Saep 12

Document Responsibility: Project Management Office Department SAEP-12
Issue Date: 8 September 2015

Next Planned Update: 15 September 2019 Project Execution Plan
FEL0 FEL1 FEL2 FEL3 EXECUTION OPERATIONS

Sr. # Description Business Project Finalize Detailed Procure- Cons- Commis- Start- Close-
Initiation Study DBSP
Case Proposal FEL Design ment truction sioning up Out
63 Technical Submittal Reviews
64 Inspection Assignment Packages
65 Spare Parts Data Packages
66 Materials Final Disposition Report
67 Materials Reports
Asset Record (Fixed Assets Work
68
In Progress)
69
Manuals
70 Purchase Orders
EPC/LSPB Construction Kick-Off
71
Meeting
EPC/LSPB Construction Notice to
72
Proceed
73 Capital Assets List
74 Construction Progress Reports
75 Request for Inspections (RFIs)
76 Project Quality Index (PQI)
77 Project Safety Index
78 Inspection Record Books
79 Mechanical Completion Certificate
80 KPI Sign-Off
81 Actual Manpower Histogram
82 Actual Manpower Curve
83 Exception Items Completed
84 Contract Close Out
85 Commissioning Status Report
Performance Acceptance
86
Certificate
87 Ramp-Up Report
Commence Production on Specs
88
Notice
Production and Specs Monitoring
89
Control Plan
90 Test Under Load Report
91 Project Close-Out Report
92 Financial Close-Out Report
93 Post Project Appraisal Report
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VIP - Constructability Review
31
Report
32 VIP - Waste Minimization Report
VIP - Process Simplification
33
Report
34 VIP - Energy Optimization Report
VIP - Customizing Standards &
35
Specs Report
VIP - Reliability Simulation
36
Modelling Report
37 VIP - Design to Capacity Report
38 VIP - Value Engineering Study
VIP - Design for Maintainability
39
Report
40 VIP - 3D CAD
41 VIP - Planning for Startup Report
Preliminary Process Hazard
42
Analysis
43 Building Risk Assessment
44 Fire Risk Assessment
Facilities Security Assessment
45
Report
46 Project Interface Plan
47 Stakeholder Management Plan
Pre-Commissioning & Mech
48 Completion Plan (to be covered in * * *
Item-13)
VIP - Predictive Maintenance
49
Report
Project Proposal Reviews
50
(30-60-90%)
51 Project Proposal Package
52 Project Quality Plan
53 Safety Management System (SMS)
54 Project Records Book
Contracts Procurement & Bid
55
Evaluation
56 Contractor Quality Prequalification
Review by Detailed Design
57
Stakeholders
58 Detailed Design
59 Construction Package
60 IFP (LSPB Contract)
61 Construction Readiness Review
62 Purchase Requisition
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Exhibit J FEL Deliverables (for Projects Value < $20MM)

1 Opportunity Statement
Proposed Integrated Staffing
2
Assignment
VIP - Project Lessons Learned
3
Report ($10MM - $20MM) LLI LLC
4 Deliverable Waiver Request
5 Project Charter
6 Basic Data Requirements
7 Site Selection Assessment
8 Target Setting
9 Environmental Assessment
10 Business Case Assessment
11 Contracting Strategy
12 Project Execution Plan
Operational Readiness Plan (ORP)
13
including Item-48
14 VIP - Applicable VIPs Report
VIP - Project Risk Management
PRM ($10MM - $20MM).
15
May be conducted per response
of questionnaire.
16 Schedule
17 Cost Estimate
18 Brief and Presentation
19 Project Assurance Reviews Plan
20 Assurance Review Report
21 Gatekeeper Submittal
22 Gate Outcome Report
Facilities Security Assessment for
23
IT
Land Use Permit - Saudi Aramco
24
and Government
25 VIP - Technology Selection Report
Design Basis Scoping Paper
26
(DBSP)
Procurement strategy & Mat.
27
Procurement plan
28 Plot Plans
29 Preliminary Funding Request
VIP - Classes of Facility Quality
30
Rpt.
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Exhibit I Front End Loading (FEL) and Project Characterization
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Exhibit H Project Responsibility Matrix
Activity Prepare/Execute Manage Consult Approve
Budget Brief FPD/P FPD FPD P

Design Basis Scoping FPD FPD FPD/ES/S&IS FPD/P/CA/ES
Paper
Initial FPD FPD CA/P/PMOD/ES P/CA
Project
Execution Abbreviated SAPMT FPD CA/P/PMOD/ES P/CA
Plan Full SAPMT SAPMT FPD/P/PMOD/ES P/CA
Project Proposal C SAPMT FPD/P/ES/S&IS P/ES/CA-EM
Expenditure Request FPD/CA/ PMOD SAPMT FPD/PMOD EXCOM
Engineering/Design C SAPMT P/ES/S&IS CA
Contracting CD/SAPMT SAPMT CD CA-EM/SRC
Material Procurement:
9COM C/MS/SAPMT SAPMT MS CA
9CAT C/MS/SAPMT SAPMT MS CA
Inspection C/PMC SAPMT ID CA
Expediting C/PMC SAPMT MS CA
Spare Parts C SAPMT MS CA
Quality Control C/PMC SAPMT MS/ID CA
Construction C SAPMT ID SAPMT
Turnover C SAPMT P SAPMT/P
Symbols Description Symbols Description

C Contractor ID Inspection Department
CA Construction Agency MS Materials Supply (SAO/ASC/AOC)
CD Contracting Department P Proponent
EM Executive Management (SAO) PMC Program Management Contractor
EPD Environmental Protection Department PMOD Project Management Office Department
ES Engineering Services Organizations SAPMT Saudi Aramco Project Management Team
EXCOM Executive Committee S&IS Safety & Industrial Security
FPD Facilities Planning Department SRC Services Review Committee
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Exhibit G.5 Integrated Project Team IPT

(Typical- Construction Phase)
LEGEND:
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(Typical- Project Proposal Phase FEL3 )

(Typical- Detailed Design & Procurement Phases)
LEGEND:
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(Typical- Business Case FEL1 Phase)

(Typical- Study & DBSP FEL2 Phases)
LEGEND:
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Exhibit F Project Milestone Schedule
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Exhibit E Comparison of Various Contracting Alternatives
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Exhibit D Contracting Plan Matrix
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Exhibit C Revision Control
Date Rev Description
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Exhibit B.4 Approval Sheet for Full PEP

