Ordusome - Company's Corporate Handbook

ORDUSOME AND SONS
ENTERPRISES
CAC
CERTIFICATES
Signatures
Approved for January, 2024 VICTORIA AHIAKWO

3.0 FAVOUR EKITI
use EJIKE ELIZABETH N.
Rev. Description Date Issued by Reviewed by Approved by
COMPANY REG. No: BN 2515437
DOCUMENT NUMBER: OSE/CAC-001
Classification Status: Restricted
CAC CERTIFICATES OSE

ORDUSOME AND SONS
ENTERPRISES
DPR CERTIFICATES WITH MAJOR

AREAS OF SPECIALTIES
Signatures
Approved for VICTORIA AHIAKWO

3.0 January, 2024 FAVOUR EKITI
DOCUMENT NUMBER: OSE/DPR-002
DPR OSE
DPR OSE
ORDUSOME AND SONS
ENTERPRISES
SUBCONTRACTING POLICY
&
PROCEDURE
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/SPP-006
1.0 INTRODUCTION
Subcontracting Policy & Procedure OSE

The purpose of this plan is to map out procedures to ensure a smooth co-operation with our sub-
contractors in achieving client’s specifications, while ensuring that they are strictly governed by our
policies and procedures.
2.0 SUB-CONTRACTORS POLICY
ORDUSOME AND SONS ENTERPRISES when sub-contracting will consider the full satisfaction
of its client by adopting the following policy.
• The company shall ensure that the subcontractor are well enlightened on the HSE policies,
Client expectations and satisfaction, and rules on ground as established in this plan as well as
CLIENTS regulations.
• The Project Manager and Safety Officer hold a quarterly forum with the subcontractors in
other to:
- Review performance against set target
- Monitor the performance of HSE-MS and to initiate improvements.
- Monitor progress of action items in the central action register.
• All subcontractors’ equipment is subject to pre-mobilization inspection by both ORDUSOME
AND SONS ENTERPRISES and CLIENTS before they are put to use on the project.
• In order to encourage local growing industries, ORDUSOME AND SONS ENTERPRISES
gives priority to Nigerian sub-contractors so far they can guaranty the required client standard.
• ORDUSOME AND SONS ENTERPRISES sub-contractors will espouse our policies in each
and every segment of the job.
Ahiakwo Elizabeth N.
General Manager
2nd January, 2024

3.0 METHODS FOR SUCCESSFUL SUBCONTRACTOR MANAGEMENT
3.1 Management Practices
Successful projects involving subcontractors all exhibit similar characteristics.
a) They all have clear and unambiguous subcontracts established that include a Statement of Work.
b) The efforts of all subcontractors are integrated into a cohesive project plan with all subcontractors
understanding where their efforts fit into the overall picture.
c) The formal and informal interfaces between the prime contractor and the subcontractors, as well as
among the subcontractors, are documented.
d) Before starting specific work, the subcontractors are granted authorization to proceed. This
authorization is given, in writing, via a Work Authorization form.
e) A formal team building process is established and implemented.
These practices all contribute to reducing the risk of misunderstandings or isolationism.
3.1.1 Establishing Clear, Unambiguous Subcontracts
Each subcontractor will have a legally binding, written contract that defines the following items.
a) The legal names of the parties involved in the contract will be specified.
b) The scope of the work to be contracted (as contained in an attached Statement of Work), will be
described in terms of:
1. The responsibilities and authorities of each party to the contract,
2. A clear definition of the deliverables and minimum content to be provided by the
subcontractor,
3. A clear definition of the services to be provided by the subcontractor,
4. Any and all constraints imposed on the subcontractor by the prime contractor, such as
schedule constraints, budget constraints, specific tools to be used, and

5. A clear statement of requirements for quality of deliverables and services including the
requirement to allow independent quality inspections of materials and processes.
c) Appropriate terms and conditions which will be imposed on both the prime contractor and the
subcontractor will be identified.
d) The acceptance process will be clearly identified.
3.1.2 Work Effort Integration
The work of all subcontractors will be coordinated by the prime contractor to assure that the efforts of
all parties are integrated into a cohesive whole through the processes of concurrent engineering and
top-down project control. A Project Master Schedule will be developed that establishes schedule
constraints and identifies contractual and significant internal milestones. Intermediate schedules will
be established that clearly show key project interfaces and the interdependencies of the work efforts.
Concurrent engineering meetings will be conducted on a regular basis to provide visibility into work
being performed and provide an opportunity for discussion among the Benejaf Parties.
3.1.3 Interfaces between Benejaf and Subcontractors
Each subcontractor organization will have a single point of contact with the prime contractor for
contractual matters. The subcontractors are expected to identify their own single point of contact for
contractual matters. On a day-to-day basis, all subcontractor personnel will be free to interact with any
prime contractor personnel as needed to fulfill the subcontract.
3.1.4 Interfaces among the Subcontractors
Each subcontractor organization will identify the responsibilities and authorities of the project staff.
This information will be published in a project contact sheet. Informal, mutually beneficial contact is
encouraged. However, to avoid schedule slippage, the interdependencies of subcontractor efforts will
be identified on schedules. These intermediate schedules will make the formal interfaces visible.
3.1.5 Work Authorization

Before starting to bill time against a Cost Account, the subcontractor must first receive a Work
Authorization Form, duly signed by the Deputy Project Director. The Work Authorization Form will
authorize the start of work, will identify the deliverable(s) of the Cost Account, will identify budget
and schedule constraints, will identify the responsible manager, and will identify the reviewers and
acceptors of the products or services. When the authorized work is complete, the Work Authorization
Form will be closed, and the authorization withdrawn.
3.1.6 Formal Team Building

At various points during the project, formal team building exercises will be held. The participation of
all project assigned subcontractor resources will be mandatory. These sessions will be planned and
scheduled to minimize the impact on subcontracted work.
3.2 Progress Reporting
The prime contractor must be kept aware of the overall progress of the project. This includes the
progress of each subcontractor. The subcontractors will report progress at the Cost Account level on a
weekly basis. Based on the information contained in the weekly Cost Account Level Progress Reports,
the prime contractor will prepare a monthly progress report at the WBS level.
3.2.1 Weekly Cost Account Level Progress Reporting
Each week, the subcontractor organization will prepare and deliver to the Project Office a weekly
progress report for each Cost Account for which an open Work Authorization Form exists. A single
report may be produced provided the information for each Cost Account is clearly identified. The
report is to be delivered by noon on Fridays. The report will identify:
a) Authorized work that was scheduled to be performed during the week (activities within the Cost
Account),
b) Progress made against that authorized work presented as:
1. A textual description of progress,
2. A list of internal milestones attained,

3. An accounting of the hours billed against that Cost Account by all subcontractor personnel,
and
4. An assessment of the time (in hours) remaining to complete the activities in the Cost
Account (Estimate to Complete),
c) A list of unplanned, but authorized work that was conducted, identifying the number of hours
spent,
d) Authorized work that is scheduled to be performed during the next week, including any internal
milestones expected to be reached, and
e) A brief description of any problems encountered in performing the activities of the Cost Account or
warnings of schedule slippage.
The weekly Cost Account Level Progress Reports will be reviewed by the prime contractor and the
master project tracking system updated to reflect the progress. Variance reports will be provided to
Cost Account Managers should the variance exceed the acceptable thresholds defined in the Project
Standards and Procedures Manual.
3.3 Review Practices
Clear points of visibility into the work that the subcontractors are doing is crucial to reducing the risk
of inappropriate work being done resulting in unplanned, costly rework. These points of visibility are
established at regular periodic intervals and at key project milestones.
3.3.1 Progress Reviews
On an as-needed basis, ORDUSOME AND SONS ENTERPRISES may request an informal review of
subcontractor progress. This would involve discussions with the subcontractor's Functional Manager
(Team Leader) or the subcontractor's point of contact for contractual matters. These reviews will be
held at the request of the Project Engineer. They will only be requested if cost or schedule variance
exceeds the threshold identified in the project Standards and Procedures Manual.
3.3.2 Contractor Issues Meetings

Every two weeks, the Project Engineer will meet with delegates of the subcontractor organizations to
discuss issues of concern to either party. The subcontractor delegate is usually a senior or intermediate
employee of the subcontractor who is not directly involved in the delivery of the products or services.
These meetings exist to facilitate the project and to remove any roadblocks to success.
3.3.3 Milestone Reviews
At key contractual milestones, a formal review will be conducted to provide visibility into the
direction of the project to all parties. Topics covered depend on the milestone but could include such
items as:
a) Where we are in the overall project schedule,
b) An overview presentation of the key points contained in the project deliverables that comprise that
milestone,
c) A briefing on the quality of work achieved to date,
d) A briefing on the budget and schedule status with major variances clearly highlighted and plans for
corrective action presented, and
e) A briefing on the current configuration status (baseline status, status of approved baseline change
requests, etc.).
4.0 ACCEPTANCE PROCESS
4.1 Acceptance by Company
All products and services provided by the subcontractors will be subject to approval by ORDUSOME
AND SONS ENTERPRISES as governed by CLIENT specifications.
4.1.1 Quality Assurance Review
ORDUSOME AND SONS ENTERPRISES Quality Assurance staff will review all subcontractor
deliverables for adherence to content requirements and standards. Evaluation criteria used by the
Quality Assurance staff are published in the Quality Assurance Plan. The evaluation report prepared
by the Quality Assurance staff will identify any significant deficiencies that would preclude the
acceptance of the deliverable. Each identified deficiency must be addressed to the satisfaction of the
Quality Assurance staff. The Quality Assurance staff will indicate their satisfaction in writing to the
Project Engineer.
4.1.2 Deliverable Acceptance Form
The subcontractor is to prepare a Deliverable Acceptance Form and submit it with the deliverable.
When the deliverable is acceptable by ORDUSOME AND SONS ENTERPRISES (including Quality
Assurance staff), the Deliverable Acceptance Form will be signed by the Project Engineer. The
deliverable and the Deliverable Acceptance Form will be submitted for Clients acceptance.
4.2 Acceptance
All products and services provided by the subcontractors will be subject to approval by ORDUSOME
AND SONS ENTERPRISES
4.2.1 Customer Review
We will review project deliverables (including subcontractor deliverables) and coordinate review
comments to identify any significant deficiencies that would preclude the acceptance of the
deliverable. Identified deficiencies must be addressed to the satisfaction of Client
4.2.2 Deliverable Acceptance Form
When the deliverable is deemed to be acceptable, the Deliverable Acceptance Form will be signed by
the Project Engineer or his delegate.
4.3 Invoices and Payments
Invoices from subcontractors to Company must be presented in a format suitable for consolidation and
submission.
4.3.1 Format of Invoices
Subcontractor invoices must meet the format and content requirements for invoices as set out in the
Terms and Conditions of the contract between ORDUSOME AND SONS ENTERPRISES and the
subcontractor.
4.3.2 Payment Authorization

Subcontractors will submit monthly invoices reflecting the hours worked on the project. If no
deliverables were included in the efforts for that invoice period, the payment will proceed. If a
deliverable is included in the invoice period, payment and Client. When the Deliverable Acceptance
Form has been signed by Project Engineer and the Project Director, payment of subcontractor invoices
will be authorized.

ORDUSOME AND SONS
ENTERPRISES
COMPANY GENERAL
INFORMATION
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/CGI-007
COMPANY NAME: ORDSOME AND SONS ENTERPRISES

Company General Information OSE
RC NUMBER: 2515437
ADDRESS: Branch Office:

No. 3 Okey Close,
Eliopaaranwo,
Port Harcourt, Rivers State
Tel: +234 (0) 703 677 8668
EMAIL:
WEBSITE:
CONTACT PERSON: AHIAKWO ELIZABETH N.

