Montlhy Report-February 2020-Calama Wind-Rev 0

Monthly Report - Calama Wind 151,2 MWac
February 2020
Progress up to Jan 31th
CODE: EECL-1-WCA-PM-INC-005
☐ Secret ☐ Restricted ☒ Internal

Monthly Report – Calama Wind - CODE: EECL-1-WCA-PM-INC-005
Check Control
Rev Date Elaborated by Reviewed Approval by
A 31-01-20 Jesús Farías José Luis Rojas Marco Herrera
B 06-02-20 José Luis Rojas Marco Herrera Carlos Regolf
0 07-02-20 José Luis Rojas Marco Herrera Carlos Regolf
ii
Índex
1. Project Information .................. 2

a. Project Description ....................... 2
b. Project Team and Site Organization Status 4
c. Project Structure and Contracting Strategy 6
d. Project CAPEX ............................. 6
e. Project Milestones ........................ 7
2. Highlights of the Month ............ 7

a. General ........................................ 7
b. Safety, Health and Environment .. 8
c. Project and Contract Milestones .. 8
d. Permits and Landing Issues ......... 8
e. Engineering .................................. 8
f. Procurement & Supply ................. 8
g. Construction ................................. 9
3. Health, Safety and Environment9

a. Main activities, Manpower and Indicators 9
b. Safety and Environment Plan progress 11
c. Non Conformities, Safety Highlights and Attention Points 12
4. Project Schedule and Progress Management 12

a. Monthly Summary Status ........... 12
b. Main Project Milestones ............. 15
c. Interphase management ............ 16
d. Critical Path Analysis ................. 16
e. Construction Physical Progress (Up to Jan. 31th) 17
5. Project Budget and Cost Control18

a. Monthly Payments of Main Contracts 18
0
b. General status to date (Jan 31th) 19

c. Deviation and Cost Change Management 20
d. Project Payment Milestones ....... 20
6. Project Risk Management Status 20

a. Monthly Risks Status.................. 20
b. Opportunity Analysis .................. 22
7. Stakeholders Management Monthly Status 22

a. Stakeholder Engagement Status (Heat Map) 22
8. Supply and Delivery Plan Status23

a. Delivery Plan Status ................... 23
b. Highlights / Attention Points ....... 24
9. Quality Management ............. 24

a. Project General Quality Status and activities 24
b. Construction Quality Status and activities 24
c. Document Control ...................... 25
d. Project Non Conformity Status ... 25
e. Lesson Learned and Good Practices 25
10. Deviation and Change Management 25

a. Deviation and Change Management Monthly Status 25
11. Photographic Report ............. 26
12. Annexes................................. 29
1
1. Project Information
a. Project Description
Wind Calama is a 151.2 MWac wind farm (36 WTGs x 4.2 MWac) located 15 km Southeast of Calama
city, in the Antofagasta Region, aside of the B-165 route, on a very flat and barren desert land. The site
is divided by the route, creating two lots with a total of 1,761 Ha (the upper lot of 999 Ha and 22 WTGs
and the lower lot of 762 Ha and 14 WTGs).
The contractor for WTG´s supply and installation is Siemens – Gamesa. The BOP Contractor is GES
and its scope includes the step-up substation and grid interconnection through a Tap-off.
Pic. 1 – Project Location
Interconnection to the national transmission grid is granted through a Tap Off SS on the Calama – Jama
220 kV TL, owned by RJIN Capital. Connection point and tap off solution are already approved by the
grid administrator “CEN” (Coordinador Eléctrico Nacional).
2
Pic.2 – Project Layout
There are two international ports in a less than 300 km, Antofagasta port and Puerto Angamos
(Mejillones) port. Big parts as blades, towers and WTGs will be imported through Angamos port, most
suitable for that kind of equipment. Distance to the site is 275 km by a national route.
Pic. 3 – Harbor to Project Area Route
3
b. Project Team and Site Organization Status
The project team has been organized regarding the following structure:
Sponsor Carlos Regolf GCIP 20
Renewable Projects Manager Marco Herrera GCIP 40
Project Manager Calama Wind José Luis Rojas GCIP 100
Site Manager Calama Wind Cristián Carrasco GCIP 100
Civil Supervisor Calama Wind 100
Hector Navarrete GCIP
EECL
Electrical Supervisor Calama Américo Villarroel 100
GCIP
Wind EECL (February 2020)
Commissioning Supervisor EECL Start in July 2020 GCIP 100
Renewable Engineering Manager Karen Rückoldt GCIP 50
C&P, SCADA and Grid 50
Carlos Calderon GCIP
Connection
PMO Manager Jesús Farías GCIP 50
Planning and Control Heilyn Maraima GCIP 50
Cost and Risk Management Jimena Fernández GCIP 30
QA-QC Lead Matías Aguirre GCIP 30

Document Controller Adolfo Muñoz GCIP 30
Sustainability and 20
Permits Lead Ayleen Peña
Permits Unit
Sr. Contract Manager 50
Pedro Portela GCIP
Renewables
Custom & Logistics Carlos Garcia Procurement Unit 20
50
Customs & Logistics Renewables Paula Jara External
50
Material Control Renewables Leonardo Gonzalez External - CyD
Procurement Support Esteban Haffon Procurement Unit