(Type - C1 Projects)
(Refer to Section 4.2.2.3 for approval levels)
PROJECT EXECUTION PLAN
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT MANAGER DATE
CONSTRUCTION AGENCY
CONCUR:
_____________________________________ ______________
DEPARTMENT MANAGER DATE
PROPONENT ORGANIZATION
CONCUR:
_____________________________________ ______________
PROJECT SPONSOR DATE
OPERATIONS ORGANIZATION
APPROVE:
_____________________________________ ______________
VICE PRESIDENT /EXECUTIVE DIRECTOR DATE
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(Type - B & C Projects with value > $50MM < $100MM)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
CONSTRUCTION AGENCY
_____________________________________ ______________
CONSTRUCTION AGENCY DEPARTMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________
GENERAL MANAGER DATE
AREA CONSTRUCTION AGENCY
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(Type - A, B & C projects with value > $100MM)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT MANAGEMENT DEPARTMENT
_____________________________________ ______________
PROJECT MANAGEMENT DEPARTMENT
_____________________________________ ______________
GENERAL MANAGER DATE
AREA PROJECT MANAGEMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
____________________________________ ________________
PROJECT MANAGEMENT
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Exhibit B.1 Approval Sheet for Initial and Abbreviated PEPs

(Refer to Section 4.2.1 for approval levels)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT LEADER DATE
FACILITIES PLANNING DEPARTMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________
DEPARTMENT MANAGER or Higher DATE
CONSTRUCTION AGENCY
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Exhibits
Exhibit A Table of Contents
SECTION TITLE
- APPROVAL SHEET
- REVISION CONTROL
1 PROJECT SUMMARY
2 CONTRACTING
3 MATERIAL PROCUREMENT
4 PRE-COMMISSIONING & MECHANICAL COMPLETION PLAN
5 COMMISSIONING & STARTUP PLAN
6 PROJECT COST
7 PROJECT SCHEDULE
8 PROJECT ORGANIZATION AND INTERFACES
9 VALUE IMPROVING PRACTICES
(including PROJECT RISK MANAGEMENT)
10 PROJECT SAFETY
11 ENVIRONMENTAL CONSIDERATIONS
12 PROJECT CLOSEOUT REPORTS
13 CONTRACTOR SAUDIZATION PLAN
14 MAXIMIZING IN-KINGDOM ENGINEERING,
PROCUREMENT AND CONSTRUCTION WORK
15 PROJECTS WITHIN EXISTING FACILITIES
(NON-GRASS ROOTS)
16 AREAS OF CONCERN
17 EXHIBITS
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4.3 Distribution
The Project Leader is responsible for distributing the signed-off Initial and
Abbreviated PEPs. For Full PEPs, the Project Manager is responsible.
Original and updated electronic or hard copies of the Initial, Abbreviated and
Full PEPs will be distributed. Distribution includes the PEP signatories and
Materials Supply's Projects & Strategic Purchasing Department. In addition,
copies of revised PEPs shall be distributed to signatories of Rev. 0 PEPs.
4.4 Confidentiality
In accordance with GI-0710.002, Classification of Sensitive Documents, PEPs

are to be classified as either Restricted or Confidential (for major
expansions or developments) and marked and handled accordingly.
5 Conflicts and Deviations
5.1 Any conflicts between this procedure and other applicable Saudi Aramco
Engineering Procedures (SAEPs), shall be resolved in writing by the General
Supervisor, Project Execution Optimization Division (PEOD), Project
Management Office Department (PMOD) of Saudi Aramco, Dhahran.
5.2 Direct all requests to deviate from this procedure following internal Company
procedure SAEP-302 and forward such requests for review to General
Supervisor PEOD and approval to the Manager, PMOD of Saudi Aramco,
Dhahran.
Revision Summary
15 September 2014 Revised the Next Planned Update, reaffirmed the content of the document, and reissued
as major revision to incorporate ATP-
11 January 2015 Editorial revision to clarify definitions and update references and links.
8 September 2015 Editorial revision to reflect the final two paragraphs are applicable to the entire
Section 4.2.2 and not just with Section 4.2.2.3.
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the Project Sponsor and approval of the Construction Agency

Department Manager (see approval sheet, Exhibit B.1).
The Project Manager shall submit a copy of the Abbreviated PEP to

Project Management Office Department (PMOD)/Project Execution
Metrics Division (PEMD) to verify the milestones.
Copies of the latest version of the Initial and Abbreviated PEPs shall also
be included in the Project Closeout Report to be submitted at DBSP
phase completion (see SAEP-329).
4.2.2 Full PEP
4.2.2.1 For Type A, B and C projects with a value over $100MM the
original Full PEP requires approval by the Executive
Director/Vice President of the Construction Agency after
concurrence by the Project Sponsor and Proponent Admin Area
Head (see approval sheet, Exhibit B.2).
4.2.2.2 For Type B and C projects with a value:

over $50MM and up to $100MM, the original Full PEP
General Manager after concurrence by the Project Sponsor

and Proponent Admin Area Head (see approval sheet,
Exhibit B.3).
of $50MM or below and where the Construction Agency
Department Manager has elected to prepare Full PEP, the
initial issues only require approval by the Construction
Agency Department Manager.
4.2.2.3 For Type C1 projects, Full PEP requires approval by the

Executive Director/Vice President of the Proponent
Organization after concurrence by the Proponent Department
Manager and Project Sponsor (see approval sheet, Exhibit B.4).
A revised Full PEP only requires approval by the Construction Agency

Department Manager after concurrence by the Proponent Department
Manager. A copy of the revised Full PEP shall be forwarded to the
signatories of the original Full PEP.
PMOD shall review PPU/MPU comments on the status of Full PEP

submittals at 30% preliminary engineering as an integral part of BISR
reviews. Copies of the latest version of the Full PEP shall be included in
the progressive Project Closeout Report (see SAEP-329).
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3.17.2 Construction
Highlight factors that can influence the project construction (e.g., site
location, security, other projects, etc.). Provide action plans to address
any concerns.
3.17.3 Company Interface
Summarize other Saudi Aramco activities that will be affected by the

project (e.g., maintaining minimum production rates at existing
facilities).
3.17.4 Government Interface
Identify anticipated interfaces with Saudi Arabian Government

authorities including Land Permits and other required approvals.
Address the timing and duration of all such activities.
3.17.5 Other Concerns
Identify other known factors that may impact efficient execution of the
project and provide plans that address the concerns (e.g., SAPMT and
others staffing restraints).
4 Responsibilities
4.1 Preparation
Preparation of the Initial and Abbreviated PEP are the responsibility of the
Project Leader and future Project Manager/Sr. Project Engineer, respectively;
coordination of reviews, and obtaining approval signatures are the responsibility
of the Project Leader.
For the Full PEP, preparation, coordination of reviews, and obtaining approval
signatures are the responsibility of the Project Manager.
Project Management Office Department (PMOD)/Project Execution

