BK91 1310 CPF 000 QAC PLN 0001 - 0 - Project Quality Plan C1

Doc. No.
BK91-1310-CPF-000-QAC-PLN-0001
PROJECT Revision 0
QUALITY PLAN Date of 26/05/2022
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BLOCK 9 DEVELOPMENT PROJECT PHASE 1

EPCC OF CPF-OIL TREATMENT SYSTEM AND
AUXILIARY SYSTEMS PROJECT
PROPJECT QUALITY PLAN

Document No: BK91-1310-CPF-000-QAC-PLN-0001
PQP is a live document and it shall be

updated when necessary.
ISSUED FOR
0 26-05-2022 Roger Luo - Geng Kui Zeng Liang
USE
REV. DESCRIPTION DATE PREP’D CHK’D REV’D APP’D
Template No.: BK91-1000-000-GEN-TMP-0011

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REV DATE REVISION DETAILS
0 26/05/2022 Issued for Use

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Contents
1.0 Introduction............................................................................................................................. 4
1.1 Project Description.................................................................................................................... 4
1.2 Purpose .................................................................................................................................... 5
2.0 Scope....................................................................................................................................... 6
3.0 Definitions and Abbreviations ............................................................................................... 6
4.0 Reference Documents ............................................................................................................ 8
5.0 Documents Order of Precedence .......................................................................................... 9
6.0 Scope of Work ........................................................................................................................ 9
7.0 Project Quality Management System .................................................................................. 13

7.1 The Project Quality Management Structure ............................................................................ 13
7.2 Contractor Quality Policy and Commitments to Project Quality ............................................... 14
8.0 Quality Plan ........................................................................................................................... 14

8.1 Quality Plan Inputs.................................................................................................................. 14
8.2 Management Responsibilities ................................................................................................. 15
8.3 Information Control of Document ............................................................................................ 30
8.4 Quality Objectives ................................................................................................................... 35
8.5 Resources .............................................................................................................................. 36
8.6 Communication and Interface Management............................................................................ 38
8.7 Production and Service Provision ( Project Execution)............................................................ 45
8.8 Measurement Analysis and Improvement ............................................................................... 66
9.0 Operation and Control of the Quality Plan .......................................................................... 70

9.1 Review and Acceptance of the Quality Plan............................................................................ 70
9.2 Implementation and Monitoring of the Quality Plan ................................................................. 71
9.3 Management Review .............................................................................................................. 71
9.4 Feedback and Improvement ................................................................................................... 72
10.0 Appendix ............................................................................................................................... 72

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1.0 Introduction
1.1 Project Description
COMPANY along with CONTRACTOR and other participants are developing the Block-9 Field
in the southern part of Iraq, in the Basra Governorate, approximately 50 km North of Basra
City, and extends north and east to the International border with the Islamic Republic of Iran.
The field is approximately 36 km long and 24 km wide, covering an area of approximately 864
km2.

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The Iraq Petroleum Ministry has awarded an Exploration, Development and Production
Service Contract (EDPSC) to a consortium led by COMPANY as the Operator, for the
development of the Block-9 Field.
The facility development phases will consider the production profile data to achieve desired
quality of products. Block 9 is spread across two main reservoirs - Yamama and Mishrif which
have different fluid characteristics. Yamama fluid is light oil having API 35-38 with an average
Gas Oil Ratio (GOR) of 1200 scf/bbl. Mishrif fluid is heavy oil API 21 with an average GOR of
200 scf/bbl.
Yamama reservoir is currently producing light oil up to capacity of 11-22 kbopd using Extended
Well Test Units (EWTUs) while the associated gas (around 26 MMSCFD) is flared. The crude
oil is exported by trucks to Bin Umr offloading station.
The current plan is to increase the oil production to approximately 40 kbopd. To reduce the
risk associated with trucking, a light oil export pipeline from CPF to existing Majnoon oil
pipeline is planned to be built. The trucking option, however will continue until completion of
Light Oil export pipeline which is to be completed by 2019.
The associated gas (48 MMSCFD) will be treated to meet the Siba Gas conditions, and will
be sent to Siba Gas Facilities for further treatment (planned to be completed by December
2020).
The EPC 16” pipeline and necessary facilities from Extended Well Test Units (EWTUs) to the
Light Oil Pipeline were awarded in April 2019 and the first oil was achieved by end of 2019.
1.2 Purpose
This Project Quality Plan (PQP) has been prepared in accordance with ISO 9001:2015,
ISO10005:2018, project specification No.: BK91-1101-GEN-999-QAC-SPC-0002 contractor
Divisional Quality System Requirements to:
1) Sets out quality arrangements for project execution;

2) Defines the quality organization and responsibilities related to the project activity;
3) Communicates the essential quality requirements to personnel working on the project;

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4) Provides guidance to the project team on how the quality of work is to be executed and
controlled;
5) Sets out the requirement for effective application of COMPANY requirements.
The Project Manager authorizes the plan and the Project Quality Manager will facilitate its
implementation during project execution. Any subsequent revision of the Quality Plan will be
checked and approved in the same manner as the original issue via the project document
management system.
2.0 Scope
This Project Quality Plan covers the quality arrangements for CONTRACTOR’s scope of work
as described in the section 6.0 of this document. The plan will be revised further by working
closely with COMPANY to align expectations to successfully deliver the project in accordance
with COMPANY requirements.
The plan details CONTRACTOR’s quality management activities to be carried out during the
project execution. These activities require a complex integrated approach, i.e. (process
approach and risk-based thinking, therefore this quality plan makes reference to a series of
project specific documents concerning design, procurement, and construction and
commissioning, refer to the Project specific documents listed or described in Section 8 of this
document.
The plan will be controlled and issued through the project document management system.
3.0 Definitions and Abbreviations
The following definitions shall apply to this document:
Items Definitions
COMPANY Kuwait Energy Basra Limited (KEBL)
China CAMC Engineering Co.,Ltd , COOC Petrochemical

CONTRACTOR
Engineering Co.,Ltd (CNOOCPEC).
CPF Central Processing Facility
CSU Commissioning & Start Up

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CPM Construction Planning Manager
Comm. Mgr. Commissioning Manager
EM Engineering Manager
Engineering, Procurement, Construction, and Commissioning

EPCCOM
Operation and Maintenance
ERP Enterprise Resource Planning
FAT Factory Acceptance Test
FQM Field Quality Manager
HSE Health Safety Environment
IM Inspection Manager
ISO International Standard Organization
IT Information Technology
ITB Invitation To Bid
ITR Inspection & Test Record
ITP Inspection Test Plan
KPI Key Performance Indicator
LE Lead Engineer
MCM Material Control Manager
MDR Management Documentation Register
MOM minutes of meeting
NCR Non-conformance Report
PA Provisional Acceptance
PCM Project Control Manager

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PM Project Manager
PPM Project Procurement Manager
PMC China Huanqiu Contracting & Engineering Co., Ltd. (HQC)
PMT Company Project Management Team
PQM Project Quality Manager
QA/QC Quality Assurance/ Quality Control
Quality Management System

QMS
Site Acceptance Test

SAT
Superintendent
SI
Site Manager
SM
Third Party Inspection Agencies

TPA
Third Party Inspection
TPI
Witness
W
4.0 Reference Documents
The following documents should be read in conjunction with this project quality plan and shall
be applied where appropriate.
Document Number Document Title
ISO 9001:2015 Quality management systems —

Requirements
ISO 10005:2018 Guideline for quality plans
ISO 19011: 2018 Guidelines for Auditing Management System

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“Petroleum Petrochemical and Natural Gas

Industries- Sector Specific QMS
ISO/TS 29001:2010
requirements for Product and service Supply
Organizations
BLK9/IRQ-SF-ITB-0260 Section 4.0 Scope of Work
BK91-1101-GEN-999-QAC-SPC-0001 Specifications for Quality Assurance
BK91-1101-GEN-999-QAC-SPC-0002 Contract Quality Plan Guideline
ITD-GEN-000-QAC-PCD-0016 Quality Assurance and Control Procedure
5.0 Documents Order of Precedence
CONTRACTOR will identify applicable codes and standards and regulations related to the
project execution, and develop a series of project specific procedures /plans to ensure that
the Project meets the Iraqi Regulations and the COMPANY’s requirements. In general terms,
the project shall comply with the local industry rules, laws and statutory requirements.
In case of conflicts in the requirements of this quality plan and the following documents, the
following order of precedence shall govern:
1) Iraqi Laws and Regulations

2) Contractual Agreement
3) International codes and standards
4) Project Technical Documents and COMPANY specifications (provided on the ITB
documentation package).
5) Project Execution Plan
6) Project Quality Plan
6.0 Scope of Work
CONTRACTOR’s scope of work is provision of engineering, procurement, construction, and

commissioning operation and maintenance (EPCCOM) of Central Processing Facility (CPF) -

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Oil Treatment System and Auxiliary Systems mainly includes detailed Design, procurement,
construction, commissioning, and three (3) years of Operation & Maintenance for facilities.
Project title is: EPCC of CPF-Oil Treatment System and Auxiliary System Project
Effective date of contract: 21 January 2022
Overall plot plan for CPF.
Project Duration: 21 months

Project location: Block-9 Field in the southern part of Iraq, in the Basra Governorate
Contract reference number: BLK9-IRQ-SF-CON-0260
The CPF major process facilities for EPCCOM CPF-OIL (PA1/PA2) and EPCCOM CPF-Gas
are listed as follows.
Form 1.1-2 Major Facilities for CPF
S/ Process Unit Description EPCCOM

N System Cod Package
e
1 Light Oil 111 Pig Receiver Unit OIL- PA1

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2 Processing 112 Light Oil Reception Unit OIL- PA1

3 System 114 Light Oil Treatment Unit OIL- PA1
4 128 Oil Storage and Export Unit OIL- PA1
5 Gas 116 HP Gas Compressor Unit OIL- PA2
6 Compression 116 LP Gas Compressor Unit OIL- PA2
7 system 137 Export Gas Compressor Unit GAS
8 117 Stabilized Gas Compressor Unit OIL- PA1
9 Gas 118 Amine Unit GAS
10 Processing 119 Dehydration Unit GAS
11 system 120 Dew Point Control Unit GAS
12 121 Gas & LPG Export Unit GAS
13 123 NGL Treatment Unit GAS
14 127 Acid Gas Incineration Unit GAS
15 129 LPG Storage and Export Unit GAS
16 130 LPG Desulfurization Unit GAS
17 Water 150 Water process chemical OIL- PA1
Processing injection
18 System 164 Oily Water Treatment and OIL- PA1&
Disposal system PA2
19 Utilities 135 Hot Oil System OIL- PA1 &
PA2
20 166 Flare System OIL- PA1
21 169 Fuel Gas System OIL- PA1
22 170 Diesel System OIL- PA1
23 171 Instrument Air System and OIL- PA1&
Nitrogen System PA2
24 172 Open and Closed Drain System OIL- PA1 &
PA2 & GAS
25 173 Circulation Cooling Water OIL- PA1 &
System PA2 & GAS
26 174 Fire Fighting System OIL- PA1
27 175 Fresh Water Supply System OIL- PA1 &
PA2
28 178 Sewage disposal system and OIL- PA1
Rainwater
29 180 Pure Water System OIL- PA2
30 182 Chemical Injection System OIL- PA1
The commissioning stage is to be divided as follows. PA1 and PA2 shall design at one time
and facility and material can be purchased at the same time but arrival at site by different
stages according to CONTRACTOR’s execution plan. The facilities commissioned in PA1
stage cannot shift into PA2 stage. However, the facilities in PA2 stage can be purchased and

