.

Likelihood Rating Criteria Probability Frequency
> 75% Could occur within
Almost Certain 5 Is occurring now
probability “days to weeks”
Could occur within
Likely 4 Balance of probability will occur > 50-75%
“weeks to months”
May Occur shortly but a distinct Could occur within

Possible 3 > 25-50%
probability it won't. “months to years”
Could occur within

Unlikely 2 May occur but not anticipated. 5-25%
“years to decades”
Occurrence requires exceptional
circumstances. Exceptionally Only could occur as a
Rare 1 < 5%
unlikely, even in the long-term “100 years even”
future.
Table 3. Impact Likelihood
CONSEQUENCE
1 2 3 4 5
Performance Minimal Minor Unable to Unable to Unable to
consequence consequence achieve a achieve achieve
to objectives to objectives / particular multiple objectives/goals
/ goals goals objective/ goal, objectives/ such that
but remaining goals but minimum
objective goals minimum success cannot
represent better success can be achieved or
than minimum still be claimed
success or achieved or
outcome claimed
Safety
Discomfort No lost time Lost time
Human First aid event Loss of life
or nuisance per OSHA injury or illness injury or
criteria per OSHA illness per
criteria OSHA criteria
Asset Minimal Minor Minor Major Destroyed:
consequence consequence: consequence: consequence asset is
: asset has asset has asset is asset is compromised,
no sign of cosmetic damaged but substantially and un-
physical damage and is repairable damaged but repairable: a
damage repairable repairable total loss
Schedule/Time Minimal Critical path is Critical path is Critical path Critical path
consequence not slipped; not slipped; slips slips and one or
total slack of total slack of more critical
slipped tasks slipped tasks is milestones or
will not impact within 10 days events cannot
critical path in of impacting be met
less than 10 the critical path
days

Cost Minimal Minor cost Cost Cost Major cost
consequence consequence. consequence. consequence. consequence.
Cost variance Cost variance Cost variance Cost variance
≤ 5% of total >5% but ≤ >10% but >15% of total
approved FY 10% of total ≤15% of total approved FY
baseline approved FY approved FY baseline
baseline baseline
Table 4. Impact Scales
Likelihood, Impact Scales and Risk Matrix

The rating of a risk can be found by multiplying the impact likelihood ranking of a
risk with the impact effect ranking of a risk.
RISKS & OPPORTUNITIES SCORING (Probability x Impact)
OPPORTUNITIES IMPACT - SCORING RISK IMPACT-SCORING
1 2 3 4 5
Reputational
Questionable Surprise Concern Dissapointing Outrage
(-5) (-4) (-3) (-2) (-1) 1 2 3 4 5

Cost/Time
Optimum Significative Moderated " Minor Insignificant Insignificant Minor Insignificant Significant Serious
6 6
Sure -30 -24 -18 -12 -6 6 12 18 24 30 Sure
100% 100%
P 5 5 P
R Almost Sure -25 -20 -15 -10 -5 5 10 15 20 25 Almost Sure R
O S 81% - 99% 81% - 99% O S
4 4
B C B C
Probable -20 -16 -12 -8 -4 4 8 12 16 20 Probable
A O 51% - 80% 51% - 80%
A O
B R 3 3 B R
I I Medium -15 -12 -9 -6 -3 3 6 9 12 15 Medium I I
L N 21% - 50% 21% - 50% L N
I G 2 2 I G
T Low -10 -8 -6 -4 -2 2 4 6 8 10 Low T
Y 6% - 20% 6% - 20% Y
1 1
Rare -5 -4 -3 -2 -1 1 2 3 4 5 Rare
<5% <5%
RISK \ OPPORTUNITY RISK \ OPPORTUNITY

CLASSIFICATION
High Medium Low Low Medium High CLASSIFICATION
To accept and Risk control if it is Maximum Risk

RESPONSE Exploit Improve Ignore RESPONSE
monitor cost effective Control
Report on any Report on any

MONITORING Weekly Periodic Periodic Weekly MONITORING
change change
Table 5. Risk Ranking Range.
Proximity Timeframe
Critical < 1 month
High 1 < months <
Medium 3 < months <
Low > 6 months
Table 6. Risk Treatment table

Table 6 highlights the urgency of time related major risks. The process can be
followed by Quantitative Risk Analysis or directly by mitigation measures.
4.8. Risk Evaluation

The risk evaluation process makes use of the understanding of risks obtained by
qualitative and quantitative risk analysis to rank the importance of risks and prioritise
the treatment of risks. JV’s decisions about risk treatment will be made optimising
the effects of mitigation measures and maximising the likelihood of achieving the
agreed objectives.
The outputs of previous processes will be analysed in order to select future actions
and responses for the risks:
• Monthly update of the Risk Register.