Sustainability and 20
Environmental Responsible Daniela Ruz
Permits Unit
Environmental Supervisor Nevelys Méndez External - CyD 50
H&S Manager for Projects Eduardo Fuentealba H&S Unit 40
H&S Specialist for Calama Wind Francisco Fredes H&S Unit 100
Table 1 – Calama Wind Project Team
4
Managing Directors IT Unit Controlling Unit Legal Unit Finance Unit
Matías Bernales Roberto Pumarino
Custom & Procurement Management
Sustainability & Permits Human Human
Logistics Unit HSE Unit O&M Unit
Unit Control Unit Resources Resources
Carlos Regolf
Corporative Implementation
Project Team Project´s Manager (Sponsor)
20%
Office
Marco Herrera
Eduardo Fuentealba Pedro Portela Jesús Farias
Renewable Projects
HSE Manager Contract Manager PMO Manager
Manager
50% 40% 50% 50%
José Luis Rojas
Project Manager
100%
Karen Ruckoldt Hailyn Maraima Matias Aguirre Jimena Fernández

Carlos García Esteban Hafon Daniela Ruz Ayleen Peña Adolfo Muñoz
Engineering Manager Planning and Cost and Risk
Paula Jara Procurement Enviromental Permits QA/QC Lead Document Control
50% Control management
20% 20% 20% 20% 50% 30% 30% 30%
O4U
Owner Engineer Leonardo González
service Material Supervisor
40%
Construction Site
100% Staffed Cristian Carrasco
Site Manager
the “EECL´s Culture” be applied) supported by and external team.
Francisco Fredes
Specialist H&S
Joseph Órdenes
QAQC (TBD)
Technical Project Office
René Videla
H&S Supervisor (CyD)
Functional Dependency
The EECL’s Pic. 4 – Calama Wind Project Organization Chart

Nevelys Méndez
Environmental
Matricial Dependency Supervisor
Project Team, including support services, is shown in following organization chart
Head of Support Unit (Director)
Hector Navarrete Américo Villaroel
Support Unit Appointed Civil Supervisor Electrical Supervisor Commissioning (TBD)
provide Safety Supervisors, an Environmental Supervisor and a Technical Officer at Site.
5
José Garrido (TBD) (TBD) Commissioning
ENGIE Project Team Member
Civil Inspector Electrical Supervisor Supervisor
(TBD) SCADA/P&C
CyD: Technical Inspection and Supervisor
Management Support Service
provided by O4U Chile, and Construction Inspection on site, provided by CyD. This last company, also
The appointed EECL’s Project Team, is supported by external services such as Owner Engineer,
The main areas of project and construction will be managed by an EECL´s representative (to ensure
c. Project Structure and Contracting Strategy
Pic 5 – Project Structure and Contracting Strategy
d. Project CAPEX
Main Contracts Scope description Company Contract Amount

Development Costs EECL USD 3.638.135
BOP Engineering, HV equipment supply, Substation and Plant
BOP construction and Tap-off grid connection works. GES USD 24.548.600
Engineering and Supply of 36 WTG´s of 4,2 MW, Anchor cage

supply, WTG assembly and commissioning.
Siemens Gamesa USD 109.929.600
WTG
Trainings Siemens Gamesa USD 76.842
Custom duties Siemens Gamesa USD 1.099.296
Technical Inspection EECL-CyD USD 1.385.839
Support Services,
Owner Engineer O4U USD 225.000
Management Cost
Management Cost GCIP EECL USD 1.496.606
Insurances EECL USD 710.490
Internal Costs EECL USD 60.000
Water pipeline of Aguas Antofagasta EECL USD 23.774
Fulfilment of Community Agreements EECL USD 58.399
Provisions Concessions and servitude (CUO Payments) EECL USD 1.931.099

End of Chuqui-Calama Transmission Line (acceleration) EECL USD 600.000
Servitude provision (Codelco, Raúl Araya and Andes Wind Park) EECL USD 4.000.000
Contingency EECL USD 3.136.320

Total USD 152.920.000
NOTE: According with Compliance Memo, project won’t be financed through a project finance, then not Financial Cost has
been included into the CAPEX.
Table 2 – Project Budget Base Line (Source: Compliance Memo)
6
e. Project Milestones
Milestone Plan
Substantial Completion 31-08-2020
Hot Commissioning & ready for COD of 3 WTG´s 30-09-2020

(12,6 MW)
Hot Commissioning & ready for COD of 10 31-10-2020

WTG´s (42 MW)

WTG´s (71,4 MW)

WTG´s (105 MW)

WTG´s (134,4 MW)

WTG´s (151,2 MW)
COD 30-06-2021
Table 3 – Project Main Milestones
2. Highlights of the Month
a. General
- First foundation concreted (Feb. 5th)

- Starting activities on the south area using an alternative road.
- Was received from CEN the information and electrical studies required to start the interconnection
process. Consultant already contracted and working on that (same consultant contracted for
Capricornio PV. Previous experience with him in TEN and IEM)
- Top Management of GES involved and committed with the Recovery Plan in place. Managerial
meetings conducted every Friday.
- Corona Virus epidemic affecting the fabrication and delivery of equipment from China. Siemens –
Gamesa has sent a Notice of Force Majeure formal letter.
7
b. Safety, Health and Environment
- No safety nor environmental incidents during the period.