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constructed in PA1 stage based on Contractor’s discretion to facilitate procurement, shipment,

construction and etc.
Form 1.1-3 PA1 Stage 1 and PA2 Stage Main SOW Division
No. Scope Work Commissioning Stage
PA1 PA2
1 Plot plan and CPF roads Y
2 Slug catcher and manifold Y
3 Two oil trains Y
4 Oily water treatment system Y
5 Associated Gas compression
5.1 3 sets of Stabilized Gas compressor Y
5.2 2 sets of HP compressor Y
5.3 1 set of LP compressor Y
6 Oil tanks (on spec and off spec) Y
7 Oil export and metering unit Y
8 Fuel gas system
8.1 Fuel gas treatment package Y
8.2 Fuel gas system Y Y
9 Instrument Air and Nitrogen System Y Y
10 Heat Medium (Hot Oil) Y Y
11 Fire-fighting system Y
12 Fresh water treatment
12.1 Fresh water tank & Demineralizer water tank Y
12.2 Demineralized water package Y Y
13 Cooling water circulation unit
13.1 Cooling water circulation System 1 for oil Y
13.2 cooling water circulation System 2 for gas Y
14 Substation
14.1 Main substation Y Y
14.2 Oil area substation Y
14.3 Compressor area substation Y
15 Pipe Rack Y
16 Flare and knockout drum Y Y
17 Chemical storage shed Y
18 I/O (FAR) rooms Y
19 Diesel tank Y
20 Waste Yard Y
21 Evaporation pond Y Y
22 Control system and control centre Y Y
23 Office and meeting room Y
24 Laboratory Complex building & Instrument / Y
equipment

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25 RPP/PP to CPF main substation Y Y

26 Telecommunication system Y Y
27 Cathodic protection Y Y
28 Auxiliary System for RPP Y
7.0 Project Quality Management System
The Project Quality Management System described in this document and represented below
defines processes to be used in the execution of the project. It is designed and based on ISO
9001:2015/ISO 29001 and recognizes the requirements of contract documents including
COMPANY’s Specifications.
7.1 The Project Quality Management Structure
Each Company /partner will work within the bounds of its own quality management system
for activities under their control which will be modified as per the Contract Requirements.
Where the work scopes are shared or where conflicts arises project specific procedures will
be developed. All management system documents identified for use on the project which
together make up the Project Quality Management System.
As the Project Quality Management System is developed the Project Quality Manager reviews
the updates and changes with the aim of identifying and implementing improved working
practices and retiring those practices deemed obsolete.

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The Project Management System applies to the entire project scope up to completion
handover and will be executed in such a manner that it meets all contract requirements.
7.2 Contractor Quality Policy and Commitments to Project Quality
7.2.1 Contractor Quality Policy
CONTRACTOR is committed to providing products and services which meet customer

requirements. To achieve this goal we employ management systems and processes which
comply with ISO 9001 within an environment of continuous performance improvement. The
PROJECT QUALITY POLICY shown as Attachment 1.
7.2.2 Management Commitments to Project Quality
a. Taking overall responsibility and accountability for the effectiveness of the project
management system;
b. Enabling implementation of CONTRACTOR’s project quality objectives;
c. Providing all necessary resources;
d. Making a commitment to meet the statutory and regulatory requirements and customer
specifications and communicate them to the organization;
e. Striving to understand and meet all stakeholder need and expectations;
f. Communicating the importance of an effective quality management system;
g. Participating in periodical Management Reviews;
h. Promoting use of the process approach and risk-based thinking;
i. Developing, leading and promoting an organization’s culture;
j. Committing to continual improvement.
8.0 Quality Plan
8.1 Quality Plan Inputs
The quality plan inputs will be derived from:
1) Contract scope of work;

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2) COMPANY Requirements;
3) Contractual Specification Requirements;
4) Project Execution Plan;
5) Project quality related specifications;
6) Relevant regulatory requirements;
7) Lessons learned.
The plan will be submitted for COMPANY review, inputs and approval ahead of the work
commencing, each subsequent revision will be subject to the COMPANY approval.
In addition the Project Quality Manager will use the internal Project Kick Off meeting as the
initiating forum that ensures that all members of the team will be fully aware of their role and
responsibilities, discuss quality risks, critical activities and milestones. Where necessary
feedback from these meetings will be inputs to the plan.
8.2 Management Responsibilities
8.2.1 Organization Charts

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Note: The Organization Charts will be updated as required.
8.2.2 Key Positions
From quality management perspective, the key positions for project quality are as follows:
a. QA/QC Director (CONTRACTOR)
b. Project Manager
c. QA/QC Manager
d. Project Engineering Manager
e. Contract Manager/Subcontract Manager
f. Project Procurement Manager
g. Project Control Manager
h. Construction Manager

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i. Commissioning Manager
j. Engineering Quality Supervisor
k. Procurement Quality Supervisor
l. Construction Quality Supervisor
m. QA/QC DCC
n. QA/QC Audit Team
o. TPI Inspector
8.2.3 Roles and Responsibilities
The duty and responsibility of quality for key person of project team shown as attachment
#3 ”Quality Activity Plan”.
The functions and key roles and responsibilities for the project quality are defined as follows:
8.2.3.1 Steering Commitee
The steering committee is constituted at the start of a project from CONTRACTOR’s

representatives for the project.
The steering committee holds overall responsibility for the project. It supports, regulates and
supervise the project. It makes key decisions and in particular.
1) Settles conflicts of interest between the companies and the project;
2) Secures the resources for the project work;
3) Appoints the project manager and, together with the project manager, ensures that all
necessary decisions are made on time;
4) Implements corrective action in the event of pronounced target/actual deviations
5) Decides on key content specifications and defines these in the manner in which they are
to be realized during the implementation of the project;
6) Monitors the handling of the project in terms of time, costs and quality, and makes
decisions on proposed corrective action in the event of deviations from the planning,

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assesses change requests presented by the project manager and approves or rejects
these;
7) Monitors the attainment of the project targets once the project has been completed.
It is not the duty of the steering committee to clarify technical details. It is not therefore in
competition with the project manager and his project team on factual matters and content, but
assumes entrepreneurial responsibility for the project for which it is in responsible.
8.2.3.2 QA/QA Director (CONTRACTOR)
The QA/QC Director is directly involved in providing functional support to the Project QA/QC
Manager.
The support includes provision of a maintained Corporate Quality System, input and update
of the CONTACTOR mandatory quality requirements, quality resources including the
personnel and quality tools required to execute the project, provides guidance on quality
execution matters. The QA/QC Director enables the Project QA/QC Manager access to all
other ongoing projects quality information by facilitating cross project quality cooperation and
forums to meet and discuss lesson learned from other projects.
8.2.3.3 Project Manager
Project Manager is the representative of the project authorized by CONTRACTOR, who shall
exercise the rights of contractor under project contract terms and fulfill the obligations of
contractor.
Project is responsible to fulfill the project tasks and achieve the project goal according to the
contract specified scope, contents, completion date and quality criterion etc.
The main responsibilities are:
1) Presiding over the project work and organize the implementation of the project’s scope,
schedule, cost, quality, human resources, communication, risk management and
comprehensive management in accordance with the CONTRACTOR’s system and
authorization;
2) Reporting to the PMC/COMPANY and the Steering Committee;

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3) Being responsible for organizing Project Functions and determining its organization;
4) Being responsible for determining basic working methods and procedure of the project,
preparing project management plan, project execution plan and commencement report,
clarifying general and stage objectives of the project, and organizing work breakdown and
target decomposition, to ensure project completion as per contract requirements.
5) Being responsible for organizing and studying out coordination procedure with the
PMC/COMPANY as well as all internal and external functions and units, and establishing
coordinative relations thereof.
6) Making project management decision in good time, directing and coordinating various
works such as design, procurement, construction, commissioning as well as HSE, quality,
schedule, financial management, etc., and taking effective measures timely to handle the
emerging problems;
7) Being responsible for leading project safety and quality work, effectively fulfilling the
responsibility and obligation of first person in charge and implementing moving leadership;
8) Being responsible for comprehensive management and control on project costs and
schedule, approving measuring basis of project implementation results, inspecting project
progress and implementation of costs, and carrying out effective control;
9) Being responsible for establishing and improving internal and external information and
communication system of Project Team, including meeting and report system, to ensure
smooth information exchange;
10) Being responsible for receiving, signing and issuing all letters and documents from
COMPANY and licenser and approving the issuance;
11) Being responsible for organizing and determining design, procurement and construction
subcontracting plan of the project;
12) Being responsible for approving supplier / subcontractor short list of the project, technical
and commercial evaluation report and the finally selected supplier and subcontractor;
13) Being responsible for signing all purchasing contract and subcontract;

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14) Being responsible for handling matters such as contract change, dispute, claim, arbitration,
etc. with COMPANY and subcontractor;
15) Being responsible for organizing work handover, commissioning assessment and
financial budget before and after mechanical completion, and completion acceptance of
the project, including service activities concerning mechanical warranty period after formal
project acceptance, etc.;
16) Being responsible for organizing summary of the project, management and filing of
documents and data as well as project closure.
8.2.3.4 Project QA/QC Manager
Project QA/QC Manager is responsible for implementing quality system in various stages of
the project and monitoring the conformity and effectiveness of implementing the system by
the project.
Project QA/QC Manager is responsible for ensuring that the project quality management
system is implemented throughout the stages of the project in terms of its effectiveness and
efficiency as well as its suitability.
The main responsibilities are:
1) Developing, maintaining and improving the quality management system;
2) Supervising the conformity and effectiveness of the quality system implemented;
3) Ensuring all audit findings on non-conformance are properly addressed;
4) Coordinating with the COMPANY’s Representative and TPA (Third Party Inspection
Agencies) as necessary at appropriate project stages;
5) Reporting to project manager for QA/QC related matters;
6) Establishing quality control system for the project and organizing quality activities,
including quality inspection, quality meeting, etc.;
7) To perform quality inspection and review on the project; checking whether quality records
of project team conform to requirements of quality record control program document;

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checking and supervising document management and document control status at all
levels of project disciplines;
8) Being responsible for collecting information on project quality and feed back to relevant
personnel of project;
9) Being responsible for handling and replying quality consultation and complaint of
COMPANY or relevant aspects, and processing quality dispute;
10) Being responsible for guiding the work of Site Quality Manager;
11) Being responsible for preparing quality report and quality work summary of the project.
8.2.3.5 Project Engineering Manager
Engineering manager is responsible to direct, plan and coordinate activities, while supervising
the team of engineers. It’s dispatching people management, project management and
technical knowledge to deliver the right product, the right way. The duties include:
1) Analyze, propose and manage budgets, technologies and resources for projects;
2) Plan strategies for the development of designs and products on schedule and on budget;
3) Communicate and collaborate with other managers, stakeholders and contractors;
4) Prioritize, delegate and supervise all engineers’ activities and deliverables;
5) Manage, support, and evaluate engineers’ performance;
6) Provide input in strategic technical decisions and solutions, when needed;
7) Build the entire technical documentation and project roadmaps.
8.2.3.6 Contract Manager/Subcontract Manager
Contract Manager/Subcontract Manager is responsible for project contract/subcontract

management. The main responsibilities are:
1) Serve as the point of contact for CONTRACTOR on contractual matters. Act as

contractual “middleman” between CONTRACTOR staff and COMPANY, ensuring timely
review and approval / reconciliation of variations.

