PROJECT RISK REGISTER / ISSUES LOG

Project Name & No.: 132/11KV, SRAYATST SS MEP No. & Amount:

Consultant: Green Energy

Project Manager: Ahmed Farouk Contractor:

Last Updated: Q1
RISK IDENTIFICATION RISK RATING RISK RESPONSE
RISK ID CATEGORY
(e.g. PT‐000‐01 (Select Dropdown) Risk
Risk Description Consequences Likelihood Impact Mitigation Action by Date Remarks
Score
Design not meeting DEWA requirements. Delay in approvals & further processes and Interact with DEWA for inputs & specific requirements. Consultant/
PT‐143‐03 impacts on project schedule External Approvals 3 4 12
Contractor
Non‐alignment of program with other inter linked project programs Non‐receipt of clearances for work fronts, hold Check & align the project program with respect to Master
ups in works & associated delays in proposed program Client/
PT‐143‐08 Project Interface 3 3 9
completion schedule. Consultant

Objections or insistence by NOC stake holders on fulfilment of unanticipated Delays in obtainment of NOC & ensuing delays in Ensure meeting of all the statutory requirements for NOC &
PT‐143‐09 preconditions for processing of NOC. planned schedule. External Approvals 3 3 9 keep suitable float in the project schedule. Contractor

Inadequacy in PQ process & selection of non‐competent contractor for works Improper execution, failure in execution & Restricting pre‐qualification to DEWA registered & pre‐qualified
consequent non fulfilment of project objectives contractors. DEWA/
PT‐143‐05 Pre‐Contract 2 4 8
in time & requirements. Contractor

Inadequate data /Non‐availability of data Major changes in Tendered scope & associated Obtain the data from DEWA & counter verify the obtained
PT‐143‐01 time and commercial impacts. Pre‐Contract 2 4 8 data with Asset owner's work site staff and asset owner's Client/
contractors involved in related works. Consultant

Design not meeting or deviating the overall project requirements or charter Jeopardize all the associated substation work Develop conceptual design in close collaboration& association
with other projects and related stake holders. Consultant /
PT‐143‐02 Design Stage 2 4 8
Client

Wrong design of material & associated non‐acceptance by Asset Owner and Delays in planned schedule due to revised Ensure material Designs as per materials which were pre‐ DEWA/Consulta
PT‐143‐10 subsequent re‐design & re‐order. engineering & procurement Design Stage 2 4 8 approved by DEWA nt/Contractor
Flaws in construction design & subsequent non‐acceptance of work by other Denial of approvals for As built & final Ensure design & installations to be approved by DEWA Authorities/
stake holders (DM,RTA etc.) clearances with associated non‐acceptance by
PT‐143‐11 Design Stage 2 4 8 Consultant/
DEWA.
Contractor
Delays in manufacturing or rejection of materials owing to failure in FAT Delays in planned schedule due to requirement Ensure manufacturing & FAT procedures to be approved by
of re‐manufacturing & minor impact on costs DEWA and also allow necessary float between procurement & Consultant/
PT‐143‐12 Material Delivery 2 4 8
due to requirements of reinspection. installation. Contractor

Delay during installations or failure of any equipment during testing Non‐completion of work &associated delay in Ensure the installation works are supervised by approved and
project schedules. competent staff of consultant & contractor. Ensure the Consultant/
PT‐143‐15 Construction Stage 2 4 8 suppliers/vendors of material are part of project stake holders. Contractor

Modification works in the existing remote end substations Impact on project time & costs due to delay of Ensure work complies with accepted method statements and DEWA/
PT‐143‐16 outage certificate by DEWA Construction Stage 2 4 8 DEWA work procedures. Consultant/
Contractor
Delay in nomination of SCS contractor or in SCS contractor works Impact on project time & costs due to delay of Ensure delivery of SCS system on time and also installation and
SCS work SCS relay testing to be done as per project scheduale . DEWA/SCS
PT‐143‐17 Pre‐Contract 2 4 8
Contractor

Delay in 132 KV cable feeder laying and termination works Impact on project time & costs due to delay of Ensure cable laying on time and also termination and cable DEWA/Cable
PT‐143‐18 132 KV cable laying and termination work Construction Stage 2 4 8 testing to be done as per project scheduale . Contractor
Delay in DEWA acceptance for substation commissioning Impact on project time & costs due to DEWA Ensure all systems are tested and ready for energization and
reediness for substation commissioning ensure all snag points are cleared and signed by DEWA DEWA/Consulta
PT‐143‐19 Handover Stage 2 4 8
engineers nt/Contractor