Designation: General Manager
Mobile: +234 (0) 703 677 8668
Company General Information OSE

ORDUSOME AND SONS
ENTERPRISES
COMPANY ORGANIZATIONAL
CHART
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/COC-008
Company Organizational Chart OSE

COMPANY ORGANIZATIONAL CHART
AHIAKWO ELIZABETH N.
CEO
VICTORIA EJIKE
Secretary
FAVOUR EKITI PETER AGANU

Production Manager Construction Manager
HIRE LABOURERS/SKILLED PERSONNEL
Company Organizational Chart OSE

ORDUSOME AND SONS
ENTERPRISES
COMMUNICATION POLICY
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/CP-014
Communication Policy OSE

COMMUNICATION POLICY
In ORDUSOME AND SONS ENTERPRISES, courtesy, tact and consideration should guide each
employee in relationships with fellow workers and the public. It is mandatory that each
employee in this organization show maximum respect to every other person in the organization
and other contacts in a business context. The purpose of communication should be to help
others and to make our business run as effectively as possible, thereby gaining the respect of
our colleagues and customers.
> Courtesy, friendliness, and a spirit of helpfulness are important and guide the
company’s dealings with employees and customers.
> Differences of opinion should be handled privately and discreetly. Gossip and backbiting
are to be avoided. Communicate directly with the person or persons involved to resolve
differences.
> Conservative criticism — that which will improve business by clarifying or instructing —
should be welcomed when delivered with respect and tact. Destructive criticism — that
which is designed to harm business or another person — is not to be practiced.
> Employees should strive to maintain a civil work atmosphere at all times and refrain from
shouting, yelling, using vulgarities or swearing at co-workers or customers.
> The standard of ORDUSOME AND SONS ENTERPRISES is a work environment free from
disparaging remarks about religion, ethnicity, sexual preferences, appearance and other
non-work related matters. Each employee has the responsibility to foster an understanding
of others’ differences in order to create an environment where those differences contribute
to a better organization.
> Inappropriate remarks based on any of the following are not tolerated and such behavior
will result in immediate termination of employment: race, religion, ethnic origin, physical
attributes, mental or physical disability, color, ancestry, marital status, pregnancy, medical
condition, citizenship and/or age.
> Inappropriate remarks include those that treat a group of people in a uniform way, assign a
behavior in a disparaging way, imply inferiority of a group, are supposedly funny at
someone else’s expense, and/or cause embarrassment or distress to others based on
comments about a particular group of people.
AHIAKWO ELIZABETH N..

General Manager,
2nd January, 2024.
Communication Policy OSE
ORDUSOME AND SONS
ENTERPRISES
CORPORATE POLICY
STATEMENT
Signatures
Approved for January, 2024. VICTORIA AHIAKWO

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/CPS-015
CORPORATE POLICY STATEMENT OSE

CORPORATE POLICY STATEMENT
Our Business Principles and Code of Conduct define our core values of honesty,
integrity and respect for people, and are at the heart of how we manage our business
PRINCIPLES: The ORDUSOME AND SONS ENTERPRISES Principles set out our
responsibilities to, customers, employees, business partners and society. They make it
clear that we always do business with integrity and respect for the environment and local
communities.
All ORDUSOME AND SONS ENTERPRISES employees, contractors, and those working in
joint ventures that we operate, are expected to understand and work in line with the
principles. We encourage suppliers and our partners in joint ventures that we do not
operate to apply equivalent principles.
HSSE & SP commitment and policy
The ORDUSOME AND SONS ENTERPRISES Commitment and Policy on Health, Security,
Safety, Environment and Social Performance HSSE & SP applies across all ORDUSOME
AND SONS ENTERPRISES offices and project sites. It is designed to help protect people,
their communities and the environment wherever we operate.
Our HSSE & SP Control Framework contains our mandatory standards, and accompanying
manuals support these goals. The framework covers 11 areas:
> Contractor HSSE management

> Environment
> Health
> HSSE & SP management systems
> Personal safety
> Process safety
> Transport
> Product stewardship
> Projects
> Security
> Social performance
We have a company-wide quality assurance standard aimed at reducing safety

incidents, accidents or oil spills and reducing the risk of:
> Harm to people

> Harm to the environment
> Damage to ORDUSOME AND SONS ENTERPRISES reputation
> Financial claims on ORDUSOME AND SONS ENTERPRISES
All ORDUSOME AND SONS ENTERPRISES employees, contractors and people working
in joint ventures that we operate must work in accordance with the ORDUSOME AND
SONS ENTERPRISES HSSE & SP commitment and policy. We also have requirements
for specific parts of our business.

General Manager,
2nd January, 2024.

ORDUSOME AND SONS
ENTERPRISES
PROCUREMENT PLAN
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/PP-016
PROCUREMENT PLAN OSE

SCOPE
This document details the processes that are to be followed when obtaining project materials
and services by ORDUSOME AND SONS ENTERPRISES. It covers the processes to be followed
for the raising, approval and control of Requisitions and associated documentation.
Requisitions
Project Engineer shall liaise with the client supervisor to establish a project procurement
strategy prior to requisitioning any materials in accordance with existing guidelines or
conditions.
All project material should be requisitioned through this process supported by additional
technical data as required.
Scope of supply
This sheet gives vendors a brief description of the equipment and tasks required (e.g Supply of
materials, mixing of concrete, trenching, installation etc) and appears in the material
requisition package.
Instructions for quoting
This tells vendors what information is required with their quotations (e.g pricing methods,
priced spares, delivery dates, list of sub-contractors or sub-contracted items etc).
Specification
a) Data/Requisition sheets
These sheets provide process information on design and operating conditions, and
information required to produce materials and equipment.
b) Dimensioned sketch, showing parts, attachments, ancillary items etc.
c) List of engineering notes relevant to the item, and specifications with revision status

Quality requirements
Quality requirements for an item shall be specified if it is to be included in the vendors

quality plan. Inspection Profiles may be used to detail requirements.
Procurement Authority
The Site Engineer shall be responsible for pacing or initiating the Materials requisition.
This shall be done by filling our Materials Requisition Sheets.
Upon approval, the Purchasing officer shall issue the materials or tools to the Engineer
via a Materials issue voucher as the supporting documents
Roles and Responsibilities:

Project Engineer
1. Initiate request for Materials, tools or equipment
2. Receive materials
3. Ensure proper materials handling from vendor to site
Purchasing Officer:
1. Receive and reconcile Requisition
2. Approve request and issue materials via Materials Issue voucher
3. Advise management on procurement strategy
Standard Procurement Documents
1. Materials Requisition Sheet, MR
2. Materials Issue Voucher, MIV

3. Request for Quotation, RFQ
4. Local Purchase Order, LPO.
Contract Type:
We shall adopt Competitive Tendering Strategy for all Building Construction Materials
which are readily available in the Open Markets.
However, Single Source strategy shall be adopted for specialized materials that are
Made-To-Order.
We shall request for quotations from identified Vendors with proven track record of
delivery/competence in those areas.
Bonding and Insurance Requirements:
For items that are imported or Long-Lead items, Comprehensive insurance cover will be
provided. This cost will be borne by the respective vendors.
Selection Criteria:
Weight Criteria
30 Availability in Stock
20 Timely Delivery
20 Quality in line with ISO /SON Standards
30 Financial Capability
Material Handling, Monitoring and Tracking

All goods/materials received on site shall be utilized for the maintenance work. However,
bulk materials received shall be kept in the store. These shall be clearly labelled with distinct
identification marks.
The Identification number shall be descriptive of the item by category and trade such as
Carpentry, Painting, Masonry, etc
As a result of several factors, maintenance person will be faced with the challenges of limited
room to accommodate some materials and equipment.
Damage prevention and Control
Constraints of a pre-defined project program duration, coupled with the need for increased
personnel management including
- Lack of adequate storage space
- Lack of adequate room for the effective handling of materials
- Damage occurring due to poor material management and material of adequate room
to account for.
Just-In-Time delivery.
The effective management of materials both prior to and when delivered to site is
fundamental to the success of our civil works. In cases where this process is made more
difficult, that is, where space to accommodate these deliveries is limited, this process
becomes even more important.
We will divide the site into three areas for the allocation of materials and effectively
manage each of these areas as necessary. Through the effective management of a
combination of these storage areas, management can effectively supervise the delivery and
allocation of materials on-site.
We will deploy the technique of Just-In-Time delivery.

This technique is essential in the management of material, especially in cases where the
availability of space is limited, as in the case of restricted sites.
Due to the limited space on-site for the delivery, storage, assembly and transportation to
the job face, in some cases we will acquire the components delivered to site pre-assembled.

Once materials are successfully delivered to site, they will be accommodated within the
bounds of the site or stored appropriately. The overall site layout is critical to the success of
this aspect of materials management.
On large sites, we will design/determine the Lay-down areas for effective material
management.
Materials Management Issues
1. Lack of adequate storage space
2. Workplace becoming over-crowded
3. Lack of adequate room for the effective handling of materials
4 Difficult to transport materials around site

5. Lack of available space on-site to facilitate the effective storage and removal of
material waste from site
6. The increased difficulty in getting large material deliveries onto site
7. Damage occurring due to confined space in which materials are to be handled
8. The storage space for materials on-site is not sufficient, resulting in poor quality
materials
9. Increased security risks due to the lack of adequate space to safely facilitate the
storage of materials
10. Lack of adequate room to account for materials. Materials becoming buried on-site

General Manager,
2nd January, 2024.

ORDUSOME AND SONS
ENTERPRISES
IMPROVEMENT PLAN
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/IMP-017
IMPROVEMENT PLAN OSE

IMPROVEMENT PLAN
ORDUSOME AND SONS ENTERPRISES Quality Management System is continually
improved for effectiveness through the use of the following documents and
instruments:
• Quality Policy.
• Quality Objectives;
• Audit Results;
• Analysis of Data;
• Corrective and Preventive actions;
• Management Review.
The Management Representative working together with other departmental

Managers and Supervisors are responsible for the coordination of continual
improvement processes which include the responsibility to identify:
Products and Services characteristics, which if improved will be of great benefit for
ORDUSOME AND SONS ENTERPRISES and her clients;
Senior management encourages personnel at all levels to contribute to activities for
quality improvement. Positive contributions are recognized and rewarded.
2. Corrective Action
Wherever non-conformity is identified, the appropriate corrective action is

implemented to eliminate the causes of nonconformities and prevent recurrence.
See Quality Manual for more details on corrective action.

3. Preventive Action
ORDUSOME AND SONS ENTERPRISES determines action to eliminate the causes

of potential nonconformities in order to prevent their occurrence. The action is
implemented as appropriate to the effect of the problem or potential problems.

General Manager,
2nd January, 2024.

ORDUSOME AND SONS
ENTERPRISES
WORK EXECUTION PLAN
Signatures

3.0 FAVOUR EKITI
Use EJIKE ELIZABETH N.
DOCUMENT NUMBER: OSE/WEP-019
Work Execution Plan OSE

TABLE OF CONTENTS
1.0 Introduction ................................................................................................. 3
1.1 References............................................................................................ 3
2.0 Demobilization ............................................................................................ 3

2.1 As-Built Documentation ..................................................................... 3
2.2 Acceptance and Close Out................................................................ 3
3.0 Health Environment and Safety ................................................................... 3
4.0 Organization, Roles and Responsibilities ..................................................... 4
4.1 Responsibility .......................................................................................... 4
5.0 Schedule Control .......................................................................................... 8
6.0 Document Control .......................................................................................... 8
7.0 Logistics ........................................................................................................ 9
8.0 Field Engineering ........................................................................................... 9
9.0 Communication ............................................................................................. 9
10.0 Risk Management .......................................................................................... 9
11.0 Security ......................................................................................................... 10
12.0 Community Relations 10 -.................................................................................... 11

1.0 INTRODUCTION
This is a plan for construction activities.
1.1 References: The following references and industry publications are referenced herein and
shall be considered a part of this specification. Refer to the latest editions unless otherwise
specified.
2.0 DEMOBILIZATION
Demobilization on work completion shall include site-cleaning, complete withdrawal from site and
removal of any excess material from site, production of close-out report and documentation.
2.1 As-built Documentation: OSE shall submit to company the following:
✓ Updated structural and general arrangement drawing
✓ Material takes off and requisition sheets
✓ Details and procedures used during the work
2.2 Acceptance and Close-Out
Any non-conformance during the project execution need to be corrected to a mutual satisfaction,
before any acceptance protocol and close-out can be initiated. The acceptance is established on a
satisfactory completion of works.
The close-out report will consist of:-
✓ As-built/commissioned mark-up
✓ Mark-up of the data sheet
✓ Report reflecting a summary of the lessons learned.
3.0 Health, Safety and Environment (HSE)

OSE will ensure that all construction employees are aware of, and adhere to all safety rules and
regulation and will give details of safety and security instructions to each sub-contractor prior to the
commencement of work and during the construction period. A full-time Safety Supervisor will be
designated to administer the safety program throughout the project period.
All personnel on site will wear a double badge for safety and control reasons. The removal part of
the badge will stand at entrance gate or (supposed Muster Point). One panel will be prepared for
purpose and badges should be fixed on the area where people are normally working.

