General Procedure, Document Control and Management Page : 1

GENERAL PROCEDURE

DOCUMENT CONTROL AND MANAGEMENT

“This document is the property of SAB and cannot be used, reproduced, transmi�ed or
disclosed without prior wri�en permission from the General Manager.
General Procedure, Document Control and Management Page : 2

Description of Revision

Approved Issued Revision Section/ Approved

Revision Description
Date Date No Page By
General Procedure, Document Control and Management Page : 3

INDEX

1. PURPOSE AND APPLICABILITY

2. SCOPE

3. REFERENCES

4. ACRONYMS AND DEFINITIONS

5. RESPONSIBILITIES

6. KEY ACTIVITIES

7. DOCUMENT STRUCTURE

8. INDICATION OF REVISION VERSIONS

9. ISSUING, UPDATING, FILING AND MANAGING DOCUMENTS

10. VOID AND OBSOLETE DOCUMENTS

11. ARCHIVES AND FILING ROOM:

12. DIAGRAM OF FLOW FOR PREPARATION & REVISION OF DOCUMENTS

13. ATTACHEMENTS
General Procedure, Document Control and Management Page : 4

1. PURPOSE AND APPLICABILITY

The purpose of this Procedure is to establish a uniform method for the control of documents relevant to SAB.
This control of documents are important to ensure:

• Documents remain legible and can be iden�fied with the appropriate organiza�on, division, func�on, ac�vity,
or contact person;

• Documents (other than records) are regularly reviewed, revised as necessary, and approved by authorized
personnel prior to use;

• The current versions of relevant documents are available at all loca�ons where;

• opera�ons essen�al to the effec�ve func�oning of the system are performed; an

• Obsolete documents are promptly removed from all points of issue and points of use.

The objec�ve is to reduce errors and delays caused by the unavailability of documents to the relevant users by alloca�ng
unique number, approved by qualified personnel, mark with their approval status and distribute to the appropriate staff.
Distribu�on will be in accordance to an agreed electronic distribu�on matrix, as well as the acknowledgement of the
receipt of documents as applicable; establish a library and/or share point to ensure that original documents are securely
retained and that such documents may be accessed.

Every document is allocated to a custodian who has ownership of the document and has responsibility of providing
clarifica�on to users and approving any devia�ons and concessions from its requirements.

This Document Control and Management procedure applies to all documents generated on behalf of SAB It is envisioned
that an integrated document management system will evolve. Un�l then processes, procedures, documents, and other
per�nent components applicable will be developed and managed as described in subsequent sec�ons.

2. SCOPE

The scope of this document is to define the standard formats to be applies for the control of all documenta�on rela�ng
to document management system.

3. REFERENCES

• SAB “Process 1.7 Control Document"

• SAB "Document Control Requirement 1.7.1"

• SAB “COMPANY QHSE MANAGEMENT MANUAL SYSTEM”

• ISO 9001:2008 STANDARDS

• ISO 14004:2004(E); Environmental Management Systems – General

• Guidelines on Principles, Systems, and Support Techniques; November 15, 2004

• OHSAS 18001:2007; Occupa�onal Health and Safety Management Systems Requirements; July 2007

4. ACRONYMS AND DEFINITIONS

4.1 ACRONYMS

SAB Corporate;
SAB Control Document: DECCD. SAB.
DCM = Document Control and Management.
QSHEMS: Quality, Safety, Health and Environmental Management System.
General Procedure, Document Control and Management Page : 5

4.2 DEFINITIONS

Corporate Document System :

Set of documents issued by the Corporate governing certain processes considered as the most cri�cal at group level and
to be used as model for carrying out such ac�vi�es within the group Companies. The set of documents included in
Corporate Document System act as guideline for the defini�on of SAB Company processes and ac�vi�es.

Company Document System :

Set of documents issued governing the ac�vi�es of the Company in compliance with the Corporate Document System.

Guideline :
Document issued by the Corporate, in line with its own Mission and Policy, which defines and governs a certain overall
process, in terms of rela�ons and responsibili�es of the involved en��es (Corporate, Opera�ng Companies, Projects) and
main sub-processes. In addi�on, the document contains a specific part relevant to the ac�vi�es to be done in the commer-
cial and the execu�on phases. This category of documents is used by the Corporate in order to govern and rule a specific
process to be carried out by an Opera�ng Company.

Procedural Documents :
Is a wri�en policy, procedure, guide, template, fact sheet used to communicate informa�on (i.e. Mission, Policies, Manu-
als, standards Procedures, General Procedures, Work Instruc�ons).

Technical Documents :
Set of documents defined the criteria and methodologies in order to standardize technical solu�ons and to ensure the
sharing and preserva�on of company know how (i.e. Criteria, Specifica�ons, Forms).

Corporate Manual :
Document issued by the Corporate describing DGD company business model, key process and organiza�on system

Standard Procedure :
Document issued by the corporate aims at governing the rela�onships between the corporate and SAB du�es and
responsibili�es’.

Policy :
Statement of the procedures the organiza�on will use in order to achieve the goals defined in its Mission.

HSE Manual :
Document issued by the company sta�ng the company’s policy for management of Health, safety and environmental
issues.

Work instruc�ons :
Document issued by the Company describing the procedures for conduc�ng individual ac�vi�es, which defines the techni-
cal and opera�ve details, forms and specific competencies and responsibili�es.

Criteria :
Document describing the baseline principles of technical, quality, and safety nature, in compliance with the reference
standards, in order to arrange a correct methodology to perform any kind of ac�vity.

Form :
File can be a�ached to a document, or stand alone, and made available in its original format in order to be used.

Record :
Document sta�ng the achieved results or providing evidence of ac�vi�es being performed.

Controlled Document :
Is any Safety, Health and Environmental for which distribu�on and status are to be kept current by the issuer to ensure
that authorized holders or users have the most up-to-date version available.

Uncontrolled Document :
Is any document that does not have a traceable distribu�on Uncontrolled documents should be current at the �me of
General Procedure, Document Control and Management Page : 6

issue (or prin�ng from a website) and marked appropriately, at least with the words “uncontrolled.

External Documents :
Finding new external documents required for your business will come about during normal opera�ons as well as
through management review. Control processes are the same as for internal documents.

Form :
Document made available in its original format in order to be used, filled-up or completed. It has its own autonomous
code.

Record :
Document sta�ng the achieved results or providing evidence of ac�vi�es being performed.

Master List :
The list that iden�fies the current revision status and distribu�on of documents in the Management system. For each
document, the Master List shall include the �tle, version number, issue date, and date for next scheduled review. The
Master List of QHSE documents shall be maintained by QHSE Department.

External Documents :
Finding new external documents required for your business will come about during normal opera�ons as well as
through management review. Control processes are the same as for internal documents

Appointed Person :
The employee who writes or revises the document For the purpose of implementa�on of Document system, the
following abbrevia�on should be used:

CORPORATE :
Refers to Head Quarters of SAB Energy in Oman which guides, controls and provides synergy and integra�on
needed for SAB Company to profitably fulfil its mission.

General Manager.

5. RESPONSIBILITIES

5.1 Corporate Organiza�on Department Responsibili�es

• Check that the documents to be issued comply with the SAB Energy Corporate Control Document requirements.

5.2 Country Manager

• Acknowledge the Corporate Documents and evaluate the necessity to define coherently specific Company
documents.

• Ensures implementa�on of document control system, is the final reviewing and approving authority for policies
and procedures,

• Ensures documents are revised and ac�ve, and performs clearance du�es and assigns reviews as requested
from other company department.

5.3 QHSE Department

• Implements and maintains document control system,

• Check that the documents to be issued comply with the requirements of QHSEMS, Coordinates reviews and
revisions of system documents

• Promote the upda�ng of QHSEMS, Maintains electronic Master List to ensure ac�ve and revised documents
are provided to staff, and archives superseded or obsolete documents.
General Procedure, Document Control and Management Page : 7

5.4 HR & ADMIN Department

• Support QHSE Department for any ma�ers related to DSSM

• Supervise on the correct defini�on of the document contents, in line with organiza�onal structures.

• Check overall organiza�onal coherence (roles & responsibili�es, Professional Roles, Interfaces, Processes)

• Promote the upda�ng of Company Document System

5.5 Department Heads

• Iden�fying the need for new and/or revisions of exis�ng Management System documents

• Maintaining documents that the department is responsible.

5.6 Appointed Person

Is responsible for verifying that the official version of the document is used by checking the Master List, reviews and
determines need for new procedures or modifica�on of procedures, Ensures correct forma�ng conven�ons are
followed.