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2) Maintain contractual records and documentation such as receipt and control of all contract
correspondence, customer contact information sheets, contractual changes, status
reports and other documents for all projects.
3) As needed, provide guidance on contract matters to project manager or other operational

staff, including training to project managers and CONTRACTOR’s staff in contracting
practices and procedures.
4) Develop and implement procedures for contract management, and monitor compliance
by CONTRACTOR/Sub-contractor staff with established procedures.
5) Ensure that signed contracts are communicated to all relevant parties to provide contract
visibility and awareness, interpretation to support implementation.
6) Handle on-going issue and change management.
8.2.3.7 Project Procurement Manager
The Procurement Manager is responsible for Selection of vendors, Implement purchasing,

Packing, delivery/shipping and documenting procurement parameters and Requirements,
according to the design and quality requirements. The main responsibilities including:
1) Contract review of technical terms and quality requirement;

2) Prepare procurement control procedures;
3) Procurement process optimization;
4) Supplier evaluation and selection;
5) Risk and compliance management;
6) Contract negotiation;
7) Data analysis.
8.2.3.8 Project Control Manager
The Project Control Manager has overall responsibility for managing scope, cost, schedule,
internal staffing and outside vendors, and contractual deliverable. Manages and oversees all
aspects of the project to ensure it is completed on-time and within budget.
1) Complete variance analysis, time impact analysis and evaluation of construction schedule
architecture;

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2) Configure scheduling data and construction management rules for construction contracts;
3) Develop and maintain a project schedule and coordinate needs with the project team.
Identify any immediate time sensitive installation needs;
4) Prepare conceptual (Level 1) and detailed schedules for the assigned projects by
integrating contractor’s schedules;
5) Provide documentation of project events that impact the schedule, scope of work, and
project efficiency;
6) Prepare cash flow and resource plan curves and charts by month for the entire duration
of the assigned projects;
7) Assist Construction Manager in the solicitation and contracting of required subcontractors;
8) Support the schedule review meetings with the COMPANY/PMC and revise the schedules
accordingly;
9) Weekly tracking of resource and project progress and posting;
10) Monthly reporting of project progress measuring result.
8.2.3.9 Construction Manager
The Construction Manager is responsible for the management of the construction site in order
to achieve required project delivery to the COMPANY’s objectives, whilst maintaining
standards of health and safety, quality environmental impact and cost control. The Key
Responsibilities as:
1) Responsible for enabling construction activities required from the strategy, including
design integration, and integration/collaboration. Focus on, and driving for, reduction of
time on site;
2) Responsible for ensuring constructability, assembly & utilisation of Industrialised

Construction techniques throughout the life of a project;
3) Ensure project handover is completed to COMPANY required timescales & delivery

milestones;

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4) Ensure relevant safety, quality & environmental management systems are implemented,
kept up to date & that site resources have the correct competencies & support regular
inspections for compliance;
5) Responsible for setting & delivering the best ‘build’ strategy for the project or programme;
6) Lead & manage the construction team to deliver their responsibilities as required;
7) Ensure team are focused to meet COMPANY’s requirements & project objectives –
provide overall guidance & management to ensure project success;
8) Responsible for development of the Construction Phase Plan, including the quality of
content, & for ensuring the appropriate level of sign-off has been completed prior to
commencing on site;
9) Organize, dispatch and allocate construction resources such as manpower, equipment

and materials on site.
8.2.3.10 Commissioning Manager
Commissioning manager provides commissioning expertise and coordinates commissioning

resources during the process of commissioning related system/plant, including participation in
constructability and operability activities; and engineering design reviews. The responsibilities
for commissioning manager are:
1) Manages engineering support of commissioning activities;

2) Develop and maintain the system centric integrated commissioning and start up plan and
schedule;
3) Final system commissioning and Entry Into Service of engineered solutions;
4) Functional testing support;
5) Assistance with static inspections and support of Issues Log;
6) Assist Operation & Maintenance personnel develop understanding of systems and design
intent;
7) Assist in equipment tracking.
8.2.3.11 Engineering Quality Supervisor

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The Engineering Quality Supervisor is responsible for managing the quality of design activities
of the project and reporting the design quality management to Project QA/QC Manager.
1) Being responsible for organizing review on applicability, reliability and integrity of the
project design inputs;
2) Performing control on design and relevant progresses as per project progress plan;
3) Organizing preparation of documents such as design execution plan, design basis data,
design engineering provisions, etc. of the project, and formulating provisions on design
document No. and revision of the project, etc.;
4) Organizing all disciplines to prepare delivery document list and requisition document list ;
5) Being responsible for organizing design coordination meeting to coordinate relationship

of all interfaces;
6) Being responsible for organizing various design review, design countersign and design
document issuance as per design execution plan;
7) Being responsible for organizing designer to submit requisition document in time,

organizing technical review on quotation of supplier and check on relevant drawings and
documents returned by supplier; and organizing personnel concerned to participate in
coordination meeting of supplier, etc.
8) Being responsible for signing Technical Bid Analysis;
9) Organizing designer to participate in commissioning, assessment, acceptance and other

works of the project;
10) Being responsible for preparing design subcontract as well as bid invitation and evaluation,
etc. of design subcontractor;
11) Organizing to prepare design completion report of the project;
12) Organizing all disciplines to accomplish Project As-Built document as required by the
contract.
8.2.3.12 Procurement Quality Supervisor

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The Procurement Quality Supervisor is responsible for managing the quality activities of the
purchased equipment and materials, coordinating with source inspection inspectors or /and
TPI in terms of information flow and coordination, taking responsibility and reporting to
Procurement Manager and Project QA/QC Manager.
1) Responsible for determining and deploying Source Inspection execution strategies,
2) Setting up the work processes, procedures and forms for Source Inspection,
3) Monitor Suppliers programs for obtaining any statutory authority approvals, as required,
4) Verifies that the equipment meets the requirements of the purchase order in order to
minimize the number of non-conforming products leaving Supplier fabrication shop,
5) If required, take full responsibility and directly manage large and critical purchase orders,
6) Provide manpower planning for Source Inspection activities,
7) Provide input for Project reporting,
8) Initiate and monitor Purchase Order(s) for 3rd party inspection services,
9) Communicates with the appropriate Project team members on issues raised by the
Source Inspection personnel and follows up on their resolution,
10) Initiates Supplier Pre-Qualifications (if required),
11) Attends project status meetings,
12) Initiates & chairs the Project Overall Inspection Meeting with COMPANY
8.2.3.13 Construction Quality Supervisor
The Construction Quality Supervisor, under the leadership of the Project QA/QC Manager,
shall be responsible for construction quality management and control at the site.
1) Implementing project quality policy and the project quality plan;
2) Establishing quality control system of project construction process and organizing quality
activities, including quality inspection, quality meeting, etc. according to quality
management system of the PMC/COMPANY and the project quality objectives;

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3) Familiarizing with quality management system and management provisions of COMPANY

/ relevant authorities, consulting with the PMC/COMPANY to determine control points of
quality inspection as well as procedure, methods and provisions of quality acceptance,
and prepare site construction quality implementation plan, site inspection and testing (ITP)
plan as well as uniform provisions on engineering construction quality of various
specialties;
4) Being responsible for organizing relevant project personnel to correct non-conformities

behaviors and non-conformance products according to procedures, performing
information feedback and cause analysis, and taking corrective or preventive measures
based on the root causes;
5) Reporting the quality problems and hidden dangers discovered during site construction to
the Project QA/QC Manager to take corresponding measures for solution;
6) Assisting and coordinating relevant personnel to perform quality inspection and reviews
on the project site; and checking whether quality records of the project site conform to
requirements of quality records control procedure;
7) Being responsible for collecting, managing, analyzing and handling quality records of
project site;
8) Being responsible for collecting quality information of project site and timely feeding back
to relevant project personnel and the PMC/COMPANY;
9) Being responsible for accepting and replying to quality consultation and complaint of
COMPANY or relevant parties, and handling quality disputes;
10) Being responsible for management work concerning quality control of delivered
equipment / material on site;
11) Being responsible for inspecting arrived equipment / material and dispatching inspector;
12) Being responsible for preparing site quality report and quality work summary of the project;
13) Preparing data for completion acceptance and assisting Project Manager or Site Manager
to handle matters of engineering acceptance.

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14) Be present on-site during all working hours and assigned “full time” to this Contract.
CONTRACTOR is to designate alternate individual(s) to assume responsibilities in the
case of temporary absence of the Site Quality Manager or when overtime work is being
performed.
15) Reject defective Work which is not in conformance with the Contract requirements, and
monitor the repair or rework of rejected Work.
16) Inspect existing conditions prior to the start of new Work segments
17) Conduct a pre-construction Quality Control meeting with Contractor’s responsible field
and office representatives prior to the start of each major item of work required by the
Contract.
18) Perform in-process and follow-up inspections on each of the work segments to ensure
compliance with the Contract.
19) Coordinate required inspections and tests with PMC/ COMPANY or any other authority
having jurisdiction. Assure work is accessible for test or inspection.
8.2.3.14 QA/QC Document Control
QA/QC Document Control is responsible for planning, controlling and tracing management of
QA/QC documents and reporting the work to Project QA/QC Manager.
1) Being responsible for preparing relevant plan/procedures for project QA/QC documents
control;
2) Assisting all functions managers of the project to examine and approve documents
relating to the project quality;
3) Being responsible for summarizing project codes/ standards, QC procedures and

inspection/testing record, report etc. document status report;
4) Setting up and maintaining of the project codes/ standards, QC procedures and

inspection/testing record, report etc. transfer between project parties;
5) Archiving project quality dossier files (soft and hard copy).