4.0 Organization/Roles and Responsibilities
Construction formation and organization are structured to effectively and economically achieve the
project construction objective. In order to utilize national man-power resources to the maximum
extent, OSE will utilize its existing work force as a core for the works. Structural construction work
will be performed by the direct hiring method and special stationary work, such as camp operation,
construction of temporary facilities, catering services, etc may be sub-contracted to national
contractors under the supervision of contractor’s Manager.
4.1 Responsibilities
4.1.1. Project Manager
The Project Manager coordinates the activity covered by the execution of the contract and, as
Contract Representative, keeps the appropriate contracts with TEPNG or its representatives.
In particular he is responsible for:
• Compliance with, and fulfillment of, the project contractual obligations
• Coordination of the activities of the various departments involved in the execution of the job, in
order to guarantee conformity with the design criteria, programs and cost estimates.
• Implementation of the Quality Assurance Program.
• Project detailed programming and the relevant updating together with the various offices
involved in the execution of the job.
• Analysis of the preliminary and final estimates and the definition of possible updates relating to
the project.
• Supervision of purchasing, and subcontracts, including other issue, expediting, inspection and
testing activities.
• Analysis of work or change of the scope of work not covered by the contract, the assessment of
the consequent costs and agreement with the Client.
4.1.2 Project Engineering Manager

The Project Engineering Manager is responsible for:
• Analysis of technical specifications issued by TEPNG and definition of a list of engineering
documents to be produced for the project.
• Preparation of procedures related to operation directly carried out by OSE .
• Preparation of technical specifications for material procurement.

• Review of work procedures prepared by subcontractors for their scope of work.
• Interface with Technical Department of Head Office, requiring all necessary documentation (i.e.
drawings, computer calculations) and supply TEPNG’s input data.
4.1.3 Project Quality Assurance Manager

He is responsible for monitoring related activities of the project and their documentation. He is
under functional authority of the QA Manager at head office.
His duties are:
• Prepare the Project QA plan in connection with the Project Manager and the QA Manager at
head office.
• Verify that the quality related activities are in accordance with applicable codes, specifications
and regulations.
• Ensure recording, updating and distribution of documents and information, i.e. Procedures,
drawings, plans and certificates.
• Identify any deficiency, promote corrective actions and verify their implementation.
• Verify that contract Quality requirements are specified to Vendors and Subcontractors.
• Ensure the surveillance at Subcontractor’s work.
• Ensure that measures are taken in order to identify and prevent acceptance or defective
materials.
• Ensure collection of documentation and certificates related to materials purchased by OSE and
Subcontractors.
• Prepare QC plans for production phases and review quality plans issued by Subcontractors and
Vendors.
• Ensure the inspection and testing in compliance with established QC plans.
• Ensure the compliance of final documentation to be issued to the Client.
4.1.4. Planning and Cost Control Manager

The Planning and Cost Control Manager is responsible for the following duties:
• Preparation, in cooperation with the Project Manager, of the overall and related Programs.
• Management of all programming means and/or systems.
• Preparation and collection of data, and working out of the job Monthly Report taking
Information from other project functions.
• Analysis of the programs of the work carried out and to be carried out, by preparing statistical
reports and suggesting actions for improvement.
• Preparation and implementation in cooperation with the Project Manager of the cost control
system.
• Preparation of projects executive estimate and its projection along project life.
• Preparation and collection of data of monthly cost control report taking information from other
project functions
• Analysis of the cost deviations versus estimate by preparing statistical reports and suggestion
actions for improvement.
• Preparation of estimate for project change orders and claims.
4.1.5 Procurement and Material Coordinator
He is responsible for the logistic support required for performing the construction/installation
activities as provided in the contract.
In particular he shall ensure the activities for:
• Purchasing and/or hiring of materials, equipment and operating means, their transportation and
customs clearance.
• Issuing of P.O. on the basis of technical specifications.
• Supervising the Client’s supplied materials.
• Receiving materials at the warehouse and their inspection against purchase order documents.
• Handling, storage and shipping of materials as appropriate.
• Filling of all material documentation and certification as specified in the P.O.
• Coordination of all project inspection and testing activities carried out by the inspection and
Expediting Department.
4.1.6. Project Administration and Financial Manager
The Project and Administration Manager is responsible for:
• Carrying out the project financial programming.
• Assure the financial resources necessary for the project through banks or Client’s payments.
• Implementation and maintenance of the project accounting.
• Administration of personnel including industrial relations.
• Perform the control of vendors and subcontractors invoicing.
Prepare expenditure and commitment curves for the project
• Maintain a full and complete record of the breakdown, according to the accounting codes agreed
with the Client.
• Prepare invoices to the Client according to the Contract modalities.
4.1.7. Construction Manager
The Construction Manager is responsible for the correct and economic fulfillment of procedures and
working programs concerning the construction and installation activities.
In particular he is responsible for the performance of the works according to the planned data, safety
conditions and in respect of the contractual terms. He shall manage the personnel and equipment
available to carry out the contractual word and, in particular, he shall coordinate the logistic activities
necessary to support the production line.
He shall coordinate and verify the activities of his assistants, who are responsible to ensure that
every phase of work (welding, testing, coasting, laying, etc), are properly executed, checked and
recorded.
The field superintendents for the various project construction areas shall report to the Construction
Manager.
4.1.8. Supervisor for Subcontractor Works
He shall be the OSE representative for Subcontractor’s premises and shall report to the
Construction Manager, substituting him for all site matters regarding to the subcontract.
Should a Client’s Representative be present on site, he shall interface with the OSE
Supervisor, since no direct communications are foreseen between TEPNG and OSE
Subcontractor.
His duties are:
• Verify the progress of Subcontractor’s work and collect planning and reporting
• Documentation, to be included in the overall progress monthly report.

• Evaluate site changes proposed by Subcontractor and agree with Client’s Representative
prior to approval.
• Collect all documentation and certificates produced by Subcontractor for their procured
materials.

• Verify that the Quality Standard of the Subcontractor’s work is in compliance with contractual
specifications and approved procedures.
• Transmit to OSE project team all necessary documentation produced by the Subcontractor.
4.1.9. Safety Officer
He is responsible for establishing all safety rules related to the project activities on site and verifying
their implementation.
His duties are:
• Check that all equipment are approved in compliance with the local Laws/regulations.
• Check that the protecting clothing utilized by personnel are in good conditions and compatible
with health and welfare.
Check that during the execution of all phases of work hygiene and safety rules are applied.
• Inform all the workers about health and safety rules by means of brochures, signals, meetings,
etc.
5.0 SCHEDULE CONTROL

Schedule control at the site will be carried out based on bar chart time schedules. To ensure
effective implementation of the construction work, the status of the respective trades of the work will
be evaluated regularly. Weekly planning meetings presided over by the Project Engineer will be
conducted to review the construction schedule and to analyze current and anticipated progress,
potential problem area, resources allocation, bottlenecks or other situations requiring corrective
action.
Construction Equipment Control

Construction equipment control aims at mobilizing the construction equipment according to the
construction equipment resource plan and schedule and will include control of consumables.
6.0 DOCUMENT CONTROL

In agreement with TEPNG, OSE will develop a document control procedure covering reference
codes, filling copies, distribution, signatures, revisions, issued and action status.
A central filing room will contain copies of all communications, including drawings and specifications
for reference.

7.0 LOGISTICS
The logistics manager will be responsible for the overall logistic plan execution for the transportation
of Contractor construction equipment, consumables and prefabricated steel structures to the site(s)
on time and in accordance with the construction schedule. The logistics group will prepare the
scheduling and controls to ensure all phase of the work can be met based on the project schedule.
8.0 FIELD ENGINEERING

Adequate field engineers will be employed on the project to cover various work location for the day-
to-day requirements of engineering. It will be the field engineer responsibility to ensure the quality
of work in accordance with the specifications and to control the quality and quantity of material for
the project.
9.0 COMMUNICATIONS
OSE will through the execution of the contract, maintain constant communication link between the
site and our Port Harcourt office base on phone (land lines and GSM). Communications within OSE
operations are structured and regularly maintained by
• Regularly distributed documents.

• Telephone calls
• Minuted meeting at all levels.
• Emails
• Specific project communications.
• Defined document circulation.
.
10.0 RISK MITIGATIONS
To mitigate against risks, a job safety analyses detailing inherent risks involved in all stages of the
work and precautionary measures in place to reduce these risks to A.L.A.R.P levels have been
prepared and shall be made understood to those involved in such stage of the project.
11.0 SECURITY

OSE in undertaking the project, will consider the volatile nature of youths and communities in the
Niger Delta, so the Management of OSE will ensure that security of Staff and Equipment are
managed with a great commitment to putting in place adequate Security Plan that is achievable.
The purpose of this plan is to ensure the Security of staff both during moves to and from the worksite
and during the task, in line with Client’s Convoy movement Standard Operating Procedures and
best practice to reduce risks to As Low As Reasonably Possible (ALARP). The following measures
will be put in place to achieve our security goals;
▪ No unauthorized persons will be allowed entry into the worksite

▪ OSE will ensure that persons entering the worksite and camp location declare his/her
personal belongings at the access points.
▪ OSE shall abide by the ‘No Night Driving Policy’ and ensure that project vehicles operate
between 0600 and 1800 hrs only.
▪ OSE will ensure staff bus is always on standby as long as personnel are on site
▪ No unauthorized persons will be allowed entry into the worksite
▪ OSE shall ensure that each personnel at the worksite has appropriate identity card, which
must be presented on demand.
▪ There will be regular communication between the team in transit and the base at all times
through GSM.
▪ The project completion date will be adhered to.
▪ OSE personnel shall be accommodated at the nearest point to the site.
12.0 COMMUNITY RELATIONS
OSE has a detailed Community relations Plan that must be followed to manage community
relations. To ensure its conformance, we recognize the need for;
• The use of CLOs (Community Liaison Officers)
• The use of joint action committee members of which would be drawn from both the
community and our company
• The use of Community representative – CDC or other community organ.
• Government Agencies
Enquiry (Direct and Indirect)
Community Visit (Introductory visit, information and Homage)
Community Assistance (Identification of Areas of need)
Developmental Choice (Any, a combination, or all as identified in three above (community
assistance) Implementation or Activation of plan (mechanism for plan activation)
Evaluation and Control of plan (Evaluation and Control mechanism)
Review , Feed Back.