Optimization Division (PEOD) is available to explain this procedure.
4.2 Approvals
4.2.1 Initial and Abbreviated PEPs
The Initial PEP (for Type A & B projects) and the Abbreviated PEP (for
Type A, B & C projects) that are prepared prior to release of Preliminary
Engineering funds (and all subsequent revisions) require concurrence of
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3.13 Project Closeout Reports
Summarize the plan for preparing and submitting the Project Closeout Reports
in accordance with SAEP-329. The Project Leader/Manager is to ensure that
preparation and submission of the Project Closeout Reports is included as an
activity that is planned and tracked.
3.14 Contractor Saudization Plan
Address what actions will be taken to promote and support the hiring and
training of Saudi Arab personnel by contractors working on the project.
3.15 Maximizing In-Kingdom Engineering, Procurement and Construction Work
Address what actions will be taken to promote maximizing the IK engineering,

procurement and construction work. Also, address the feasibility of performing
portions of any planned LSTK OOK design work IK.
3.16 Projects within Existing Facilities (Non-Grass Roots)
Address what actions will be taken with regards to upgrade renovation or

addition to existing facilities in the following areas:
Design and site investigation work required during the project proposal
development and detail design phases to determine as-built condition of
existing facilities.
Risk assessment for items that may impact the project cost estimate.
3.17 Areas of Concern
Address project concerns where corresponding plans of action or solutions have

not been completely defined. Concerns for project delivery should be addressed
by Project Risk Management, including any unusual efforts or procedures
required for successful project completion. Areas of Concern related to external
interfaces and engineering or operational issues that may affect the resulting
capability provided by the project should also be highlighted here.
3.17.1 Engineering Design
Highlight factors that may influence the project design (e.g., operations
manning philosophy, operating reliability, capital versus operating
costs, material sourcing premiums, labor premiums and location
constraints, etc.). Provide action plans to address any concerns.
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detailed design, HAZOP studies shall be performed, when

the facility design is firm and no major design changes are
forecasted. The study recommendations shall be
incorporated into the final design of the facility.
The final HAZOP study shall be performed as soon as the

operating procedures are developed in sufficient detail to
allow analysis of startup, shutdown, and emergency
shutdown modes of operation. The study recommendations
shall be incorporated before startup of the facility.
3.11.1.3 Safety Studies Execution
The PreHA shall be conducted during the DBSP.

HAZOP studies should be part of the Project Proposal and
Detailed Design contract, if Saudi Aramco decides the
contractor is qualified to support conducting the studies.
If the contractor is not qualified to support conducting the
study, a subcontractor can be used.
The Project Leader/Manager shall notify LPD, EPD,

P&CSD, and all other concerned parties at least six weeks in
advance of any PreHA and HAZOP study so that qualified
personnel can be assigned participate in the studies.
Supporting documentation (PFDs, P&IDs, operating
procedures, etc.) can be arranged at this time.
A copy of each report shall be provided to LPD for review

prior to release. The Project Leader/Manager shall distribute
copies of the PreHA and HAZOP study reports (as applicable)
to all participants within four weeks after the study.
3.11.2 Project Safety Program
Describe the safety program for the project. The program should
describe the safety objectives for the project and how the program will
be managed to ensure these objectives are met. Address the issues of
accident prevention and contractor safety that shall also include job site
safety. For details, please refer to both Saudi Aramco- Safety
Management System and Construction Safety Manual.
3.12 Environmental Assessment
Describe the plan for performing the Environmental Assessment and mitigation
of environmental impacts as required by SAEP-13.
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section, if required.
1) Value Engineering
2) Project Risk Management
3) Best Practices Implementation (include Project Management's currently-
identified or other industry best practices)
4) Benchmarking
3.11 Project Safety
Summarize the plan for implementing project safety studies. The objective in
performing these studies is to identify, assess and evaluate (analyze and rank)
major hazards and risks to personnel, and other assets. Additional goals are to
develop measures to reduce and control risks, improve process safety, protect
ts, and business, and to minimize
operability problems.
For reference, see SAER-5437 Guidelines for Conducting HAZOP Studies.
3.11.1 Project Safety Studies
3.11.1.1 Preliminary Hazard Analysis
All facilities shall perform a Preliminary Hazard Analysis

(PreHA) regardless of the type of facilities (includes
permanent and project support facilities).
3.11.1.2 Hazard and Operability (HAZOP) Studies
The SAPMT and Proponent, in conjunction with the Loss

Prevention Department (LPD), Environmental Protection
Department (EPD), and Process & Controls System
Department (P&CSD) shall decide which projects and
specific facilities require HAZOP studies, how many and
how detailed each should be. Duplicate facilities shall not
require new HAZOP studies. Only new or upgraded
facilities that use, produce, process, transport, or store
flammable, explosive, toxic (including sewer gases,
e.g., H2S), biological or reactive substances in large
quantities should have HAZOP studies.
The first of the HAZOP studies shall be conducted during

the Project Proposal stage (see SAEP-14) and the report
shall be incorporated into the Project Proposal. During the
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1) Project information - Provides a summary of important project

background information including actions that will be taken about
upgrade, renovation or addition to existing facilities, interfaces
between new and existing facilities etc.
2) Contractor Scopes of Work and Interfaces - Defines the division of
work between the different contracts associated with the project.
3) Interface Roles & Responsibilities - States the roles and
responsibilities between contractors for interface systems.
Also, identifies other government/public and private organizations
(such as SEC, SSSP, airport authorities, etc.) and their roles and
responsibilities.
4) Master Interface Register - Lists the interface points (IPs) and is the
primary system used to control engineering, and data associated
with physical interfaces. Additionally, it identifies the deliverables
associated with construction that depend on others
(internal/external)
5) Interface Management Process - Details the Interdependency
Schedule (given to contractors to be aware of future requirements
of other contractors), and the Interface Execution Plan (describes
how contractor will implement the interface scope of work).
This section also includes details on the Interface Query Process,
Interface Meetings, and Interface Agreements.
6) Tools to be used for interface management, SAPMT and
Contractor training in the use of such tools, number of licenses, etc.
The Project Manager will initially develop the Interface Management