6. KEY ACTIVITIES

The Company’s Document Control and Management has been set up in compliance with the Process Management
System-Corporate and Country Process.
guides, controls and provides synergy and integra�on needed for SAB Company to profitably fulfil its mission.

7. DOCUMENT STRUCTURE

The Document Control and Management of SAB will consist of the following documents:

• Policies

• Direc�ves

• Organiza�onal No�fica�ons

• Company Management Manual

• HSE Manual

• General Procedures

• Work Instruc�ons

• Specifica�ons

• Forms

• Reference Document

7.1 Language And Format

All documents are published in English and/or Arabic.

General Procedure, Document Control and Management Page : 8

7.2 Documents

DOCUMENT ACRONYM
Policy POL
Manual MAN
Company Quality Management Manual CQMM
General Procedure GP
Work Instruc�on WI
Specifica�on SPC
Criteria CR
Form FORM

7.3 Document control layout

The following basic rules shall be applicable for the development of all docuents, which are part of the Document
Control and Management of the Company.

7.4 Format of Document Control and Management

• State the following on the first page: “This document is the property of SAB and cannot be used, reproduced,
transmi�ed or disclosed without prior wri�en permission from the General Manager.”

• Be wri�en using Arial font, size 12 for its document texts, be defined as “” in case a document is newly
established and being issued for implementa�on for the first �me

• Be wri�en (inside pages) using Arial, font 12 and the separa�on between lines shall be 1.15mm. The document
�tle and document number shall be wri�en using Arial font 20.

• The documents and Forms specifica�on shall be in format: UNI A4 mm. 210 x 297. (Where possible).

• Be issued in English and/or Arabic.

7.5 Contents

The contents of each document shall be in line with the defini�ons given in Sec�on 3 - “Defini�ons”, and with the
provisions set forth in the Corporate SAB Energy Corporate Standard “Process 1.7 Control Document" and "Document
Control Requirement 1.7.1"

General Procedures, Work Instruc�on, Specifica�on and Criteria shall include some or all of the following as Index:

• PURPOSE AND APPLICABILITY

• SCOPE
• REFERENCE
• DEFINITIONS
• RESPONSIBILITIES (where applicable)
• FLOW CHART (where applicable)
• ATTACHMENTS (where applicable)

7.6 Document Coding

In order to ensure uniformity, document codes shall be followed according to this format : i.e:

G P - S A B - Q H S E - 0 0 1 - E

Document Type Company Code Process/Dept. Sequen�al Language (ex.:

See clause 7.2 Code See Number E=English
Related Table (3-digit) A=Arabic
General Procedure, Document Control and Management Page : 9

Forms (a�achments) to documents shall have a unique numbering system. Forms shall be progressively numbered as any
other category of document and consequent revision shall be registered based on the sample below:i.e.:

F O R M - S A B - O P E R - 0 0 1 - E

Form Company Code Process/Dept. Sequen�al Language (ex.:

Code See Number E=English
Related Table (3-digit) A=Arabic
Forms shall be considered as an autonomous category of documents made available in their original format in order to be
used. This category of document shall be progressively numbered, as any other category of document, such that subse-
quent revision shall be registered

Document Document Code

Policy POL-SAB-XXXX
XXXX = Process/Department code

MAN-SAB-HSE-nnn -E
nnn = Sequen�al
HSE Manual number E = language
(English)
A = language (Arabic)

GP-SAB- XXXX -nnn-E

XXXX = Process/Department code
General Procedure nnn = Sequen�al
number E = language
(English)
A = language (Arabic)

WI-SAB- XXXX -nnn-E

XXXX = Process/Department code
Work Instruc�on nnn = Sequen�al
number E = language
(English)

CR-SAB- XXXX -nnn-E

XXXX = Process/Department code
Criteria nnn = Sequen�al
number E = language
(English)

FORM-SAB- XXXX -nnn-E

XXXX = Process/Department code
Forms nnn = Sequen�al
number E = language
(English)
General Procedure, Document Control and Management Page : 10

The Process / Department code (XXXX) acronyms shall be as listed below:

Code PROCESS / DEPARTMENT

QHSE Quality, Health, Safety and Environment Department
OPER Opera�ons Department
MAIN Maintenance Department
HR Human Resources & Administra�on Department
FINA Finance Department
CA Clients Affairs Department
PRO Procurement Department
WA Warehouse an Logis�c Department
TRAN Transporta�on Department

8. INDICATION OF REVISION VERSIONS

The first page of each document, as shown in this general procedure, shall indicate the revision number. Previous consecu-
�ve revised versions shall be recorded in the table on page two. A brief descrip�on of the reasons for the revision will also
be given in the “Descrip�on of revision” box followed by any special iden�fica�on at the place of revision. The heading on
each page of document shall also include the current revised version number. The document code shall not refer to the
revision.

8.1 Revision of Document

The revision shall be as follows:

Rev. 00: „Issued for Internal Review“. To be used for first internal revision incorpora�ng all the comments, Then Rev. 01
shall be used as „Issued for approval”, and the subsequent revisions shall be 02, 03 etc.

9. ISSUING, UPDATING, FILING AND MANAGING DOCUMENTS

A�er prepara�on, checking and approving of documents, the original of the newly revised version shall be kept in the
Human Resources & administra�on Department and distribu�on shall be done following the matrix for document
distribu�on. Appointed Person is ul�mately responsible for issuing, filing and upda�ng the en�re Document System,
ensuring that the latest revised versions of all documents of SAB are stored on hard copies and/or in an electronic format
on the company’s computer network - share point and shared Document system.

The approved original document shall be stamp as “MASTER COPY” in red.

Department Heads are responsible for the upda�ng and management of their own documents revisions of documents
are required for a number of reasons (more effec�ve way of performing opera�on, change in working methods, result of
an audit etc.).

The communica�on shall be forwarded to the Responsible Department Head. The process owner and the SCNL Quality
Manager shall review the proposed revision and decide whether the proposal shall be approved or rejected for rejected
proposal, the men�oned communica�on shall be forwarded to QHSE Manager and filed for approved proposal, the
communica�on shall be forwarded to the person assigned to revise the document.

Documents shall be revised by the Department responsible for preparing them. The original signed hard copy and
so�copy shall be sent to the Human Resources & administra�on Department for filing each Department Head shall
ensure that an electronic format version of the document is forwarded to the Human Resources & administra�on Depart-
ment for input into the company, New version of document shall be forwarded to Human Resources & administra�on
Department for distribu�on and filing using the electronic system.

10. VOID AND OBSOLETE DOCUMENTS

A void stamp shall be applied to the document that is superseded. It shall be withdrawn from the folder/file to prevent
unintended use. All custodians of the document shall receive formal communica�on to replace obsolete document with
the current document.
General Procedure, Document Control and Management Page : 11

A so� and hard copy of void or obsolete document shall be kept for a period of six months in file/computer folder labelled
“VOID”. On the expira�on of the said period the hard and so� copy will then be withdrawn from the file and disposed-of.
The hard copy (ies) shall be trashed in the waste bin for the Waste Management ac�on.

11. ARCHIVES AND FILING ROOM:

All hard copies of documents shall be stored in a fire safe filing room. For this purpose suitable cabinets shall be installed
in all designated filing room. It is the responsibility of each head of department to verify regularly the passive documents
(which are not in con�nuous use), and such documents shall be transferred to the archives. The files shall be stored in
standard box files, and shall be labelled at least with the following informa�on: All documents to be sent to the archive
shall be recorded in the form.

- Company Name;
- Department;
- Title of document;
- Expira�on date.

12. DIAGRAM OF FLOW FOR PREPARATION & REVISION OF DOCUMENT

DOCUMENTS PREPARATION FLOW CHART
REVISION OTHERS* DEPARTMENTAL Distribu�on
ACTIVITY ORGINATOR (Head Department) (See note MANAGER/MANAGING & Filing
no. 01) DIRECTOR

Development of SAB
Document System X X

Review X

Approval X

Distribu�on and Filling

X

DOCUMENTS REVISION FLOW CHART

HEAD QHSE Manager/ OPS OTHERS* DEPARTMENTAL Distribu�on

ACTIVITY DEPARTMENT HR Manager Manager (See note MANAGER/ & Filing
No.01) MANAGING DIRECTOR

Issued new X
revision

Evalua�on of
X X X
new revision

Approval
of new X
document

Distribu�on X
and Filling

Note 01: Other Department may be required to review the documents for addi�onal comments
General Procedure, Document Control and Management Page : 12

13. ATTACHMENTS
4 cm 4 cm

SAB
VOID 2 cm
Master Copy 2 cm
Original in Red
Quality System Overview Page : 13

QUALITY MANUAL
QUALITY SYSTEM OVERVIEW

Notes:
1. This document is not valid unless authorized by the Quality Manager.
2. The last revision on any one page is sidelined in the right hand margin.
3. Any queries on this document are to be made to the Department Manager or Quality
Representa�ve.
4. Document content authorized by Department head.
5. Document approved for distribu�on by Quality Department.
6. Note any paper copy of a quality document is considered an UNCOTROLLED
COPY unless it is printed on yellow colored paper and carries both approvals
and authoriza�on signatures.