ORDUSOME AND SONS
ENTERPRISES
INDUSTRIAL RELATIONS
POLICY
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/IRP-021
Industrial Relations Policy OSE

Industrial Relations Policy Statement
ORDUSOME AND SONS ENTERPRISES is interested in promoting good Industrial
Relations with all her clients and staff.
Working with Clients Philosophically, we believe that cooperation with both Clients and their staff
can facilitate the development of an excellent service that will exceed the Clients requirements and
consequently be commercially successful as well. We believe that such relationships are
constructive when they are considered as partnerships, which utilize the combined resources and
efforts of ORDUSOME AND SONS ENTERPRISES and Clients staff in completing the project
requirements.
CLIENTS UNION
ORDUSOME AND SONS ENTERPRISES is a non-union company however, ORDUSOME
AND SONS ENTERPRISES encourage employers and trade unions to take a positive and
constructive approach to industrial relations. It supports the introduction and use of
consultation and negotiation procedures to resolve disputes which may arise in individual
employment.
Should an industrial dispute occur whilst ORDUSOME AND SONS ENTERPRISES are
working for a client, the company shall refrain from any form of industrial action whilst
promoting good industrial relations practice for the maintenance of industrial peace.
STAFF UNION
ORDUSOME AND SONS ENTERPRISES has no objection to any of its staff belonging to
a trade union or any other association. ORDUSOME AND SONS ENTERPRISES will work
with any third party to resolve any issues our employees may have. The Industrial Relation
Policy is reviewed by the senior management as part of its annual Management Review,
where due cognizance is taken of Legislation, practical experience and new developments
in Industrial Relations thinking.
AHIAKWO
ELIZABETH N..
General Manager,
Industrial Relations Policy 2nd January, 2024. OSE
ORDUSOME AND SONS
ENTERPRISES
HUMAN RESOURCES
MANAGEMENT PLAN
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/HRMP-023
Human Resources Management Plan OSE

TABLE OF CONTENT
1.0 Human Resources Management
1.1 Description of the Process
2.0 Recruitment Process
2.1 Requests for Personnel
2.2 Recruitment of Candidate
2.3 Planning Interview
2.4 Recruitment Interview
2.5 Recruitment Results
2.6 Completion of Recruitment Cycle
3.0 Management
3.1 Programming & Moving Resources
3.2 Managing Work Relations
3.3 Management & Administration of Other Personnel
3.4 Safety of Resources and Site
3.5 Supports to the Commercial Process
4.0 Reporting, Budgeting & Labour Cost
4.1 Defining Labour Cost Standards
4.2 Defining the Personnel Budget
4.3 Monitoring Budget for Predictions
4.4 Reporting
5.0 Trade Union Relations & Social Initiatives
5.1 Trade Union Relations
5.2 Social Initiatives
6.0 Administration
6.1 Administration & Contractual Aspects for Nigerian Key Personnel
6.2 Administration & Contractual Aspects for Expatriate Personnel
6.3 Visas, Air Tickets & Hotel Reservations
7.0 Resources Development
7.1 Defining Professional Development Paths
7.2 Performance Evaluation & Competency Analyses
7.3 Definition of the Incentive System

1.0. HUMAN RESOURCES MANAGEMENT
ORDUSOME AND SONS ENTERPRISES considers the process of finding

personnel critical in maintaining competitive levels and developing its activities
as well as being essential for Client satisfaction.
For this purpose it has set up the Human, Financial, Technological and
Infrastructures Resources Unit in the Company’s Organization to pursue its
Business Objectives, implementing the systems needed to estimate personnel
requirements and manage the resources as well as to achieve ongoing and
effective improvement.
HUMAN RESOURCES MANAGEMENT
Mission
Define management policies and directives for the ORDUSOME AND SONS
ENTERPRISES human resources and ensure they are adopted, with the aim
of increasing the competencies, efficiency and flexibility within a multi-local
organization.
1.1 Description of the Process
The main responsibilities of the Corporate Human Resources Dept. are:
• Ensure co-ordination and control of human resources management,

optimizing efficiency and the added value of the work factor.
• Ensure the growth of the professional competencies of the resources.
• Define, receiving proposals and support from the other Corporate departments, the :
- Qualitative and quantitative planning of human resources

- Planning, development, and circulation of critical resources.
As regards Operating Companies:
• Define the strategic lines for Operating Companies as regards the

management of the human resources.
• Check and assist the Operating Companies with reference to the
management of the human resources and monitor activities, furthering
improvement actions.

• Support and approve the recruitment, training and communication methods
adopted by the Operating Companies.
• Develop, disseminate, and update the Corporate Standards with reference to
human resource management and check that these are applied by the
Operating Companies.
• Manage the planning and development of the critical resources, in line with
the procedure “Human Resources Planning”.
As concerns projects:
•Support the Business Unit responsible for defining the architecture of

complex projects, in line with the procedure “Identification and
Architecture of Complex Projects”.
• Process information about Operating Companies resource planning in
accordance with the procedure “Human Resources Planning” and approve
project programmes.
The main responsibilities of ORDUSOME AND SONS ENTERPRISES in managing the
human resources are:
• Perform human resources management activities in line with the Guidelines and with the
indications of the Human Resources Management Department.
• Implement the strategic lines defined by the Human Resources Management Department.
• Optimize the organizational efficiency of human resources management activities.
• Propose personnel plans and schedules to the Human Resources Department in accordance
with the Standards “Human Resources Planning” and “Human Resources Scheduling”.
• Send the Human Resources Department all the information regarding personnel
management requested by the latter, in accordance with the Standard “Human Resources
Reporting” (Doc. no.
• Incorporate and implement the human resources Guidelines and Standards defined by the
Human Resources Department.
1.1.1 Planning Resources and Quantifying Needs
In the company’s policies and strategies, quantifying the staff and planning resources has the
following aims:
• to check the qualitative-quantitative level of the human resources and relative coherence
with the business objectives (quantifying threshold);
• to arrange for any adjustment actions (gap analyses, identification of critical aspects);

• to optimize the distribution of the human resources among the various activities, in line
with the evolution of the business.
The following activities are involved:
a. Identification of
Business Strategies and Requirements
Indications about personnel policies and guidelines are prepared and provided to the
subsidiaries along with the economic-financial objectives. Directives are implemented in the
single companies. Specific sector objectives are defined.
b. Definition of Personnel Policies

In line with strategic indications, guidelines are identified as are the main trends in terms of
organisational improvement projects, human resources development and capitalisation
projects, qualitative-quantitative adjustment actions, streamlining actions, closure and opening
of new sites.
c.Definition of Human Resource Requirements

After the methods and tools have been identified, the Companies and Line are assisted in
estimating their human resource requirements. All proposals at a Sector / Company level are
reinforced and integrated, introducing any necessary changes in line with strategic objectives.
d. Gap Analysis and Modelling Scenarios and Plan Hypotheses

Comparison between requirements and resources available brings to light critical aspects in
quantitative and qualitative terms. The most suitable ways of eliminating and/or minimizing
the various gaps are then identified. An integrated action plan is then drawn up regarding
recruitment, interdepartmental mobility, training, development etc..
e.Definition of the Four Year Plan and indications to personnel departments

The Four Year Plan is drawn up and actions are identified on the basis of measures
aimed at bridging qualitative and quantitative gaps and forwarded to the relative
departments (Human Resources Management, Recruitment, Training, and
Resources Development) to translate them into concrete actions in the period of
the plan.
2.0 Recruitment
The aim of human resources recruitment is to meet qualitative and quantitative needs for
personnel by recruiting highly qualified resources, ensuring they have all requirements and are
specifically motivated in relation to the company’s activities and logistics. The Recruitment

Unit is tasked with applying and improving tools and methodologies for recruitment and
keeping the department’s data base updated and efficient.
The recruitment process consists in two sub-processes: the first is focused on sources for
recruiting candidates and management of data base, the second on recruitment activities.
a) Recruiting sources and Management of Data Base
Recruiting sources are:
a) Direct applications (from candidates)
b) lists from Institutes and Universities (the most widely acclaimed)

c) Adverts in the press
d) Group synergy
Each possible candidate is carefully investigated, taking into account various major aspects:
age, education in terms of punctuality and marks, knowledge of languages, IT skills, availability
to transfer and any type and level of professional experience acquired: in-company training
courses and degree theses with reference to ORDUSOME AND SONS ENTERPRISES
activities are also appreciated.
Only curricula which comply with the requirements and professional needs of the Company
will be entered in the integrated ORDUSOME AND SONS ENTERPRISES data base.
b) The Recruitment Process
The recruitment process takes place as follows:
2.1 Request for personnel

Recruitment takes place by written request made to the Admin Department; this request
should state the professional profiles of the activity to carry out and required characteristics,
as well as the number of resources, destination Dept., position, employee category, etc.
2.2 Recruitment of candidates

The various recruiting sources provided by the Dept. are consulted, candidate profiles are
evaluated in relation to requirements and a list of candidates to interview is drawn up.
2.3 Planning interviews

Facilities for recruitment days are arranged, recruitment procedures and tools are selected and
candidates are contacted.
2.4 Recruitment interviews

During the first stage of the interview, technical questionnaires or tests are handed out, work
groups are held, an English test is given, an interview is held with the recruitment technician
and a technical interview may also take place.
The 2nd stage involves a Technical Recruitment interview with the Managers of
the Areas requesting the resources, where suitable candidates for company
employment are identified and their merits are rated.
2.5 Recruitment results:

Recruitment reporting is carried out for suitable candidates and graduates, indicating some
factors of potential; a proposal for employment is then drafted and submitted to the Human
Resources Manager for relative authorization. At the same time, a medical check-up is
scheduled to ensure the future employee is fit for carrying out his job and for working in any
of our sites.
2.6 Completion of the recruitment cycle

After the medical check-up has been successfully carried out and authorization for
employment granted, the procedure, which is complete and updated, is submitted to the
Human Resources Management Department; this department will deal with the
employment process within defined times. A procedure is also set up by the Resources
Development Dept., to plan the professional path in the company for strategic resources,
check results and promote development.
3.0 Management
3.1 PROGRAMMING AND MOVING RESOURCES
On the basis of Company and project budget data, a resource schedule is defined as well the
actions to be taken to meet needs, criticalities, and gaps identified in terms of:
- Recruitment
- Intergroup mobility
- Extra-group mobility
- Training and certification
3.2 MANAGING WORK RELATIONS OF KEY PERSONNEL
- Applying legal and contractual provisions and trade union agreements referring to
work relations; also in order to prevent and/or settle disputes
- Interpreting contracts and managing relations with workers’ representatives (with reference
to Industrial Relations)

- Evaluating the capabilities of the resources involved in projects.
3.3 MANAGEMENT AND ADMINISTRATION OF OTHER PERSONNEL
Definition of qualitative/quantitative needs for international personnel on the basis of work

programmes, in agreement with the requesting Departments and the project teams.
Fulfilment of needs by headhunting, promoting the mobility of resources among peripheral
production units (Companies/Subsidiaries), with special reference to the strategic resources
possessing high potential.
Support to the commercial bidding process, by developing preliminary Local Personnel
Management procedures for specific projects which are then developed upon the acquisition
of said projects and in loco by the Project Manager:
- Quality and economic checks of the group’s recruiting agencies

- Definition of economic/contractual treatment for expatriates and other nationalities
- Management of industrial disputes
- Support during the renewal of local collective agreements.
3.4 SAFETY OF RESOURCES AND SITES
Management of general problems related to the safety of ORDUSOME AND SONS

ENTERPRISES Human Resources and Sites with the supervision of the Human Resources,
Organization and ICT Manager.
Support to the ORDUSOME AND SONS ENTERPRISES for managing problems related
to the safety of their sites and projects. Support and assistance to the HSE Function
concerning the management of specific Safety related problems; application of company
standards and identification of the preventive and operative measures aimed at tackling
emergency situations.
Actions taken also in close co-ordination with the relative institutional structures; in particular
the Safety Unit of ORDUSOME AND SONS ENTERPRISES personnel.
Support to the commercial bidding process, by developing preliminary Safety procedures for
specific projects which are then developed in loco by the Project Manager.
3.5 SUPPORT TO THE COMMERCIAL PROCESS
Processing of CVs, definition of organizational aspects, professional skills as well as resources

management and training methods for commercial bids.