Major snag items in the works, which warrants non‐issuance of TOC Delays in project close out. Ensure TOC issuance as per Asset Owner's clearance & DEWA/Consulta
PT‐143‐20 Handover Stage 2 3 6 acceptance of works. nt /Client
Denial or Delay of Approvals (Construction NOC, Permits) Delays in planned project time schedule Ensure compliance to submission & mode of submission as per Contractor/
PT‐143‐22 External Approvals 2 3 6 requirements of Authorities concerned. Consultant
Minor unforeseen flaws which can surface later on Delays in validation during execution stage & Allow necessary resource provisions to meet impacts of time
associated time and cost impacts /costs Consultant /
PT‐143‐04 Construction Stage 2 3 6
Contractor

Delays in delivery due to shipping delays & delays of site inspections after Non‐availability of materials as per planned Ensure delivery on time and also allow necessary float
receipt. schedule & associated delay in project between procurement & installation.
PT‐143‐13 Material Delivery 2 3 6 Contractor
completion schedules.

Deviations in survey levels or coordinates for the civil work items (Duct Banks, Non‐acceptance of work or non‐suitability of Ensure compliance to survey levels & coordinates as per
HDD) work for Electrical installation and associated Construction NOC and ensure compliance of Asset owners Consultant/
PT‐143‐14 delays in project schedule. Construction Stage 2 3 6 stage wise check lists to ensure civil works meet the Contractor
requirement of electrical works.

Surfacing of defects in work & associated NODs (Notification of defects) Delays in project close out. Ensure issuance of DLCs will be in consultation with Asset
PT‐143‐21 Handover Stage 2 2 4 DEWA/Consulta
owner.
nt/Client
Denial or Delay of Internal Approvals Delays in planned project time schedule Discuss with concerned parties/departments to pre‐empt any Client/Consultan
PT‐143‐23 Internal Approvals 2 2 4 objections or denials/delays etc. t/Contractor
Short comings in Technical & associated commercial evaluation process Non‐acceptance of works, materials by Asset Employ/engage an Asset Owner's listed and experienced
owner or price quotes with higher/ non‐market consultancy agency for Tender evaluation process
PT‐143‐06 Pre‐Contract 1 4 4 Client
prices by Bidder.

Supervision by un‐experienced agency & associated non‐meeting of Asset Non‐acceptance of works by Asset Owner & Employ/engage an Asset Owner's listed and experienced
Owner's required work quality . associated impacts on planned project schedule. consultancy agency for post contract services & Supervision. Client/
PT‐143‐07 Construction Stage 1 4 4
Consultant

2.1.4 Risk Register Subtations Diversion

D&P Risk Register Rev.1, Issued on 15/03/15
 Risk Register Analysis
Number of Risks 23
Number of Risks without mitigation actions 0
Percentage of Mitigation actions without deadlines 100%

Risk Rating Breakdown

4% Red
18%
Amber

Green
78%

13% 18% Pre‐Contract

Design Stage
Construction Stage
Program of Works
13% Material Delivery
13% Project Interface
Post Contract
4% Internal Approvals
External Approvals
4% Scope Change
Finance (Variation, Claim, etc…)
9% 26% Finance (Other)
Handover Stage
HSE
 RISK MATRIX

LEGEND
CATASTROPHIC
5 Risk Likelihood
REMOTE Less than 5% probability

MAJOR UNLIKELY 5‐25% probability‐May happen during Project

4
POSSIBLE 25‐50% probability ‐ Could happen during Project
Impact

MODERATE PROBABLE 50‐80% probability ‐ Could happen during Project

3
CERTAIN >80% probability Certain to happen during Project

MINOR
2 Risk Impact
NEGLIGIBLE Insignificant impact on Project
NEGLIGIBLE
1 MINOR Some impact on the Project

REMOTE UNLIKELY POSSIBLE PROBABLE CERTAIN MODERATE Significant impact on the success of the Project
1 2 3 4 5
0‐5% 5‐25% 25‐50% 50‐80% >80%
MAJOR Major impact on achievement of the project deliverables
Likelihood
High
CATASTROPHIC Effects impact on project performance
Medium
Low