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8.2.3.15 QA/QC Audit Team
Project Manager will lead the audit team, QA/QC audit carried out by consists of PQM, Quality
Engineers and related department/discipline manager team.
All phases of the project will be subject to periodic audit as detailed in Project Audit Plan
approved by the Project QA/QC Manager and agreed with COMPANY. The QA/QC audit team
is responsible for:
1) Maintaining the project audit schedule/plan throughout the project;
2) Determining the scope of the audit schedule by assessing project risk and
opportunities ,criticalities assessment, lessons learned and project delivery requirements;
3) Notifying PMC/COMPANY of the audit time and scope;
4) Conducting the audits as planned;
5) Compiling the audit reports and agreeing findings and appropriate corrective actions with
the auditees;
6) Reviewing and verifying the satisfactory implementation of corrective actions.
7) Close-out of the audits conducted and maintaining the audit records.
8.2.3.16 TPI Inspector
1) Verification of the quality control, during the fabrication, of Purchase Orders at Suppliers
or sub Suppliers facilities;
2) Verification of agreed Suppliers Inspection and Test Plan (ITP);
3) Reporting non-conformances found at Suppliers if not detected by Suppliers own QC

system and follow-up of corrective actions by Supplier in case of any non-conformance;
4) Release of equipment and material, which have been fabricated in accordance of the PO
requirements by issuing the Inspection Release Report;
5) Review of Manufacturing Data Books at Suppliers manufacturing locations.
8.3 Information Control of Document

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8.3.1 Control of Document
This Project will establish quality management files and record identification, distribution,
collection and preservation procedures or regulations, as well as implementation of
management organization in accordance with following procedures:
ITD-GEN-000-DCC-PCD-0001_0 Document and Data Management Procedure
ITD-GEN-000-DCC-PCD-0002_0 Numbering and Coding Specification
ITD-GEN-000-DCC-PCD-0003_0 Document Revision Management
ITD-GEN-000-DCC-PCD-0004_1 Final Documentation Handover

Requirements
ITD-GEN-000-DCC-PCD-0005_A Project Official Correspondence
ITD-GEN-000-DCC-PCD-0006_0 Vendor Document & Data Management
ITD-GEN-000-DCC-PCD-0007_0 Contractor Document Review and Approval
Project technical documents and records shall be controlled according to Project Quality
Management System requirements.
The documents shall be handled in strict accordance with requirements set forth in
CONTRACTOR’s project specific documents as tabulated below.
Document No. Document Title
BK91-1310-CPF-000-DCC-MDR- Management Documentation Register

0001
BK91-1310-CPF-000-DCC-TDR- Technical Documentation Register

0001
BK91-1310-CPF-000-DCC-PCD- Document and Data Management Procedure

0002

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BK91-1310-CPF-000-DCC-PCD- Numbering and Coding Procedure

0003
BK91-1310-CPF-000-DCC-PCD- Final documentation handover Procedure

0004
BK91-1310-CPF-000-DCC-PCD- Project Official Correspondence Procedure

0005
BK91-1310-CPF-000-DCC-PCD- Vendor Document & Data Management

0006 Procedure
BK91-1310-CPF-000-DCC-PCD- Document Review and Approval Procedure

0007
BK91-1310-CPF-000-DCC-PCD- Document Revision Management Procedure

0008
BK91-1310-CPF-000-DCC-PLN-0001 Final documentation handover plan
Thus ensuring the management of all types of files in the project. The project document
management will include, but not limited to the following:
1) Sorting of the project files
2) Reviewing and approval of the project files
3) Numbering of the project files and the using of standard template
4) Control of revision and identification of the project files
5) Issue of the project files
6) Project files reception, registration, sending, distribution, archiving, storage and lookup
7) Use and manage of the effective files
8) Control of changed files
9) Management of obsolete files
10) Management of electronic files

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At each stage of the project, the Project Document Control Manager is to appoint dedicated
person to manage the files and strictly follow the relevant requirements from the
PMC/COMPANY and CONTRACTOR’s procedures of Document Control, as well as the
records of file transfer, in order to ensure that the appropriate version of the project file is
correctly maintained and used.
Handling of Project documents within the project team will be managed in the form of internal
file notice. Internal file notice shall be approved by project manager or the assigned persons.
External documents will be delivered to the PMC/COMPANY and subcontractors in the form
of external file notice in according to the Document and Data Management Procedure BK91-
1310-CPF-000-DCC-PCD-0002_0.
Issued documents shall be clearly identified and recorded on the document register.
Any replaced/superseded documents will be clearly marked or removed from the archives.
Register of documents shall dealing with all of the files generated by the project including
records, title, number, revision and follow-up. Each file submitted for approval shall be
recorded the status on the register.
Project document control manager will establish and maintain the file update system in order
to ensure that all changes are in written form and approved, in the meanwhile the file update
should be efficient and in traceable manner.
Project document controllers will periodically publish the status report of project files, to ensure
the file consistency. Description of the status report will include the situation of the following
files:
1) Project management files (such as: procedures, plans, regulations and so on)
2) Technical documents of the project (such as design practice, calculation report, drawing,
data sheets, material lists, specifications, manuals, etc.)
3) Licensor and Basic design provider documents (if any)
4) Material requisitions and Orders
5) Vendor Documents

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6) Change Orders
7) QA and QC documents (such as quality plan, quality records, etc.)
In the “Project document management and control manual”, also includes the management of
electronic files and E-mails, such as:
1) Responsibilities of Management
2) Handover and distribution of Electronic files
3) Management of Electronic files by Licensor and Basic design provider ( if any)
4) Management of the PMC/COMPANY’s Electronic files
5) Management of the vendor’s electronic files
6) Management of other related electronic files
The document management of suppliers and subcontractors shall be enclosed in the project
document management system according to the requirement of Vendor Document & Data
Management Procedure BK91-1310-CPF-000-DCC-PCD-0006_0.
8.3.2 Quality Records Control
All engineering, procurement and construction activities, shall be performed, managed,

controlled, verified, and recorded in accordance with CONTRACTOR’s approved procedures
to ensure that quality conform to specified project requirements and COMPANY requirements.
Quality records are managed according to QA and QC classification, it will be including(but

not limited) as below:
1) QA
① Approved Quality Plan;
② Approved procedure;
③ Approved code/standard;
④ Product specification.
⑤ Certification/qualification.

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2) QC
① Process quality record;
② Inspetion and test record/report;
③ check list
④ Etc.
Control of quality records will be managed in accordance with the aforesaid requirements and
the project specific “Quality Record Control Procedure”, Document No. BK91-1310-CPF-000-
QAC-PCD-0002_0.
8.4 Quality Objectives
The Project quality management system is driven by the Project Quality Objectives with
guidance provided by the CONTRACT requirements. The objectives are consistent with this
Project Objectives developed for the successful delivery of the project defined in the Section
4.0 of Scope of Work for EPCC of CPF-OIL Treatment System and Auxiliary System Project,
to realize the project objectives, following quality objectives are established:
1) Project contract fulfillment rate :100%;
2) Customer satisfaction rate is more than 90%;
3) Design input review rate : 100%;
4) Engineering Quality Review comment closure: 100%;
5) Site acceptable rate of purchased products quality :100% ;
6) Target for the first qualified rate of welding joint: 95% [For Pipe: when the Φ(outer diameter)
＜63.5mm count as 1 joint; For Pipe, Vessels welded joints when the Φ≥63.5mm, that
examined length(from same welding joint) will count as 1 joint of each 300mm];
7) Unit work acceptable rate : 100%;
8) Unit /System ( MC) pass rate: 100%;
9) Commissioning of the project is successful at one time.

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10) Project QMS awareness training 100%;
11) Handling customer recommendations and complaints100%;
Note: It is measured by Investigation / feedback for above item 1), 2), 10); For item 3), 4), 5),
6), 7), 8), 9) 11) will measuring through review of the inspection/receiving records,
inspection/status reports and certificate.
8.5 Resources
8.5.1 General
To realize the quality objectives and commitments, CONTRACTOR will provide the necessary
resources to the project team, to ensure the quality of the project.
The resources required for performing the Project activities in terms of personnel, hardware,
software and other facilities will be organized and employed at the right time and effectively
managed in order to fulfill the Contractual obligations.
8.5.2 Human Resources

8.5.2.1 Management of Human Resources
The Project Manager will prepare the project human resource planning and demand to the
relevant functions within CONTRACTOR in time based on project progress and the actual
manpower requirements to ensure that adequate personnel commensurate with the project
progress and task requests. In parallel CONTRACTOR project management will also review
and approve the allocation of human resources of subcontractors.
The Project Team members are selected and assigned according to the qualification specified
in the contract and also based on the professional assessment by CONTRACTOR thus
ensuring they are skilled, qualified and have specific experience with similar projects.
As a minimum the personnel shall be aware of the following topics:
1) Familiarization with PMC/COMPANY’s requirements;
2) Familiarization with project documents related to their assignments (including the project
procedures and plans) to be utilized during the project phases;

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8.5.2.2 Training
In order to let all levels of project personnel know the importance of quality management,
interface with other functions, and how to implement the project quality target, Project quality
manager will provide training of project quality management system and the project quality
plan at the proper stage of the project.
Project Management (functions/discipline leads) will organize the training to the relevant
personnel on using special software, e.g. project material control software, etc. to ensure the
personnel understand them and use them effectively and efficiently in their daily work.
The Project Manager together with Project Quality Manager and Site Manager shall organize
the quality management system and relevant skills training program.
The Project Quality Manager shall also organize the quality management system training to
the Subcontractors based on CONTRACTOR “Training and Competence Plan”, Document No.
BK91-1310-CPF-000-QAC-PLN-0003_0 and this Project Quality Plan..
It is CONTRACTOR policy to ensure the professional development of its in terms of the skills
and competencies.
All the training activities shall be recorded. The said activities will be one of the items of Quality
audit.
8.5.3 Infrastructure and Environment for the Operation of Processes
The infrastructures shall include, as applicable, the follows:
1) Facility, including office, workshop, fabrication yard and etc.
2) Equipment, including construction equipment, inspection equipment, software and etc.
3) Service, such as ERP, material management system and etc.
CONTRACTOR will ensure the availability of the infrastructure needed to comply with product
requirements, also complying with the PMC/COMPANY needs and requests.
CONTRACTOR will ensure sufficient equipment and finance for the project. Project
Management will provide the necessary infrastructure as required, including the necessary

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construction machines and test measurement facilities during project construction phase in
accordance with Clause 7.0 – Services and facilities to Company personnel of Section 4.0
“Scope of Work”.
The software used for the performances of the works by CONTRACTOR will be in
accordance with the contractual requirements.
Detailed description for construction machines and test facilities, as well as the working
environmental method for ensuring the construction quality, shall be provided in the
“Construction subcontracting Plan”, Document No. BK91-1310-CPF-000-CNS-STG-0001_0
and shall be reviewed and approved by CONTRACTOR and PMC/COMPANY.
Project Manager will assign relevant personnel to ensure the maintenance and good care of
the infrastructure used by projects (such as, office facilities, measurement equipment, etc.)
Project IT Engineer will be responsible for all participating in the project using the correct
configuration of the computer.
Project Management will manage the environment in accordance with the HSE requirements
and organize team-building activities/workshops so that the project members, including
subcontractors, are aware of with the project goals and the importance of teamwork thus
ensuring the coordination and cooperation are on the basis of mutual understanding and
respect.
8.6 Communication and Interface Management
8.6.1 Communication Procedure

8.6.1.1 General
The project will employ effective communication and information system to ensure that the
project communication is secure.
Normally Project Manager is the only Project window, such as CONTRACTOR letters, faxes,
external related should be issued by the Project Manager.
All correspondence from CONTRACTOR shall be signed by CONTRACTOR’s Project

Manager or in his absence by his designated deputy. However, all finance and contractual