APPROVED & AUTHORISED NETWORK VERSION CONTROLLED COPY

Document No.: 1 *Number of appendices
Revision: none 1st Version *if none write “none”

Revision Record

REVISON DATE DESCRIPTION OF REVISION PARAGRAPH

APPENDIX

Document Authoriza�on
Document Authority Document Custodian Document Owner
Quality System Overview Page : 14

CONTENTS

1.1 Company Culture

1.2 Thoughts on Quality from SAB
1.2 Vision Statement
1.3 Quality Policy
2.0 Scope
2.1 Permissible Exclusions
3.0 Con�nuous Improvement
4.0 The Company
5.0 Quality Management System
5.1 General Requirements
5.2 Documenta�on Structure and Management
6.1 Management Responsibility
6.2 Management Commitment
6.3 Customer Focus
6.4 Quality Policy
6.5 Planning
6.6 Responsibility, Authority and Communica�on
6.7 Management Review
7.1 Resource Management
7.2 Provision of Resources
7.3 Human Resources
7.4 Infrastructure
7.5 Work Environment
8.1 Service Realiza�on
8.2 Planning of Service Realiza�on
8.3 Customer related Processes
8.4 Design and/or development
8.5 Purchasing
8.6 Service Provision
8.7 Control of Monitoring and Measuring Devices
9.1 Measurement, Analyses and Improvement
9.2 General
9.3 Monitoring and Measurement
9.4 Control of Non-Conforming Service
9.5 Analyze of Data’s
9.6 Improvement
Quality System Overview Page : 15

1.0. COMPANY CULTURE

1.1 Thoughts on Quality from SAB

As we become a company with a unique iden�ty, Quality should be important to everyone. My personal leadership focus
is on Safety, Service and Quality. We will not lower our standards no ma�er the cost. To have true Quality we must have
pride. We must take pride in ourselves, our equipment and our work. I will con�nue to stress this personally through
memos, personal contact and through our management teams.

Taking ownership of our assets is how we will remain compe��ve and a company to be proud to be part of. More and
more responsibility is being given at lower levels. We take pride in who we are and what we do. All employees are respon-
sible for our future success. Do not accept less than the best.

My biggest problem is whenever mistakes are hidden. A mistake is an opportunity to improve and we need to know
where those opportuni�es are.

This manual is a tool for us to improve. Make this tool fit your hands by feedback on how to make it more usable. Together
we will maintain our posi�on as “the preferred service provider in the transport & Rig move business.

1.2 Vision Statement

“To be the preferred service provider in the transport and Rig move business and deliver value to our customers and
shareholders through world class leadership.”

We Seek To Achieve This Through The Following Behaviors: Being a Team Player:

• None of us is as smart as all of us.

• Enforcing the SAB “team” behavior (trea�ng all areas as a single team). Always remembering
that success at SAB depends on coopera�on and teamwork and le�ng that guide your ac�ons
on a daily basis.

• Trea�ng others as you want to be treated.

Effec�ve Leadership:

• Displaying commitment to SAB vision.

• Assuming responsibility for the safety of self and co-workers.

• Always having a plan.

• Accep�ng responsibility for the consequences of your ac�ons and doing what needs to be done to improve
yourself and your performance.

• Always making business decisions, not personal.

• Always le�ng people know you appreciate what they do for you.

• Ac�ng ethically and with integrity.

Effec�ve Communica�ons:

• Communica�ng and distribu�ng informa�on correctly to ensure a clear understanding by all concerned.

• Communica�ng subject ma�er concisely and clearly, including: subject, transport, area and reference in all
wri�en correspondence.

• Elimina�ng e-mail in instances where verbal communica�ons are more effec�ve.

Quality System Overview Page : 16

• Being prepared for mee�ngs, which include: plan, inform, prepare, control and summarize.

• Bringing ideas for solu�ons when you raise problems or concerns.

• Asking ques�ons to clarify when you do not understand direc�ons or requests.

• Asking for advice, help and support when you need it.

1.3 Quality Policy

The management and employees of SAB are commi�ed to providing products and services that meet or exceed our needs;
our client’s needs, and documen�ng that service in a consistent manner. To achieve this objec�ve, the company will estab-
lished a formal Quality Management System based upon ISO 9001: 2008 requirements.

The Quality system is con�nuously enhanced through:

• Scheduled management review mee�ngs to determine con�nuing suitability

• Scheduled internal / external quality audits

• Feedback provided from our employees

• Benchmarking of key performance indicators

The company creates a par�cipa�ve atmosphere to achieve this by communica�ng its quality mission and objec�ves to all
employees. We believe employees at every level of the company have a responsibility for the quality of products and
services provided to clients; therefore, employees are empowered to assist in the con�nual improvement process to meet
company and client evolving needs.

2.0 SCOPE

This manual describes the Quality Management System (QMS) at SAB and all of its subsidiaries. The QMS defines require-
ments, assigns responsibility and provides guidance for its implementa�on. The QMS will be developed in accordance with
the quality management system requirements of ISO 9001:2008.

2.1 Permissible Exclusions

• None

3.0 CONTINUOUS IMPROVEMENT

The company’s ISO 9001:2008 based Quality Management System (QMS) will be developed in complete alignment with
both our Con�nuous Improvement philosophy and culture. The QMS is that part of the overall strategic plan, which imple-
ments our quality policy and establishes procedures by which we meet or exceed customer expecta�ons and sa�sfy
interna�onal system requirements.
Quality System Overview Page : 17

CORE BUSINESS ACTIVITIES

Strategic
Feedback
Planning

Strategic Planning &

Review

Budget Planning Business

Development
Transporta�on
Marke�ng Rig Move
Inquiry
Management
Rig Move Planning
Project
Tender
Management
Cargo Haulage
Contract
Management
Custom clearance

Distribu�onof cargo
Field Opera�on Support haulage

Freight
Sea/Air
Opera�on Project
Workshop
Management

Repor�ng
Logis�cs
Customer Care

Corporate Management System

Department Management System

Opera�on management System

4.0 THE COMPANY

SAB medium scale enterprise in the transport and Rig move business and is vitally interested in ensuring the quality of
his work.

The successful progress in strategically developing our company investment in the range of land transport, Rig move,
Freight (sea/air), customs clearance, Oil Rig supplies and Distribu�on business clearly defines our Vision, Mission and
Objec�ves.

Our target is to achieve the highest level of success for our company using the most professional, applicable and
contemporary strategies. Our vision is to consolidate and expand our posi�on in this compe��ve world and to con�nue
to make SAB an organiza�on to be reckoned with.

Safety, technology and environment exper�se are at the heart of SAB opera�ons. Together with this a�ributes is the
company dedica�on to service, characterized by an a�tude of opera�onal professionalism which allows the employees
to concentrate on their management responsibili�es, not on total supervision.

The company organiza�onal chart structure is demonstrated by its organiza�onal chart, on. The chart show several
departments, which embrace companywide func�ons.

Inquiries are passed to the manager or head of the most appropriate department, and the Project leader/Coordinator, or
both, monitor such alloca�ons. Those of a major nature are considered at the highest level. Company organiza�onal chart
and job descrip�ons indicate the responsibili�es of company personal, with respect to implementa�on of the company’s
quality policy.
Quality System Overview Page : 18

Responsibility for the quality of sub-contracted work lies with the manager or COO undertaking work. The COO is, howev-
er, responsible for the defini�on of the scope of sub-contracted work in associa�on with, and with the agreement of,
other departments groups involved.

The COO or Department Manager is required to evaluate sub-contractors when seeking outside services and supplies.
Reference must be made to a list of approved vendors and sub-contractors presently held by the Opera�on department.
Managers and subsequent coordinators are expected to contribute the con�nual upda�ng of this list, which is a Quality
System controlled document.