Plan upon completion of DBSP and will issue its final version upon
completion of Project Proposal package.
PMOD/PEO
and supports software tools for interface management. Contact PTIU for
assistance, if required.
3.10 Value Improving Practices
Summarize the plan for implementing Value Improving Practices (including

Project Risk Management) and Benchmarking as required per SAEP-367 and
SAEP-26, respectively. Provide implementation schedule identifying when and
by whom following will be conducted:
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In the Initial PEP, include the IPT organization chart for the Business
Case and proposed Integrated Staffing Assignment for Study & DBSP
phases.
In the Abbreviated PEP, include the IPT organization chart for the Study
and DBSP phases and proposed Integrated Staffing Assignment for the
Project Proposal phase.
In an updated Abbreviated PEP or Full PEP (if applicable), include the

IPT organization chart for the Project Proposal and proposed Integrated
Staffing Assignment for the execution phases.
Note: Integrated Staffing Assignment is a document that defines the
necessary staffing to perform the activities in the following phase.
This ensures that there is no lack of resources to prepare the
deliverables for the next gate, and ensures continuity.
For typical organization charts for each major phase of the project, see
Exhibit G1 to G5. For more details, refer to Integrated Project Team
Manual.
3.9.2 SAPMT Interfaces
Describe roles, responsibilities, and reporting relationships between the

SAPMT, Proponent, and other parties involved in the project, including
Saudi Aramco departments and contractors. Include a typical project
responsibility matrix (See Exhibit H).
Note: Roles and responsibilities of various organizations for execution of
projects related to Saudi Aramco and Third party Royalty/Custody
Metering Systems and Process Automation Systems (PAS) are
specified in SAEP-21, SAEP-50 and SAEP-16, respectively.
Describe how the SAPMT will provide effective and efficient

communications among the SAPMT, proponent, support groups, and
contractors during all phases of the project.
Describe how the SAPMT will provide close coordination and effective
interface with other BIs, SAPMTs or Proponents, whose work will have
direct impact on the Project's activities.
3.9.3 Project Interface Management Plan
This plan identifies and details the interfaces among existing and new
facilities and among contractors. It provides oversight of the interactions
and information flow between the major contractors. The main
components of the document include the following:
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Mobilization for engineering, procurement and construction dates as

applicable
Detail Engineering control points
Long lead materials procurement activities and durations including;
purchase requisitions, purchase orders, fabrication, ex-works and site
delivery dates.
Interim construction milestones such as but not limited to; discipline
completion dates, building completion dates, shutdowns,
pre-commissio
pre-commissioning duration, commissioning and startup durations,
Beneficial On Stream (BOS) date where applicable, final mechanical
completion (MC) date and on stream (OS) or beneficial occupancy date.
For details, refer to the Cost & Scheduling Manual available on the
PMOD/PEMD website.
3.8.2 Progress Measurement and Schedule Control
Describe the methodology to be utilized to ensure accurate progress

measurement and effective schedule control throughout the project life.
Address the subjects of work breakdown structure, progress reporting
systems, responsibilities of contractors with respect to progress
measurement and schedule control, and Critical Path Method (CPM)
scheduling software requirements. The Saudi Aramco Cost and
Scheduling Manual provides a definition of scheduling levels of detail to
be used on Saudi Aramco projects.
3.9 Project Organization and Interfaces
3.9.1 Establishing the Integrated Project Team (IPT)
Describe the process of establishing the IPT, including the following:

Thorough review process that will be conducted to determine the
type of disciplines needed to be covered by the IPT.
Objectives and responsibilities for the Project Sponsor, Senior
Operations Representative, Project Leader, Senior Planning Engineers,
Project Manager , Senior Project Engineers, Business Administrator,
Safety Specialist and other SAPMT members. This shall also include
organizations such as Safety & Industrial Security, Finance, Materials
Supply, Engineering Services and others, as appropriate.
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3.7 Project Cost
3.7.1 Project Funding
Describe Preliminary Engineering Funds requirements (see GI-0202.451),

Prior Approval Expenditure Request (PAER) Funds requirements
(see GI-0020.500) if applicable, and plans for ER Estimate preparation
(see SAEP-25). Also, describe the project budget amount and provide a
summary of its major elements of engineering, material, and construction
if available. Describe the basis of the current estimate. Identify any
critical cost items that will require special attention to avoid cost overruns.
3.7.2 Cost Control
Describe the strategies to be utilized to ensure effective cost control and

accurate cost reporting throughout the project life from Preliminary
Engineering Funds approval through project closeout. Address the
subjects of work breakdown structure, cost contingency management,
cost status reporting systems, and expenditure forecast preparation.
Identify any unique project characteristics that may require deviations
from standard Saudi Aramco cost control procedures, and provide plans
for handling such cases.
The project's work breakdown structure should be developed as a unified

system that supports integrated cost and schedule control.
3.8 Project Scheduling
3.8.1 Project Schedule
Describe the summary logic, interdependencies and contracting strategy

used to develop the Project Milestone Schedule. Identify critical risk
items, long lead equipment delivery durations and any other factors that
could result in potential schedule delays.
Provide Project Milestone Schedule (See Exhibit F) in bar chart format

summarizing major project activities, milestones, plant outages and
interfaces with other projects as applicable. The Project Milestone
Schedule shall include but not be limited to identify the following:
Contract development and award milestone dates by packages.
Value Engineering studies dates
Project Proposal review and approval
ER Estimate preparation, review and approval dates
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Saudi Aramco GI-0002.710, provides the framework for startup planning.

The Planning for Startup best practice is a useful reference and provides tools
designed to assist in developing and implementing an early startup plan (see
SAEP-367).
The Commissioning and Startup Plan describes the roles and responsibilities of
key persons and organizations, as well as the timing of commissioning and
startup planning and execution activities. The startup plan shall address the
following issues:
3.6.1 Responsibilities and Timing
The development of the Commissioning and Startup Plan (as an integral

part of the Operational Readiness Plan ORP ) is the responsibility of
the Senior Operations Representative with input from the Project
Manager, Safety and Industrial Security (S&IS), Inspection, etc. It also
relies upon information from the Pre-commissioning & Mechanical
Completion plan, developed in the DBSP phase. The Project Manager is
to provide oversight to ensure that commissioning and startup planning is
performed as an activity that is planned and tracked.
Note: The Operational Readiness Plan (ORP) is a document that highlights
and describes activities and resources aiming to ensure the
optimization of Operations and Maintenance activities over the facility
lifetime (starting after Handover). The ORP also defines how the
project will transition into an operating facility and will describe what
operational-type steps must be taken along the project planning and
execution path to have a flawless startup and initial operations.
The Sr. Operations Representative (with input from the Project Manager)
shall be assigned responsibility for managing the planning of
commissioning and startup, specifying when these assignments will be
made and what their startup planning responsibilities will entail. He shall
identify other key contributors to startup planning and execution,
including Inspection, Loss Prevention, contractors, vendors, and others as
required, and define their roles and responsibilities. He shall also provide
estimated timing and duration of startup planning, pre-commissioning,
mechanical completion, and commissioning activities, including
operations and maintenance training required prior to startup.
3.6.2 Systems Turnover Sequence
Provide a conceptual plan of the breakdown of the facility into systems

and the sequence in which these systems will be completed and taken
over from the SAPMT.
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The development of the Pre-commissioning and Mechanical Completion Plan is

initiated during DBSP phase and is progressively elaborated during Project
Proposal phase and throughout the subsequent project phases.
The development and execution of the Pre-commissioning and Mechanical