- Archeologist (external service) appointed to site.
- Not social contingencies occurred.
c. Project and Contract Milestones
As attention point there is a potential impact to GES contractual milestones (2 and 3) due the delay
on delivery of Previous Studies and Technical specification for MV Equipment for Interconnection
Process to CEN. Being monitored weekly in a specific meeting.
d. Permits and Landing Issues
- Permit for Temporary facilities: obtained.

- National Monuments Council visited the project performing a paleontological inspection. Three
samples of “possible findings” were founded. Final report of Council is expected at the end of
February. It will indicates the actions to be taken.
e. Engineering
- Engineering for Civil Works of substation completed. Electrical is ongoing and planned to be
finished at end of February.
- Concern about the possible impact of delay in vendor information of electrical equipment to attend
the schedule of interconnection process with CEN. GES is being supported by an expert consultant
“ESTUDIOS ELECTRICOS” (recent good experience in TEN and IEM connection).
f. Procurement & Supply
- GES: Power Transformer’s Supplier awarded to CHINT (Chinese supplier). Fabrication

process as scheduled. This is being weekly monitored through weekly project meeting with
GES. Risk of delay do to Corona Virus epidemic.
- SIEMENS-GAMESA: Wind turbine fabrication on schedule. S-G has sent a formal Notice of
Force Majeure due to Corona Virus epidemic in China.
- Anchor cage fabrication as scheduled. First anchor bolts and flanges for first twelve WTG its
already at site.
8
g. Construction
- First massive concrete of WTG foundations executed on February 5th

- Performance of GES has improved in both resources mobilized as construction speed.
- Recovery Plan was validated by ENGIE, and applied to project.
- Excavations on WTG 15, 17, 18, 19
- Pipe installation for MT Cabling on WTG 08, 10.
- Lean Concrete on WTG 08; WTG 09; WTG 10.
- Inferior rebars installation on WTG 08, WTG 09.
- Lower flange installation for anchor cage on WTG 10, WTG 09.
- Start of activities on Axis 28 (internal road)
- Site canteen available
- Formworks on site
3. Health, Safety and Environment
a. Main activities, Manpower and Indicators
- HSE Induction to all new site personnel

- Starting of Safety Plan for Calama Wind 2020
- Starting with H&S Management Meetings, which will be held every month between
renewable, transmission and H&S managers for coordination.
- Weekly internal HSE dissemination (HSE Good practices)
- Managerial Safety Walks by PMO Manager and Transmission Project Manager.
Target Site
Frequenc
Frequenc
Severity
Severity
y Rate
y Rate
Rate
Rate
1,02 0,5 0,0 0,0
9
Monthly H&S triangle and Manhours corresponds to:
- 41
18
232
Pic. 6 – H&S Triangle
Company Monthly Hrs. Acumm. Hrs.
EECL 540 1.530
Inspection Serv. 756 2.232

(CyD)
Contractors 1.656 3.546
Subcontractors 6.776 16.759
TOTAL 9.728 19.295
Table 4 - Indicators and Manpower Hrs.
The contractual ratio established for the project related to quantity of H&S supervisors and Direct
personnel correspond to 1/40. The following table shows the H&S supervisors and Direct personnel on
site. The current monthly Rate is 7/59
10
Site Personnel
H&S supervisors Directs Indirects

EECL 1 1 1
C&D (EECL service) 1 5 0
GES 2 6 2
Subcontracts 3 47 6
Total 7 59 9
Table 5 – Site Personnel
b. Safety and Environment Plan progress
The activities carried out during the month:
- Safety Walks by Project Manager and PMO Manager

- Inspection Check list for vehicles, extinguishers and emergency system.
- Reporting standardization
- Internal HSE work procedure diffusions
- Environmental Plan under implementation
- An accident drill was performed at site in order to check the effectiveness of the emergency
plan.
- Dissemination of Life-Saving Rules “I stand outside the path of moving machines”
Which corresponds to the following monthly progress:
Program monthly Fulfillment
Plan Planned Actual
H&S Plan 100% 100%
Environment Plan 100% 100%
Table 6 – HSE and Environment Plan Monthly Progress
11
c. Non Conformities, Safety Highlights and Attention Points
- During January national social contingencies have decreased, which mean that construction
activities have been re-taken with normality. Anyway, the HSE Team continuous realizing a daily
monitoring of site area and access routes, in order to identify and avoid any kind of
inconveniences of construction personnel.
4. Project Schedule and Progress Management
a. Monthly Summary Status
PROGRES BY SUB CONTRACTOR COMPANY PROJECT PROGRESS
MONTHLY PROGRESS ACUM. PROGRESS MONTHLY PROGRESS ACUM. PROGRESS
GLOBAL ACTUAL
WEIGTH CONTRACTOR ACTIVITY WEIGTH STATUS COMENTARIOS
ACTUAL PLAN STATUS PROGRES ACTUAL PLAN GLOBAL ACTUAL PLAN ACTUAL PLAN
ACTUAL PROGRES
ENG 1.40% 36% 43% 54.40% 79.0%
18% GES SUM 20.55% 12% 7% 1.38% 18.20% 19.0% 2.10%
CONS 78.07% 6% 5% 9.10% 16.7% 1.65% 1.61% 4.23% 6.47%
SUM 65% 1% 1% 4.00% 6.0%
82% SGRE 0.27% 2.14%
CONS 35% 0% 0% 0.00% 0.0%
Note: Plan Progress as per Recovery Plan of GES and Contractual Schedule of SGRE.
Table 7 – Total Project summary status
150%
Project Status ‐ Calama Wind
100%
50%
6,47%
4,23%
0%
Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Plan Actual
Pic. 7 – Global Project Status S Curve – Jan 31th
12
Pic. 8 – BOP – GES - Supply Status
Curva BOP Construcción Wind Calama