5.1 QUALITY MANGEMENT SYSTEM

5.2 General requirements

The Quality Management System (QMS) is that part of our overall business plan which implements our Quality Policy,
establishes procedures for providing products and services, that meet or exceed customer expecta�ons and sa�sfies
external quality system requirements. The QMS includes documents (policies, procedures, and forms), organiza�onal
structure, requirements and responsibili�es for achieving our quality policy. The founda�on for our QMS is found in our
company’s stated behaviors. Our behaviors provide guidelines that help to ensure the following objec�ves:

• Focus on our Customers

• Total Par�cipa�on of our People

• Con�nuous Improvement

This Quality Manual and its associated procedures establish and document the means by which we implement,
maintain and con�nually improve our QMS. It also iden�fies the criteria and methods required to ensure effec�ve
opera�on and control of the system and iden�fy the measurement, monitoring, analysis, informa�on and ac�ons
necessary to achieve planned results and con�nuous improvement.

The processes needed for our QMS include those iden�fied in the ISO 9001:2008 standards, as well as a number of
cri�cal produc�on processes.

5.2 Documenta�on Structure and Management

5.2.1 General

Our QMS documenta�on includes the Quality Manual, procedures required by the ISO 9001:2008 standard and other
procedures, work instruc�ons and documents which we employ to ensure effec�ve opera�on and process control. The
extent of our QMS documenta�on varies depending on the size and type of sub elements of our organiza�on, the
complexity and interac�on of processes and the competence of personnel. The structure of the system is as follows.

5.2.2 System Structure

QMS - The Quality Management System is the governing system for the company and is comprised of the following. The
system is also comprised of one Quality Manual, which is the founda�on of each subsystem.

HMS - Departmental manuals containing only those documents that our Corporate Head Office personnel require.

DMS - Departmental manuals containing only those documents that our work shop Office personnel require.

OMS - Rig move manuals containing only those documents that our rig move personnel require.

Figure 2 shows the rela�onship of SAB sub system and how they comprise of its QSM.
Quality System Overview Page : 19

QMS

HMS AMS RMS

Figure 1 Subsystems Interrela�onship

5.2.3 Documenta�on Tiers

Level 0 – Table of Contents Level 1 – Policies Level2–

Procedures

5.2.4 Quality Manual

QMS documenta�on includes this Quality Manual, the standard opera�ng procedures (SOPs) referenced throughout this
manual and iden�fied in the Master List of Documents in level 4, and other documents, data, forms, and records iden�-
fied in this manual and associated procedures. Documents and data are in the form of both hard copy and electronic
media. QMS documenta�on was developed based on the complexity of the work, the methods used and the skills and
training needed by employees involved in carrying out the ac�vi�es.

The processes needed for our QMS include those required by the ISO 9001:2008 standards as well as a number of other
cri�cal business and product realiza�on processes unique to our opera�ons.

5.2.5 Control of Documents

All QMS documents, including forms used to create quality records are controlled to ensure the following

a) Approve documents for adequacy prior to issue.

b) Review, update as necessary and re-approve documents.
c) Iden�fy the current revision status of documents.
d) Ensure that relevant versions of applicable documents are available at points of use.
e) Ensure that documents remain legible, readily iden�fiable and retrievable.
f) Ensure that documents of external origin are iden�fied and their distribu�on controlled.
g) Prevent the unintended use of obsolete documents, and to apply suitable iden�fica�on to them if they are
retained for any purpose.

5.2.6 Control of Records

Records required for the QMS are controlled and maintained to provide evidence of conformance to requirements and
of effec�ve applica�on of the QMS. Quality records include all records maintained to demonstrate conformance to
specified requirements and the effec�ve applica�on of the quality system, including documenta�on that describes:

a) Results of processes performed, including iden�fica�on of the individual performing the ac�vity.
b) Product/process evalua�on for acceptance criteria
c) Procedures, process maps or instruc�ons used to perform an ac�vity, including revision and/or date of
document
d) Iden�fica�on of material, parts, or equipment used in the making of the produ
e) Personnel, material or equipment qualifica�ons
f) Per�nent technical records from sub-contractors
Quality System Overview Page : 29
SAB realizes the necessity of recording the process when producing a product or performing a service in order to
provide evidence of correct performance. Therefore SAB has established, maintains and documents procedures for
iden�fica�on, colla�on, indexing, access, filing, storage, maintenance and disposi�on of records.

All records are legible and iden�fiable to the product/service involved. Records are stored and maintained in such a way
that they are readily retrievable in facili�es that provide a suitable environment to minimize deteriora�on or damage
and to prevent loss. Reten�on �mes of quality records are established - depending on different requirements e.g. laws,
contracts, etc. - and recorded. Records are maintained either in the form of hard copy or electronic media.

Where agreed contractually, the purchaser or his representa�ve makes records available for evalua�on for an agreed
period. Each department maintains a schedule of records.

6.1 MANAGEMENT RESPONSIBILITY

6.2 Management Commitment

Top management provides evidence of its commitment to the development and improvement of the quality manage-
ment system through leadership. Management communicates the importance of mee�ng customer contract expecta-
�ons, regulatory and legal requirements by con�nuously improving processes and services. Management ensure that the
Vision, Behaviors, Mission and Quality Policy are understood, implemented and maintained at all levels of the organi-
za�on through documented training, regular communica�on and verbal reinforcement.

Top management demonstrates its commitment to the development and improvement of the QMS by regularly establish-
ing quality objec�ves, conduc�ng management reviews and ensuring the availability of necessary resources for employ-
ees to perform their jobs properly.

6.3 Customer Focus

Our Vision Statement and Quality Policy put into ac�on demonstrate our commitment to our Customers: Customer expec-
ta�ons are determined, communicated, understood and converted into requirements. Processes are designed to meet or
exceed requirements.

We work hard to form a partnership with our customers to understand their environment and iden�fy solu�ons. Staying
close to our customers is our primary method of determining and understanding their requirements and expecta�ons.
We accomplish this objec�ve through a mul�tude of channels. These include regular customer communica�ons by key
leaders within the organiza�on with our customers to conduct joint strategic planning sessions with the customers’
organiza�on. We welcome customer visits to our facili�es to ensure that their requirements are being met. These commu-
nica�ons and interac�ons ul�mately yield clear, explicit customer requirements and expecta�ons in the form of a contrac-
tual agreement or customer specifica�on.

The QMS ensures that these requirements are fulfilled with the aim of exceeding our customers’ expecta�ons.

6.4 Quality Policy

Our Quality Policy acts as a compass in providing the direc�on and a framework for all employees to operate within.
We ensure that our Quality Policy is communicated and understood at all levels of the organiza�on through documented
training, regular communica�on and verbal reinforcement.

The Quality Policy is con�nually adjusted for con�nuing suitability.

6.5 Planning

6.4.1 Quality Objec�ves

Top management ensures that quality objec�ves are established at the func�onal level within the organiza�on. Objec-
�ves shall be measurable, a�ainable and consistent with the quality policy. Project specific objec�ves are developed as
appropriate to achieve customer sa�sfac�on. Objec�ves are also developed at each func�onal area and each country of
opera�on. These are reviewed for suitability by each Manager. Management system level objec�ves are reviewed annual-
ly for achievement and con�nuing suitability during management reviews.
Quality System Overview Page : 21

6.4.2 Quality Management System Planning

Our Quality Management System is part of the overall business management system which is u�lized to meet or exceed
customer expecta�ons and sa�sfies interna�onal system requirements for ISO registra�on. As such, it also cons�tutes the
overall SAB quality plan.

The QMS iden�fies and plans for the resources needed to ensure that our quality objec�ves are met. This includes the
iden�fica�on and planning of QMS processes, the resources needed to ensure its successful implementa�on and
objec�ves for con�nuous improvement. Any changes to the system are conducted in a controlled manner so that the
integrity of the QMS is con�nually maintained. Whenever a customer has specified requirements are such that they
are beyond the control of our established QMS, a targeted quality plan is developed for that specific requirement
changes are managed through the Management of Change process to ensure the integrity of the system.

6.5 Responsibility, Authority and Communica�on

6.5.1 Responsibility and Authority

The Group General Manager (GGM) sets direc�on and strategy to ensure the success of SAB. Other members of top
management, while under the direc�on of the GGM, have primary responsibility for all opera�ons under their control,
including the QMS described herein. The following have the key responsibili�es and authority for maintaining the integrity
of our Quality Management System:

Top Management - Top management is ul�mately responsible for the quality of products and services provided by.

Management - Execu�on of the Strategic Plan, budge�ng and implementa�on of the quality management system and
policies are the responsibility of Func�onal Managers throughout the organiza�on.