Completion Plan is the responsibility of the Project Manager with inputs from
Safety and Industrial Security (S&IS), Inspection, Proponent etc. The Project
Leader/Manager is to provide oversight to ensure that planning is performed as
an activity that is planned and tracked.
The main components of the Pre-commissioning and Mechanical Completion

Plan include the following:
Detailed Pre-commissioning Schedule illustrating all major pre-commissioning
activities and their timing and duration (to be aligned with the tail-end
construction schedule.)
Pre-commissioning procedures for all testing and inspection required under
the mechanical completion checklist for each system, including the
applicable pre-commissioning forms. The procedures should cover all
disciplines (for example buildings, electrical systems, instrumentation, non-
hydrocarbon mechanical systems, etc.)
Identification of the Mechanical Completion Packages, which describe the
limit and scope of the system. This is to include drawings that indicate the
system boundaries and isolation locations.
Vendor Representative Requirements
Master of the Punch List/ Exception Item List Database
Pre-commissioning Status Tracking System
Systems Turnover Sequence - Provides a conceptual plan of the breakdown
of the facility into systems and the sequence in which these systems will be
checked out and turned over to the Proponent. Also, address specific plans
to implement Partial Mechanical Completion, if applicable.
For reference and details, please refer to GI-0002.710 and SAEP-367.
3.6 Commissioning and Startup Plan
The Commissioning and Startup Plan is a planning document that defines the
objectives, plans, requirements, and related activities and information necessary
for a successful startup. It is a master reference guide that promotes common
understanding and alignment of all project participants.
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disposal of excess project material and equipment. The following should

also be considered:
3.4.2.1 Heavy/Oversize Material or Equipment
Prepare a list of heavy/oversize material or equipment.

Establish responsibilities for heavy lift requirements.
Heavy lift planning for materials and equipment, and related
requirements, will be coordinated with the Saudi Aramco
Heavy Lift Group. Consult with the Materials Logistics
Department regarding proposed international shipping
arrangements and with the Transportation & Equipment
Services Department for in-Kingdom movements of
heavy/oversize material or equipment.
3.4.2.2 Start-up, Operating, and Capital Spares
Establish responsibilities and requirements for start-up,

operating, and capital spares procurement. Ensure compliance
to requirements for operating spare parts in accordance with
SAEP-31. Address the disposition of contractor procured
spares, if applicable.
3.4.2.3 Customs Duties
Address responsibility for payment of customs duties, based on

the most recent Government regulations including compliance
with proper customs exemption requirements if any.
3.4.2.4 Quality Assurance/Quality Control
Identify materials quality assurance and quality control

planning requirements. Address vendor inspection
requirements and plans, including identification of materials to
be factory tested and coordination with Saudi Aramco Vendor
Inspection. For details, refer to GI-0400.001.
3.5 Pre-commissioning and Mechanical Completion Plan
The Pre-commissioning and Mechanical Completion Plan includes all

pre-commissioning activities, a listing of all systems/subsystems, a detailed
schedule, procedures required to support each system, and the activities that
need to be performed prior to handover and the commencement of
commissioning, startup and operations.
Page 13 of 42
or Project Proposal Contractor procurement of early vendor

engineering ( beneficial engineering ), and early engineering
by vendors using time unit rates under the Project Proposal
Contractor's contract.
3.4.1.2 Surplus 9COM Material and Equipment
Review Surplus 9COM (previously known as Direct Charge

DC) material and equipment list that could be incorporated in
the project's design. Surplus 9COM material and equipment
should be looked at in the earliest stages of design so that it can
be incorporated into the design.
3.4.1.3 Excess 9CAT Materials
Review Excess 9CAT (previously known as Saudi Aramco

Materials System SAMS) materials list of high-dollar-value
items ($10,000 and above) that could be incorporated in the
project's design.
3.4.2 Materials Procurement Plan
The Material Procurement Plan is to be completed by the Project Manager

nearing completion of the Project Proposal package with input from the
Inspection Coordinator and Materials Procurement Coordinator. It also
relies upon information from the Procurement Strategy developed in the
DBSP phase. The Materials Procurement Coordinator will ensure that
recommendations are agreed upon by the relevant departments of the
Materials Supply organization before decisions are made by the
Construction Agency.
This plan designates responsibilities between Saudi Aramco and

Contractors for cost effective supply of materials and equipment to meet
project schedules.
The Materials Procurement Plan requires addressing maximum cost-

effective usage of locally manufactured materials, use of on-hand and
surplus materials, materials quantity concerns, standardization and total cost
of ownership, and takes into consideration the guidelines of SAEP-125,
Saudi Aramco Engineering Standards, and the Supply Chain Management
Manual. Furthermore, the plan should address the use of existing corporate
agreements; vendor selection criteria; material quality concerns;
documentation; expediting; inspection; packing and marking; shipping,
clearance and receiving; storing, issuing, staging, and the return and
Page 12 of 42
3.4.1 Materials Procurement Strategy
The procurement strategy is to be developed near the end of the DBSP