120%
100%
80%
60%
40% 16,70%
20%
9,10%
0%
Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Plan Actual
Pic. 9 – BOP – GES - Construction Status
13
Pic. 10 – BOP – GES - Engineering Status
Pic. 11 –Supply (SIEMENS-GAMESA)
14
PROJECT 2019 2020 2021
September
September
November
November
December
December
February
February
October
October
January
January
WIND CALAMA
August
August
March
March
April
April
June
May
May
July
Jun
Contract signature 26/08/201
Anchor Bolts Cages
Tower section T1‐T3
Siemens Gamesa
Nacelles and Hubs
Blades
Elevator SS
OOCC
GES
Assembly
Energization SS 31/08/2020
WF CALAMA
Access roads
GES Foundations
Plattform
Assembly of equipment
Siemens Gamesa Commissioning
Reliability Run 26/04/2021
COD request 01/06/2021
COD CEN 30/06/2021
Pic.12 – Project Gantt (Main Activities)

Due to a slow mobilization and delay in some activities of GES, during December 2019 was formally requested a Recovery Plan.
b. Main Project Milestones

Interphase Milestones Plan Actual Forecast Obs.
Start Construction Thu 17‐10‐19 22‐10‐2019
End of access roads Thu 19‐03‐20 Thu 19‐03‐20
End of WTG foundations Wed 15‐07‐20 Wed 15‐07‐20

Platforms completed Wed 15‐07‐20 Wed 15‐07‐20
Main power transformer arrival Wed 01‐07‐20 Wed 01‐07‐20
Substation energization Mon 31‐08‐20 Mon 31‐08‐20
Start of WTG Assembly and
Tue 07‐07‐20 Tue 07‐07‐20
erection activities
End of WTG Assembly and
Fri 20‐11‐20 Fri 20‐11‐20
erection activities
Reliability Run Fri 09‐04‐21 Fri 09‐04‐21
Reliability Test WTG Package Fri 23‐04‐21 Fri 23‐04‐21
Table 8 - Project Milestones (Contractual schedule)
15
c. Interphase management
The project interphase management between GES, SIEMENS-GAMESA and EECL, was establish
contractually by the Division of Responsibilities (DoR), which is being monitored and controlled by
EECL´s Project Team through weekly coordination meetings directly with contractors.
The project DoR is shown in Annex 4
d. Critical Path Analysis
Pic. 13 – Project Critical Path to Dec 30th.
The critical path is bounded to the following activities:

Up to November, the Critical Path was determinate by the Power Transformer (GES) and early Supplies
of SIEMES-GAMESA, such as Anchor Cages. Currently those items are backed up with purchase
orders and are being fabricated and managed as schedule. These items are weekly monitored through
weekly meeting with Contractors and Suppliers.
16
Since December, due the delay presented by GES, the critical activities and paths, start with the
Engineering of Civil Works for Calama Substation, what is directly affecting to Control building
construction and its activities related to Control room and auxiliary facilities. The control building delay
could affect the commissioning activities of Calama Substation.
That engineering is already finished and is being checked by Engie. First week of January GES
mobilized an Engineering Coordinator to Chile to improve the execution.
e. Construction Physical Progress (Up to Jan. 31th)
Pic. 14 – WTG Foundation Progress
17
Pic.15 – Road & WTG Platform Progress
5. Project Budget and Cost Control
a. Monthly Payments of Main Contracts
BOP and WTG supply contracts are under milestone payments.
Contract Milestone Amount MUSD % Milestone
BOP #2 – PO of long term equipment 1,1 4,5%
18
General status to date (Jan 31th)