Employee Responsibility - All employees are responsible for the quality of their work and for their part in the overall
processes used to provide products and services to our customers. Employees will iden�fy and record any problems
rela�ng to the product, process and quality system. Employees are also the key par�cipants in process improvements
and the iden�fica�on of measures needed to ensure the con�nued success of con�nuous improvement efforts. They can
ini�ate, recommend or provide solu�ons through the Preven�ve/ Correc�ve Ac�on and Employee Feedback systems.

6.5.2 Management Representa�ve

The Quality Manager is appointed as the Management Representa�ve. Responsibili�es of this posi�on are to ensure that
a quality system is established, implemented and maintained in accordance with the ISO 9001:2008 standard, repor�ng to
top management on performance of the QMS and any needed improvements, promo�ng awareness of customer require-
ments throughout the organiza�on, and ensuring that the performance of the system is reviewed as a basis for improve-
ment.

6.5.3 Internal Communica�on

We ensure communica�on regarding QMS processes and their effec�veness between all levels of the organiza�on through
documented training, the internal audit program, the Preven�ve/ Correc�ve Ac�on Program, and regular formal and
informal communica�ons. Formal communica�on is facilitated through publica�on of the company newsle�er, team
mee�ngs, cross-func�onal improvement projects and memos from management. All management team members are
expected to be visible and available.

6.6 Management Review

6.6.1 General

Top management conducts management review mee�ngs quarterly to ensure the con�nuing suitability, adequacy and
effec�veness of the QMS. At this mee�ng, a number of Quality Management System components are reviewed to ensure
that they remain current and applicable with business trends and market shi�s. These include the Vision Statement,
Quality Policy, Quality Objec�ves and the need for changes to the QMS. Knowledge management is achieved by capturing
lessons learned. These components are collected by the Quality Manager and reviewed as part of the annual review for
trends and open issues.
Quality System Overview Page : 22

6.6.2 Review Input

The management review mee�ng includes a review of current performance and opportuni�es for improvement related
to follow-up ac�ons from earlier management reviews, customer feedback, the internal audit program, the Preven-
�ve/Correc�ve Ac�on Program, the Preven�ve Maintenance Program, process performance, product conformance data
and other changes that could affect the QMS. Lessons Learned are reviewed as well as trends and informa�on from QMS
analysis.

6.6.3 Review Output

At a minimum, outputs from management review mee�ngs include ac�ons required for improvement of the QMS and its
processes, improvement of product related to customer requirements and provision of resource needs. Minutes and
ac�on registers of management review mee�ngs are recorded and maintained by the Quality Department.

7.1 RESOURCE MANAGEMENT

7.2 Provision of Resources

Necessary resources are provided to implement, maintain and improve the QMS to ensure its effec�veness.

7.3 Human Resources

7.3.1 General

Employees are con�nually developed to ensure they achieve their full poten�al.

7.3.2 Competence, Awareness and Training

1. Need Determina�on. We determine employee training, awareness and competency needs through a variety of
methods. Emerging competency needs are iden�fied during the strategic planning process. Job descrip�ons are
maintained for each posi�on held at SAB to document the specific competencies needed to ensure the quality of SAB
products and services. All employees are evaluated and qualified on the basis of documented or demonstrated competen-
cies. Qualifica�on records for all employees are maintained with the Training Department.

2. Provision. We develop and provide training that balances organiza�onal competency needs with the develop-
ment and career needs of our employees. In addi�on, Quality Improvement Process Training and ISO 9001:2008 Aware-
ness Training is offered to all employees. When a procedure is updated and implemented, those employees responsible
for that specific process are trained prior to deployment of the new or changed process or procedure. The Training Depart-
ment develops individual development plans based upon posi�on. We use these Personal Development Plans to
determine both inside and outside training needs for the fiscal year. We maintain records for all training received.

3. Effec�veness. We evaluate the effec�veness of the training through immediate feedback (outside seminar
evalua�on and successful cer�fica�on of employees at a given level) and longer-term evalua�on through the employee
performance review process. Ul�mately, comprehensive measures such as produc�vity, on-�me rig delivery and
customer sa�sfac�on are the most cri�cal measures of training effec�veness.

4. Employee Contribu�ons. We ensure that our employees are aware of the relevance and importance of their
ac�vi�es and how they contribute to the achievement of our quality objec�ves. This is accomplished through QMS proce-
dure/process training, qualifica�on reviews and employee par�cipa�on in the strategic planning process.

7.4 Infrastructure

We iden�fy, provide and maintain the facili�es needed to achieve service conformance, including workspace and associat-
ed facili�es, equipment, hardware and so�ware, and suppor�ng services.

7.5 Work Environment

We have iden�fied and manage the human and physical factors needed to achieve product conformance and exceed
customer expecta�ons. Our people are the key to our success, and the human and physical factors under which they
Quality System Overview Page : 23

work are of paramount importance. A suitable working environment is maintained to ensure service quality.

Regarding physical factors, we employ a wide range of ac�vi�es to monitor and improve workplace safety, health and
ergonomics. These include adherence to good manufacturing prac�ces, safety team mee�ngs and training.

8.0 PRODUCT AND SERVICE REALIZATION

8.1 Planning of Service Realiza�on

Our QMS plans for, iden�fies and documents our realiza�on processes, and thereby ensures consistency with other
requirements of the QMS. The QMS development, planning and implementa�on process includes the iden�fica�on of
product and customer quality objec�ves; the need to establish processes and documenta�on, to provide resources and
facili�es specific to the product; verifica�on and valida�on ac�vi�es and the criteria for acceptability; and records neces-
sary to provide confidence of conformity of processes and product. These elements are addressed in this manual and its
associated procedures. Whenever required by the customer and/or when customer specified requirements are beyond
the control of our established QMS, a specific quality plan is developed for that process.

Our approach to process management involves determining what the internal / external customer wants, developing
processes capable of mee�ng requirements, ensuring that the inputs to the process are appropriate, measuring process
performance and evalua�ng and improving the process to ensure it con�nues to perform as designed.

8.2 Customer-Related Processes

Mee�ng or exceeding customer expecta�ons require that we determine and understand our customers’ requirements,
consistently meet those requirements, communicate and maintain close contact with our customers.

8.2.1 Determina�on of Requirements

We determine requirements through nego�a�ons by a thorough review of tenders by each Func�onal Manager in collab-
ora�on with the Business Development Department. Ul�mately, requirements for most major customers are iden�fied in
tenders and contracts that are documented and reviewed by the Management Team.
Applicable customer requirements include requirements specified by the customer, including the requirements for
availability, delivery and support; requirements not specified by the customer but necessary for intended or specified
use; and obliga�ons related to service, including regulatory and legal requirements or other requirements determined by
SAB.

8.2.2 Review of Requirements

1. The company maintains effec�ve procedures to ensure the following:

• A bid is only submi�ed in response to a tender when the company is sa�sfied that it can fulfill a poten�al
client's requirements in a profitable manner.
• Any contract offer arising from a bid, or by other means, is examined to ensure that its requirements
correspond to the quota�on or is otherwise in order, before it is accepted or work begun. Ambigui�es are
resolved to the sa�sfac�on of all par�es. Records of review proceedings are maintained

2. When an inquiry is received, all documents are carefully examined to ensure completeness, that the require
ments are understood and that all essen�al informa�on is, or will be made, available to permit development
for quota�on The Company's possible obliga�ons in respect of technical content and contractual fulfillment
are also addressed.

3. On receipt of an offer, a formal contract review is carried out. A conract review addresses any or all of the
following ma�ers:
• The company's ability to ensure compliance with contract requirements

• Availability of adequate or suitable human, equipment and material resources

• Adequate defini�on and documenta�on of work scopes

Quality System Overview Page : 24

• Applicability of regulatory requirements, na�onal standards and company standards and procedures

• Whether or not a Project Quality Plan and/or Project Quality Procedures are require

• The role and availability of sub-contractors

• Reconcilia�on of the contract award to what has been offered by way of the quota�on

4. As a result of a contract review, should any of the above require clarifica�on or resolu�on, the client is
nformed and a record of correspondence is held, un�l ques�ons are sa�sfactorily resolved.

5. Customer communica�on

The Group General Manager and Chief Opera�on Officer are primarily responsible for communica�ons with our
customers. Among others issues, these communica�ons may be related to product informa�on, inquiries, contracts,
contract amendments and contract administra�on.

We pay par�cular a�en�on to customer feedback, including customer sa�sfac�on and complaints. Customers are
provided with contact informa�on to ensure feedback is received and auc�oned. Good customer service prac�ces are
encouraged and prac�ced. Any employee receiving feedback from a customer is responsible for resolving the issue or
referring to an appropriate individual for resolu�on. The appropriate party will be responsible for ini�a�ng a preven-
�ve/ correc�ve ac�on to reduce recurrence of the issue. Customer feedback is captured and reported to the Corporate
Quality Department for trend analysis and repor�ng to management.