4.0 Reporting, Budgeting and Labour Cost
Within the framework of the company’s policies and strategies, reporting, budgeting and
labour cost is tasked with:
4.1 Defining Labour Cost Standards
Simultaneously with the determination of needs, the average standard costs of the personnel
are processed using a method where the final costs of the previous years, the internal situation
(absenteeism, overtime), the external situation (labour market, contractual changes, local
legislation etc.) are analysed.
4.2 Defining the Personnel Budget (Numbers and Labour Cost)
The human resources budget in terms of numbers and cost is defined with reference to the
actions envisaged in the plan and indications about operative personnel previously provided
by the line.
4.3 Monitoring Budget Predictions (Final and Forecast)
The budget is updated and/or modified every three months in the light of final figures and any
adjustments made. Deviations and corrective actions are analysed
4.4 Reporting
Processing of resources reporting in ORDUSOME AND SONS ENTERPRISES to national
Institutions and organizations;
5.0 Trade Union Relations and Social Initiatives

Within the framework of the company’s policies and strategies, the Trade Union Relations and
Social Initiatives functions are tasked with the following activities:
5.1.1 Trade Union Relations
- Develop industrial relations at group level which, in the spirit of the agreements reached in
the collective contracts, allow objectives to be achieved as well as economic and industrial
choices to be made which are compatible with employment and resources management
requirements;
- Guarantee that company trade union agreements are defined and ensure management of
relations with workers’ organizations and representatives;
- Process forms of variable salaries linked to the achievement of previously established
company objectives, in order to ensure greater co-operation with workers in the company’s
results within the groups’ policies;

- Ensure specialist technical support to the company departments for correct and effective
performance of Trade Union Relations at peripheral sites, at subsidiaries and at affiliates;
- Maintain relations with the territorial associations and with employers’ and trade union
associations for ongoing information about questions of interest.
5.2 Social initiatives
- Management of assistance activities provided to personnel as regards all legally binding

social security and insurance aspects as well as those defined by the Company;
- Co-ordination of the Group’s social initiatives (holiday camps, scholarships, company
housing, canteens, social clubs etc.).
6.0 Administration
6.1 Administration and contractual aspects for Nigerian Key personnel
Management of activities related to drawing up and managing individual contracts for KEY
personnel and in particular:
- Definition and application of economic treatment, guaranteeing contributions

and tax obligations,
- Processing of wages,
- Management of insurance policies and relations with social security and Labour
institutions, in accordance with local laws,
- Definition of guidelines and standards for new work sites abroad.
6.2 Administration and contractual aspects for expatriate personnel.
Management of activities related to drawing up and managing work contracts abroad for
resources and in particular:
- Definition and application of economic treatment in line with the foreign policies
- Co-ordination of tax policies in the different countries and settlement of any
litigation and disputes
- Supervision of the application of tax laws in the foreign country to which the
employee is assigned.
- Management with the peripheral units of any litigation and definition of dispute
settling policies with the units involved in legal litigation.
- Definition of guidelines and standards for new work sites abroad.
6.3 Visas, air tickets, hotel reservations

The head office travel office provides services linked to the movement of personnel directly or
using the services of the Group’s Travel Agency for head office personnel, personnel working
on all vessels, at affiliates or in subsidiaries.
It issues/dispatches air tickets and makes hotel reservations needed for the journey.
It ensures that the various types of visas (work, business, transit) are obtained from the relative
Embassies and Consulates in any of the Foreign Country.
It controls and co-ordinates the work of the group’s travel agency and of the various peripheral
sites to ensure that costs are optimized and that the company’s policy related to business travel
is observed.
7.0 Resources Development
The main activities of the human resources management and development process are as
follows:
• Analyzing qualitative personnel needs, in relation to the company’s sizing plans, volumes
of activities and characteristics, in terms of capabilities and competencies of various
professional roles required for the company transformation processes.
• Identifying critical professional roles of ORDUSOME AND SONS ENTERPRISES human
resources and defining professional investment plans, in terms of training, career, mobility
of resources.
• Defining professional development paths.
• Administering performance evaluations and competency analyses.
• Defining the incentive system.
• Analyzing the motivation of critical resources (managers, professionals and young
graduates), by distributing and processing questionnaires and holding guided interviews
conducted by personnel department specialists.
7.1 Defining professional development paths.
The Human Resources Department regularly updates the professional development paths
which are used as a reference by ORDUSOME AND SONS ENTERPRISES resources; this
activity takes place in conjunction with Professional Area Referees and is approved by the
Human Resources Committee.
The certified development paths consist of:
◻ Growth paths which correlate various roles but have capability and competency profiles that
is similar or complementary, useful for creating complete and polyvalent professional
positions.

◻ Indication of the times, training courses, salary scales and career levels which accompany
the various steps of the development path.
The certified paths are managed by the Human Resources Department and are available for all
Professional Area Referees and Top Management.
The issue and certification of these paths are dealt with by the Corporate, which also receives
information from all company employees involved in the professional development process.
7.2 Performance evaluations and competency analyses.

ORDUSOME AND SONS ENTERPRISES evaluation systems aim to monitor the resources
present within the system, in order to establish development plans, the incentive system and
investment or consolidation paths of professional profiles. Three evaluation sub-systems are
adopted within the company:
a. Evaluation of competencies
This involves company managers and is a formalized evaluation process, pooled and
shared with resources which, starting from the definition of the reference
competency models, analyses with each manager the individual competency
profiles, identifying the strong and weak points to focus on.
b. Potential evaluation
This process is carried out for young graduates and young middle managers; it is
formalized and shared, with the aim of promptly identifying competencies and
characteristics not yet expressed, but which may contribute to identifying the type of
resource, in order to support mobility plans and the choice of individual development
paths which the company intends to use for the resource.
c. Performance evaluation
A performance evaluation system is used by ORDUSOME AND SONS
ENTERPRISES for all its managers, professionals and young graduates; this system
is formalized and shared,and assigns annual targets so that resources focus on
attaining functional results by means of achieving performance levels expected for
the sector. A final evaluation of these targets provides useful information to confirm
investment choices for the resource and training paths, as well as the incentive system.
ORDUSOME AND SONS ENTERPRISES uses evaluation forms for other
resources, and especially for those assigned to projects; these forms are used to collect
information on the resource’s level of input.
All ORDUSOME AND SONS ENTERPRISES evaluation systems are technically

administered and managed by the Human Resources Department; however they are

ultimately managed by the Area Referees and individual evaluators, who are
responsible for maintaining information levels, as concerns performance evaluations,
for resources within their areas of responsibility.
7.3 Definition of the Incentive System
The aim of ORDUSOME AND SONS ENTERPRISES incentive system is to acknowledge

the actual contribution made, in terms of added value, by the resource to the system; a
criterion based only on merit is used.
As concerns the remuneration policy, there are two fundamental parts:
◻ An on-going policy, developed in relation to the evaluation of the resource’s

professionalism and relative market-based salary level.
◻ Variable policy, defined in relation to the business trend and individual contribution
made to the company’s operation and processes.
Career progress is acknowledged following an increase in professional level or the assignment
of increasingly greater responsibilities.

ORDUSOME AND SONS
ENTERPRISES
QUALITY CONTROL & AUDIT

SCHEDULE
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/QC&AS-024
Quality Control & Audit Schedule OSE

Table of Content
1.0 Purpose ........................................................................................................... 2
2.0 Who Should Conduct the Quality Audit ............................................. 2
3.0 Procedure for the Quality Plan Audit .................................................. 2-3
4.0 Audit Checklist ............................................................................................. 3-4
5.0 Result ............................................................................................................... 5
6.0 Audit Reports................................................................................................ 5
7.0 Conclusion....................................................................................................... 5

1.0 Purpose:
A quality control & audit plan for ORDUSOME AND SONS ENTERPRISES project is
the “check” part of the “Plan-Do-Check- process. The purpose of the audit is to see
whether the quality plan is working as intended. The best quality plan on paper isn’t a
lot of good if it isn’t implemented correctly.
The goal of the audit isn’t just to generate an audit report (although if no problems are
found that may be the outcome). The goal, rather, is to generate an action plan to
improve quality. What this will consist of depends on the circumstances and the type of
problems that we find.
2.0 Who Should Conduct the Quality Audit?
This depends on the size of the project. For a small project, a senior manager can
conduct the audit. The company’s quality manager should audit medium-sized
projects.
3.0 Procedure for the Quality Plan Audit

ORDUSOME AND SONS ENTERPRISES audits her quality program once a month. It’s
not necessary to audit the entire operation under most circumstances. Instead, we
choose an activity that was completed recently or shortly before the time of the audit.
Go into the field and verify that the work was completed to the specifications. Knowing
what work has been completed; verify that the inspection forms and test reports were
prepared in according to the inspection and test plan.
In addition to work procedures, our auditor(s) check to make sure all paperwork is
being done correctly. Our quality plan likely requires that reports be filed where there
are nonconformance and when other issues arise such as problems with materials.
While you are on the jobsite, look for marks that inspectors made to indicate
corrections. Check to see that they completed the appropriate reports and that they
are being filed correctly – with a good match between the reports and the conditions
found in the field.
Any gaps in procedures or reporting are signs of a problem and call for deeper
investigation. That’s the point of the audit: to find any problems in the
implementation of the quality plan and, when they’re found, to take corrective
action.
In all cases, ORDUSOME AND SONS ENTERPRISES want to see two things. First, that the correct
procedures, as specified in our quality plan, are being followed; and secondly, that they are being
followed consistently.

We use the checklist below, along with our project-specific or site-specific quality.
plan, to do a thorough audit. Our observations will either validate compliance or show
deficiencies
Contract and published standards were supplemented with company quality

standards as required to reduce quality risks and assure quality results.
4.0 Audit Checklist
Quality System Audit Checklist
YES NO Inspections and Test Plan
YES NO Project-Specific Quality Standards

All relevant regulations, codes, and industry standards are available on jobsite.
Specifications for materials that meet contract as well as
regulatory requirements are available on jobsite.
Quality and certification requirements for materials and equipment that
affect quality are available on jobsite.
Measuring devices that affect quality were calibrated to special requirements
when applicable.
Result
Usually, a “trigger” event found in a quality plan audit results in deeper investigation to
determine why the plan wasn’t followed correctly. When we find problems, the next step
is to generate our corrective procedures. In other words, take corrective actions.
The source of the problem may lie with company personnel, subcontractors, or
suppliers. On the other hand, it may result from an error of management, poor
leadership or faulty communication. Finally, on occasion the quality plan itself may be
unrealistic or inappropriate in its approach to the specific circumstances and problems
of the project and require amendment. Depending on which of these is true, remedial
action may consist of:
• Additional training for personnel in correct procedures to follow and/or

disciplinary action.
• Communication with superintendents and other employees to deal with problems
that haven’t been properly addressed.
• Reconsideration of some element or elements of the quality plan to make it more
appropriate to the project being undertaken.
6.0 Audit Reports
After completing our audit, we will create an audit report. Our audit report describe
what was reviewed, our findings, and our corrective action plans, in any. We review our
audit report with the project manager before leaving the jobsite.
7.0 Conclusion
A quality plan is only as good as the people implementing it and their ability to work
together. Until it’s properly implemented, the plan is only a blueprint. To make it
actually work for our company, ORDUSOME AND SONS ENTERPRISES make sure that
the plan is being carried out as designed and intended. A monthly quality audit is a good
approach to making sure of that and to making the plan work the way it should.

ORDUSOME AND SONS
ENTERPRISES
CONSTRCUTION & ACCESS

CONTROL PROCEDURE
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/CACP-026
Construction & Access Control Procedure OSE

TABLE OF CONTENT.
1.0 INTRODUCTION
2.0 ACCESS CONTROL POLICY
3.0 ACCESS CONTROL PROCEDURE
4.0 ACCESS CONTROL OBJECTIVES
5.0 SITE EMERGENCY/MEDEVAC PROCEDURE
6.0 MANAGEMENT OF ACCESS/SECURITY EMERGENCY

1.0 INTRODUCTION
ORDUSOME AND SONS ENTERPRISES is an engineering company fully involved in
manual and mechanized standard construction.
We have executed numerous projects within Nigeria.
However, in view of the vast involvement in machine construction equipment, personnel, and
vital office information has to be managed within the duration of this project, therefore there
is need to plan, develop and implement a workable access control system.
The system will among other things address unauthorized access to the work site at all time,
all measures and procedures in place to prevent unrestricted access to key vital office
information, personnel heavy duty equipment among others.
2.0 ACCESS CONTROL POLICY

ORDUSOME AND SONS ENTERPRISES SHALL COMPLEMENT THE TEPNGS
SECURITY PLANS FOR SPECIFIC PROJECTS, WE SHALL ADHERE TO ACCESS CONTROL OF
TEPNG BY ALLOWING ACCESS TO THE PROJECT SITE ONLY TO THOSE PERSONS WHO HAVE
STAKE IN THE PROJECT. PERSONNEL SHALL BE RESTRICTED TO WORK SITE.
IN VIEW OF THIS THE FOLLOWING PERSONS ARE TO BE GIVEN ACCESS TO THE PROJECT SITE:
• COMPANY PROJECT PERSONNEL
• TEPNG PROJECT PERSONNEL AND INSPECTORS
• REPRESENTATIVES OF PROJECT HOST COMMUNITIES
• SUB-CONTRACTORS PERSONNEL WHOSE CONTRACTUAL OBLIGATIONS REQUIRE ACCESS
TO THE SITE.
TO ENSURE ACCESS CONTROL, THE FOLLOWING PROCEDURES SHALL BE PUT IN PLACE:

• IDENTIFICATION CARDS SHALL BE ISSUED TO ALL PROJECT PERSONNEL.
• A REGISTER SHALL BE KEPT, WHICH MUST BE SIGNED IN AND OUT BY ALL VISITORS
(TEPNG PROJECT HOLDER DEPARTMENTS).
3.0 ACCESS CONTROL PROCEDURE
In line with our operational standards, we make conscious effort to have our
personnel acquainted with our access control policy in order to drive home our
objective of developing this plan. Our aim is to ensure an incident-free operation
in all our projects.
In view of the above, our procedure on access control shall be
1. All visitors to our site irrespective of where they are coming from; our host
community, TEPNG & staff must register with our site security man at the
gate before proceeding into the worksite, site office or store.
2. All personnel designated for the purposes of access control/security must
undergo safely induction and procedural orientation to equip them
adequately.
3. Our no drug, no alcohol policy will strictly apply in all cases.
4. Effective use of visitor register to capture the name, department, and purposes
of visit, time in and out by the access team will be the order of day and strictly
monitored.
5. Areas where there are no wall fencing round the worksite will be well
cordoned off and manned by one of the access team.
6. The medical certificates of fitness of all staff including the access team must
be ascertained prior to their engagement/training.
7. The access control team must also be trained on how to handle & present
safety visitors briefing to all visitors before allowing them access to the
worksite.
8. Specialized alarm system will be determined & explained to all workers for
emergency security / access control breaches.