Baseline Change Budget Control Committed Deviations
Comm. SAP BE (a)+(c)
(a) Approved (b) (a)+(b) Cont. (c)
[MUSD] [MUSD]
[MUSD] [MUSD] [MUSD] [MUSD] [MUSD]
BOP 24.5 0.0 24.5 24.5 22.1 0.0 24.5
WTG 111.1 0.0 111.1 111.1 93.4 0.0 111.1
Management cost and services 3.1 0.0 3.1 1.6 0.9 0.0 3.1
Insurance 0.7 0.0 0.7 0.7 0.1 0.0 0.7
SG&A 0.1 0.0 0.1 0.0 0.0 0.0 0.1
Others soft cost (incl. Interconections) 6.6 0.1 6.8 1.9 1.9 0.0 6.8
Development 3.6 0.0 3.6 0.0 0.0 0.0 3.6
Contingencies 3.1 ‐0.1 3.0 0.0 0.0 0.0 3.0
TOTAL ‐ CAPEX 152.9 0.0 152.9 139.9 118.4 0.0 152.9
Table 9 – Project Budget Control Status
Pic. 16 – BOP (GES) Budget Control Status (16% of Total Capex)
19
Pic. 17 – WTG (SIEMENS-GAMESA) Budget Control Status (73% of Total Capex)
b. Deviation and Cost Change Management
Agreement between ENGIE and Community of Chiu Chiu was signed during December. The agreement
establish payment commitment related mainly with compensations to the community, and promote the
continuous development of farming and renewable energy at the zone. The agreement has a cost of
110 KUSD. Currently is being formalized into the project cost management system.
c. Project Payment Milestones
See Annex 3 – Project Payment Milestones for BOP (GES) and WTG Supplier (Siemens-Gamesa)
updated to January 31th.
6. Project Risk Management Status
a. Monthly Risks Status
The Risk Management analysis is carried out in base to the Governance of PRM regarding to EECL
Standards. The monthly status for risk management is represented regarding the following Heat Map.
20
The Project Risk Heat Map represents the risk status of November as shown below:
Pic. 18 – Monthly Risk Management Heat Map Status – Calama Wind
Short
Risk N° Risk Description Description Action Plan Monthly Update or Actions
or Entity
RJIN Capital: Owner of TL Calama ‐ Jama where the park is
connected. Despite of connection is granted by Law; TL’s Discussion on technical issues of contract. RJIN
Sign toll agreement, Get
owner could delay the process. A Connection and Toll rejects to talk about economics up today. During
R‐1 RJIN Capital technical information about
Agreement are required and still not reach. To obtain contact February it expects to maintain the contact with
the protections setup
to RIJN Capital has not been successful, due there is a RIJN Capital.
potential sell of transmission line.
Andes Wind Park (AWP): AWP has developed a wind farm
next to Wind Calama. He is asking for a part of EECL land
rights whit not WTG’s projected and also EECL to move 2
WTGs. AWP have not enough rights to start legal actions Andes Wind Legal unit in charge to follow
R‐2 No activities during January
against EECL, but have some Mining Concessions (and said Park (AWP) up this issue.
that can influence another mining concessions’ owner) under
project site that could affect the project execution. Case is
managed by Legal Department of EECL.
21
Raul Araya (Local Miner): Part of project area on Mining
According to legal and technical analysis of the
Concession of Araya. Araya explodes Travertine marble. He
documentation provided by the stakeholder of the
asks to confirm the coexistence of both projects or to be Under evaluation the
mining project, Engie propose them the possibility
compensated for the affectation on his project (11 turbines relocation of 5 WTGs to
that both projects coexist, and reach an economic
are affected, but 5 are the most exposed). He left folder with Raul Araya minimize Raul Araya´s area
agreement by paying only for the areas of mining
R‐3 his project developed and more backups. According with the (Local and also a cost study of the
concessions really impacted and not for the total.
Legal evaluation, he has not enough rights to start legal Miner): compensation to negotiate,
The proposal was rejected by Raul Araya, indicating
actions against EECL or affect the project construction. A Faith considering the probable
that they should start legal complaint actions.
of Facts was made with the Notary to leave evidence that production of the mine.
Currently the Engie legal area, are preparing the
there are no mining works on the area at the moment. Case is
strategy to manage the possible legal complaint.
managed by Legal Department of EECL.
During December, the agreement with Chiu‐Chiu
Community was signed. With this agreement, the
Community of Chiu‐Chiu: Native Community who has tried to
Community community desisted about their demands to
stop the environmental permits obtained by EECL. Under
R‐4 of Chiu‐ Agreement signed. Environmental Court, and ENGIE must ensure the
negotiation an agreement between Engie and Chiu‐Chiu to
Chiu: community will have free access during construction
avoid any impact to the project.
phase, to access the mud extraction points located
beside project area (access are within project area).
Social Contingencies: Due the national social contingencies
started on October, it has been necessary and mandatory to
keep a daily monitoring of Calama access point, routes to To avoid risks and unsafe
project area, and local situation, in order to avoid any kind of Social situations to project
Daily monitoring by HSE Team of local situation
R‐5 unsafe situation and/or risks to project personnel. The risk is Contingenci personnel during
about mobilizations to/from site, barricades, etc.
mainly related to barricades (blocking accesses) and potential es transportation to / from
attacks to private property. During November the intensity of project site.
manifestations has been decreasing, but the supervision by
HSE team is alert to any event.
Direct archeological supervision service on site
(Archeologist) during civil works. During the month
Archeology: Avoid any kind of intervention or damage over
of January, the National Monuments Council visited
archeological findings. An archeological supervision service is Protection of archeological
R‐6 Archeology the project, performing a paleontological inspection.
appointed to site in order to verify the correct fulfilment of findings in project area.
Three samples of possible findings was found and a
archeological protection measures declared.
final report will be send in at least 25 days,
indicating the actions to be taken.
In order to mitigate the Until this moment no explosives have been used for
Soil Hardness affecting productivity during excavation of Constructio
R‐7 productivity of excavation excavation, however it is still analyzed for a number
WTG´s foundations. n/Permit
works (WTG foundations) of smaller foundations (under analysis).
Table 10 – Monthly Risk Monthly Actions
b. Opportunity Analysis
No opportunities detected yet.
7. Stakeholders Management Monthly Status
a. Stakeholder Engagement Status (Heat Map)
The Stakeholders Management analysis is monitored and tracked through the Stakeholder Mapping
and Engagement Framework (SMEF), regarding the EECL´s Governance for project management.
22
The main Stakeholders currently are the following ones:
- National Monument Council