8.3 Design and/or Development

8.3.1 Design and/or Development Planning

SAB performs transport design for its use within its opera�onal departments. SAB has established a pacese�ng
reputa�on in its design of transport units and ancillary equipment.

Design control is in accordance with the requirements ISO 9001- 2008 and/or specific needs of its customer.

Design of equipment, material and other fabrica�on necessarily produces detailed plans and opera�onal documents.
These are collected and controlled by the company.

SAB has plans that iden�fy the responsibility for each design and development ac�vity. The design review, verifica�on,
and valida�on ac�vi�es are planned and assigned to qualified personnel equipped with adequate resources. These
plans describe or reference these ac�vi�es and are updated as the design evolves. A project plan is developed and
maintained throughout the project, which manages interfaces between different groups involved in the design and
development to ensure effec�ve communica�on and clear assignment of responsibility.

8.3.2 Design and/or Development Inputs

SAB defines design and/or development input requirements including:

• The func�onal and performance requirements as derived from customer input

• Legal and regulatory requirements which apply

• Lessons learned from previous similar design and development efforts

• Other necessary requirements

Design input requirements rela�ng to the product are iden�fied, documented and their selec�on reviewed by the
supplier for adequacy. Incomplete, ambiguous or conflic�ng requirements are resolved with those responsible for
drawing up the requirement.

8.3.3 Design and/or Development Outputs

Quality System Overview Page : 25

SAB assures that the design output is documented and expressed in terms of requirements, calcula�ons and analyses,
and that Design output:

a) Meets all the design input requirements

b) Provides informa�on for purchasing, produc�on, and service provision

c) Will conform to appropriate regulatory requirements whether or not these have been stated in the input
informa�on

d) Will iden�fy those characteris�cs of the design that are crucial to the safe and proper func�oning of the
product

e) Documented results of func�onal or opera�onal tests

f) Include a review of design output documents before release

8.3.4 Design and/or Development Review

a) During the evolu�on of each design or process development, planned reviews are conducted.

b) SAB reviews and verifies all plans and documents rela�ng to products and /or fabrica�ons.

c) Competent personnel, separate from the designing department will conduct the ac�vity of these reviews.

d) Records of such reviews must be recorded and maintained.

8.3.5 Design and/or Development Verifica�on

Design verifica�on is performed during design stages, to ensure that output meets the input requirements. These
verifica�on measures are recorded.

a) Undertaking qualifica�on tests and demonstra�ons

b) Carrying out alterna�ve calcula�ons

c) Comparing the new design with a similar proven design if available

d) Reviewing the design stage documents before release

• Records of verifica�ons are created and maintained.

8.3.6 Design and/or Development Valida�on

Design valida�on is performed to ensure that product conforms to defined needs and/or requirements. Product and
service resul�ng from design and/or development efforts is validated to assure that it performs to expecta�ons or that
it is suitable for applica�on. Records of valida�ons are created and maintained.

8.3.7 Control of Design and/or Development Changes

Design changes are iden�fied, documented and controlled. Control includes the assessment of the impact of changes
upon component parts and completed products including those that have already been delivered. Control also includes
the determina�on of treatment required for each change. That treatment may include verifica�on and/or valida�on.
Changes deemed ready for implementa�on are approved in accordance with management of change procedures.

8.4 Purchasing

We ensure that purchased products and services that impact the final quality of our products conform to our require-
ments. We accomplish this objec�ve by clearly iden�fying our requirements, working in partnership with our suppliers
Quality System Overview Page : 26

and u�lizing appropriate verifica�on ac�vi�es.

8.4.1 Purchasing Process

These manual and associated procedures establish the methods by which we control our purchasing process to ensure
product conforms to requirements. The type and extent of control is dependent upon the effect on subsequent realiza-
�on processes and their output, as well as considera�on of other characteris�cs including the type of product; the
poten�al impact of the product on our processes, products, or services; the results of supplier evalua�ons and past
performance and applicable regula�ons.

We have defined and documented the supplier approval process, including criteria for selec�on, the extent of control to
be exercised and periodic evalua�on. Suppliers are evaluated and selected based on their ability to supply product in
accordance with our requirements. The results of evalua�ons and follow/up ac�ons are recorded. Addi�onally, we
maintain a record of approved suppliers.

8.4.2 Purchasing Informa�on

Purchasing documents contain the appropriate data to clearly and fully describe materials which are being purchased.
When appropriate, this includes requirements for approval or qualifica�on of product, procedures, processes, equip-
ment, personnel and QMS requirements. We conduct an appropriate review to ensure the adequacy of specified
requirements contained in the purchasing documents prior to the placement of an order.

8.4.3 Verifica�on of Purchased Product

Incoming product is approved and tested to ensure compliance with requirements. SAB performs verifica�on ac�vi�es
at our suppliers’ premises as needed.

8.5 Service Provision

8.5.1 Control of Service Provision

SAB iden�fies processes that directly affect quality and provide methods for these processes to be carried out under
controlled condi�ons.
1. Informa�on. Informa�on inputs to the process include both product characteris�cs and appropriate work instruc-
�ons for employees conduc�ng work.

2. Work Instruc�ons. The necessity for and required detail of work instruc�ons is dependent upon the knowledge,
skills and abili�es of our employees and the complexity of the work process. All service-related processes are
performed by trained, qualified and cer�fied operators which minimizes the requirements for detailed work instru�ons.
However, cri�cal service steps are iden�fied and provided in Work Instruc�ons or Process Notes.

3. Equipment. All equipment used for service opera�ons is suitable, and is maintained in accordance with SAB preven-
�ve maintenance programs.

4. Measuring and monitoring devices. We have iden�fied and ensure the availability of measuring and monitoring
devices capable of mee�ng our measurement requirements.

5. Monitoring ac�vi�es. We have iden�fied and implemented the appropriate key performance indicators to ensure
process control. This is monitored via audits, inspec�ons, benchmarking and other monitoring mechanisms.

8.5.2 Planning Includes The Following:

a) Resource planning with regard to availability of equipment and personnel

b) Establishment of quality plans

c) Establishment of �me planning

d) Monitoring of the above

Quality System Overview Page : 27

8.5.3 Valida�on of Processes Service Provision

We define processes in which the results cannot be verified by subsequent measurement or monitoring as “Special Process-
es.” This includes any processes where deficiencies may become apparent only a�er the product is in use or the service has
been delivered.

When applicable, requirements for special process valida�on, including qualifica�on of the process; qualifica�on of equip-
ment and personnel; use of undefined
methodologies and procedures; requirements for records; and re-valida�on are carried out per quality plans.

8.5.4 Iden�fica�on and Traceability

SAB has established and maintains procedures and documenta�on for iden�fying service, and equipment. This procedure
enables the tracking of equipment, service and products during all stages of service, procurement and providing Rig move.

Where, and to the extent that traceability is a specified requirement, individual service have an individual iden�fica�on.
This iden�fica�on is recorded.

All iden�fica�on and traceability informa�on is managed with our asset management system, which ensures product recall
and addi�onal informa�on on iden�fica�on and traceability are available.

8.5.5 Customer Property

The control of client-supplied items is an integral part of SAB daily opera�ons. Appropriate and adequate care is taken of
these supplies, either in accordance with the procedures for the handling of SAB owned items or in full compliance with
customer's contractual specifica�ons.

SAB has established and maintains procedures and documenta�on for verifica�on, storage and maintenance of client
supplied items provided for incorpora�on into the supplies. Any such item that is lost damaged or is otherwise unsuitable
for use is recorded and reported to the client.

8.6 Control of Monitoring and Measuring Devices

With established and documented procedures, SAB controls, maintains inspec�on, measuring and test equipment, wheth-
er owned by the company, on loan, or provided by the client, to demonstrate the conformance of service to the specified
requirements. Equipment is used in a manner that ensures that measurement uncertainty is known and is consistent with
the required measurement capability.