9. All staff including access team will easily be identified with the company
identity card.
10. All visitors into ORDUSOME AND SONS ENTERPRISES site must
always identity & declare vital equipments/properties prior to their entry/exit
into/out of the worksite, office or store.
11. Routine checks of vehicles in and out of the worksite are the tradition
and this will be done with every sense of decency.
12. The access control team has a foreman who reports to the safety officer
who in turn reports to the site engr./supervisor in charge of all authorization.
13. There will be provision of mobile phones to the access team for
effective communication between them and key personnel site engineer,
safety, first aider among others.
4.0 ACCESS CONTROL OBJECTIVES
The objected of the plan are as follow

1. To develop, maintain and implement access control plan that will ensure
realization of our access control aspirations in consonance with access
control policy.
2. To manage & secure material, equipment and personnel in course of
executing our projects.
3. To create conductive/peacefully environment for easy execution of our
project.
To achieve all these ORDUSOME AND SONS ENTERPRISES will
ensure that:
A. Potential and real threats/hazards and risks associated with our operation
particularly with regards to access control are identified, accessed
controlled and provision of adequate recovery measures put in place.
B. All identified hazards are properly managed.
C. In case of an accident, a proper accident reporting technique will be
employed. Reports are adequately collated and disseminated.

D. ORDUSOME AND SONS ENTERPRISES will fully comply and
cooperate with TEPNG’s guideline on access control/security.
ORDUSOME AND SONS ENTERPRISES will however manage and
monitor realization of the above objects by using the following key
guidelines.
1. Regular induction course for access control team.
2. Good communication system between our access team and key personnel
site engineer/supervisor, safety & first aid through mobile phone.
3. A well-articulated access control plan
4. Regular auditing programmed
5. Medical checkup/certification of all personnel.
6. Existence of access control plan and procedure.
5.0 SITE EMERGENCY/MEDEVAC PROCEDURE
What to do
1. Stop work
2. Alert people around
3. Contact site supervisor/HSE officer
4. Commence initial emergency control and mustering
5. Arrange first aid for victim
6. Stop all site work
7. Contact (in order below)
Emergency Response Policy
The response to any emergency with ORDUSOME AND SONS

ENTERPRISES operations will directed towards.
1. Saving of life
2. Care for the injured (victim)

3. Protection of the environment
4. Limitation of threats to personnel’s lives and properties.
Close liaison will be maintained with the appropriate governmental and industrial
organization and communities.
Regular exercises (emergency drill) will be carried out to confirm readiness and
effectiveness of all our personnel to adapt to real emergency situation. Lapses will
be addressed quickly in order to promote a positive attitude/culture.
Incentives
1. Biannual HSE awards
2. End of the year HSE awards
3. Quarterly HSE bonus
4. MD’s award for the best HSE conscious worker of the year
5. Project manager’s award for the best HSE conscious driver/operator of year.
Type of Awards
1. Plaques
2. Certificates
3. Gift item (t-shirt, towels, clocks, wrist watches, pen etc.)
Penalties
Penalties shall be in form of.
1. Demotion
2. Salary deduction
3. Suspension
4. Query
5. Outright termination of appointment depending on the gravity or extent of
violation
6.0 MANAGEMENT OF ACCESS CONTROL/SECURCTY EMENGENCIES.

MANAGEMENT DIRECTOR
He will be responsible for the follower
1. Ensure regular activation of access control/security emergency response
procedures and brief sectional heads.
2. Determine severity of emergency and institute level of response.
3. Coordinate the total emergency and institute level of response
4. Request the activation of the company’s emergence procedure where
necessary.
5. Coordinate and approve incident report to our TEPNG.
6. Lead post incident event review/investigation
PROJECT MANAGER
He will undertake the following with reference to management of
emergencies.
1. Obtain all available information concerning the incident.
2. Report to managing director.
3. Determine level of support/ services required and mobilize.
4. Coordinate post event review/ investigation of incident report.
5. Report to the TEPNG.
6. Liaise with community leaders/chiefs where necessary.
7. Liaise with security agents where necessary.
HSE CORDINATOR
1. Carryout preliminary investigation of the incident.
2. Coordinate pre/post event review/investigation of the incident report
verify the incident.
3. Inform the managing director about the incident.
4. Inform the TEPNG’s representative.
5. Keep proper records of events and proceedings during investigation.

ORDUSOME AND SONS
ENTERPRISES
LIST OF OWNED EQUIPMENT
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/LOE-028
List of Owned Equipment OSE

TABLE OF CONTENT.
1.0 List of Owned Equipment

1) List of Owned Equipment
S/N DESCRIPTION QTY CONDITION
1 Office Pool Vehicles 1 OK

2 Toyota Hilux 1 OK
3 FlatBeds truck 6 OK
4 Compactor 1 OK
5 Plate Compactor 2 OK
6 Truck – 15 tons 2 OK
7 Concrete Mixer (Mobil)- Tilting 2 OK
drum type
8 Poker Vibrator 2 OK
9 Water Tanker 1 OK
10 Compressor & Jack Hammer 1 OK
Notes: Above equipment are owned 100% by ORDUSOME AND SONS

ENTERPRISES.
ORDUSOME AND SONS ENTERPRISES is an Indigenous Civil Engineering Company
(100% owned by Nigerian)

ORDUSOME AND SONS
ENTERPRISES
INSPECTION AND TEST PLAN

PROCEDURE
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/ITPP-030
Inspection and Test Plan Procedure OSE

TABLE OF CONTENT.
1.0 SCOPE
2.0 APPLICATION LEGENDS
3.0 ITEMS OF INSPECTION IN CONSTRUCTION
4.0 PRESSURE TESTING AND INSPECTION

1.0 SCOPE
The scope of the Quality Control Plan is to establish the minimum Inspection interventions requiring
adequate monitoring and documentation during the execution all phase of Mechanical Works to be
performed by ORDUSOME AND SONS ENTERPRISES under this project for TEPNG.
These inspection intervention codes shall be agreed by all organizations involved before starting of
the mechanical work operations and the approved Quality Control Plan shall be managed according
by ORDUSOME AND SONS ENTERPRISES inspection team.
Where sub-contractor’s activities are involved, they shall be managed in accordance with the
subcontractors approved Quality Control Plan under the supervision of ORDUSOME AND SONS
ENTERPRISES inspection team.
2.0 APPLICATION LEGEND
The below inspection intervention legends shall be sued and agreed between the involved organization
before implementation of this Quality Control Plan.
H HOLD POINT
W WITNESS POINT
V VISUAL INSPECTION
D DIMENSIONAL INSPECTION
R DOCUMENTATION REVIEW
A APPROVAL
% PERCENTAGE OF INSPECTION (as applicable)
Furthermore, the functions responsible for the inspection activities are referred to under the ORDUSOME
AND SONS ENTERPRISES inspection requirements column.
Where the responsible functions is indicated within the section title, the whole sections inspection points shall
be under the same function’s responsibility.
Where certain inspection points require specific qualified function, this shall be referred to within each
Inspection points.
The Quality Control Supervisor remains at all times and in any case responsible or verifying the fulfillment
of this quality control plan.
3.0 ITEMS OF INSPECTION FOR CONSTRUCTION
INSPECTION CODE:
P - Perform or primary responsibility for inspection, testing or report preparation.
R – Review Documentation of Activity

M – Sport Check Activity
W – Witness Activity
H – Hold
RESPONSIBILITY
ITEM ACTIVITY VENDOR ORDUSO TEPNG OTHER
1.0 Piping
1.1 Material Certification P M
1.2 Welding Procedure and Welding P M W
1.3 Welder’s Performance P M
1.4 Production Test of Weld (If required) P M
1.5 Post Weld Heat Treatment (If required) P M
1.6 Radiographic Examination (As Applicable) P M W
1.7 Hydrostatic Test (When required) P M W
1.8 Liquid Entrant And / Or Magnetic Particle P M W
Examination (If required)
1.9 Dimensional Check and Visual Inspection P M W
1.10 Check Of Marking P M
1.11 Flushing And Cleaning of Lines P M W
1.12 Inventory And Inspection of Mechanical P M
Equipment (Values, Gaskets, Bolt, Etc.)
2.0 Concrete
2.1 Raw Material Specification P M
2.2 Mix Design / Laboratory Result P M
2.3 Trail Mix Design for Concrete and Asphalt P M W
2.4 Production Control (Slump And 3 Test P M
2.5 Grouting Material, Mix and Pour P M W
3.0 Structural Steel
3.1 Material Certificates P M
3.2 Welding Procedures and Welding P M W
3.3 Dimensional Check and Visual Inspection P M W
4.0 Painting
4.1 Painting Material P M
4.2 Surface Check P M
4.3 Surface Preparation Check P M W
4.4 Dry Film Thickness Check P M W
4.5 Final Visual Checks P M
5.0 Electrical
5.1 Field Purchased Material for Compliance P M
5.2 Insulation Resistance Check P M
5.3 Earthing Resistance Check P M
5.4 Terminal Connection Tightness Check P M W
5.5 Functional check P M W

4.0 PRESSURE TESTING PROCEDURE
SCOPE
This procedure pertains to activities related to pressure testing of the delivery pipeline in order to
ascertain its’ integrity and proper installation condition prior to commissioning.
REFERENCES
TEPNG standard construction specifications: (Pressure Testing)
RESPONSIBILITY
The Site Construction Manager shall be responsible for the implementation of these procedures.
The Site Engineer shall be responsible for correct application of this procedure.
The QA/QC Engineer shall be responsible for inspection activities related to these procedures by
way of Quality Control inspection personnel and also for collection and filling of Quality Control
Documentation.
EQUIPMENT AND PRESSURE TEST FACILITIES
The equipment to be employed for pressure testing shall be of good working condition.
They include the following:-

Flushing Pump
Pressurizing Pump
Calibrated Test Instrument e.g. Pressure gauges,
Thermometers, Pressure and Temperature recorders.
Water Filling (Portable).
PROGRAM AND TESTING SCHEDULE
TEPNG representative shall be given 48 hours notice to stating actual date and time such tests, checks
and inspections are due to commence.
Testing schedule shall be developed prior to any hydro-testing, detailing the duration and preparing
isometric for each section to be tested and construction of temporary works and test provision.
The test section shall clearly be identified by isometric and P & I drawing.
This is to ensure that each has sufficient vents and drains.

PRE-TEST PREPARATION
Operations prior to introduction of test medium.