(after all major equipment is identified) and feeds the Materials
Procurement Plan during Project Proposal and is done with input from the
SAPMT representative, Materials Procurement Coordinator, Contracting
Coordinator, and Inspection Coordinator. The recommendations are
agreed upon by the relevant departments of the Materials Supply
organization (thru Materials Procurement Coordinator) and decisions are
made by the Construction Agency. The Materials Procurement Strategy:
Provides important project background information that highlights
the main procurement requirements for the project.
Highlights those items (i.e. long lead and novated items) that require
special early attention from a procurement perspective in order to
avoid delays in project execution.
Details the various strategies that could be used to source equipment
and materials, including internal sourcing (using existing inventory),
external sourcing by Saudi Aramco, and external sourcing via a
contractor.
Provides a recommended strategy to utilize for procurement of
materials (to be used and detailed further in the Materials
Procurement Plan in the Project Proposal phase).
3.4.1.1 Critical and Long Lead-Time Material and Equipment
Prepare an itemized listing of material and equipment

considered critical and/or long lead items. Specific actions
should be identified to ensure that such items will arrive at the
designated job site on or before the required dates irrespective
if handled by Saudi Aramco or by a contractor. Examples of
such actions include use of air freight, dedicated trucks,
premiums, penalty and incentives, identification, prioritization,
and close monitoring of critical material and its proper ties to
the construction schedule, SAPMT representative at vendor's
shop, expediting custom clearance, unloading and placing large
material on foundations rather than storing, etc.
If procurement of major equipment and materials is on the

critical path of the project schedule, SAPMT shall consider
various strategies to reduce its impact to the project schedule.
Such strategies may include early Company procurement, early
Company procurement and assignment ( novation ), Company
Page 11 of 42
phases (i.e., Project Proposal, Detailed Design, Procurement and

Construction). Information shall be categorized by the major contracting
phases mentioned and include the following:
a) Type of Contract (Lump Sum Turnkey, Lump Sum, Lump Sum
Procure/Build, Reimbursable Cost, Unit Rate, etc.) and the reasons
for selection.
b) Procurement Method (Competitive Bid, Sole Source, etc.) and
reasons for selection and whether an existing General Bid Slate /
Screening List will be used.
c) Appropriate Project and Contracting Milestones, for example:
- Prepare and Issue Bid Packages
- Expenditure Request Approval (ERA)
- Contract Award
- Mechanical Completion
- On Stream
The Contacting Strategy shall include an exhibit illustrating the

contracting plan in matrix form (See Exhibit D).
3.3.2 Contracting Plans
A Contracting Plan is required for each contract action (or related

contract actions) unless the requirement has been waived in writing by
the Contracting Representative. The Contracting Plan is the joint
responsibility of the Contracting Department and the contract proponent
(Construction Agency). After approval by the Contract Signatory, the
Contracting Plan shall be incorporated into the Project Execution Plan.
For more detailed instructions, refer to the Saudi Aramco Supply Chain
Management Manuals, Volume-I, Section 7.3.
Prior to carrying out a detailed analysis as part of the Contract Plan,

potential contracting alternatives in the form of a summary level
schedule comparison shall be prepared (See Exhibit E).
3.4 Materials Procurement
The Materials Procurement Strategy describes the potential strategies for the
different procurement options available. The Materials Procurement Plan
addresses project material requirements, their procurement and movement and it
should define the proposed procurement and traffic responsibilities of Saudi
Aramco and the Contractor(s).
Page 10 of 42
The DWR is required for projects Type A, B, C and C1 except for the
DWR in the Study Phase, which is not applicable to Type C or C1
projects.
Note: The DWR is a list of deliverables proposed by the integrated project
team (IPT) in order to waive those deliverables in the next FEL Phase
that they deem unnecessary or inapplicable to the proposed project or
the information that is generally found in these deliverables can be
located/obtained from other sources without additional work. It also,
provides the rationale for each deliverable included in the deliverable
waiver request. For more details on the DWR process, refer to Value
Assurance Manual.
3.3 Contracting
The contract development process is often intricate and interrelated and once
actions based on a particular strategy are initiated, it may not be practical or
possible to modify the strategy. An overall contracting strategy, which
addresses all aspects of the work, must be developed and presented by the
contract proponent (Construction Agency) to management at an early stage of
every project.
3.3.1 Contracting Strategy
An initial Contracting Strategy document reflecting the IPT's initial view

on what type(s) of contracts to be used shall be prepared as part of each
Initial PEP during the Business Case and then updated in following
phases with incremental information. The final version is developed in
the Project Proposal phase.
The Senior Planning Engineer, Contracting Coordinator, and the SAPMT

representative provide input for the development of the initial Contracting
Strategy. The Project Leader recommends an appropriate Contracting
Strategy while the Construction Agency makes the final determination.
For the updated and final versions of the Contracting Strategy, input
comes from the Senior Project Engineer, Contracting Coordinator, and
the FPD representative. This Contracting Strategy shall be updated by
the contract proponent (Construction Agency) to reflect any major
changes (particularly related to OOK contracts, non-lump sum contracts,
and non-competitive awards). For other organizations, the Contracting
Strategy is included for information purpose only. If a Full PEP is not
prepared, the Contracting Strategy (as applicable) shall be updated even
if other parts of the Abbreviated PEP are not.
The Contracting Strategy shall summarize the plans for developing and
procuring the necessary contracts for the project's major contracting
Page 9 of 42
3.2.3 Project Scope
Briefly describe what is to be accomplished by the project, such as

project activities to be achieved, physical facilities to be built,
demolished, or revamped, etc. This information will be a summary of
the work described in the current Design Basis Scoping Paper and/or
Project Proposal scope of work.
3.2.4 Project Progress Status
Define where the project currently stands in the project life cycle, in
order to establish the information basis on which the PEP is being
prepared. Briefly identify the major ongoing activities and provide
current percentage of completion of the Business Case, Design Basis
Scoping Paper, Project Proposal, detailed engineering, procurement, and
construction, as applicable.
3.2.5 Project Location
PEP should state location of project and indicate whether offshore or

onshore and reference any issues regarding site selection (Land Use
Permit or other issues).
3.2.6 Project hot tap/stopple operations, tie-ins & shutdown requirements
In addition to hot tap/stopple operations and tie-ins, the PEP should also
identify shutdown requirements and if it is planned during Plant T&I.
3.2.7 Related Projects
PEP should identify other related projects that may impact the project
positively or negatively.
3.2.8 Deliverables Waiver Request
Summarize the plan to prepare the Deliverable Waiver Request (DWR)

and obtain its approval. The DWR is concluded at completion of
Business Case, Study, DBSP and Finalize FEL phases.
The Front End Loading Manual provides recommended deliverables for

Type A, B, C and C1 projects over $ 20MM. For Projects less than or
equal to $20MM, the recommended deliverables list is provided as
Exhibit-J. However, for each individual project, the Project
Leader/Manager and the IPT will determine the specific list of
deliverables for their project.
Page 8 of 42
Saudi Aramco Engineering Report

SAER-5437 Guidelines for Conducting HAZOP Studies
Saudi Aramco Cost and Scheduling Manual
Supply Chain Management Manual
Saudi Aramco Construction Safety Manual
Saudi Aramco Safety Management System
Capital Management System Efficiency Enablers (CMSEEs) Documentation
(for the latest versions of below Manuals, contact Capital Program Efficiency
Department)
Front End Loading (FEL) Manual
Integrated Project Team (IPT) Manual
Project Sponsor Manual
Target Setting (TS) Manual
3 Instructions
The PEP shall include the following sections:
3.1 Table of Contents, Approval Sheet and Revision Control
For format, see Exhibits A, B, and C.
3.2 Project Summary
Provide a brief synopsis of the objectives, scope, and current progress status of
the project. Incorporate into the Project Summary:
3.2.1 Project Purpose
Summarize the purpose of the project explaining why it is being done

(e.g., to increase production capacity of a plant by 100,000 barrels/day).
3.2.2 Design Basis
Provide a synopsis of how the project is to be accomplished (e.g., to

increase production by expanding existing facilities or by constructing a
new plant) by summarizing the project's basis of design as described in
the current scoping paper.
Page 7 of 42
2 Applicable Documents
The latest edition of the applicable reference documents shall be applied:
Saudi Aramco References
Saudi Aramco Engineering Procedures

SAEP-13 Project Environmental Impact Assessments
SAEP-14 Project Proposal
SAEP-16 Project Execution Guide for Process Automation
Systems
SAEP-21 Project Execution Requirements for Saudi Aramco
Royalty/Custody Metering Systems
SAEP-25 Estimate Preparation Guidelines
SAEP-26 Capital Projects Benchmarking Guidelines
SAEP-40 Value Assurance Process

SAEP-50 Project Execution Requirements for Third Party
Royalty/Custody Metering Systems
SAEP-31 Corporate Equipment and Spare Parts Data
Requirements
SAEP-125 Preparation of Saudi Aramco Engineering Standards
SAEP-329 Project Closeout Reports
SAEP-360 Project Planning Guidelines
SAEP-367 Value Improving Practices Requirements
Saudi Aramco General Instructions

GI-0002.710 Mechanical Completion and Performance Acceptance
of Facilities
GI-0020.500 Expenditure Requests
GI-0202.451 Engineering Work Order Authorization for
Preliminary Engineering Preparation
GI-0400.001 Quality Management Roles & Responsibilities
GI-0710.002 Classification of Sensitive Documents
Page 6 of 42
1.4 Important Terms

1) Front End Loading (FEL) is a process that organizes the project life
cycle into phases (see Exhibit I), each with defined activities, deliverables
and specific objectives. The FEL process is applicable to all projects that
apply the Capital Management System (CMS). For more details, refer to
Front End Loading Manual.
2) Project Types A, B, C & C1 are categories assigned to projects based on
criteria evaluating cost and technical, commercial, and stakeholder
complexity. Project categories are determined by FPD (see Exhibit I).
3) Construction Agency is the organization assigned to execute the project.
4) Project Management is the Saudi Aramco Project Management
administrative area that is the default Construction Agency for Type A, B
and C projects.
5) Proponent is the Saudi Aramco organization that owns, operates, and
maintains the completed facility. The Proponent is responsible for signing
the Mechanical Completion Certificate as owner of the facility.
6) Integrated Project Team (IPT) is a team composed of appointed members
from different organizations who work in an integrated manner and have
clear roles and accountabilities toward project planning and execution.
7) Saudi Aramco Project Management Team (SAPMT) is the Construction
Agency team assigned to the project during project planning and execution.
8) Project Sponsor (PS) is an Executive or a member of Management,
appointed by the Proponent organization, who is accountable for meeting
project objectives and steering the IPT towards maximizing investment
value.
9) Project Leader is a representative from the Facilities Planning
Department (FPD), who leads the IPT during FEL1 and FEL2 phases.
10) Project Manager is a division head-level representative from the
Construction Agency, who provides inputs to the Project Leader during
11) Senior Operations Representative is the Proponent Business Line

representative involved in all phases of the project, to ensure the short- and
long-term objectives of the Business Line are incorporated during the
project development process.
Page 5 of 42
Project Summary (reflecting the update of the Project Charter)

Contracting Strategy
Materials Procurement Strategy
Project Organization and Interfaces
Project Cost
Project Schedule (Level I in Study phase and Level II in DBSP)
Value Improving Practices (VIPs) (including Project Risk Management)
Project Safety
Environmental Assessment
Project Closeout Reports
Contractor Saudization Plan
Maximizing In-Kingdom Engineering, Procurement and
Construction Work
Pre-Commissioning and Mechanical Completion Plan
Projects within Existing Facilities (Non-Grass Roots)
Areas of concern
The Abbreviated PEP will be the basis for development of the Full PEP
if one is to be prepared. The Abbreviated PEP shall be updated or
revised as required to reflect major changes in plans if a full PEP is not
applicable.
1.3.3 Full (Final) PEP
To be developed and issued for approval by the Project Manager by 30%

preliminary engineering completion or within 90 days of Project Proposal
start date. The Full PEP shall address all items listed in this procedure
using the latest information available. SAPMT will report the status of
PEP submittals in the PPU or MPU Comments section, as applicable.
The PEP shall be updated as the need arises prior to implementing major
scope changes, significant changes in the Contracting Plan, and at other
times as deemed necessary by the PEP approval authority. SAPMT may
issue a completely revised document or an addendum covering the
changed section(s) only.
Page 4 of 42
Type C1 projects
Exception:
PEPs are waived for Master Appropriation projects.
For a program that consists of several BIs, a single combined PEP may be
prepared provided it addresses matters related to all BIs included in the program.
The PEP shall be issued in accordance with the timing outlined below, which is
designed to support the PEP's purpose of serving as a strategic planning tool:
1.3.1 Initial PEP
To be developed and issued for approval by the Project Leader during

the Business Case phase. The Initial PEP is intended to provide a
framework for subsequent planning and shall address the following items
using the best information currently available:
Project Summary (that covers aspects of the Project Charter)
Contracting Strategy
Master Schedule
Project Organization and Interfaces
Value Improving Practices (VIP) Plan (including Project Risk
Management)
As the project progresses through follow-on phases, the Initial PEP is

updated to become the Abbreviated PEP.
1.3.2 Abbreviated PEP
To be developed by the Construction Agency during the Study phase