8.6.1 Control Procedure

a) Iden�fies the measurements to be made, the accuracy required and selects the appropriate inspec�on, measur
ing and test equipment;

b) Iden�fies and adjusts all inspec�on, measuring and test equipment and devices that can affect service quality
at prescribed intervals, or prior to use, against cer�fied equipment having a known valid rela�onship to
interna�onally recognized standards where no such standards exist, the basis used for inspec�on is documented

c) Establishes, documents and maintains inspec�on procedures, including details of equipment type, iden�fica�on
number, loca�on, frequency of checks, check method, acceptance criteria and the ac�on to be taken when
results are unsa�sfactory;

d) Ensures that the inspec�on, measuring of the equipment is capable of the accuracy and precision necessary;

e) Iden�fies inspec�on, measuring the equipment with a suitable indicator or approved record to show the
inspec�on status;

f) Maintains inspec�on records for inspec�on, measuring for the equipment;

g) Assesses and documents the validity of previous inspec�on and results when inspec�on, measuring of the
Quality System Overview Page : 28

equipment is found to be out of inspec�on;

h) Ensures that the environmental condi�ons are suitable for the inspec�ons, measurements and tests being
carried out;

i) Ensures that the handling of inspec�on and measuring of the equipment is such that the accuracy and fitness
for use is maintained;

9.1 MEASUREMENT, ANALYSIS AND IMPROVEMENT

9.2 General

We have defined, planned and implemented the monitoring, measurement, analysis and improvement processes
needed to assure product and QMS conformity and achieve con�nuous quality management system improvement.
These ac�vi�es include assessment of customer sa�sfac�on; QMS performance audits; process control, including
sta�s�cal techniques where appropriate and assessment of product characteris�cs.

9.3 Monitoring And Measurement

9.2.1 Customer Sa�sfac�on

SAB collects monitors and evaluates informa�on on customer sa�sfac�on in order to determine how well we are
performing. Our objec�ve is to be par�cularly responsive to customer dissa�sfac�on or complaints. Anyone receiving a
complaint from a customer has the responsibility for documen�ng the complaint and ini�a�ng or implemen�ng
preven�ve or correc�ve ac�ons. If possible, employees are empowered to resolve the problem immediately. If that
individual cannot resolve the problem, then the appropriate person shall be contacted to ensure swi� resolu�on.

9.2.2 Internal Audit

Internal audits are cri�cal to the success of our Quality Management System. They help to determine the effec�veness
of the system, as well as to iden�fy opportuni�es for improvement. If the system is effec�ve (i.e. achieving the desired
results, performance and/or improvement objec�ves) internal audits can aid in iden�fying addi�onal opportuni�es for
improvement. If the system is not effec�ve, internal audits will help determine the scope, nature and source of the
problem as well as possible correc�ve ac�ons needed to achieve effec�veness. The results of these audits form an
integral part of the con�nual improvement process.

Internal audits are conducted in accordance with a published schedule that iden�fies the audit scope and frequency.
The schedule is developed on the basis of status and importance of the ac�vity to be audited and previous audit results.
Each of our key processes is evaluated on a Scheduled basis. The purpose of these internal audits is to: determine
whether the QMS conforms to the requirements of SAB, ISO 9001:2008 standard; to determine whether the process
has been effec�vely implemented and maintained; and to iden�fy opportuni�es for improvement. The management
representa�ve maintains records of audits, including correc�ve ac�on registers.

Audits are coordinated by the Quality Manager, and carried out by internal / external trained personnel who do not
have direct responsibility for the ac�vity being audited. Auditors record audit results and submit findings to appropriate
personnel with responsibility for the process audited.

Management responsible for the process audited is responsible for taking �mely correc�ve ac�on to eliminate detected non-
conformances and their causes, and documen�ng these ac�ons on the Preven�ve / Correc�ve Ac�on Register.

Follow-ups are conducted to verify �mely and effec�ve implementa�on of the proposed ac�on; and verifica�on results
are recorded on the Preven�ve / Correc�ve Ac�on Register.

Our internal audit program defines the responsibili�es and requirements for conduc�ng audits, ensuring their indepen-
dence, recording results and repor�ng to management.

9.2.3 Monitoring and Measurement of Processes

We apply internal benchmarking techniques for measurement and monitoring processes necessary to meet our
Quality System Overview Page : 29

customers’ requirements. We u�lize a process- focused approach to opera�ons control. The primary focus of this
approach is to assure the quality of process inputs, which includes employees, informa�on, material, facili�es and
equipment, and monitoring the process. Processes are measured, controlled and evaluated both to ensure that they
con�nue to sa�sfy their intended purpose and provide the required output and to iden�fy opportuni�es for con�nuous
improvement.

Measures are organized into a number of categories, and include the following key indicators: safety behavioral
programs, incident repor�ng, rig down�me, rig move �mes, rig computer systems, repair and maintenance costs,
preven�ve maintenance repor�ng, oil sampling, rig audit scores, Preven�ve/Correc�ve Ac�on Register monitoring, and
training compliance.

9.2.4 Monitoring and Measurement of Product

We sample, measure, and monitor the characteris�cs of our products at all phases. The measurement and monitoring
process serves to guide processes as well as to verify that all requirements are met.

SAB performs the following:

• Inspects, tests and iden�fies services as required by the quality plan or wri�en procedures.

• Establishes service standards conforming to specified requirements by use of process monitoring and control
methods.

• Holds the equipment un�l the required inspec�on have been completed or necessary reports have been
received and verified, except when product is released under posi�ve recall procedures.

1. Evidence of conformity. SAB establishes and maintains records which give evidence that the equipment has passed
inspec�on and/or test within defined acceptance criteria.

2. Product release and delivery. No equipment are released un�l the ac�vi�es specified in the quality plan or
documented procedures have been sa�sfactorily completed and the associated data and documenta�on are available
and authorized.

The quality plan’s documented procedures for final inspec�on require that all specified inspec�on, including those
specified either on receipt of equipment or in process/opera�on, have been carried out and that the data meets
specified requirements.

SAB carries out all final inspec�on in accordance with the quality plan or documented procedures to complete the
evidence of conformance to the specified requirements.

9.3 Control of Nonconforming Product

9.3.1 General

SAB takes preven�ve measures to avoid non-conformance with these policies. Any non- conformance that might occur
despite such measures is effec�vely handled to minimize cost, rec�fy side effects and prevent recurrence.

SAB has established and maintains documented procedures to ensure that services which do not conform to
specified requirements is prevented from inadvertent use. Control is provided for iden�fica�on, documenta�on,
evalua�on, segrega�on (when prac�cal) and disposi�on of non-conforming service and for no�fica�on to the depart-
ment in charge.

9.3.2 Non-Conformance Review and Disposi�on

Non-conforming service is reviewed in accordance with documented procedures. It may be:

a) Reworked/repeated to meet the specified requirements,

b) Accepted with or without repair by concession, or

Quality System Overview Page : 30

c) Re-graded for alterna�ve applica�ons, or

d) Rejected and/or scrapped

9.4 Analysis of Data

We collect and analyze appropriate data to determine the suitability and effec�veness of our QMS and to iden�fy
opportuni�es for con�nuous improvement. This includes data generated by measuring and monitoring ac�vi�es,
customer feedback, our supplier partnership process, the Preven�ve/Correc�ve Ac�on System and our audit process.
We analyze the data to provide informa�on on customer sa�sfac�on including conformance to customer requirements,
process and product characteris�cs and trends, and supplier performance.

The most comprehensive tool for determining the effec�veness of our QMS and iden�fying opportuni�es for improve-
ment is our internal benchmark programs. We perform a monthly self- assessment against our key performance
indicators. We also use ISO 9001:2008 as a guide for self- assessment of our QMS. We use the results of the assess-
ment to iden�fy current strengths and weaknesses and to iden�fy opportuni�es for con�nuous improvement.

9.5 Improvement

9.5.1 Con�nual Improvement

SAB con�nual improvement is a planned ac�vity. We plan and manage the processes necessary for the con�nual
improvement of the QMS through the establishment of objec�ves, the planning of the process, the provision of
resources and informa�on needed to carry out the process, the monitoring of related measures needed to assess
process effec�veness and efficiency, and the iden�fica�on/implementa�on of ac�ons needed to achieve desired
results. We accomplish this through the use of our quality policy, strategic and opera�onal objec�ves, audit results,
analysis of process and product performance data, correc�ve and preven�ve ac�on and the management review
process.

In addi�on to these, the other two key processes through which we plan for and ini�ate con�nuous improvement are
the annual strategic planning process and our internal Benchmarking Program. Employees are also encouraged to
provide feedback to improve the system.

9.5.2 Preven�ve Ac�on

Preven�ve ac�on is driven by internal audits, customer feedback, employee sugges�ons, internal benchmarking and the
management review mee�ng. We iden�fy the preven�ve ac�ons needed to eliminate the causes of poten�al noncon-
formi�es to prevent their occurrence. Preven�ve ac�ons taken are appropriate to the impact of the poten�al problems.