Prior to proceeding with any hydrostatic testing of piping, the following documentation shall be
prepared and where appropriate signed by both ORDUSOME AND SONS ENTERPRISES and
TEPNG representatives:
a) Checklist
b) Piping erection report
c) Erection acceptance report
d) Pipe testing reports
Two Pressure Gauges (calibrated) shall be installed with pressure rating not exceeding 1.5 times of
test pressure. The gauges where possible, shall be at the lowest and highest elevation but shall be in
any case at the maximum distance possible away from one another.
All valves in the test section shall be in the open position (Ball valves and plug valves 1/2 open)
unless specifically directed otherwise in writing by client’s representative. Relieve valves and
bursting discs shall be removed and their connections blanked off.
It shall be ensured that during pressure testing no movement, thrusts or forces can occur during the
test.
Prior to flushing of pipe works, all control valves shall be removed and replaced with spool
pieces.
Prior to flushing all isolating valves of the level gauges shall be in the closed
position. After flushing the isolating valves of the level gauges shall be opened where
applicable.
All safety valves shall be removed before flushing and shall be checked by client for piping and
sealing where applicable.
Flow meters shall be removed before flushing and reinstalled upon completion of the hydro-
testing. Where required spool pieces shall be installed.
Filter element of strainers shall be removed before flushing and reinstalled before hydro-
testing.

The open drain/closed drain pumps shall be removed before flushing reinstalled upon completion of
hydro-testing.
All impulse line shall be disconnected from the process equipment or piping prior to flushing and
reconnected after completion of the hydro-tests.
All impulse line shall be disconnected from the process equipment or piping prior to flushing and
reconnected after completion of the hydro-tests.
Continuous recording of hydrostatic pressures and ambient temperatures throughout the test
duration on approved calibrated recorders.
The following items shall either be removed and replaced with temporary spool pieces or isolated
by blanks.
Safety valves
- Control valves
- Equipment/machinery
- Instrumentation
The items to be tested shall be adequately vented and drain facilities available where possible.
PRESSURE TESTING AND INSPECTION
Water shall be introduced to the piping system to be tested from the lowest point and all vents
left opened until air has been expelled.
The system shall be flushed until the flushing water leaving the system is clean. The system shall
then be pressurized at a moderate constant rate of 1.5 bars every 20 minutes, i.e. pressurization is
stopped and the system checked for leaks at 20 minutes intervals.
Allow for stabilization period when the pressure is 70% of the test pressure. Vents shall be closed
for several hours until is established that the temperature of the water within the tested section has
completely stabilized.
At this point checks shall be carried out for leaks and such leakages rectified when necessary as per S-29.3.4.
Where repairs to leaks may require hammering of stud- bolts or the use of air-impact wrenches, the system
shall be depressurized.
The system shall then be pressurized to the required test pressure of 1.5 MOP of the weakest link in
the system under test and shall be depressurized.
Should client consider that the result of the test duration, pressure and leakage test are inconclusive,
we shall extent the test for a period equal to the test duration of extra time, as client may consider
necessary in order to obtain conclusive result.
DEPRESSURIZATION AND WATER DISPOSAL
On completion of the Test duration and acceptance obtained from client, the system tested shall be
depressurized and water used for the test disposed. The disposal of the test water shall be as directed
by TEPNG representative. Blanks shall be removed where applicable, Gaskets & Bolts finally
tightened.
COMPLETION OF HYDROTEST AND TEST REPORTS
Test reports and charts shall be submitted to the client for approval after satisfactory completion of
the pressure test and the reports shall contain the following information.
- Confirmation of the starting time Date

- The system under test and installation name
The recorder element range
- Test start and stop signatures
- Who witnessed and accepted the test on behalf on client.
Test shall be started and stopped in the presence of the person authorized to witness these tests on
behalf of client.
On no account shall closed valves be utilized for pressure containment in a system under test.
The containment shall be affected by suitably rated spades, blind flanges or welded on dome end caps.
Upon completion of the hydro-test of the piping system the leak-free tightness of any valve specified
as “100% tight shut-off” shall be verified.
Safety of all employees and the public during the pressure testing is of paramount importance and this
can be achieved by the following, viz.
Availability of sufficient and efficient Safety Personnel.
- The whole area under test shall be barricaded with rope and appropriate warning signs e.g. “KEEP OFF
PIPING UNDER PRESSURE” shall be put in place.
- Human traffic shall be controlled by dedicated personnel
- Fire watch/extinguisher shall be dedicated, and safe hand tools shall always be used.
- Hydro-testing personnel shall at all times be in liaison with CASHES officer.
- The system under test most be adequately vented to exclude any possibility of air pockets.
- Blanking-off shall be ensured to be correct rating and that such items, in particular screwed plugs and
connections, are not liable to be ejected during testing, e.g. as a result of thread failure or inadequate
thread engagement.

- System shall not be subjected to any form of shocking loading, such as hammer testing whilst
undergoing strength tests.
- Systems subjected to maximum test pressure should not normally be approached for close inspection
until after a reasonable period of time has elapsed.
- Seawater shall be considered as a testing medium for systems where fresh water is unavailable.
However, this shall be done only with prior written permission of TEPNG. In all cases where seawater
is used this must first be inhibited. There will be cases where inhibited seawater is unsuitable and, in
such circumstances, special provisions must be made to obtain clean fresh water.
- Where a pressurizing medium other than water is sued, care shall be concerned.

ORDUSOME AND SONS
ENTERPRISES
JOB PROGRESS CERTIFICATE AND

INVOICES OF COMPLETED
PROJECTS
Signatures

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/JPC-031
Job Progress Certificates, Purchase Orders & Invoices of Completed Projects OSE
TABLE OF CONTENT.
1.0 Job Progress Certificate, Purchase Orders & Invoices of Completed projects
Job Progress Certificates, Purchase Orders & Invoices of Completed Projects OSE
ORDUSOME AND SONS
ENTERPRISES
PURCHASES ORDERS OF
COMPLETED PROJECTS
Signatures
Approved for January, 2024 VICTORI AHIAKWO

3.0 FAVOUR EKITI
Use A EJIKE ELIZABETH N.
DOCUMENT NUMBER: OSE/JPC-031
Purchase Orders of Completed Projects OSE

TABLE OF CONTENT.
1.0 Purchase Orders of Completed projects
Purchase Orders of Completed Projects OSE

ORDUSOME AND SONS
ENTERPRISES
WORK METHOD STATEMENT/PROCEDURE

FOR OPERATIONS AND EQUIPMENT
REQUIREMENT
Signatures
Issued for January, 2024 VICTORIA AHIAKWO

3.0 FAVOUR EKITI
DOCUMENT NUMBER: OSE/CAC-001
WMS/PROCEDURE AND EQUIPMENT REQUIREMENT OSE

TABLE OF CONTENTS
1.0 PURPOSE ................................................................................................................................... 3
2.0 OBJECTIVE .................................................................................................................................. 3
3.0 SCOPE ......................................................................................................................................... 3
4.0 QUALITY OF INSTALLATION ....................................................................................................... 3
5.0 RISK ASSESSMENT ..................................................................................................................... 3
6.0 EQUIPMENT .............................................................................................................................. 4
7.0 QUALIFICATION, EXPERIENCE, INFORMATION ......................................................................... 4
8.0 EXECUTION STATEMENT ....................................................................................................... 4
9.0 HEALTH AND SAFETY HAZARDS ................................................................................................ 5
10.0 RESPONSIBILITIES .................................................................................................................... 9
11.0 DISMANTLING ....................................................................................................................... 10

1.0 PURPOSE
The general purpose of these work method statement is to ensure that a Safe System
of Work applies to the risks associated with the following operations lifting, moving and
lowering of materials etc. Each activity has been carefully considered and appropriate
controls implemented. The specific purpose of this Method Statement procedure is to
describe the method of lifting, moving and lowering of materials and to ensure the
integrity of lifting equipment, lifting operations and to establish uniform set of
requirements for the lifting which must be applied for the OML58 Base Logistics
services. The intent is to guarantee safety, ensure compliance, zero damage to
associated equipment and to protect the life of personnel’s involve in the lifting
operations and minimum life cycle covets for all trucks and lifting equipment.
2.0 OBJECTIVE
This method statement is critical to the health and safety (H&S) of the activity it
relates to. It is to be followed and adhered to, strictly. Any deviation or changes must
be first authorized by the site supervisor
3.0 SCOPE
ORDUSOME AND SONS ENTERPRISES will be using a 30ton capacity of 40ft length
and 8 feet width of heavy-duty flatbed Truck, etc. at the respective designated areas
within the yard and as shall be directed by the TOTAL rep. This Method Statement for
trucking operation must be used and described in the Pre-Task Briefing (“PTB-Tool Box
Talks”).
4.0 QUALITY OF INSTALLATION

Quality of operations at the site will be ensured by the lifting project team consisting of
a Site Supervisor, Operators, and banks men. All the installation at the project will be
according to the project specification. Applicable standards and /or industry norms. All
installation work shall factually adopt and carried out as per the
Manufacturer's/Client's Consultant's Health & Safety recommendations for handling
and use of the materials/substance. Main Contractor/Sub-Contractor/Third party shall
ensure that all workers are aware of the applicable H&S requirements.
5.0 RISK ASSESSMENT

Before proceedings to any trucking work, ORDUSOME AND SONS ENTERPRISES
shall ensure Risk hazard Identification are conducted for the associated lifting/loading
operation. This required to be done for every lifting operation activity/work. If a series
of similar operations are to be undertaken one generic RA may be sufficient, but check
carefully that something critical has not changed, for example, if the size and/or
weight of the load is much greater than for the previous lift then a new RA will need
to be undertaken. This method statement provides a generic safe

system of work for lifting operations, but the specific hazards of the work, as
determined by the risk assessment, will have to be added if not already covered here.
6.0 EQUIPMENT
Before any trucking operation, ORDUSOME AND SONS ENTERPRISES shall ensure
that the relevant safety
checks have been undertaken on the [Heavy Lifting Machinery] and any other
equipment
being used
> Leather Gloves (Impact type)
> Hard Hat
> Goggle
> Safety Boot
> Cover-all.
> Dust Mast
> First Aid Kit
> wo-way radio
> Measuring equipment
7.0 QUALIFICATIONS, EXPERIENCE, INFORMATION
• The Project Supervisor will supervise the entire loading operations. Site
Supervisor and Operator shall be experienced in using a [Heavy duty flatbed
truck] and have the relevant and current qualification and certification. For
every trucking task, one competent person must assigned/allocated the role of
supervisor and take accountability for the Risk assessment/hazard
Identification and gives instructions for the trucking operation.
• Only qualified workers will be allowed to use of mechanical tools and equipment.
After Risk assessment/hazard Identification has been accomplished and details
added to this method statement, all workers involved in the trucking operation
will be inducted on the work; given details of the Risk assessment & Method
Statement (RAMS), and any other information they required.
8.0 EXECUTION STATEMENT

• Any amendment to the operations must be noted and addressed in the Pre-
Task Briefing (“PTB-Tool Box Talks”) meeting.
• A copy of this Operations must be kept either on-site or on the flatbed.
• All personnel must be familiar with this document before proceeding any work.