and updated in the DBSP phase. This is issued for approval by the
Project Leader prior to the release of Preliminary Engineering funds.
When requested, Project Management Office Department (PMOD)/
Project Execution Metrics Division (PEMD) shall participate and assist
in the preparation of the PEP Level I (update from Business Case) and
Level II schedules. The Abbreviated PEP is intended to provide an
updated and enhanced framework for subsequent planning. As a
minimum, the Abbreviated PEP shall address the following items using
the best information currently available. It is understood that all sections
are subject to further development and change:
Page 3 of 42
1 Scope
1.1 Definition
The Project Execution Plan (PEP) is a strategic planning document that defines
objectives, plans, requirements and related information necessary for optimum
project execution. It is a master reference guide that promotes common
understanding and alignment of all project participants. The PEP is prepared by
the Project Leader (FPD) during the Business Case (FEL1) and is updated by
future Project Manager/Sr. Project Engineer during DBSP phase (FEL2) and by
the Project Manager during Project Proposal phase (FEL3) and onward with
input from the Proponent and other Saudi Aramco organizations that have key
roles in the project's planning and execution. For all versions of the PEP, the
Project Sponsor concurs with the recommendations while approval rests with the
Construction Agency.
1.2 Purpose
The PEP serves as a communication and coordination tool that formally

-end project planning, with
emphasis on identifying issues critical to project success and defining strategies
to address these issues. It is an agreement endorsed by the Facilities Planning
Department (FPD), Saudi Aramco Project Management Team (SAPMT),
Proponent, and Management defining the execution strategy of the project.
The PEP provides strategic guidance in developing more detailed tactical
planning and execution tools as the project progresses. In one comprehensive
document, the PEP relates the approved project scope with contracting and
materials plans, cost information, summary schedules, value improving practices
implementation (including Project Risk Management), departmental
responsibilities, and project staffing requirements.
1.3 Application and Timing
The Project Execution Plan is completed in three phases: the Initial PEP, the
Abbreviated (Updated) PEP, and the Full (Final) PEP.
Initial PEP is mandatory for Type A and B projects
Abbreviated PEP is mandatory for Type A, B, and C projects
Full PEP is mandatory for:
Type A, B and C projects
- over $50MM
Page 2 of 42
Engineering Procedure
SAEP-12 8 September 2015
Project Execution Plan
Document Responsibility: Project Management Office Department
Note: This version of SAEP-12 is applicable only to projects using the new Capital
Management System. All other projects will use the previous version of the procedure
dated 19 June 2011.
Saudi Aramco DeskTop Standards

Table of Contents
1 Scope............................................................. 2
2 Applicable Documents.................................... 6
3 Instructions..................................................... 7
4 Responsibilities............................................. 23
5 Conflicts and Deviations............................... 25
Exhibit A - Table of Contents.............................. 26

Exhibit B - Approval Sheets................................ 27
Exhibit C - Revision Control................................ 31
Exhibit D - Contracting Plan Matrix..................... 32
Exhibit E - Comparison of Various
Contracting Alternatives............................... 33
Exhibit F - Project Milestone Schedule............... 34
Exhibit G - Integrated Project Team (IPT)
. 35
Exhibit H - Project Responsibility Matrix............. 38
Exhibit I - Front End Loading (FEL) Phases
.................. 39
Exhibit J - FEL Deliverables for Projects
Value < 40
Previous Issue: 11 January 2015 Next Planned Update: 15 September 2019

Revised paragraphs are indicated in the right margin
Primary contact: Doiron, Shannon Earl (doironse) on +966-13-8809161
Copyright©Saudi Aramco 2015. All rights reserved.

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Document Responsibility: Project Management Office Department SAEP-12

Issue Date: 8 September 2015

FEL0 FEL1 FEL2 FEL3 EXECUTION OPERATIONS

FEL0 FEL1 FEL2 FEL3 EXECUTION OPERATIONS

Exhibit J FEL Deliverables (for Projects Value < $20MM)

FEL0 FEL1 FEL2 FEL3 EXECUTION OPERATIONS

Exhibit I Front End Loading (FEL) and Project Characterization

Exhibit H Project Responsibility Matrix

Activity Prepare/Execute Manage Consult Approve

Budget Brief FPD/P FPD FPD P

Symbols Description Symbols Description

Exhibit G.5 Integrated Project Team IPT

Exhibit G.3 Integrated Project Team IPT

Exhibit G.4 Integrated Project Team IPT

Exhibit G.1 Integrated Project Team IPT

Exhibit G.2 Integrated Project Team IPT

Exhibit F Project Milestone Schedule

Exhibit E Comparison of Various Contracting Alternatives

Exhibit D Contracting Plan Matrix

Exhibit C Revision Control

Date Rev Description

Exhibit B.4 Approval Sheet for Full PEP

Exhibit B.3 Approval Sheet for Full PEP

Exhibit B.2 Approval Sheet for Full PEP

Exhibit B.1 Approval Sheet for Initial and Abbreviated PEPs

Exhibit A Table of Contents

In accordance with GI-0710.002, Classification of Sensitive Documents, PEPs

5 Conflicts and Deviations

the Project Sponsor and approval of the Construction Agency

The Project Manager shall submit a copy of the Abbreviated PEP to

4.2.2 Full PEP

4.2.2.2 For Type B and C projects with a value:

General Manager after concurrence by the Project Sponsor

4.2.2.3 For Type C1 projects, Full PEP requires approval by the

A revised Full PEP only requires approval by the Construction Agency

PMOD shall review PPU/MPU comments on the status of Full PEP

3.17.3 Company Interface

Summarize other Saudi Aramco activities that will be affected by the

3.17.4 Government Interface

Identify anticipated interfaces with Saudi Arabian Government

3.17.5 Other Concerns

Project Management Office Department (PMOD)/Project Execution

4.2.1 Initial and Abbreviated PEPs

3.13 Project Closeout Reports

3.14 Contractor Saudization Plan

3.15 Maximizing In-Kingdom Engineering, Procurement and Construction Work

Address what actions will be taken to promote maximizing the IK engineering,

3.16 Projects within Existing Facilities (Non-Grass Roots)

Address what actions will be taken with regards to upgrade renovation or

3.17 Areas of Concern

Address project concerns where corresponding plans of action or solutions have

3.17.1 Engineering Design

detailed design, HAZOP studies shall be performed, when

The final HAZOP study shall be performed as soon as the

3.11.1.3 Safety Studies Execution

The PreHA shall be conducted during the DBSP.

The Project Leader/Manager shall notify LPD, EPD,

A copy of each report shall be provided to LPD for review

3.11.2 Project Safety Program