Preven�ve Ac�on defines and documents requirements for iden�fying poten�al nonconformi�es and their causes;
determining and ensuring the implementa�on of preven�ve ac�ons needed; recording the results of ac�on taken and
reviewing for effec�veness the preven�ve ac�ons taken.

9.5.3 Correc�ve Ac�on

Non-conforming product, processes and services drive correc�ve ac�on. As part of our QMS and con�nuous improve-
ment process, we inves�gate and document non- conformi�es to determine the correc�ve ac�on needed to reduce
recurrence. We apply controls and follow-up to ensure that correc�ve ac�on is taken and its effec�veness. Correc�ve
ac�ons are appropriate to the impact of the problems encountered.

Correc�ve Ac�on defines and documents requirements for iden�fying non-conformi�es (including customer
complaints); determining the causes of nonconformity; evalua�ng the need for ac�ons to ensure that non-conformi�es
do not recur; determining and implemen�ng the correc�ve ac�on needed; recording results of ac�on taken and
reviewing of correc�ve ac�on taken.

Results of the Correc�ve/Preven�ve Ac�on program are summarized and trended to iden�fy opportuni�es for improve-
ment. This informa�on is reviewed during the management review mee�ng.
HSE Layout Page : 31

HSE LAYOUT

Sustainability
policies

HSE targets

HSE principles

HSE standards and

procedures

Site HSE procedures,

specifica�ons, SOPs etc

The HSE Principles are:

1. Leadership and Commitment

Management and staff understand their HSE accountabili�es and are responsible for leading and engaging in mee�ng
policies, management principles, standards, procedures and objec�ves

2. Policy and Strategic Objec�ves

HSE policies are established, HSE objec�ves are set and an HSE management system is implemented to achieve the
requirements of the policies.

3. Roles, Responsibili�es and Competence

HSE is a line responsibility. Organiza�on, roles and HSE responsibili�es are clearly defined and documented. Personnel
are competent to conduct their assigned roles and ac�vi�es.

4. Risk Management

Hazards are iden�fied and associated risks assessed. Risks are managed to a level that is tolerable and as low as
reasonably prac�cable (ALARP principle). Changes in design, opera�ons, procedures, site standards, facili�es, equip-
ment or personnel are evaluated and managed to ensure that HSE and process safety risks arising from these changes
remain at an acceptable level.

5. Product Stewardship

Product Stewardship is ensured in the whole lifecycle from R&D, design, sourcing, manufacturing, distribu�on, installa-
�on, maintenance, decommissioning through disposal and recycling. All products are in compliance with relevant prevail-
ing legisla�ve regula�ons.

6. Supply Chain Management

Contrac�ng of services and the purchase, hire, or lease of equipment and materials are carried out in a manner to ensure
that HSE requirements are met.

7. Design and Construc�on

Facili�es, u�li�es and equipment and modifica�ons of these, are designed, procured, constructed, and commissioned to
manage HSE risks through their life cycle
HSE Layout Page : 32

8. Opera�ons and Maintenance

All facili�es, u�li�es and equipment are operated, maintained, inspected, and tested using systems and procedures that
manage HSE risks.

9. Incident Management

Incidents are reported, inves�gated, mi�gated and communicated. Incidents are inves�gated for root causes and
analyzed for trending pa�erns. Effec�ve correc�ve and preven�ve ac�ons are taken and lessons shared to reduce future
injuries and losses

10. Emergency Management

Procedures and resources are in place to effec�vely prepare and respond to emergencies to protect people, the environ-
ment, the Company’s reputa�on and property. Threats and risks of emergency are iden�fied in the whole value chain and
measures are taken to manage them.

11. Occupa�onal Health and Safety Management

Employees are fit to perform their required du�es. Appropriate controls are in place to provide protec�on from the
health and safety hazards associated with the whole company’s ac�vi�es.

12. Environmental and Climate Management

SAB is commi�ed to maximize the posi�ve contribu�on from renewable and climate-friendly solar energy at affordable
prices globally. This includes maximizing the energy efficiency of its products, minimizing nega�ve environmental
impacts and carbon footprint as well as preven�ng pollu�on from all business ac�vi�es and products. SAB operates in
compliance with na�onal legisla�on and applicable external requirement related to the environmental aspects of its
ac�vi�es.

13. Documenta�on and Legal requirements

Applicable laws, regula�ons, permits, codes, standards, prac�ces, and other requirements are iden�fied and complied
with, and documenta�on is managed through formally controlled processes. Records are maintained and readily
available.

14. Performance Monitoring, Assessment, Review and Improvement

HSE performance and systems are monitored, audited, and reviewed to iden�fy trends, measure progress, assess
compliance , drive con�nuous improvement, and provide assurance that governing processes are working effec�vely.

HSE Management System

Accidents that result in personal injury, impairment of health, property damage or disrup�on of opera�ons affect the
well-being of employees and the economic viability of the company. This affects us all. Therefore, safety is of primary
importance in all our work opera�ons. Management is commi�ed to the safety of its employees. Our policy states that
every employee is en�tled to a safe and healthy place to work. In order to ensure con�nuous improvement in this
endeavor, we have developed and implemented the HSE Management System (MS), the HSE Manual and other integral
health, safety and environmental programs. The HSE-MS, the HSE Manual and other programs are based on proven,
sound HSE management philosophies, guidelines, procedures and prac�ces. Briefly, the nine elements of the HSE
Management System are as follows:

Element 1 – Commitment, Leadership and Accountability

This element describes management's commitment, leadership and personal involvement in the HSE Management
System and how this will be conducted, measured and reviewed.

Element 2 – Policies and Objec�ves

This element describes the policies and objec�ves that will be set and implemented to ensure con�nuous HSE
HSE Layout Page : 33

performance and improvement.

Element 3 - Organiza�on and Responsibili�es

This element details all employees' responsibili�es in rela�on to HSE issues and what mechanisms are in place to ensure
that our workforce is competent in the tasks they are asked to perform.

Element 4 – Design and Planning

This element details the importance and requirements of HSE in designing, developing, and delivering our services. It also
addresses emergency response requirements.

Element 5 – Risk Assessment and Management

This element describes the structure that is in place to ensure that risks are effec�vely iden�fied, assessed and
controlled.

Element 6 – Contractor and Supplier Management

This element describes the systems that are in place to ensure that both suppliers and contractors will be selected,
evaluated and managed to ensure that the equipment, products or services that they provide meet our expecta�ons.

Element 7 - Safe Systems of Work

This element describes the mechanism in place to ensure that opera�ons and ac�vi�es, including changes, will be
conducted with HSE aspects clearly iden�fied and considered.

Element 8 – Documenta�on and Performance Review

This element describes the process in place to ensure that accurate repor�ng and records are conducted and maintained.
It also describes the processes in place to ensure that HSE performance is reviewed and, where applicable, rewarded.

Element 9 – Monitoring and Con�nuous Improvement

This element describes the mechanism in place to ensure that HSE expecta�ons are regularly reviewed. It also ensures
that, following that review, the necessary processes are put in place to ensure con�nuous improvements.

HSE Safety Management System

At SAB we value our employees above all else. Thus, our commitment to world class Health, Safety and Environmental
(HSE) performance is driven by the expecta�on that all employees are able to return home from work without injury and
that our work prac�ces protect the environment. Our experience has shown that an effec�ve HSE system is best driven
from the bo�om up by empowered employees with full management support and commitment at the top.

Corporate HSE Policy Statement.

Con�nual improvement of our HSE Management System is a major priority at SAB. To achieve this, we use both a
personal and systema�c approach to crea�ng an incident-free safety culture that values every employee’s input while
providing a framework within which to reliably plan, implement, monitor and manage HSE systems throughout the
organiza�on. Our HSE Management System contains the following elements:
HSE Layout Page : 34

POLICY 1 • Scope and Boundary

• Policy Procedure | Policy Statement

PLANNING 2 • Hazard Iden�fica�on | Risk Control | Objec�ves

• Legal Requirements | Safety & Health Programs

IMPLEMENTATION & • Structure | Training | Communica�ons

3
OPERATIONS • Document & Opera�ons Control | Emergencies

CHECKING & CORRECTIVE

4 • Performance Measuring & Monitoring
ACTIONS • Non-conformances | Records | Inspec�ons

MANAGEMENT REVIEW 5 • Safety Management System Review

• Reviewing Effec�veness

The SAB HSE Management System applies to all opera�ons conducted by SAB. Any new acquisi�on, project, joint
venture or contract controlled by SAB shall meet or exceed its requirements.