- CEN and CNE
- Rijn Capital
- Raul Araya
The list of total Stakeholders identified and managed are shown in Annex 1
8. Supply and Delivery Plan Status
a. Delivery Plan Status
PROJECT 2019 2020
September
November
November
December
December
February
October
January
August
WIND CALAMA
March
Start
June
April
May
End
July
Anchor Bolts Exworks 04‐nov 25‐ene
Tower Exworks 13‐ene 28‐mar
Manufacturing Nacelle Exworks 06‐ene 27‐jun
Hubs Exworks 06‐ene 27‐jun
Blades Exworks 20‐ene 27‐jun
Tower Inspection 13‐abr 18‐jul
Inspections Nacelle and Hub Inspections 13‐abr 18‐jul

Blades Inspections 13‐abr 18‐jul
Anchor Bolts Cages Delivery On Site 16‐ene 07‐mar
Tower Sections T1-T3 29‐jun 31‐oct
Delivery on Site
Nacelles and Hubs 29‐jun 31‐oct
Blades 29‐jun 31‐oct
Pic. 19 – Summary WTG Delivery Plan (SIEMENS-GAMESA)
Manufacturing Started on October 2019 – Purchase order received by EECL.

Power Transformer (GES) FAT Planned for 02/05/2020
On Site Planned for 01/07/2020
** FAT and On Site dates were estimated, while final schedule is presented by Supplier (CHINT). This plan could be affected
due to the Corona Virus Epidemic.
Table 11 – Transformer Delivery Plan (GES)
23
b. Highlights / Attention Points
All Chinese suppliers are suffering some kind of impact due to the Corona Virus epidemic (plant closed,
sub-suppliers affected, ports and airports closed). Some Force Majeure letters have been received.
Also FAT tests schedule could be affected and not Owner representatives could attend them. Only
Chinese inspection companies could be contracted. Engie China with some capacity problems to attend
the demand.
During February PMO will organize a site reinforcement respect to supply receipts process on site, in
order to clarify responsibilities during download and handling of material, equipment and components.
This is a support activity in order to prepare the site team for the massive supplies arrival to site, mainly
regarding to anchor cage and WTG components, avoiding any contractual issue due a wrong
understanding of supply handling on site.
9. Quality Management
a. Project General Quality Status and activities
- Project documentation reviewed: Site procedures, protocols and ITPs. Topography and Site
Management (load and upload of charges, tool’s colors) procedures.
- Monthly meetings with contractor counterparts: Procedure status, FAT test coordination.
- Engineering support, during the definition phase and supply management for transformer and lay-
out of plants.
- SIEMENS-GAMESA has sent the plan and quality control types for WTG components to EECL.
With this information an inspection service for FAT will be activated by EECL. FAT test will start
on March 2020 in China.
b. Construction Quality Status and activities
- Diffusion on site on Quality standards and requirements for construction quality management to
ENGIE and Contractor Team (GES). The activity was help and lead by PMO.
- Quality Control Plans (QCP) of BOP Contractor (GES) under review with the support of Inspection
Service (CyD).
24
c. Document Control
All project documentation is being managed through SIGEDO, the documental control Platform.
d. Project Non Conformity Status
No activities.
e. Lesson Learned and Good Practices
No activities.
10. Deviation and Change Management
a. Deviation and Change Management Monthly Status
Impact Estimated
(Order of
Magnitude
Deviation/Change Short
N° Area Description Cost Time Status Observation
C-001 Sustainability Payment for The 110 KUSD - Already paid This Change is being
(Community Agreement formalized into cost
Management) between EECL management
and Chiu-Chiu system.
Community.
Total Changes 110 KUSD 0
Table 12 – Change Status to Jan 31th.
25
11. Photographic Report
Pic. 20 – Formwork empty test

Pic. 21 – 1st Anchor cage lifting for installation
Pic. 23 – 1st Lean Concrete poured

Pic. 22 – 1st Anchor cage Installed
26
Pic. 24 – Internal Road activities Pic. 25 – Foundation excavation
Pic. 26 – Lunchroom Available and Operating
27
Pic. 26 – Anchor bolts arrived and stored Pic. 28 –Weekly Safety Diffusion
Pic. 29 – WTG Platform Excavation works Pic. 30 – WTG Foundation excavation with rock-breaker
28
12. Annexes
- Annex 1 – Heat Maps Stakeholders Engagement Analysis
- Annex 2 – Stakeholders List
- Annex 3 – Project Payment Milestones
- Annex 4 – Project Division of Responsibilities (DoR)
- Annex 5 – HSE Indicators
29
Annex 1 – Stakeholders List
** Monthly Update shown in yellow.
30
Annex 2 – Stakeholders Engagement Analysis
The Heat Map analysis for Stakeholder´s Influence Level corresponding to December is shown below:
Annex 2 - Pic. 1 – Stakeholders Influence Analysis –Jan 31th
31
The Heat Map analysis for Stakeholder´s Engagement Level corresponding to December is shown
below:
Annex 2 - Pic. 2 – Stakeholders Engagement Analysis – Jan. 31th
32
Annex 3 – Project Payment Milestones