• Any risks identified as part of this Operations must have appropriate and
essential control methods identified before the commencement of lifting work.
• All work will be done following proper procedures and in compliance with
country/state’s lifting laws and other requirements. Before operating the
flatbed, the operator will liaise with the principal to make sure proper planning
for the safe lifting operation.
• Only flatbed operators with the relevant Work cover certificate or permits are
permitted to operate the equipment.
• This Method Statement for trucking operations must be explained to all
workforce/visitors involved in the work process, before commencing work.
9.0 HEALTH & SAFETY HAZARDS

Before commencing any work, the team shall strictly follow as per the
Manufacturer’s/ Client’s / Consultant’s Health & Safety recommendations for,
trucking, handling and use of the materials and ensure all involved personnel
shall be aware of the same.
9.1 The general safety guidelines are given below:

• Ensure the work area is safe & clean.
• All employees shall adopt safe working practices.
• Safety equipment (Safety helmet, safety shoes, coveralls, gloves, goggles,
face mask as applicable) to be worn at all times.
• When working at a high level, the appropriate safety harness shall be used
and secured whilst working-extra care shall be taken whilst using tools at a
high level to prevent dropping.
• Ensure sufficient lighting is available during all stages of installation & testing.
• Report all accidents no matter how small to the Safety Officer on duty.
• Ensure any electrical isolation permit is obtained if required, for installation any
electrical equipment, panel, cable, wires and accessories.
• All HSE inductions conducted
• Equipment/machinery licenses, PTW’s Procedure, followed
• Competencies and experiences are examined and reviewed.
9.2 Site Checks Before Operating

• Position of the first aid station, who is the first aid officer and what first aid is
available,
• Examine for the safe access and egress of the flatbed equipment from the
worksite
• Properly Check and observe where the flatbed equipment is to position to pick
up, swing and deposit the load

• Essentially and appropriately double-check whether site personnel have been
informed as to the dangers of working in the vicinity of any moving load and the
Flatbed
• Check for power lines and correct distance is kept following Procedures, and if
necessary, a spotter is employed for assistance to the operator,
• Check for the location of overhead service lines (e.g., Steam pipes) to ensure
clear operation of the heavy duty flatbed
• Check for the location of Trees which may impact the lift,
• Monitor and examine closely for Bridges which may have weight restriction or
may impact the load,
• Observe Properly for the surrounding structures, including making allowance
for rear-end swing.
• Closely Monitor and examine for obstructions, particularly plinths or any
obstruction to the safe positioning of flatbed equipment,
• Ensure that the operating radius is clear of passageways and any pedestrian
area, and if not, ensure adequate traffic control measures are put in place,
• Check for underground services, pipes, gas mains and tunnels or any
weakness in the surface which will not sustain the combined weight of the
flatbed equipment, the load and any gear to be employed in the trucking
process,
• Check for recently filled trenches.
9.3 Make Sure that the Lifting Tackle:

• Is appropriate for the task?
• Will fit the lifting lugs and/or holes on the rings, pipes and biscuits is accurately
and properly Secured
• Is rated for the force that will be strived during the lift operation?
◻ Is properly adjusted so that the angle at which the wires/chains/bars are
working is appropriate for the lift and is not leading to forces greater than the
tackle can bear?
• Has appropriate blocks and shackles etc. where needed?
• Is undamaged and in good condition?
• Has been tested and certified within the past 6 months?
9.4 Travelling
The Supervisor must make sure that the route to be taken by the [Heavy duty flatbed]
with the load is:
• Level enough for the load to be carried safely firm enough to bear the
combined weight of the [Heavy duty flatbed truck].
• Load unobstructed wide enough for the load and [Heavy duty flatbed] to pass
through easily

• Not near to excavations which could collapse under the weight of the [Heavy
duty flatbed and load.
9.5 The Load

• The correct weight of the load must be obtained by the operator before the
trucking. This may be done by weighbridge certificate, by engineers’
certificate, or correct calculation by a competent person.
◻ The weight of the load and the gear must be calculated and checked with the
relevant load chart to ensure safe operation at all operating radii,
• The carrier to be checked to ensure sufficient clearance if the load should drift,
• The position of the flatbed to be checked prior lifting to ensure that sufficient
area is provided and area is firm/stabilized as required.
• If the Flatbed truck is to be set-up on a suspended slab, an engineer’s
certificate must be obtained to ensure that the total weight of the Flatbed truck,
the load and any lifting gear employed can be supported, or that sufficient
support will be provided to ensure safe operation before the lift being
commenced,
• The size of the load must be combined with the height to be lifted and the
radius to ensure that the load will not become “boom-proud”.
9.6 The Safe Use of the Flatbed Truck

• The flatbed truck should not be used in inclement weather if such weather
would make safe use impossible,
• The wind must be taken into consideration to ensure that the load can be
adequately controlled, and bulky loads, such as large pipes will not overload or
overturn the flatbed truck because of wind pressure.
• The load must be kept as close/near to the ground if possible, at all times,
• If tag lines are needed, they will be attached to the load and operated by
competent banksman or riggers,
• Traffic control plans will be put into place to ensure safe operation in traffic,
and ensure that the load is not lifted over or near pedestrians, traffic etc.
• For the safety purpose, if necessary, the work area will be cordoned off,
particularly the area of rear-end swing (counterweight)
• Loads will be placed in such a way to make sure that the flatbed will not be
“built-in”,
• Loads will be raised and lowered vertically, no snigging is to be done, The flatbed
will be kept level at all times when lifting loads to ensure that side-pull will not
occur,

• The flatbed must be checked daily following inspection procedures, and
logbooks are kept following TOTAL’s standard.
◻ If moving the flatbed while withholding the load is required, it will be done
following as per the required Procedures and following the relevant load chart,
• If dogmen are required to work out of the direct line of sight, the dogmen must
hold the relevant dogmen certificate,
• If moving the Flatbed truck while withholding the load is required, the load will
be secured to the handler and a spotter used to make sure the operator is
aware of all hazards,
• If boom extension is needed, then the correct sequence of boom extension
must be used,
• The Flatbed truck operator must not leave the driving station while the Flatbed
truck is under load,
• To make Lifting operation safe, the Flatbed truck will, at all times, be operated
following manufacturers specification,
• The Flatbed truck operator will comply with procedures at all time while during
lifting operation– Safe use of Flatbed trucks,
• Fly jib installation, if required, will only be carried out by qualified, experienced
personnel, and erected following manufacturer’s specification, and correctly
stowed at the end of the job for travel,
• Only lifting gear that has passed certification and re-testing processes shall be
used in the lift, and such gear must be used within their rated Safe Working
Load rating, and following their design.
9.7 The Safe Use of Forklift For Operations

• Always operate the vehicle according to the manufacturer’s instructions.
• Always wear a seatbelt when the forklift has one.
• Never exceed the rated load and ensure it is stable and balanced.
• Do not raise or lower the load while traveling.
• Keep a safe distance from platform and ramp edges.
• Be aware of other vehicles in the work area.
• Have clear visibility of the work area and ensure you have enough
clearance when raising, loading, and operating a forklift.
• Use proper footing and the handhold, if available, when entering the lift.
• Use horns at cross aisles and obstructed areas.
• Watch for pedestrians and observe the speed limit.
• Do not give rides or use the forks to lift people

10.0 RESPONSIBILITIES
Supervisor
• Lifting, moving, are carried out according to the specifications and approved
method statement.
• Provision of all necessary information and distribution of responsibilities to his
Lifting team in consultation with the TOTAL Site lifting rep.
• The work progress is monitored following the required program and reports the
same to the TOTAL’s site lifting rep.
• The implementation of any request that might be raised by the CLIENT “TOTAL”
• Allocation of manpower, materials and equipment’s in consultation with
CLIENT also monitoring their timely supply at the Lifting location
• Carries out proper distribution of all the available resources in coordination
with the TOTAL’s Site rep daily.
• Daily reports of the works are achieved and coordinated for future planning
with the TOTAL site lifting representatives.
• Incorporate all the QC and Safety requirements as requested by TOTAL.
• Meeting with any type of unforeseen incident or requirement.
Operators
The Operator must be:
• Competent and understand lifting technics as required to work in clustered pipe
yard.
• Have appropriate PPE, including high viz vests
• Understand the hazards associated with lifting of pipes.
Workers
The Lifting Forman must make sure that the workforce involved in the lifting Operation:
• Understand their role
• Are competent to undertake their respective roles.
• Have appropriate PPE, including high viz vests
• Are not required to be positioned where the [Heavy Lifting Machinery] or load is
a hazard for them.
11.0 DISMANTLING
• When lifting operations are finished, the operator will leave the hooks clear of
all obstructions,
• The boom will be retracted and lowered safely, ensuring that the hook block(s)
are
raised in conjunction to ensure that the hooks do not foul any object,

• Once the Flatbed truck is secured, the operator will remove all equipment put in
place for the control of traffic and pedestrians, and then move the Flatbed truck to
a safe area.
1. INSPECT TURNTABLE
Check for damage  Is the skid plate bent or warped?  Are any of the handles, levers
or safety locks worn, bent or broken? (Remember: even a minor bend can affect the
operation of the coupling mechanism) If turntable is not damaged, continue with the
procedure as follows:  Check that the turntable plate is greased as required or the fry
lube plate is intake  Check the turntable is in the correct position for coupling.
2. INSPECT AREA AND SECURE WHEELS
◻ Make sure the area around the Flatbed truck is clear

◻ Be sure Flatbed truck wheels are either chocked or verify the spring brakes are applied
◻ Check that freight (if any) is secured against any movement caused by the prime-
mover
being coupled to the equipment.
> Trailer skid plate should be positioned 50mm lower than the centre of the turntable
> The trailer should now be low enough that is it will be slightly raised when the
prime-
mover is backed under it
3. CHECK CONNECTION FOR SECURITY 
Tug test connection by pulling forward gently while brakes are locked on Flatbed truck
 If there is any play or “slop” in the turntable while performing the tug test, inform your
supervisor or workshop
4. SECURE VEHICLE Put parking brakes on  Transmission in neutral  Shut off

engine and remove key so that someone else won’t move the vehicle while you are
under it.

HEAVY DUTY FLATBED DETAILS/REQUIREMENT

Drivers License for Flatbed Driver Drivers Mate.
WMS/PROCEDURE AND EQUIPMENT REQUIREMENT EMFATAL

Ordusome - Company's Corporate Handbook

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ORDUSOME AND SONS

Approved for January, 2024 VICTORIA AHIAKWO

Rev. Description Date Issued by Reviewed by Approved by

COMPANY REG. No: BN 2515437

DOCUMENT NUMBER: OSE/CAC-001

Classification Status: Restricted

CAC CERTIFICATES OSE

DPR CERTIFICATES WITH MAJOR

Approved for VICTORIA AHIAKWO

Rev. Description Date Issued by Reviewed by Approved by

COMPANY REG. No: BN 2515437

DOCUMENT NUMBER: OSE/DPR-002

Classification Status: Restricted

Approved for January, 2024 VICTORIA AHIAKWO

Rev. Description Date Issued by Reviewed by Approved by

COMPANY REG. No: BN 2515437

DOCUMENT NUMBER: OSE/SPP-006

Classification Status: Restricted

Subcontracting Policy & Procedure OSE

policies and procedures.

2.0 SUB-CONTRACTORS POLICY

of its client by adopting the following policy.

- Review performance against set target

- Monitor the performance of HSE-MS and to initiate improvements.

- Monitor progress of action items in the central action register.

• All subcontractors’ equipment is subject to pre-mobilization inspection by both ORDUSOME

• In order to encourage local growing industries, ORDUSOME AND SONS ENTERPRISES

and every segment of the job.

Subcontracting Policy & Procedure OSE

3.1 Management Practices

Successful projects involving subcontractors all exhibit similar characteristics.

understanding where their efforts fit into the overall picture.

among the subcontractors, are documented.

authorization is given, in writing, via a Work Authorization form.

e) A formal team building process is established and implemented.

These practices all contribute to reducing the risk of misunderstandings or isolationism.

3.1.1 Establishing Clear, Unambiguous Subcontracts

described in terms of:

1. The responsibilities and authorities of each party to the contract,

2. A clear definition of the deliverables and minimum content to be provided by the

3. A clear definition of the services to be provided by the subcontractor,

schedule constraints, budget constraints, specific tools to be used, and

Subcontracting Policy & Procedure OSE

requirement to allow independent quality inspections of materials and processes.

subcontractor will be identified.

d) The acceptance process will be clearly identified.

3.1.2 Work Effort Integration

3.1.3 Interfaces between Benejaf and Subcontractors

prime contractor personnel as needed to fulfill the subcontract.

3.1.4 Interfaces among the Subcontractors

3.1.5 Work Authorization

Subcontracting Policy & Procedure OSE

Form will be closed, and the authorization withdrawn.

3.1.6 Formal Team Building

scheduled to minimize the impact on subcontracted work.

3.2 Progress Reporting

3.2.1 Weekly Cost Account Level Progress Reporting

report is to be delivered by noon on Fridays. The report will identify:

b) Progress made against that authorized work presented as:

1. A textual description of progress,

2. A list of internal milestones attained,

Account (Estimate to Complete),

milestones expected to be reached, and