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related correspondence should be signed only by the person(s) who are officially authorized
to sign on behalf of CONTRACTOR.
CONTRACTOR has the exclusive correspondence to the external party. All relations between
CONTRACTOR and external interfaces shall be managed. This external interface includes
between CONTRACTOR and PMC/COMPANY, between CONTRACTOR and
material/equipment supplier(s), between CONTRACTOR and local authorities, etc.
(1) Address of PMC/COMPANY
All correspondence to PMC/COMPANY will be addressed specified as in contract:
(2) Addresses of CONTRACTOR
All correspondence to CONTRACTOR should be addressed as specified in contract.
(3) Correspondence Reference Numbers
All correspondence including telexes, faxes, letters, and minutes of meetings, document
transmittals and invoices will be identified with a reference number, project title, specific
subject covered and reference to previous, relevant correspondence. As a general rule, one
piece of correspondence will cover one subject.
(4) Correspondence Numbering System
Reference numbers for correspondence will be assigned by the Document controller and
maintained in the correspondence logs. Correspondence logs are kept separate for each
category of correspondence. Document Controller files documents chronologically.
The reference numbers for correspondence will be defined in CONTRACTOR Project Official
Correspondence Procedure”, Document No. BK91-1310-CPF-000-DCC-PCD-0005_0.
8.6.1.2 Categories of Correspondences
Following are the categories of correspondence for which the use of standard formats or forms
is required, refer to “Project Official Correspondence Procedure”, Document No. BK91-1310-
CPF-000-DCC-PCD-0005_0 for such forms and formats.
1) Fax transmittals

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2) Document transmittals
3) Minutes of meetings
4) Memorandums
All correspondence shall clearly identify whether or not a response is required.
(1) Telephone messages and e-mail
Messages, clarifications and information may be conveyed through the telephone.
Minutes are to be taken and a copy filed with the Document Controller. Such messages are
not official unless subsequently confirmed by letter or fax.
Communication and transmission of documents/data by Internet and/or Electronic mail

between all parties involved (included Vendors, if any) shall be ruled by written instructions by
Project Manager.
(2) Transmittals from CONTRACTOR
Transmittals of specifications, data sheets, engineering drawings, etc., shall be sent by courier
to or handed to PMC/COMPANY.
Document transmittals shall cover all specifications, drawings, requisitions, purchase orders
and similar information listing the quantities, title and revision number of the information being
transmitted. Technical documents shall be separated by class in accordance with the contract.
Further, document transmittals to PMC/COMPANY shall identify the number of copies sent
with that particular transmittal and the name of any PMC/COMPANY person to whom copies
are sent as well as the number of such copies.
(3) Acknowledgment of Transmittals
CONTRACTOR will request acknowledgment of receipt of each transmittal by sending two

copies of the transmittal and asking the addressee to sign one copy and return it to
CONTRACTOR.
(4) Vendor Document Transmittals

All procedures herein for document transmittals apply to the transmittal of vendor documents.

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(5) Correspondence with Other Parties
CONTRACTOR shall directly contact the Vendors and copy to PMC/COMPANY. Vendors
communicate with CONTRACTOR and CONTRACTOR can copy to PMC/COMPANY.
(6) Transmittals from PMC/COMPANY
Transmittals from PMC/COMPANY will be sent to CONTRACTOR shall be handed to

CONTRACTOR or by couriers or by FAX.
8.6.1.3 Procedure
CONTRACTOR will develop Correspondence and Communication Procedure, Document No.

BK91-1310-CPF-000-PMT-PCD-0004_0 and “Project Official Correspondence Procedure”,
Document No. BK91-1310-CPF-000-DCC-PCD-0005_0 in accordance with 5.14
Correspondence and Communication Management of Section 4.0 “Scope of Work” specified
in BLK9/IRQ-SF-ITB-0260. This procedure is used for:
1) Coordinating the work between CONTRACTOR (Project Team) and PMC/COMPANY ;
2) Coordinating CONTRACTOR (Project Team) with the government and relevant

authorities;
3) Coordinating the inter-discipline work within CONTRACTOR (Project Team);
4) Coordinating CONTRACTOR (Project Team) with Suppliers and Manufacturer;
5) Coordinating with PMC and Managing with Subcontractor;
6) Coordinating construction and “third party” quality inspection organization’s work;
7) Establishing CONTRACTOR (Project Team) internal reporting system, to ensure the

project problems could be communicated and resolved in time;
8) Establishing Project Routine Meeting system, to ensure the project problems could be
communicated and resolved in time;
9) Set the various means of communication of the project;
10) Set out the single point of contact for the project and project personnel information.

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8.6.1.4 Means of Communication
1) Establish the Project Management Platform, Electronic Document Management System,

i.e. SharePoint;
2) Project Coordination Meetings, Project Weekly Meetings, Project Specific Meetings ,

Conference meetings, and other project meetings;
3) Project weekly report, monthly report and special reports.
8.6.1.5 Meetings
(1) Type of Meetings:
Minutes shall be taken and distributed to attendees and others concerned for each of the
following types of meetings.
a. Project Kick-off Meetings, in which necessary technical clarifications are discussed and
finalized between CONTRACTOR and PMC/COMPANY in order to proceed with the
overall project or some major portion of the project.
b. Basic Design Approval.
c. Detail Design Approval for Construction.
d. Quality Control Meeting
e. Safety Meeting
(2) Time & Venue for Meetings
The time and venue for the meeting shall be indicated in MOM.
(3) Minutes of Meeting
CONTRACTOR will prepare draft minutes of the meeting and submit them to PMC/COMPANY
for comment. CONTRACTOR will review the comments, if any, resolve the comments through
discussions or communication and submit the final minutes of the meeting for
PMC/COMPANY acceptance and signature. For operational reasons other correspondences
such as Minutes of Meeting, Weekly and Monthly Reports may also be signed beforehand by
a technical representative.

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8.6.1.6 Records
Minutes shall be provided for various project meetings (records); including the Project related
internal communication records: such as: Minutes of Meeting, faxes, letters, etc.
Those records shall be saved and managed by Document Controller.
8.6.2 Interface Management
CONTRACTOR Interfaces Management included two aspects as Internal Interfaces and

External Interface.
All internal interfaces between engineering, procurement, construction, commission, and

subcontractor in CONTRACTOR will be carried out in the form of joint meetings or professional
meetings.
CONTRACTOR will be work with PMC/COMPANY to harmonize the relations among the
interface parties for external interface management.
The interface management procedure relation to :
BK91-1310-CPF-000-PMT-PLN-0002 Project Interface Management Plan
BK91-1310-CPF-000-CMS-GDL-0001 Systemization and interface management guideline
Procurement Interface Between EPCC Contractor

BK91-1310-CPF-000-PUR-ITF-0001
and Skid Plant
8.6.2.1 Responsibilities on Interface Management
CONTRACTOR Project Manager or his representative responsible for project interface

management :
1) Coordinate and provide inputs to the overall interface management for the Project.
2) Develop and maintain an Overall Interface and Coordination Management Plan forthe
Project covering all identified and potential interfaces.

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3) Ensure that each (such as sub-contractors, suppliers etc.) In the CONTRACTOR

organization parties develop their own Interface and Coordination Plans relevant to their
activities as per their Contracts, by following the CONTRACTOR Interface and
Coordination Management Plan / Procedure.
4) Monitor and ensure all the parties perform interface activities and undertake timely actions
in accordance with their obligations and responsibilities as per the Contract.
5) Monitor the interface activities progress of associated parties and manage the them to
take any corrective action necessary.
8.6.2.2 Means of Interface Management

1) CONTRACTOR will hold interface management sessions with all relevant parties, to:
a. Identify interface types in all aspects: Engineering, Procurement, Construction, etc.

b. Identify interface parties for each type, e.g.: project sub-contractors, suppliers of
existing facilities, local authorities.
c. Appoint interface focal point of contact for each party.
2) CONTRACTOR will convene Weekly and Monthly Interface Management Meetings with
all relevant parties.
3) CONTRACTOR will develop and maintain an Overall Interface Register to:
a. Identify interface types.

b. Identify interface parties.
c. Register interface focal point of contact for each party.
d. Log in interface details, issues and concerns.
e. Note down if an interface issue results in a Variation for Management of Change
process.
The details refer to the CONTRACTOR established CONTRACTOR ”Project Interface

Management Plan” (Doc. number BK91-1310-CPF-000-PMT-PLN-0002_0). CONTRACTOR
related parties perform the interface shall be following this pan.

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Any interface management issues resulting in scope or schedule changes are subject to
Management of Change process.
8.7 Production and Service Provision ( Project Execution)
The Project execution is divided into the following according the phase:
1) Planning of the Project
2) Start of the Project
3) Detail Design Engineering
4) Procurement
5) Construction
6) Commissioning and Site Service
8.7.1 Planning and Start-up

8.7.1.1 Project Planning and Start-up
Project Manager will execute the planning of the project according to the project contract.
Project Manager will organize the preparation of following project management plans,
including, but not limited to the following:
BK91-1310-CPF-000-PMT-PLN-0001 Project Execution Plan
BK91-1310-CPF-000-PMT-PLN-0003 Project Risk Management Plan
BK91-1310-CPF-000-PMT-PLN-0006 Mobilization and Demobilization Plan
BK91-1310-CPF-000-CNS-PLN-0001 Temp facilities - fly camp construction plan
BK91-1310-CPF-000-CNS-PLN-0002 Construction and subcontracting Plan

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BK91-1310-CPF-000-CNS-PLN-0003 Construction equipment mobilization plan
BK91-1310-CPF-000-QAC-PLN-0001 Project Quality Plan
BK91-1310-CPF-000-PMT-PLN-0004 Project Inspection and Test Plan
BK91-1310-CPF-000-HSE-PLN-0001 HSE Plan
BK91-1310-CPF-000-PRC-PLN-0001 Project Schedule Development and Control

Plan
BK91-1310-CPF-000-QAC-PLN-1001 Detailed Design Quality Control Plan
BK91-1310-CPF-000-PUR-PLN-0001 Procurement Plan
BK91-1310-CPF-000-PUR-PLN-0005 Material and Equipment Inspection plan
BK91-1310-CPF-000-CMS-PLN-0001 Pre-commissioning, commissioning and

start-up plan
BK91-1310-CPF-000-CMS-PLN-0014 Commissioning and Start-up plan
BK91-1310-CPF-000-CMS-PLN-0015 Performance Test plan
In order to ensure the implementation of above plans and achievement of project quality
objectives, the Project Manager will organize the construction manager, project control
manager, procurement manager, project quality manager, commissioning manager ,and other
heads of disciplines as appropriate to review and approve the project plans prepared by
subcontractor.
8.7.1.2 Applicable Codes, Specifications and Standards

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Applicable Codes and Standards, which will be followed during the life of the Project, shall be
identified according to the local laws and regulations and International codes and standards.
The list of Applicable Codes and Standards will be provided in relevant Technical Documents.
The requirements of the contract, the PMC/COMPANY’s standard, project specifications and
procedures provided by PMC/COMPANY , will be applied for the detailed engineering design,
procurement, construction and commissioning activities of the Project.
The PMC/COMPANY’s requirements in the contract and CONTRACTOR’s proposal agreed

between PMC/COMPANY and CONTRACTOR shall formally be considered as contractual
input documents.
In order to effectively and successfully executive the Project, CONTRACTOR will follow the
project procedures and specifications provided by PMC/COMPANY specified in Contract. In
case that a topic is not specified in Contract, PMC/COMPANY’s procedures and specifications,
CONTRACTOR’s general procedures and specifications after the PMC/COMPANY agreed,
will be applied.
The software used for the performances of the works by CONTRACTOR refers to contractual
requirement.
8.7.1.3 Project Schedule Control
Based on Contractual requirements and on respect of the milestones stated, the project
planning, schedule control and progress report activities shall be developed in accordance
with CONTRACTOR Procedure Project Planning, Schedule Control and Progress Report
Activities.
Project progress is evaluated through the information prepared by the pertinent Schedule
Engineers and calculates the overall project progress on a monthly basis.
Monthly Progress Reports will be prepared based on an agreed cut-off date and submitted to
PMC/COMPANY every month.
8.7.2 COMPANY Requirements

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In order to meet the requirements of the COMPANY, the Project Manager shall ensure that
the project staff and related parties fully understand the requirements of the COMPANY,
statutory and regulatory requirements and additional requirements for accreditation agreed by
the Project Manager.
The Project Manager will organize relevant personnel to review the requirements of the
COMPANY, according to the relevant procedures of CONTRACTOR QMS established to ISO
9001. The review results and corresponding methods will be in the form of files and recorded,
archived.
8.7.3 Contract and Project Interface Review

8.7.3.1 Contract Review
Contract review shall be accomplished in two phases: prior to contract award and after
contract award.
The contract review of the bidding phase is performed before the preparation of the technical
parts of the proposal and during the execution of the relevant bid preparation activities.
CONTRACTOR shall conduct preliminary review to evaluate the plant in technical view on
safety, design and fabrication maturity, and also in contractual view on cost and schedule, and
to ensure the adequacy of requirements, information, data and the capability to meet
contractual requirements. When any incomplete, ambiguous and conflicting items are found,
these items shall be clarified by written document or official meeting.
After contract award, further contract review shall be performed at the beginning of project
execution. Based on contract review, PM will prepare job instruction that contains necessary
information to start job, and draw up project execution plans.
The Contract review is CONTRACTOR internal activity, executed based on the

CONTRACTOR QMS established to ISO 9001.
8.7.3.2 Project Interface Review
The project interface review shall be performed during the internal Kick-off meeting according
to the Project Interface Management Plan, Document No. BK91-1310-CPF-000-PMT-PLN-
0002_0

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The Project Manager will conduct general interface reviews with participation of various
discipline coordinators, discipline engineers in order to control within the areas of their
responsibilities. A responsibilities matrix will be established to address following:
1) The interface between the various engineering disciplines.
2) The interface between the Engineering, the Procurement, Construction and

Commissioning management.
3) The interface between CONTRACTOR, PMC/COMPANY, Suppliers, Subcontractors and

Others involved.
8.7.4 Design and Engineering
CONTRACTOR will implement its QMS procedures to assure that the quality of the detailed
design activities are consistent and effective, and in compliance with the contractual
requirements. Refer to the flowcharts of design quality management.

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Flowchart of design process control

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Flowchart of design review and approval processes.
8.7.4.1 HAZOP Philosophy of Engineering
In the project Engineering phase for HAZOP Philosophy of Engineering purpose first is to
ensure that all Hazard and Operability Studies (HAZOPs) are conducted and closed out in a
consistent manner, second is to provide guidance for the Quantitative Risk Assessment (QRA)
of an onshore oil and gas facility.
The details refer to CONTRACTOR established “Safety study procedure (HAZID, HAZOP, SIL,
QRA…)” No. BK91-1310-CPF-000-PMT-PCD-1003-0 and “Safety study procedure for
HAZOP and SIL” No. BK91-1310-CPF-000-PMT-PCD-1006-0 defined that performing
HAZOP focus on:
1) The make-up and competency requirements of the HAZOP team;
2) The roles and responsibilities of the HAZOP team;
3) The documentation requirements;
4) The HAZOP study methodology; and
5) The mechanisms and responsibilities for close-out of HAZOP recommendations.

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8.7.4.2 3D Review in Process Design
CONTRACTOR provide the 3D Model review in order to facilitate the engineering and erection
of units during construction phase, to provide a check on technical and personnel safety
aspects, operability and maintenance aspects, etc.
The 3D model of processing facilities will be show the following:
1) Structures, buildings, platforms, pipe racks;
2) Staircases and ladder;
3) Process equipment;
4) Process and utility piping and fittings;
5) Process and utility piping and fittings;
6) Underground piping and drains, electrical and instrument trenches;
7) Electrical equipment;
8) Instruments, transmitters, control valves;
9) Emergency and firefighting equipment;
10) Outline block of steam tracing, condensate return manifolds.
More detials refer to CONTRACTOR “Procedure for 3D Model Review (30%, 60%, 90%)” Doc.
number BK91-1310-CPF-000-PMT-PCD-1002-0.
In addition to CONTRACTOR QMS procedures, CONTRACTOR will also develop a series of

project specific design and engineering documents such as engineering detailed design
Manual, document no. BK91-1310-CPF-000-PMT-MAN-0002_0, detailed design quality
control plan, Document No. BK91-1310-CPF-000-QAC-PLN-1001_0, refer to MDR for more
documents concerning design quality control.
8.7.5 Procurement
8.7.5.1 General

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Procurement activities will be performed in accordance with Project Procurement Plan by

personnel appointed to the Project from the procurement team under the centralized
coordination of the Project Procurement Manager.
The project procurement procedure will follow the requirements set forth in the contract.
The project procurement shall include the following processes as illustrated in the flowcharts
below to ensure the procurement quality:
Flowchart for “Identify Supplier and Evaluate Bids

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Flowchart for “manufacturing and inspection” of procured products
In addition to CONTRACTOR QMS procedures for control of procurement quality,

CONTRACTOR will also develop a series of project specific documents to control the
procurement quality, such as Material and Equipment Inspection plan, Document No. BK91-
1310-CPF-000-PUR-PLN-0005_0, Vendor’s equipment FAT, SAT procedure, Document
No.BK91-1310-CPF-000-PUR-PCD-0005_0.
Refer to MDR for more documents concerning procurement quality control.
8.7.5.2 Verification of Product
CONTRACTOR will develop a series of project specific plan/procedures, e.g. the” Material
and Equipment Inspection plan” (Document No. BK91-1310-CPF-000-PUR-PLN-0005_0) to
define the Suppliers/Vendor’s responsibilities in relation to the inspection activities in the
inquiry and purchase order package to the Supplier/Vendor, e.g.ITPs are to be developed in
accordance with COMPANY Specification No: BK91-1101-GEN-999-QAC-SPC-0002, for

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each order requiring mill inspection. The ITPs shall detail in chronological order, the tasks
required to execute the scope of work, the acceptance criteria for each task, define the
responsible person, reference the applicable Quality Control procedures/specifications and
identify the quality records to be generated. Supplier/Vendor’s drawings, welding procedures,
specifications, quality plans and qualification records shall be approved by CONTRACTOR
and PMC/COMPANY prior to the start of fabrication.
The inspection activities of purchased equipment/materials shall be performed according to

the requirements set forth in the Purchase Order and the requirements specified in the
approved ITPs .The inspection and test plan shall be clarified during the coordination meeting
and/or pre-inspection meeting with vendors.
Procurement Quality Supervisor is responsible for the coordination of the inspection activities.
PMC/COMPANY may specify its own “hold” and “witness” points (for each activity listed in
every Inspection & Test Plan) when ITP submit to PMC/COMPANY for review and approval.
A list of major inspection activities for critical Material Requisition will be issued to
PMC/COMPANY for its attendance plan.
Additionally CONTRACTOR will send official inspection notification to the COMPANY 2 weeks
prior to:
1) The date when actual fabrication or assembly of a fabricated item (e.g. heat exchanger,
separator, compressor, piping and structural components) will start in the works.
2) The date of completion of a bulk material items (e.g. pipe, flanges & fittings and fasteners)
3) The date when there will be a sufficient quantity of bulk materials ready to justify an
inspection visit and authorization of a partial or final shipment
4) The start date of mill runs for plate, pipe, etc. (where possible)
5) The date for casting or forging inspection prior to repairs and then after any repairs
6) The date of inspection of any hold / witness point on the quality/ test plan

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Inspection may be subcontracted to TPI for critical equipment and materials according to the
requirements specified in the Contract. Inspection activities will be documented by reports
issued after each visit
Vendors shall not release equipment/materials until all required data/records/reports has been
reviewed and accepted by TPI and Inspection Release Certificate has been issued.
8.7.5.3 Material Control
The Material Control Manager is responsible to the project management for coordination of
the activities related to material supply on job site. A material control system which consists
of following materials management documents will be set up.
BK91-1310-CPF-000-PUR- Equipment and Material Preservation and Protection

PLN-0004_0 plan(include Company's free issued items)
BK91-1310-CPF-000-PUR- Equipment and Material Preservation and Protection

PCD-0007_0 procedure (include Company's free issued items)
BK91-1310-CPF-000-PUR- Material and Equipment Inspection plan

PLN-0005_0
BK91-1310-CPF-000-PUR- Logistics & transportation procedure

PCD-0008_0
BK91-1310-CPF-000-PUR- Project Official Correspondence Procedure

MMP-0001_0
BK91-1310-CPF-000-DCC- Site material management procedure(include

PCD-0006_0 receiving inspection, storage/preservation and issue.)
BK91-1310-CPF-000-PUR- Spare parts and special tools management procedure

PCD-0009_0
Further information regarding materials control, refer to MDR for details.
8.7.5.4 Packing and Transportation
PPM shall prepare shipping and packing instructions as a part of procurement document.

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Prior to packaging, vendor shall inspect the cleanliness, coating, application of rust preventive
means, required records of the product, material used for packaging, identification, quantity,
etc.
Vendor shall perform packaging, marking and preservation and prepare shipping documents
in accordance with the instruction.
Shipment shall be arranged and scheduled with the coordination of the shipping agency
and/or forwarder who has been selected by CONTRACTOR.
Vendor shall notify the cargo ready date, and deliver the cargo to the specified location within
the term of delivery. IM shall conduct inspection for shipping, when necessary.
8.7.5.5 Identification and Traceability
Materials, parts and components to be identified shall be specified in specification, drawing,

inspection program, etc.
In accordance with the product shape, material, etc., identification shall be performed either
by employing stamp, tag, label, nameplate, or by color-coding segregation.
Marking shall be clear and legible and not leave detrimental effect on the product.
Identification records and certificates of materials shall be traceable to the products and
relevant documents.
8.7.6 Construction
8.7.6.1 General
CONTRACTOR has developed a series of procedures and instructions in its QMS for the
control of construction processes and product, including the control of construction
subcontractor. Key processes related to construction quality as illustrated in the flowcharts
below.

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Flowchart of “Construction Preparation
Flowchart of “Inspection and test on construction site

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In order to ensure the construction quality, CONTRACTOR will develop a number of

construction ITPs and method statements, procedure and plans to govern the construction.
Refer to MDR for construction related documents for details.
Construction is controlled from the following six basic aspects:
1) Construction Drawing Review
CONTRACTOR will organize each discipline/system supervisor conduct drawing review

before construction action start. It is focus on:
a. Check whether all drawings are ready for start up.
b. Check whether all drawings approved by COMPANY.
c. Review the overall instruction, design basis check it whether latest version.
d. Note the relation between the relative elevation of the project and the absolute elevation
of the general drawing.
e. Underground facility instruction for details materials, construction procedure/ method

requirements.
f. Check that accordant foundation with the equipment.
g. Check the positioning accordant of pan and section drawing.
2) Construction subcontractor management
Subcontractor shall establish their own quality system under CONTRACTOR’s quality system,
and allocated enough inspetor to complete inspection job within its scope. CONTRACTOR
shall monitoring and directing the subcontractor's quality control at all times and audit the
subcontractor's quality system periodically.
3) Construction resource quality management
Contractor shall Establish appropriate procedure to ensure that only qualified equipment,
manpower and material used during construction process. Construction resource control will
include but not limited as following:
- Check and confirm of equipment intact condition ;

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- Qualification/Certification;
- Performance testing and certificating;
- Material identification and traceability;
- Recording and review control.
4) Key and critical process quality management
Construction key and critical process will controlled include:
Key process as:
- Material control (Sampling and test, Identification and traceability);
- Electrical elements/equipment test;
- Pressure test;
- Running test;
- Concealed work.
Critical process as:
- Welding;
- PWHT.
5) Inspection, Measuring, Test equipment control
Inspection, measuring, test instrument /equipment shall be labeling with indate. The
CONTRACTOR will be responsible for ensuring the use of all equipment within the expiry date.
A periodic calibration table list comply with each type of instrument/equipment under
calibration standard will be used for CONTRACTOR monitoring the status of inspection,
measuring, test instrument/equipment calibration.
The inspection, measuring and test equipment calibration should be carried out by the
COMPANY approved third-party.
6) Handover Inspection

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CONTRACTOR control that handover between each discipline by a joint inspection,

CONTRACTOR Construction Manager, supervisor, QC inspector, PMC/COMPANY inspector
(if necessary) will joint the inspection.
Handover record shall full filling and signed by related person. The rectification or correction
work shall be completed in a timely and re-inspection if there any comments or rejected.
Handover inspection will also following CONTRACTOR “Field Inspection and Coordination
Procedure” number BK91-1310-CPF-000-QAC-PCD-0013-0.
8.7.6.2 Construction Inspection and Test
The construction manager will organize construction supervisor to ensure the work is
compliant to requirements. Quality manager will organize quality QC to check and verify the
construction quality compliance.
When the products examined can't meet the requirement, it must demand the sub-constructor
to rework /repair so as to ensure that the construction quality meets the requirement, and the
rework/repair record will be kept.
Project team shall ensure that PMC/COMPANY representatives are given sufficient time to
witness tests and inspect work performed as per approved ITP with submission of Request
For inspection.
Inspection shall be adequate to cover all scope of Work activities, including both onsite and
off-site. Inspection shall be performed according to the proposed sequence of the Work.
The inspection of construction activities shall be in accordance with the construction ITP. ITP
will be prepared according to the PMC/COMPANY’s format and approved by the
PMC/COMPANY before commencement of the construction work.
The inspection and test plans will identify involvement of both the supplier/subcontractor and
the project team. Where necessary, PMC/COMPANY and associated TPI will add their
requirements in accordance with the Inspection levels as defined in KEC Procedure-ITD-GEN-
000- QAC-PCD-0001.

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Notification to COMPANY/PMC for all site/workshop activities will be as the project specific
document “Request for Inspection Procedure”, Document No. BK91-1310-CPF-000-QAC-
PCD-0014_0.
CONTRACTOR will ensure that a written response is received from the COMPANY/PMC
regarding presence at a "W" inspection point. Where the COMPANY/PMC has not provided a
written response in a timely manner, CONTRACTOR shall expedite this prior to the work
associated with this inspection point proceeding. However, all the inspection shall be carried
out as per the requirements and inspection records shall be dully filled and signed off by
CONTRACTOR quality personnel.
Where the COMPANY/PMC exercises the option not to attend "W" inspection of a particular
activity, this will not be interpreted as a statement of non-attendance of similar activities in the
future. CONTRACTOR will ensure that each "W" inspection shall be requested in writing to
enable the COMPANY/PMC to attend future "W" inspections of similar activities.
Inspection records generated from CONTRACTOR and its Subcontractor ‘R’ Inspection points
shall be provided to the PMC within 24 hours of completion of the inspection or test activity.
PMC/COMPANY acceptance of inspection records shall not diminish the CONTRACTOR's
responsibility for Quality to meet the requirements of the Contract.
Where inspection record forms are provided by PMC/COMPANY, the applicable verifications
identified on these forms shall be documented. CONTRACTOR will review these forms and
provide for compliance within the overall project quality program.
8.7.7 Commissioning and Site Services
CONTRACTOR will develop and execute dynamic pre-commissioning (when applicable) and
commissioning procedures for progressive testing and completion of the work and the
flowchart as shown below.

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The major pre-commissioning and commissioning activities are illustrated below.

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CONTRACTOR will establish Commissioning & Start Up (CSU) Plan for the execute phase
which describes the methodology to be used for carrying out all Commissioning and
Completions activities and execution shall be reflected in project execution integrated
schedule. The main objective of the plan is to address the Commissioning software which will
be adopted and to define the monitoring tools for Quality check on build and safe system of
work moving from Construction to commissioning.
Additionally CONTRACTOR will set up a systematic approach to complete Project based on

standard pre-defined Inspection & Test Records (ITRs) for each tag items, to drive Project
completion based on pre-Commissioning & Commissioning sequence/priority.
Scope of the entire facilities shall be divided into various systems/subsystems and based on
tags extracted from engineering documents. (e.g. Plant / Unit / Systems /Subsystem /
Components.)
Therefore a number of commissioning documents will be developed, refer to MDR for details,
and following measures will be taken to ensure the commissioning quality.
1) Provide the qualified commissioning engineers and equipment to the pre-commissioning

and commissioning to meet the design criteria specified.
2) Record and check the Plant operation data to ensure that Plant performance test conform
to the approved commissioning procedure.
3) Control the commissioning documents such as recording data and issue them in
accordance with the relevant sections in the contract.
4) Ensure that the required documents specified in the contract are provided to the
PMC/COMPANY before handover.
8.7.8 Final Acceptance, Project Close-out and Handover
CONTRACTOR will establish a procedure in accordance to the COMPANY Procedure No:

ITDGEN- 000-PMT-PCD-0007 / ITD-GEN-000-PMT-PCD-0013 to define a process to
handover the facility and required documentation to the COMPANY as the flowchart shown
below.

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The key quality check controls are:
1) A Handover Point is to be agreed either a single milestone or a series of system-by system

transfers accompanied by Handover Certificates. In the latter case procedures are
necessary to control the interface between the remaining workforce and the 'Live'
operation.
2) A Hazard Register describing the HSE threats and the controls required to address them
throughout the lifecycle of the facility. This is the prime input to the HSE Case for the asset
3) Punch lists of any incomplete items and associated impact shall compiled and mutually
agreed.
4) A document detailing the types and numbers of documents, computer files, microfiches
etc. to be handed over shall be compiled and agreed between both parties prior to the
transfer of any material. Subsequently the actual handover progress can be monitored
against this.
5) Completeness of as-built drawings, records and specifications.
6) Availability of project deliverables in accordance with the COMPANY procedure No: ITD-
GEN- 000-DCC-PCD-0004

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7) Operating and maintenance procedures which also include experience gained during
commissioning.
8) Availability of other project deliverables base on final documentation requirements and/or

approved MDR.
8.8 Measurement Analysis and Improvement
8.8.1 General
CONTRACTOR will continuously monitor and improve the effectiveness of the quality system
to ensure the project quality objectives achieved by project KPIs control. The details refer to
Project Quality Key Performance Indicators” Attachment #4 “.
During each stage of the execution of the project, the process control information will be
gathered and analyzed per relevant plan/procedure and reported weekly/monthly to the
Project Management Team (The format refer to Attachment #5: Status Report of Activities).
Actions to correct or improve will be agreed and followed up in a timely manner.
8.8.2 Supervision and Measurement

8.8.2.1 COMPANY Satisfaction
During the life cycle of the project execution, CONTRACTOR will take PMC/COMPANY’s
opinions and suggestions very seriously.
The COMPANY and CONTRACTOR project personnel are integrated to the extent possible
to ensure timely feedback on critical project issues. The COMPANY is included in surveys
used to gather information to identify improvement needs. Joint staff meetings are held to
keep the COMPANY informed of critical issues and decisions.
Monthly project reviews are held in order to keep the COMPANY management and
CONTRACTOR management informed of project status. A monthly progress report is
prepared by project management for discussion at the review. The project manager or his/her
nominee attends these meetings to provide feedback and to stay current on critical project
issues.

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Where necessary COMPANY review will be organized to gather COMPANY feedback in order
to gauge the level of satisfaction, whether requirements have been met, understand priorities
and identify areas for improvement.
The advantage of this process is that COMPANY information flows directly to the people who
are in a position to drive the needed changes and enhance relationships. The project manager
will facilitate this review and ensure appropriate actions are taken.
8.8.2.2 Project Audits
Project Quality Manager together with the Project Manager will prepare the Project Audit
Schedule, in order to proceed the quality audit on each stage of project execution, as well as
the audit to the equipment/material supplier, construction subcontractor. Refer to
CONTRACTOR’s “Project Audit Procedure “, Document No. BK91-1310-CPF-000-QAC-PCD-
0001_0, and Project Audit Plan, Document No. BK91-1310-CPF-000-QAC-PLN-0002_0 for
details.
The objectives of the project audits are primarily to:
1) Determine the adequacy and effectiveness of the project quality management system;
2) Assess each of the work processes, which constitute the overall project activity in order
to verify the implementation of the established procedures, evaluate the effectiveness and
the efficiency of the work processes, and to check the compliance with ISO 9001;
3) Adopt a constructive approach to look for areas of improvement in order to achieve the
continual improvements in the project quality management system;
8.8.2.3 Surveillance and Measurement of the Process
Project Team shall supervise the implementation of quality surveillance program. A set of
project specific QA/QC plan/procedures will be developed, refer MDR for details.
Corrective/Improvement actions shall be taken according to the results of surveillances to

ensure the requirements in the quality plan/procedures are implemented during the project
execution.

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The QA/QC team is in charge of quality surveillance by quality reviews and checks of areas
concerned during the execution of the project.
8.8.2.4 Surveillance and Measurement on the Product and Construction
Procurement Source Inspection Coordinators and Project /Site Quality Manager are
responsible for supervising the inspection of equipment/material supplied and construction
quality respectively. Inspector shall submit the inspection reports at regular intervals.
Main inspection and test records will be handed over to the PMC/COMPANY according to the
Contract requirements.
8.8.2.5 Control of Non-conformance
It shall be the responsibility of the relevant Discipline Lead Engineer or his representative to
institute corrective actions for reported non-conformance during the Project Quality Audit.
Reporting of non-conformances which are not identified during internal audit, shall be the
responsibility of the relevant Lead Engineers.
Non-conformities in design/engineering works will be reported, handled by Engineering

Manager.
Non-conforming materials and products purchased by CONTRACTOR shall be addressed in

accordance with Shop Inspection Plan for the purposes of this Project.
Non-conformities in installation/erection of equipment and materials will be reported, handled

in accordance with “Non-Conformity Management and Control Procedure” number BK91-
1310-CPF-000-QAC-PCD-0007_0.
Any request for deviation or waiver to COMPANY, for materials or products, resulting from
non-conformance advice, shall be subject to written approval of COMPANY.
8.8.2.6 Analysis of Data
To validate the effectiveness and amenity of the Project Quality Management System, the
Project Quality Manager will collect the data through the following activities:
1) Project Audits Reports;

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2) In-process inspection or surveillance reports
3) PMC/COMPANY’s comments/feedback.
The Project Manager will organize relevant team members to analyze the quality findings or
deficiencies, and determine the cause of deficiencies and initiate corrective actions to
eliminate causes and prevent reoccurrence of such deficiencies.
These activities will be managed according to CONTRACTOR’s Procedure “Corrective and

Preventive Action Procedure” (Document No. BK91-1310-CPF-000-QAC-PCD-0006_0).
8.8.2.7 Corrective / Preventive Actions
CONTRACTOR’s procedure “Root Cause Analysis and Corrective Action/Preventive Action

Guideline” (Document No. BK91-1310-CPF-000-QAC-GDL-0001_0) defined requirements for
the following steps:
1) Reviewing non-conformities (including PMC/COMPANY complaints);
2) Determining the causes of non-conformities;
3) Evaluating the need for action to ensure that non-conformities do not recur;
4) Determining and implementing action needed;
5) Recording the results of action taken;
6) Reviewing the corrective action initiated.
The corrective /preventive actions process is formally initiated by the Project Quality team in
order to ensure the integrity of evolution of the Project Quality Management System, its
improvement and/or to avoid the recurrence of adverse quality situations. Project Quality
Manager is responsible for organizing the corrective action process which shall be submitted
to Project Manager for approval. According to the approved corrective action process, Project
Quality Manager will supervise and review the status of corrective action and close the
nonconformity report.
CONTRACTOR devote undertake action to eliminate any causes of non-conformities, and

Corrective actions should also have a retrospective component. There the aim is to learn from

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past non-conformities, i.e. failures in fulfilling the documented product and procedure quality.
Preventive actions is look towards the future, it is to try to identify possible sources of non-
conformities and how they can be eliminated in a systematic manner. All the corrective and
preventive actions will follow the CONTRACTOR established “Corrective and Preventive
Action Procedure” (Document No. BK91-1310-CPF-000-QAC-PCD-0006_0).
8.8.2.8 Improvement
The Project Manager will gather following information to continually improve the effectiveness
of the Project Quality Management System.
1) Result of audits - NCR;
2) Non-Conformance Reports Status (Internal, Supplier, Sub-contractor, PMC/COMPANY);
3) PMC/COMPANY feedback;
4) Performance of Subcontractors and Suppliers.
5) Quality Inspections/Surveillances;
6) Analysis from performance indicators;
7) Documentation status;
8) Lessons Learned;
9) Quality risk mitigation actions.
Improvement actions will be taken in accordance with CONTRACTOR’s Procedure

“Continuous Improvement guideline” (Document No. BK91-1310-CPF-000-QAC-GDL-
0002_0).
9.0 Operation and Control of the Quality Plan
9.1 Review and Acceptance of the Quality Plan
The Project Quality Plan will be developed by the Project Quality Manager in conjunction with
the Project Management Team. The Project Management Team will be invited to comment on
the plan before approval.

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The Project Manager authorizes the plan and its use on the project.
The plan will be developed further by working closely with COMPANY to align expectations to
successfully deliver the project in accordance with COMPANY requirement.
All revisions to the quality plan will be submitted to COMPANY for review and approval.
9.2 Implementation and Monitoring of the Quality Plan
The Project Quality Plan will be reviewed for adequacy and effectiveness throughout the
project by the Project Quality Manager and status and effectiveness recorded in the project
management review.
The Project Quality Plan will be distributed as a controlled copy through the project document
control system to all the project management team and lead discipline engineers.
The project quality requirements and applicable aspects of project quality plan will be
discussed with all Suppliers and Subcontractors at the associated project kick off meeting and
/or planned pre-inspection meetings. The specific quality requirement of the order will be
discussed and verified as applicable and included in the Supplier and Subcontractor quality
planning.
The Project Quality Manager will identify any quality training or orientation required for
identified personnel. Typically, this would be applicable for project personnel as well as new
employees, and quality support inspectors. Each member of the project will attend a quality
awareness induction where the quality requirements and responsibility for implementation will
be presented and discussed. They will be made aware of the content of the plan and their
involvement and a copy will be made available to them.
9.3 Management Review
CONTRACTOR Project Management will perform a Management Reviews at least annually

and prepare a report of its findings. The review meeting will be arranged, hosted and recorded
by the project quality manager with aim of ensuring continuing suitability, adequacy,
effectiveness and alignment with the project execution plan, project quality plan as well as the
COMPANY’s requirements.

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When the Management Review is due, the Project Quality Manager will gather the Project
Management Review Inputs to be incorporated into a presentation. The information will form
the basis of the Project Management Review and will be discussed with the Project
Management Team. Output from this discussion will form part of the ongoing improvement
actions facilitated by the Project Quality Manager.
The analysis will form part of the management review input and will consider the effectiveness
of the quality plan in particular:
1) Evaluating the practical implementation of the quality plan;
2) Determining future risks;
3) Taking corrective action as appropriate;
4) Implementing opportunities for improvement in the quality plan.
9.4 Feedback and Improvement
The Project Management Team are committed to continually improving the suitability,
adequacy and effectiveness of the quality management system and quality planning. Areas of
improvement will be identified from number of means such as value improvement practices,
audits results, analysis of data, changes in technology, corrective/preventive actions, lessons
learned/suggestions, COMPANY feedback, management reviews, ongoing project reviews,
in-process inspection and project personnel suggestions.
10.0 Appendix
Attachment #1 Project Quality Policy

Attachment #2 Applicable Document List;
Attachment #3 Quality Activity Plan;
Attachment #4 Project Quality Key Performance Indicators;
Attachment #5 Status Report of Activities.
Attachment #1 Project Quality Policy

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Attachment #2: Applicable Document List
ISO 9001:2015 Quality management systems —

Requirements
ISO 10005:2018 Guideline for quality plans
ISO/TS 29001:2010 Petroleum Petrochemical and Natural Gas

Industries- Sector Specific QMS
requirements for Product and service
Supply Organizations
ISO 19011: 2018 Guidelines for Auditing Management

System
BLK9/IRQ-SF-ITB-0260 Section 4.0, Scope of Work
BK91-1101-GEN-999-QAC-SPC-0001 Specifications for Quality Assurance
BK91-1101-GEN-999-QAC-SPC-0002 Contract Quality Plan Guideline
ITD-GEN-000-QAC-PCD-0002 Quality Assurance and Control Procedure
BK91-1310-CPF-000-PMT-PLN-0001 Project Execution Plan
BK91-1310-CPF-000-PMT-PLN- Project Risk Management Plan

0003
BK91-1310-CPF-000-PMT-PLN-0006 Mobilization and Demobilization Plan
BK91-1310-CPF-000-CNS-PLN-0001 Temp facilities - fly camp construction plan
BK91-1310-CPF-000-CNS-PLN-0002 Construction and subcontracting Plan
BK91-1310-CPF-000-CNS-PLN-0003 Construction equipment mobilization plan
BK91-1310-CPF-000-QAC-PLN-0001 Project Quality Plan
BK91-1310-CPF-000-PMT-PLN-0004 Project Inspection and Test Plan

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BK91-1310-CPF-000-HSE-PLN-0001 HSE Plan
BK91-1310-CPF-000-PRC-PLN-0001 Project Schedule Development and Control

Plan
BK91-1310-CPF-000-QAC-PLN-1001 Detailed Design Quality Control Plan
BK91-1310-CPF-000-PUR-PLN-0001 Procurement Plan
BK91-1310-CPF-000-PUR-PLN-0005 Material and Equipment Inspection plan
BK91-1310-CPF-000-CMS-PLN-0001 Pre-commissioning, commissioning and

start-up plan
BK91-1310-CPF-000-CMS-PLN-0014 Commissioning and Start-up plan
BK91-1310-CPF-000-CMS-PLN-0015 Performance Test plan

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Attachment #3: Quality Activity Plan

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Attachment #4 Project Quality Key Performance Indicators

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Attachment #5 Status Report of Activities

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Doc. No.

BLOCK 9 DEVELOPMENT PROJECT PHASE 1

PROPJECT QUALITY PLAN

PQP is a live document and it shall be

REV. DESCRIPTION DATE PREP’D CHK’D REV’D APP’D

Template No.: BK91-1000-000-GEN-TMP-0011

REV DATE REVISION DETAILS

0 26/05/2022 Issued for Use

Template No.: BK91-1000-000-GEN-TMP-0011

3.0 Definitions and Abbreviations ............................................................................................... 6

4.0 Reference Documents ............................................................................................................ 8

5.0 Documents Order of Precedence .......................................................................................... 9

6.0 Scope of Work ........................................................................................................................ 9

7.0 Project Quality Management System .................................................................................. 13

8.0 Quality Plan ........................................................................................................................... 14

9.0 Operation and Control of the Quality Plan .......................................................................... 70

10.0 Appendix ............................................................................................................................... 72

Template No.: BK91-1000-000-GEN-TMP-0011

1.1 Project Description

Template No.: BK91-1000-000-GEN-TMP-0011

1) Sets out quality arrangements for project execution;

Template No.: BK91-1000-000-GEN-TMP-0011

3.0 Definitions and Abbreviations

The following definitions shall apply to this document:

COMPANY Kuwait Energy Basra Limited (KEBL)

China CAMC Engineering Co.,Ltd , COOC Petrochemical

CPF Central Processing Facility

CSU Commissioning & Start Up

Template No.: BK91-1000-000-GEN-TMP-0011

CPM Construction Planning Manager

Comm. Mgr. Commissioning Manager

Engineering, Procurement, Construction, and Commissioning

ERP Enterprise Resource Planning

FAT Factory Acceptance Test

FQM Field Quality Manager

HSE Health Safety Environment

ISO International Standard Organization

ITB Invitation To Bid

ITR Inspection & Test Record

ITP Inspection Test Plan

KPI Key Performance Indicator

MCM Material Control Manager

MDR Management Documentation Register

MOM minutes of meeting

NCR Non-conformance Report

PCM Project Control Manager

Template No.: BK91-1000-000-GEN-TMP-0011

PPM Project Procurement Manager

PMC China Huanqiu Contracting & Engineering Co., Ltd. (HQC)

PMT Company Project Management Team

PQM Project Quality Manager

QA/QC Quality Assurance/ Quality Control

Quality Management System

Site Acceptance Test

Third Party Inspection Agencies

4.0 Reference Documents

Document Number Document Title

ISO 9001:2015 Quality management systems —

ISO 10005:2018 Guideline for quality plans

ISO 19011: 2018 Guidelines for Auditing Management System

Template No.: BK91-1000-000-GEN-TMP-0011

“Petroleum Petrochemical and Natural Gas

BLK9/IRQ-SF-ITB-0260 Section 4.0 Scope of Work