• (Re)classification of the risks in the Project Risk Rating.
• Trends on individual risks compared with previous analysis and
• Impact on the objectives of the Project.
4.9. Risk Response Plan

An established risk can be handled 3 ways:
1) Mitigate: Be mitigated in the own project. Mitigation is the process of
developing options and eventually taking mitigation measures to enhance
opportunities (positive risks) and reduce threats (negative risks) to achieve the
project’s objectives. A Risk Treatment Owner (RTO) will be assigned per individual
risks to cake care and monitor the process. The Risk Treatment Owner (RTO) can be
a different person than the risk owner.
2) Transfer: A risk can be transferred – by mutual agreement- to another party
in the total Program environment when appropriate.
3) Accept: A risk can be accepted if the efforts to mitigate it are considered too
big or otherwise inappropriate to do.
4) Prevent: The mitigation reduces 100% of the risk, so it will not have residual
cost.
5) Reject: The risk is not considered neither its cost.
A further explanation of the above:

1) Treatments will either reduce the risk’s likelihood or consequences or both.
Preparation of treatments usually requires inputs from project team and coordination
with the Risk Manager. Secondary risks may be a consequence of risk treatment and
may necessitate their own treatment or contingency plans.
Consequently, the team should consider:
• Residual risks; risks that remain even after developing responses to the
project's original risks. The goal is to reduce residual risks to an acceptable level.
• Secondary risks; Secondary risks are caused by responses to the project's
original risks.
• Risk interaction; the combined effect of two or more risks occurring
simultaneously is greater than the sum of the individual effects of each free-standing
risk;
2) A risk can be transferred to another party by mutual agreement. Otherwise,
where the JV scope interfaces with other parts of the project it may be that the other
party involved can deal with the risk effectively.
3) A risk can be accepted. This may apply for instance to risks with a relatively
small likelihood but a greater effect to happen. These kinds of strategies can be
discussed in the Risk Management Committee.
4) A risk can be prevented: via the application of the mitigation measures, the
risk can be considered totally eliminated.
5) A risk can be rejected: as a result, the research on the potentiality of the risks,
it is decided that the risk does not longer exist.
Strategies for Opportunities will be:
1) Exploit: Ensuring that the opportunity is realized
2) Enhance: Increasing the probability of the positive impact of an opportunity
3) Share: A third party would be involved in order to capture the opportunity
4) Accept: Accepting the opportunity if it arises, but not actively pursuing it.
5. COMMUNICATION
Formal risk reporting arrangements to the appropriate organizational level must be
established. Risk reports must highlight changed risks and contain relevant and
concise information that can be efficiently assimilated by the reports’ audience.

6. REPORTING
The purpose of internal risk communication is to help in the planning of the risk
assessment and to convey the results of the risk assessment in a way that effectively
supports risk management decisions; this is so that the risk management decisions
both meet the goals of the project and provides risk information feedback for the
project team. The correspondent form will be filled in for this purpose.
The basis of this communication will be scheduled in workflows or meetings, with
pre-determined agenda, allocated timing and chaired by the RM, along the life cycle
of the project. If per Employer’s Requirements, the Engineer’s risk manager shall be
invited to any internal meetings related to risk management like the internal risk
management workshop.
7. MONITORING
Risk monitoring and control keeping track of the identified risks, residual risks, and
new risks. It also monitors the execution of planned strategies on the identified risks
and evaluates their effectiveness. Risk monitoring and control continues for the life
of the project. The list of project risks changes as the project matures, new risks
develop, or anticipated risks disappear. Risk ratings and prioritization commonly
change during the project lifecycle.
Risk control involves:
• Choosing alternative response strategies
• Implementing a contingency plan
• Taking corrective actions
• Auditing
• Recommending changes if appropriate
• Looking for additional risks
• Risks reassessments
• Creating workarounds
• Updating the risk status
• Re-planning the project, as applicable and
• Closing risks.

Monthly, or when required by NEOM, the JV will convene to review the project’s risk
register and risk response actions and will update the project risk information.
The review tasks will include:
• Identification, analysing, and response planning actions for newly arisen risks,
and adding them to the risk register
• Reviewing the execution of risk response actions, and evaluation of their
effectiveness
• Re-assessment of existing risks, verification that assumptions are still valid,
and modification of previous assessments when necessary
• Assignment of additional risk response actions to the Risk Owner and
• Employment of variance analysis to compare planned results to the actual
results.
Having reviewed the documentation provided by NEOM, this JV has conducted an
initial risk assessment which result is as follows.

8. PROJECT RISK REGISTER
8.1. Risk Register

RISK REGISTER VERSION 7
DATE 22/03/2022
NEOM RUNNING TUNNELS (MOUNTAIN SECTION)
IDENTIFICATION
Identification Date
Direct Cost/Selling
Risk/Opportunity
Project Phase
Critical Path
Responsible
Finisht Date
Start Date
Risk Code
Location
Risk No.
(R/O)
Price
Chapter Title Description Trigger
LOT 2 - Delay penalties at tunnel

001 R Construction Tunnel L2R1 Tunnel excavation Yes drill&blast completion
Penalties assumed by not getting performance ratio required to achieve drill&blast completion milestones in main running tunnels Milestones schedule too tight Selling Price
LOT 2 - Grout injection compensation in No time extention granted (no variation approved) in case worse geotechnical conditions than expected and more grouting Lack of adjustment
002 R Construction Tunnel L2R2 Tunnel grout injection Yes time. Delay Penalties injection is needed. Delay penalties mechanism for grouting time
Selling Price
LOT 2 - Delay penalties at first blasts in

003 R Construction Tunnel L2R3 Tunnel excavation Yes main tunnel
Penalties assumed by not getting performance ratio required to achieve first blast milestones in main running tunnels Milestones schedule too tight Selling Price
LOT 2 - Schedule delays for Temporary

004 R Construction Adit Junction 1&2 L2R4 Tunnel Temporary Works Yes Works installation
Tight schedule required could lead delays in temporary works installation to achieve the first blasts milestones Milestones schedule too tight Selling Price
Permits required not

005 R Construction Lot 2 L2R5 Permits No LOT 2 - Required permits not get on time Possible delays in getting specific permits in the country expected, especially the Selling Price
related to use of explosives
Liability between contracts

006 R Construction Adits 1&2 L2R6 Adits No LOT 2 - Interface with Adit Contractor Interface between Adit Contractor's and JV's liability
not clearly defined
Selling Price
LOT 2 - Adits 1&2 Maintenance during Liability between contracts

007 R Construction Adits 1&2 L2R7 Adits No Main Tunnel Contract
Adits maintenance during Main Tunnels contract (e.g. waterproofing)
not clearly defined
DC
LOT2- Ventilation Shafts VS1 and VS2 Due to the lack of geotechnical information in the shafts areas, the selected methodology to perform the shafts could not be the Design status at early stage
008 R Tender Vent Shafts 1&2 L2R8 Ventilation Shafts No Methodology appropiate during tender
DC
LOT 2 - Ventilation Shafts VS1 & VS2 Ventilation Shafts geotechnical conditions worse than expected which could incurr in higher maintenance activities than the Design status at early stage
009 R Construction Vent Shafts 1&2 L2R9 Ventilation Shafts No geotechnical info. standard for the machines involved during tender
DC
010 R Construction Project Staff L2R10 Staff Personnel No LOT 2 - Staff rotation Staff personnel high rotation due to project location Project Location DC
Inflation rates in the area and

plant supplier's countries
011 R Construction Project cost L2R11 Inflation rates No LOT 2 - Inflation rates Inflation rates in the area and plant supplier's countries higher than expected higher than expected. (Also Selling Price
War/ Post War Scenario can
aggravate this Risk )
Mobilisation schedule for Lot

012 R Construction Equipment Delivery L2R12 Tunnel equipment Yes LOT 2 - Tunnel equipment delivery Tunnel equipment delivery time does not meet the anticipated mobilisation milestones for LOT 2
2 too tight
Selling Price
Cycles estimated as an
013 R Construction Tunnels L2R13 Tunnels excavation and support Yes LOT 2 - Learning curve Excavation performace lower than the average expected at the beggining of the excavation average performance for the Selling Price
whole tunnel
Design colaboration between
014 R Construction Project L2R14 Indirect Cost No LOT 2 - Technical consultant Technical submittals require more technical staff and/or sub-consultants than expected the Client and Contractor DC
requires more workload
Too tight schedule leads to

LOT 2 - Simultaneity factor in tunnel Even though the programme has tried not to overlap main activities in the tunnel, there are some activities that could interfere activities delays and more
015 R Tender Tunnel L2R15 Tunnel excavation Yes cycles others during the project performance and impact the tunnel cycles interaction between them
Selling Price
than expected
Huge sections to execute in

the Adit Junctions that could
LOT 2 - Lack of info about Adit Junctions
016 R Design Adit Junctions 1&2 L2R16 Adit Junction Yes 1&2
Scarce design information provided about Adit Junctions an associated methodology at this tender stage require specific Selling Price
methodologies not enough
developed at this design stage
The supply does not depends

017 R Construction Lot 2 L2R17 Water supply No LOT 2 - Water supply Water supply does not meet the requirements for all the Contractor's involved and other sources have to be found at higher rates
on the Contractor
DC
Different types of rock
expected could lead into
018 R Construction Tunnel invert L2R18 Trenches excavation No LOT 2 - Drainage trenches excavation Trenches excavation in rock harder than expected and additional resources (plant, blasting) needed to achieve the ratios expected
additional methods of
DC
excavation
LOT 2 - Additional ground investigation Additional geotechnical

019 R Design Tunnel alignement L2R19 Ground Investigation No by the Contractor
Employer's geotechnical data incomplete and additional information is required
information needed
DC
Hydrological information not

020 R Design Adits 1&2 / VS1&VS2 L2R20 Flood risk No LOT 2 - Flood Risk Possible floods at the adits 1&2 entrances, VS1&VS2 areas and paved and unpaved roads due to the wadis crossing the area
provided during tender stage
DC
LOT 2 - Labour Mobilization and Mix

021 R Construction Adits L2R21 Adit Concrete Pavement/ Invert slab Yes design finalization for Adit Tunnel Invert Labour Mobilization and Concrete supplier, Mix Desgin finalizations during initial 4 months for Adit Concrete pavement works Milestone schedule too tight. DC
Slab/ Concrete Pavement Works
Desgn & Separate Items in BoQ

022 R Tunnel primary support L2R22 Tunnel support No LOT 2 - Rockbolts Procurement Rockbolts Procurement due to non availabilty of drawings, ( Excess qty procurment due to delivery schedule)
without clear application area
DC
Construction
DATE 22/03/2022
IDENTIFICATION
Identification Date
Direct Cost/Selling
Risk/Opportunity
Project Phase
Critical Path
Responsible
Finisht Date
Start Date
Risk Code
Location
Risk No.
(R/O)
Price
Contractual Non
Confomence. But these
Engineering & Various technical submittals need to submit/obtain approvals from the commence day till 15 days to 30 days . Also all the
023 R Tunnel L2R23 Mobilization Works Yes LOT- 2 Mobilization
Mobilization activities need to complete within 30days (List of activities /submittals included in Annexure A)
activities are not included in DC
Construction mile stones which reduces the
risk.

Selling Price


027 R Construction Adit Junction 3&3N L3R4 Tunnel Temporary Works Yes Works installation


029 R Construction Adits 3&3N L3R6 Adits No LOT 3 - Interface with Adit Contractor Interface between Adit Contractor's and JV's liability
not clearly defined
Selling Price
LOT 3 - Adits 3&3N Maintenance during Liability between contracts

030 R Construction Adits 3&3N L3R7 Adits No Main Tunnel Contract
not clearly defined
DC
LOT 3- Ventilation Shaft VS3 Due to the lack of geotechnical information in the shaft areas, the selected methodology to perform the shaft could not be the Design status at early stage
031 R Tender Vent Shaft 3 L3R8 Ventilation Shafts No Methodology appropiate during tender
DC
LOT 3 - Ventilation Shaft VS3 Ventilation Shafts geotechnical conditions worse than expected which could incurr in higher maintenance activities than the Design status at early stage
032 R Construction Vent Shaft 3 L3R9 Ventilation Shafts No geotechnical info. standard for the machines involved during tender
DC

whole tunnel
requires more workforce

Selling Price
than expected

038 R Design Adits 3&3N L3R15 Adit Junction Yes 3&3N

039 R Construction Lot 3 L3R16 Water supply No LOT 3 - Water supply Water supply does not meet the requirements for all the Contractor's involved and other sources have to be found at higher rates
on the Covtractor
DC
DC
excavation
Traffic in the road higher than
041 R Construction Marl Road 11A L3R18 Road Maintenance No LOT 3 - Marl Road 11A Maintenance Maintenance activities cost for Marl Road 11A higher than expected. expected leads in higher DC
maintenance activities

information needed
DC

043 R Design Adits 3&3N / VS3 L3R20 Flood risk No LOT 3 - Flood Risk Possible floods at the adits 3&3N entrances, VS3 area and paved and unpaved roads due to the wadis crossing the area
DC

044 R Tunnel primary support L2R21 Tunnel support No LOT 3 - Rockbolts Procurement - Rockbolts Procurement due to non availabilty of drawings, ( Excees qty procurment due to delivery schedule)
DC
Construction
DATE 22/03/2022
IDENTIFICATION
Identification Date
Direct Cost/Selling
Risk/Opportunity
Project Phase
Critical Path
Responsible
Finisht Date
Start Date
Risk Code
Location
Risk No.
(R/O)
Price
Contractual Non
045 R Tunnel L2R22 Mobilization Works Yes LOT- 3 Mobilization
risk.

Selling Price


049 R Construction Adit Junction 4&5 L4R4 Tunnel Temporary Works Yes Works installation


051 R Construction Adits 4&5 L4R6 Adits No LOT 4 - Interface with Adit Contractor Interface between Adit Contractor's and JV's liability
not clearly defined
Selling Price
LOT 4 - Adits 4&5 Maintenance during Liability between contracts

052 R Construction Adits 4&5 L4R7 Adits No Main Tunnel Contract
not clearly defined
DC
LOT 4 - Ventilation Shaft VS4 Due to the lack of geotechnical information in the shaft areas, the selected methodology to perform the shaft could not be the Design status at early stage
DC
DC

whole tunnel

Selling Price
than expected

060 R Design Adit Junction 4&5 L4R15 Adit Junction Yes 4&5
DC
excavation
Traffic in the road higher than
LOT 4 - Core Access Route 12
062 R Construction Core Access Route 12 L4R17 Road Maintenance No Maintenance
Maintenance activities cost for Core Access Route 12 higher than expected. expected leads in higher DC
maintenance activities

063 R Construction Lot 4 L4R18 Water supply No LOT 4 - Watter supply Water supply is on Contractor's side and due to shortage the cost could be higher than the estimated
on the Covtractor
DC

information needed
DC

065 R Design Adits 4&5 / VS4 L4R20 Flood Risk No LOT 4 - Flood Risk Possible floods at the Adits 4&5 entrances, VS4 area and paved and unpaved roads due to the wadis crossing the area
DC

DC
Construction
DATE 22/03/2022
IDENTIFICATION
Identification Date
Direct Cost/Selling
Risk/Opportunity
Project Phase
Critical Path
Responsible
Finisht Date
Start Date
Risk Code
Location
Risk No.
(R/O)
Price
Contractual Non
067 R Tunnel L2R22 Mobilization Works Yes LOT4 - Mobilization
risk.

Selling Price


071 R Construction Adit Junction 6 L5R4 Tunnel Temporary Works Yes Works installation


073 R Construction Adit 6 L5R6 Adits No LOT 5 - Interface with Adit Contractor Interface between Adit Contractor's and JV's liability
not clearly defined
Selling Price
LOT 5 - Adit 6 Maintenance during Liability between contracts

074 R Construction Adit 6 L5R7 Adits No Main Tunnel Contract
not clearly defined
DC
LOT 5 - Ventilation Shaft VS5 Due to the lack of geotechnical information in the shaft areas, the selected methodology to perform the shaft could not be the Design status at early stage
DC
DC

whole tunnel

Selling Price
than expected

LOT 5 - Lack of info about Adit Junction
082 R Design Adit Junction 5 L5R15 Adit Junction Yes 5
DC
excavation
084 R Construction Lot 5 L5R17 Water supply No LOT 5 - Watter supply Water supply not easy to find in the area and rates and transportation are higher than expected
on the Covtractor
DC
Mobilisation milestone is very tight to deliver a complete camp for LOT 5 and could lead to extra cost for rental temporary Mobilisation schedule for Lot
085 R Construction Camp lot 5 L5R18 Camp facilities Yes LOT 5 - Camp erection time.
accomodation near the area 5 too tight
DC
Mobilisation schedule for Lot

086 R Construction Equipment Delivery L5R19 Tunnel equipment Yes LOT 5 - Tunnel equipment delivery Tunnel equipment delivery time does not meet the anticipated mobilisation milestones for LOT 5
5 too tight
Selling Price

information needed
DC

088 R Design Adit 6 / VS5 L5R21 Flood Risk No LOT 5 - Flood Risk Possible floods at the Adits 6 entrance, VS5 area and paved and unpaved roads due to the wadis crossing the area
DC
DATE 22/03/2022
IDENTIFICATION
Identification Date
Direct Cost/Selling
Risk/Opportunity
Project Phase
Critical Path
Responsible
Finisht Date
Start Date
Risk Code
Location
Risk No.
(R/O)
Price
LOT 5 - Labour Mobilization and Mix

089 R Construction Adits L2R22 Adit Concrete Pavement/ Invert slab Yes design finalization for Adit Tunnel Invert Labour Mobilization and Concrete supplier, Mix Desgin finalizations during initial 4 months for Adit Concrete pavement works Milestone schedule too tight. DC
Slab/ Concrete Pavement Works

DC
Construction
Contractual Non
091 R Tunnel L2R24 Mobilization Works Yes LOT5 - Mobilization
risk.
8.2. Risk Qualitative Analysis and Mitigation Plan

RISK REGISTER QUALITATIVE SUMMARY VERSION 7
DATE 22/03/2022

PRE-RESPONSE POST-RESPONSE
RISK RESPONSE PLAN
IDENTIFICATION QUALITATIVE ANALYSIS QUALITATIVE ANALYSIS REVIEW AND MONITORING
Probability Impact Score Probability Impact Score
Response Strategy
ADDITIONAL INFO
Risk/Opportunity
Project Phase
Critical Path
Reputation
Reputation
Reputation
Reputation
Reputation
Reputation
Response and
Risk No.
(R/O)
Time
Time
Time
Time
Time
Time
Cost
Cost
Cost
Cost
Cost
Cost
Title Description Control Action Status
LOT 2 - Delay penalties at tunnel Penalties assumed by not getting performance ratio required to achieve drill&blast
001 R Construction Yes completion milestones in main running tunnels
6 6 4 3 24 18 Accept Active
drill&blast completion
Client acceptance of
LOT 2 - Grout injection variation claims which
No time extention granted (no variation approved) in case worse geotechnical
002 R Construction Yes compensation in time. Delay conditions than expected and more grouting injection is needed. Delay penalties
3 3 5 3 15 9 Mitigate justifies increases in grout 2 2 4 2 8 4 Active
amounts leading in time
Penalties
conssumption
LOT 2 - Delay penalties at first Penalties assumed by not getting performance ratio required to achieve first blast
003 R Construction Yes milestones in main running tunnels
blasts in main tunnel
LOT 2 - Schedule delays for Tight schedule required could lead delays in temporary works installation to achieve the
004 R Construction Yes first blasts milestones
Temporary Works installation
Take advantage of local

LOT 2 - Required permits not get previous experience
005 R Construction No Possible delays in getting specific permits in the country 3 2 6 Mitigate
performing projects in the
3 1 3 Active
on time
area
LOT 2 - Interface with Adit Limitate JV's liability on

006 R Construction No Interface between Adit Contractor's and JV's liability 4 3 12 Mitigate
Adits Contract
4 2 8 Active
Contractor
LOT 2 - Adits 1&2 Maintenance

007 R Construction No Adits maintenance during Main Tunnels contract (e.g. waterproofing) 4 3 12 Accept Active
during Main Tunnel Contract
LOT2- Ventilation Shafts VS1 and Due to the lack of geotechnical information in the shafts areas, the selected
008 R Tender No methodology to perform the shafts could not be the appropiate
4 3 12 Accept Active
VS2 Methodology
LOT 2 - Ventilation Shafts VS1 & Ventilation Shafts geotechnical conditions worse than expected which could incurr in
009 R Construction No higher maintenance activities than the standard for the machines involved
4 2 8 Accept Active
VS2 geotechnical info.
Increase staff hiring
010 R Construction No LOT 2 - Staff rotation Staff personnel high rotation due to project location 4 4 16 Mitigate
incentives
4 3 12 Active
011 R Construction No LOT 2 - Inflation rates Inflation rates in the area and plant supplier's countries higher than expected 3 4 12 Accept Active
LOT 2 - Tunnel equipment Tunnel equipment delivery time does not meet the anticipated mobilisation milestones Split equipment supplies
012 R Construction Yes for LOT 2
5 5 25 Mitigate
among various suppliers
5 4 20 Active
delivery
Excavation performace lower than the average expected at the beggining of the
013 R Construction Yes LOT 2 - Learning curve excavation
014 R Construction No LOT 2 - Technical consultant Technical submittals require more technical staff and/or sub-consultants than expected 3 2 6 Accept Active
Even though the programme has tried not to overlap main activities in the tunnel, there Separate main activities in
LOT 2 - Simultaneity factor in
015 R Tender Yes are some activities that could interfere others during the project performance and 4 3 12 Mitigate the tunnel as excavation 4 2 8 Active
tunnel cycles impact the tunnel cycles and lining
LOT 2 - Lack of info about Adit Scarce design information provided about Adit Junctions an associated methodology at
016 R Design Yes this tender stage
Junctions 1&2
Water supply does not meet the requirements for all the Contractor's involved and
017 R Construction No LOT 2 - Water supply other sources have to be found at higher rates
3 2 6 Accept Active
LOT 2 - Drainage trenches Trenches excavation in rock harder than expected and additional resources (plant,
018 R Construction No blasting) needed to achieve the ratios expected
2 3 6 Accept Active
excavation
Additional Geotechnical
LOT 2 - Additional ground
019 R Design No Employer's geotechnical data incomplete and additional information is required 5 3 15 Mitigate campaign from 4 2 8 Active
investigation by the Contractor Contractor's side
Possible floods at the adits 1&2 entrances, VS1&VS2 areas and paved and unpaved
020 R Design No LOT 2 - Flood Risk roads due to the wadis crossing the area
3 3 9 Accept Active
LOT 2 - Labour Mobilization and

Renegociate a more
Mix design finalization for Adit Labour Mobilization and Concrete supplier, Mix Desgin finalizations during initial 4
021 R Construction Yes months for Adit Concrete pavement works
5 5 4 3 20 15 Mitigate realistic Schedule of 4 4 3 2 12 8 Active
Tunnel Invert Slab/ Concrete Milestones
Pavement Works
Desgn & Rockbolts Procurement due to non availabilty of drawings, ( Excess qty procurment due
022 R No LOT 2 - Rockbolts Procurement to delivery schedule)
Construction
DATE 22/03/2022

RISK RESPONSE PLAN
Response Strategy
ADDITIONAL INFO
Risk/Opportunity
Project Phase
Critical Path
Reputation
Reputation
Reputation
Reputation
Reputation
Reputation
Response and
Risk No.
(R/O)
Time
Time
Time
Time
Time
Time
Cost
Cost
Cost
Cost
Cost
Cost
Various technical submittals need to submit/obtain approvals from the commence day
Engineering &
023 R Yes LOT- 2 Mobilization till 15 days to 30 days . Also all the Mobilization activities need to complete within 5 4 3 3 15 12 Accept Active
Construction 30days (List of activities /submittals included in Annexure A)
Penalties
conssumption

3 1 3 Active
on time
area

Adits Contract
4 2 8 Active
Contractor
LOT 3 - Adits 3&3N Maintenance

LOT 3- Ventilation Shaft VS3 Due to the lack of geotechnical information in the shaft areas, the selected methodology
031 R Tender No to perform the shaft could not be the appropiate
Methodology
LOT 3 - Ventilation Shaft VS3 Ventilation Shafts geotechnical conditions worse than expected which could incurr in
4 2 8 Accept Active
geotechnical info.
incentives
4 3 12 Active
Junctions 3&3N
Water supply does not meet the requirements for all the Contractor's involved and
039 R Construction No LOT 3 - Water supply other sources have to be found at higher rates
3 2 6 Accept Active
2 3 6 Accept Active
excavation
LOT 3 - Marl Road 11A

041 R Construction No Maintenance activities cost for Marl Road 11A higher than expected. 2 3 6 Accept Active
Maintenance
Possible floods at the adits 3&3N entrances, VS3 area and paved and unpaved roads
043 R Design No LOT 3 - Flood Risk due to the wadis crossing the area
3 3 9 Accept Active
Desgn & Rockbolts Procurement due to non availabilty of drawings, ( Excees qty procurment due
044 R No LOT 3 - Rockbolts Procurement - to delivery schedule)
Construction
DATE 22/03/2022

RISK RESPONSE PLAN
Response Strategy
ADDITIONAL INFO
Risk/Opportunity
Project Phase
Critical Path
Reputation
Reputation
Reputation
Reputation
Reputation
Reputation
Response and
Risk No.
(R/O)
Time
Time
Time
Time
Time
Time
Cost
Cost
Cost
Cost
Cost
Cost
Engineering &
045 R Yes LOT- 3 Mobilization till 15 days to 30 days . Also all the Mobilization activities need to complete within 5 4 3 3 15 12 Accept Active
Penalties
conssumption

Active
on time
area

Adits Contract
Active
Contractor
LOT 4 - Adits 4&5 Maintenance

LOT 4 - Ventilation Shaft VS4 Due to the lack of geotechnical information in the shaft areas, the selected methodology
Methodology
4 1 4 Accept Active
geotechnical info.
incentives
3 3 9 Active
Junctions 4&5
2 3 6 Accept Active
excavation
LOT 4 - Core Access Route 12

062 R Construction No Maintenance activities cost for Core Access Route 12 higher than expected. 2 3 6 Accept Active
Maintenance
Water supply is on Contractor's side and due to shortage the cost could be higher than
063 R Construction No LOT 4 - Watter supply the estimated
3 2 6 Accept Active
Possible floods at the Adits 4&5 entrances, VS4 area and paved and unpaved roads due
065 R Design No LOT 4 - Flood Risk to the wadis crossing the area
3 3 9 Accept Active
Construction
DATE 22/03/2022

RISK RESPONSE PLAN
Response Strategy
ADDITIONAL INFO
Risk/Opportunity
Project Phase
Critical Path
Reputation
Reputation
Reputation
Reputation
Reputation
Reputation
Response and
Risk No.
(R/O)
Time
Time
Time
Time
Time
Time
Cost
Cost
Cost
Cost
Cost
Cost
Engineering &
067 R Yes LOT4 - Mobilization till 15 days to 30 days . Also all the Mobilization activities need to complete within 5 4 3 3 15 12 Accept Active
Penalties
conssumption

Active
on time
area

Adits Contract
Active
Contractor
LOT 5 - Adit 6 Maintenance
LOT 5 - Ventilation Shaft VS5 Due to the lack of geotechnical information in the shaft areas, the selected methodology
Methodology
4 1 4 Accept Active
geotechnical info.
incentives
4 3 12 Active
Junction 5
2 3 6 Accept Active
excavation
Water supply not easy to find in the area and rates and transportation are higher than
084 R Construction No LOT 5 - Watter supply expected
3 2 6 Accept Active
Search for temporary
Mobilisation milestone is very tight to deliver a complete camp for LOT 5 and could lead
085 R Construction Yes LOT 5 - Camp erection time. to extra cost for rental temporary accomodation near the area
5 5 25 Mitigate accomodation near city of 5 2 10 Active
Tabuk
LOT 5 - Tunnel equipment Tunnel equipment delivery time does not meet the anticipated mobilisation milestones Split equipment supplies
086 R Construction Yes for LOT 5
5 5 25 Mitigate
among various suppliers
5 4 20 Active
delivery

087 R Design No Employer's geotechnical data incomplete and additional information is required 5 3 15 Accept Active
investigation by the Contractor
Possible floods at the Adits 6 entrance, VS5 area and paved and unpaved roads due to
088 R Design No LOT 5 - Flood Risk the wadis crossing the area
3 3 9 Accept Active
DATE 22/03/2022

RISK RESPONSE PLAN
Response Strategy
ADDITIONAL INFO
Risk/Opportunity
Project Phase
Critical Path
Reputation
Reputation
Reputation
Reputation
Reputation
Reputation
Response and
Risk No.
(R/O)
Time
Time
Time
Time
Time
Time
Cost
Cost
Cost
Cost
Cost
Cost
LOT 5 - Labour Mobilization and

Renegociate a more
Mix design finalization for Adit Labour Mobilization and Concrete supplier, Mix Desgin finalizations during initial 4
089 R Construction Yes months for Adit Concrete pavement works
5 5 4 3 20 15 Mitigate realistic Schedule of 4 4 3 2 12 8 Active
Tunnel Invert Slab/ Concrete Milestones
Pavement Works
Construction
Engineering &
091 R Yes LOT5 - Mobilization till 15 days to 30 days . Also all the Mobilization activities need to complete within 5 4 3 3 15 12 Accept Active
Authorised Company FCC Construccion S.A. Company Stamp:

Signatory: Name:
Name: Mr. Yago Mijangos Address: Brand Tower, 1st floor Office No. 11
Gorozarri Alemam Saud bin Faisal Street 2964,
As Sahafah District,
Riyadh 13321 - 6106,
Position: MENA & Asia Pacific Email: MBPoseA@fcc.es
Managing Director rodolfo.illa@fccco.com
Date: 27-03-2022 Tel: +966 115 100 139
Authorised Company China State Construction Company Stamp:

Signatory: Name: Engineering Corporation Limited
Name: Mr. Yu Tao Address: No.15 Sanlihe Road, Haidian

District, Beijing,
the People's Republic of China
Position: Authorized Person Email: Fu_chunlei@chinaconstruction.ae

Info@chinaconstruction.ae
Date: 27-03-2022 Tel: +971 556 031 210
Authorised Company Shib Al Jazira Contracting Company Company Stamp:

Signatory: Name:
Name: Mr. Ziad W. Sulaiman Address: Omer lbn Abdulaziz Road, Al Malaz,
P.O. Box 2740 Riyadh 11461,
Position: Managing Director Email: info@sajco.com.sa
aalrammah@sajco.com.sa
Date: 27-03-2022 Tel: +966 11 4 787005

2.15. Risk Schedule

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1100000392: Running Tunnels Mountain Section (Alignment MRT-3A-2021-06-15) - Technical Returnable Schedule Strictly

2.15. Risk Schedule

The Tenderer shall adopt a proactive approach to addressing risks.

List, develop and insert or attach documents to this schedule.

Authorised Company FCC Construccion S.A. Company Stamp:

Alemam Saud bin Faisal Street 2964, As

Riyadh 13321 - 6106,

Kingdom of Saudí Arabia

Position: MENA & Asia Pacific Email: MBPoseA@fcc.es

Date: 27-03-2022 Tel: +966 115 100 139

Authorised Company China State Construction Engineering Company Stamp:

Name: Mr. Yu Tao Address: No.15 Sanlihe Road, Haidian District,

the People's Republic of China

Position: Authorized Person Email: Fu_chunlei@chinaconstruction.ae

Doc. No.: 1100000392 Schedule 4 - Technical Submission Returnable Documents

Date: 27-03-2022 Tel: +971 556 031 210

Authorised Company Shib Al Jazira Contracting Company Company Stamp:

Position: Managing Director Email: info@sajco.com.sa

Date: 27-03-2022 Tel: +966 11 4 787005

Doc. No.: 1100000392 Schedule 4 - Technical Submission Returnable Documents

2.15. Risk Schedule

2. SCOPE ...................................................................................... 3

3. JV’S PROCESS OVERVIEW ........................................................... 4

4. RISK MANAGEMENT PROCESS ...................................................... 5

4.1. Establish the Context........................................................................... 5

4.2. Risk Management Responsibility Allocations & Accountabilities ................... 5

4.3. Roles & Responsibilities of Risk Management Resources ............................ 7

4.4. Risk Objectives ................................................................................... 8

4.5. Risk Training .................................................................................... 10

4.6. Risk Identification ............................................................................. 10

4.7. Qualitative & quantitative assessments analysis .................................... 11

4.8. Risk Evaluation ................................................................................. 14

4.9. Risk Response Plan ........................................................................... 14

5. COMMUNICATION .................................................................... 15

6. REPORTING ............................................................................. 16

7. MONITORING .......................................................................... 16

8. PROJECT RISK REGISTER .......................................................... 18

8.1. Risk Register .................................................................................... 18

8.2. Risk Qualitative Analysis and Mitigation Plan ......................................... 19

Running Tunnels Mountain Section 1

Running Tunnels Mountain Section 2

Running Tunnels Mountain Section 3

Figure 1. ISO 31000 Process Overview

The JV is committed to:

Running Tunnels Mountain Section 4

4.1. Establish the Context

4.2. Risk Management Responsibility Allocations &

Running Tunnels Mountain Section 5

Running Tunnels Mountain Section 6

Project Team Members (PTM): are responsible for:

4.3. Roles & Responsibilities of Risk Management Resources

Running Tunnels Mountain Section 7

RACI CR RM PCM RO RTO PTM

Establish the context A R C I I I

Monitor and Review I R

Hand over to issues

Table 1. RACI Matrix

4.4. Risk Objectives

Running Tunnels Mountain Section 8

IRMS number of open risks missing data x Green >90% Continuous