Estimated
BOP Payment Milestones (GES) Plan Actual Forecast Obs.
Payment Month
Li mi ted Noti ce to proceed (LNTP) Mon 26‐08‐19 Mon 26‐08‐19
PO of l ong term equi pment Wed 02‐10‐19 Mon 21‐10‐19
Compl eti on of the a cces s roa d/Mobi l i za ti on Wed 16‐10‐19 Fri 31‐01‐20 30‐Ja n‐2020 feb‐20
25% of the i nterna l roa ds , trenches a nd cra ne pa ds
Mon 25‐11‐19 16‐Feb‐2020 ma r‐20
compl eted
Thu 02‐01‐20 16‐Ma r‐2020 Apr 20
compl eted
Tue 11‐02‐20 16‐Apr‐2020 ma y‐20
compl eted
Thu 19‐03‐20 1‐Jun‐2020 jul ‐20
compl eted
6 of the founda ti ons a nd pl a tforms compl eted Fri 13‐12‐19 17‐Feb‐2020 ma r‐20
12 of the founda ti ons a nd pl a tforms compl eted Fri 24‐01‐20 3‐Ma r‐2020 Apr 20
18 of the founda ti ons a nd pl a tforms compl eted Fri 06‐03‐20 19‐Ma r‐2020 Apr 20
24 of the founda ti ons a nd pl a tforms compl eted Fri 17‐04‐20 8‐Apr‐2020 ma y‐20
30 of the founda ti ons a nd pl a tforms compl eted Fri 29‐05‐20 5‐Ma y‐2020 jun‐20
36 of the founda ti ons a nd pl a tforms compl eted Wed 15‐07‐20 1‐Jun‐2020 jul ‐20
Upon the power tra ns former a rri va l Wed 01‐07‐20 12‐Jun‐2020 jul ‐20
Sus ta nci a l compl eti on Mon 31‐08‐20 31‐Aug‐2020 s ept‐20
Acompa ña mi ento COD Mon 28‐09‐20 28‐Sep‐2020 oct‐20
Acompa ña mi ento COD Mon 26‐10‐20 26‐Oct‐2020 nov‐20
Acompa ña mi ento COD Mon 23‐11‐20 23‐Nov‐2020 Dec 20
Acompa ña mi ento COD Mon 21‐12‐20 21‐Dec‐2020 Ja n 21
Acompa ña mi ento COD Mon 18‐01‐21 10‐Ja n‐2021 feb‐21
Acompa ña mi ento COD Fri 12‐02‐21 12‐Feb‐2021 ma r‐21
Acompa ña mi ento COD Fri 12‐03‐21 12‐Ma r‐2021 Apr 21
Acompa ña mi ento COD Fri 09‐04‐21 9‐Apr‐2021 ma y‐21
Acompa ña mi ento COD Fri 21‐05‐21 21‐Ma y‐2021 jun‐21
Acompa ña mi ento COD Wed 30‐06‐21 30‐Jun‐2021 jul ‐21
Provi s i ona l Accepta nce Wed 30‐06‐21 30‐Jun‐2021 jul ‐21
Annex 3 – Table 1 – BOP Payment Milestones to Jan 31th

Plan Actual Forecast Payment Date Obs.
Payment Milestones
SIEMENS GAMESA Milestones
Li mi ted Noti ce to Procee d – for a nchor ca ges (2.5%) Thu 30‐05‐19 Thu 30‐05‐19 Thu 30‐05‐19
Downpa yment (12.5%) We d 07‐08‐19 Wed 07‐08‐19 Wed 07‐08‐19
Del i very a nchor ca ge – At the del i ve ry on Si te of the
a nchor ca ge pa rts of a l l the WTGS of the Pa cka ge, a s
Mon 09‐12‐19 09‐01‐2020 08‐02‐20
wi tnes s ed by the s i gna ture of the del i very re cei pt by the
Cl i ents repres enta ti ve. (10%)
ExW ‐ of the compone nts of the Pa cka ge. (20%) Fri 26‐06‐20 26‐06‐2020 26‐07‐20
Del i ve ry on Si te ‐ Del i ve ry on Si te of a l l components of a
Pa cka ge, a s wi tnes s ed by the s i gna ture of the del i very Fri 30‐10‐20 30‐10‐2020 29‐11‐20
re cei pt by the Cl i e nts repres enta ti ve . (20%)
Mecha ni ca l Compl eti on ‐ Thi s pa yme nt mi l es tone s ha l l
be pa i d i n three e qua l i ns ta l me nts . The fi rs t i ns ta l ment
s ha l l be pa i d once the fi rs t group of twe l ve WTG compl y Fri 20‐11‐20 20‐11‐2020 20‐12‐20
wi th the Mecha ni ca l Compl eti on, a nd the s ucces s i ve
two i ns ta l me nts (20%)
At the Rea dy for Re l i a bi l i ty Run Certi fi ca te of the
Fri 09‐04‐21 09‐04‐2021 09‐05‐21
Pa cka ge. (10%)
At i s s ua nce of Indus tri a l Sta rt Up/Provi s i ona l
We d 30‐06‐21 30‐06‐2021 30‐07‐21
Acce pta nce Ce rti fi ca te. (5%)
Annex 3 – Table 2 – WTG Payment Milestones to Jan 31th
33
Annex 4 – Division of Responsibilities

(See file attached)
34
Annex 5 – HSE Indicators
Frequency Rate: Number of occupational accidents (work stopped more than one day) arisen during
a period of 12 months by one million hours worked.
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑎𝑐𝑐𝑖𝑑𝑒𝑛𝑡𝑠 𝑥 1.000.000
𝐹𝑟𝑒𝑐𝑢𝑒𝑛𝑐𝑦 𝑅𝑎𝑡𝑒 𝐹𝑅
𝑇𝑜𝑡𝑎𝑙 𝑚𝑎𝑛 ℎ𝑜𝑢𝑟𝑠 𝑜𝑓 𝑤𝑜𝑟𝑘 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑒𝑑
Severity Rate: time lost through injuries as calculated in total days

𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑑𝑎𝑦𝑠 𝑙𝑜𝑠𝑡 𝑏𝑦 𝑙𝑎𝑏𝑜𝑢𝑟 𝑑𝑖𝑠𝑎𝑏𝑖𝑙𝑖𝑡𝑦 𝑥 1.000.000
𝑆𝑒𝑣𝑒𝑟𝑖𝑡𝑦 𝑅𝑎𝑡𝑒 𝑆𝑅
𝑇𝑜𝑡𝑎𝑙 𝑚𝑎𝑛 ℎ𝑜𝑢𝑟𝑠 𝑜𝑓 𝑤𝑜𝑟𝑘 𝑝𝑒𝑟𝑓𝑜𝑟𝑚𝑒𝑑
35

Montlhy Report-February 2020-Calama Wind-Rev 0

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Montlhy Report-February 2020-Calama Wind-Rev 0

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Monthly Report - Calama Wind 151,2 MWac

☐ Secret ☐ Restricted ☒ Internal

1. Project Information .................. 2

2. Highlights of the Month ............ 7

3. Health, Safety and Environment9

4. Project Schedule and Progress Management 12

5. Project Budget and Cost Control18

b. General status to date (Jan 31th) 19

6. Project Risk Management Status 20

7. Stakeholders Management Monthly Status 22

8. Supply and Delivery Plan Status23

9. Quality Management ............. 24

10. Deviation and Change Management 25

11. Photographic Report ............. 26

12. Annexes................................. 29

Pic. 1 – Project Location

Pic.2 – Project Layout

Pic. 3 – Harbor to Project Area Route

b. Project Team and Site Organization Status

Cost and Risk Management Jimena Fernández GCIP 30

QA-QC Lead Matías Aguirre GCIP 30

Procurement Support Esteban Haffon Procurement Unit

H&S Manager for Projects Eduardo Fuentealba H&S Unit 40

Table 1 – Calama Wind Project Team

Karen Ruckoldt Hailyn Maraima Matias Aguirre Jimena Fernández

The EECL’s Pic. 4 – Calama Wind Project Organization Chart

c. Project Structure and Contracting Strategy

Pic 5 – Project Structure and Contracting Strategy

Main Contracts Scope description Company Contract Amount

Engineering and Supply of 36 WTG´s of 4,2 MW, Anchor cage

Provisions Concessions and servitude (CUO Payments) EECL USD 1.931.099

Contingency EECL USD 3.136.320

Substantial Completion 31-08-2020

Hot Commissioning & ready for COD of 3 WTG´s 30-09-2020

Hot Commissioning & ready for COD of 10 31-10-2020

Hot Commissioning & ready for COD of 17 30-11-2020

Hot Commissioning & ready for COD of 25 31-12-2020

Hot Commissioning & ready for COD of 32 31-01-2021

Hot Commissioning & ready for COD of 36 28-02-2021

Table 3 – Project Main Milestones

- First foundation concreted (Feb. 5th)

b. Safety, Health and Environment

- No safety nor environmental incidents during the period.

c. Project and Contract Milestones

d. Permits and Landing Issues

- Permit for Temporary facilities: obtained.

f. Procurement & Supply

- GES: Power Transformer’s Supplier awarded to CHINT (Chinese supplier). Fabrication

- First massive concrete of WTG foundations executed on February 5th

- HSE Induction to all new site personnel

1,02 0,5 0,0 0,0

Monthly H&S triangle and Manhours corresponds to:

Pic. 6 – H&S Triangle

Company Monthly Hrs. Acumm. Hrs.

EECL 540 1.530

Inspection Serv. 756 2.232

Contractors 1.656 3.546

Subcontractors 6.776 16.759

TOTAL 9.728 19.295

Table 4 - Indicators and Manpower Hrs.

H&S supervisors Directs Indirects

Table 5 – Site Personnel

b. Safety and Environment Plan progress

The activities carried out during the month: