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Plan

Project Execution Plan

01_ 23/05/2024 First issue SA HK JJG

Rev. Date Description Created Revised Approved

Edited for:
Information X Procurement
Approval Construction
Proposal As Built
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Index
1. DOCUMENT PURPOSE ..................................................................................................................... 8
2. PROJECT INTRODUCTION ............................................................................................................... 9
GENERAL............................................................................................................................................ 9
PROJECT SITE ................................................................................................................................... 9
PROJECT LOCATION ...................................................................................................................... 10
TOPOGRAPHICAL INFORMATION ................................................................................................. 11
GEOTECHNICAL INFORMATION .................................................................................................... 11
CLIMATIC CONDITIONS .................................................................................................................. 11
PROJECT SCOPE ............................................................................................................................ 13
TECHNICAL DESCRIPTION OF THE PROJECT ............................................................................ 13
3. HSE MANAGEMENT PLAN .............................................................................................................. 17
PROJECT HSE POLICY ................................................................................................................... 18
ENVIRONMENTAL PHILOSOPHY ................................................................................................... 23
HSE MANAGEMENT ........................................................................................................................ 23
PROJECT RELATED PROPOSED INNOVATIONS ......................................................................... 23
REVIEW OF CONCERNED LOCAL REGULATION ......................................................................... 23
HSE AUDIT REQUIREMENTS ......................................................................................................... 27
HSE MEETINGS AND COMMUNICATION ...................................................................................... 27
RISK ASSESSMENT APPROACH ................................................................................................... 27
EMERGENCY RESPONSE .............................................................................................................. 27
SITE SECURITY ........................................................................................................................... 27
4. PROJECT OBJECTIVES .................................................................................................................. 28
ZERO ACCIDENT/ZERO INCIDENTS .............................................................................................. 28
INSURE THAT THE LOCAL COMMUNITY IS PROPERLY ENGAGED .......................................... 28
DELIVER THE PROJECT IN ACCORDANCE WITH THE WPA MINIMUM FUNCTIONAL
SPECIFICATION (MFS) & OWNER TECHNICAL SPECIFICATION (STATEMENT OF COMPLIANCE) ... 28
DELIVER THE PROJECT WITHIN THE REQUIRED COMPLETION DATES; ................................ 29
MAINTAIN A STRATEGIC RELATIONSHIP WITH OWNER AND CLIENT ..................................... 29
5. SCOPE OF WORKS ......................................................................................................................... 30
PREPARATION OF THE WORKS .................................................................................................... 30
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CIVIL WORKS ................................................................................................................................... 30

MECHANICAL WORKS .................................................................................................................... 31
ELECTRICAL SYSTEMS .................................................................................................................. 31
CONTROL AND INSTRUMENTATION ............................................................................................. 31
DELIVERY WATER CONNECTING PIPELINE ................................................................................ 32
POTABLE WATER INFRASTRUCTURE .......................................................................................... 32
LIST OF INTERFACES ..................................................................................................................... 32
6. HUMAN RESOURCES MANAGEMENT PLAN ................................................................................ 33
REGULATIONS AND STANDARDS ................................................................................................. 34
TEAMWORK...................................................................................................................................... 34
RECRUITMENT................................................................................................................................. 34
OMANIZATION .................................................................................................................................. 34
INSURANCES ................................................................................................................................... 34
SUBCONTRACTORS ....................................................................................................................... 34
7. ORGANIZATION AND PERSONNEL ............................................................................................... 35
INTRODUCTION ............................................................................................................................... 35
HUMAN RESOURCES PROJECT´S POLICY: STATEMENT OF PRINCIPLE ................................ 35
7.2.1. SCOPE OF APPLICATION ........................................................................................................... 35
7.2.2. HR POLICY ................................................................................................................................... 35
CONTRACTOR’S MANAGEMENT STRUCTURE ............................................................................ 38
7.3.1. THE EXECUTIVE COMMITTEE (EXCO) ...................................................................................... 38
7.3.2. CONTRACTOR PROJECT MANAGEMENT TEAM ..................................................................... 38
CONTRACTOR ORGANIZATION CHART ....................................................................................... 40
ROLES & RESPONSIBILITIES OF EPC MANAGEMENT ............................................................... 40
7.5.1. PROJECT DIRECTOR .................................................................................................................. 40
7.5.2. SITE MANAGER ........................................................................................................................... 41
7.5.3. PLANNING MANAGER ................................................................................................................. 42
7.5.4. PROJECT COST CONTROLLER ................................................................................................. 42
7.5.5. ADMINISTRATION AND FINANCIAL MANAGER ........................................................................ 43
7.5.6. HSE MANAGER ............................................................................................................................ 43
7.5.7. QUALITY MANAGER .................................................................................................................... 44
7.5.8. ENGINEERING MANAGER .......................................................................................................... 45
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7.5.9. PROCUREMENT MANAGER ....................................................................................................... 45

7.5.10. CONSTRUCTION MANAGER ...................................................................................................... 46
7.5.11. COMMISSIONING MANAGER ..................................................................................................... 47
7.5.12. FIELD ENGINEERING MANAGER ............................................................................................... 47
7.5.13. CONSTRUCTION ACTIVITY MANAGER ..................................................................................... 48
PROJECT TEAM LOCATIONS ......................................................................................................... 48
EXTERNAL RESOURCES ................................................................................................................ 49
THE CONTRACTUAL RELATIONSHIP ............................................................................................ 49
LEGAL ENTITIES .............................................................................................................................. 49
8. EMPLOYEE AND INDUSTRIAL RELATIONSHIP MANAGEMENT ................................................. 49
STANDARDS..................................................................................................................................... 49
TRAINING.......................................................................................................................................... 50
9. RISK MANAGEMENT ....................................................................................................................... 50
RISK MANAGEMENT PLAN ............................................................................................................. 51
9.1.1. PERSONNEL................................................................................................................................. 51
9.1.2. CONSTRUCTION .......................................................................................................................... 51
9.1.3. SUBCONTRACTORS ................................................................................................................... 51
10. COST MANAGEMENT ...................................................................................................................... 53
ORGANIZATION ........................................................................................................................... 53
11. SCHEDULE MANAGEMENT PLAN .................................................................................................. 53
APPROACH TO WBS ................................................................................................................... 54
12. PROJECT PROGRAM (TIME) MANAGEMENT ............................................................................... 55
13. PROJECT REPORTING AND MEETINGS ....................................................................................... 56
EPC MEETINGS ........................................................................................................................... 56
OWNER/EPC MEETINGS............................................................................................................. 56
HIGH LEVEL MEETINGS.............................................................................................................. 57
14. QUALITY MANAGEMENT ................................................................................................................ 61
PRODUCT REALIZATION ............................................................................................................ 61
PRODUCTION AND SERVICE PROVISION ................................................................................ 61
MEASUREMENT, ANALYSIS AND IMPROVEMENTS ................................................................ 62
15. DESIGN AND ENGINEERING MANAGEMENT ............................................................................... 62
ENGINEERING APPROACH TO PROJECT ................................................................................ 62
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PROJECT ENGINEERING ORGANIZATION – ROLES AND RESPONSIBILITIES .................... 62

LNTP ACTIVITIES ......................................................................................................................... 63
LESSON LEARNED INTEGRATION IN DESIGN ......................................................................... 63
CONSTRUCTABILITY WORKSHOPS .......................................................................................... 64
DESIGN REVIEW MEETINGS APPROACH ................................................................................ 64
MANAGEMENT OF THE INTERFACE WITH SUPPLIERS ENGINEERING ............................... 64
16. PROCUREMENT AND CONTRACTING MANAGEMENT ............................................................... 64
PROCUREMENT MANAGEMENT ............................................................................................... 64
PROJECT PROCUREMENT INFRASTRUCTURE - MATERIAL MANAGEMENT SYSTEM
(MATERMAN) ................................................................................................................................................ 65
EXPEDITING, GENERAL .............................................................................................................. 66
EXPEDITING, STRATEGY ........................................................................................................... 66
MAIN DUTIES OF EXPEDITORS ................................................................................................. 66
INSPECTION & TESTING ............................................................................................................. 67
SUBCONTRACTING STRATEGY ................................................................................................ 67
OMANI CONTENT ........................................................................................................................ 67
17. LOGISTICS MANAGEMENT............................................................................................................. 67
18. CONSTRUCTION MANAGEMENT (PROJECT INITIATION) .......................................................... 69
MAIN PACKAGES ......................................................................................................................... 69
CONSTRUCTION TEAM ROLES AND RESPONSIBILITIES ...................................................... 69
18.2.1. SITE MANAGER ........................................................................................................................... 69
18.2.2. EPC CONSTRUCTION MANAGER .............................................................................................. 69
18.2.3. CONSTRUCTION ACTIVITY LEADERS (CIVIL, MECHANICAL, E&I) ........................................ 69
18.2.4. ACTIVITY SUPERVISOR(S) ......................................................................................................... 70
18.2.5. WAREHOUSE MANAGER & HELPER(S) .................................................................................... 70
18.2.6. SITE TECHNICAL OFFICE TEAM ................................................................................................ 70
18.2.7. SITE ADMINISTRATIVE PERSONNEL ........................................................................................ 71
CONSTRUCTION ORGANIZATION AND PRELIMINARY WORKS ............................................ 71
18.3.1. EPC CONTRACT ANALYSIS........................................................................................................ 71
18.3.2. MOBILIZATION FOR THE EXECUTION OF MAIN WORKS ....................................................... 71
18.3.3. ACQUIRING PERMITS ................................................................................................................. 72
18.3.4. SELECTION OF SUB-CONTRACTORS....................................................................................... 72
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18.3.5. PRECONSTRUCTION SURVEYS AND STUDIES....................................................................... 72

18.3.6. STAFF RECRUITMENT ................................................................................................................ 72
SITE MEETINGS AND REPORTS ................................................................................................ 72
18.4.1. SITE TEST PLAN .......................................................................................................................... 72
18.4.2. WEEKLY SITE MEETINGS ........................................................................................................... 72
18.4.3. CONSTRUCTION SCHEDULE AND PROGRESS REPORTING ................................................ 73
MOBILIZATION ............................................................................................................................. 73
18.5.1. MOBILIZATION TEAM .................................................................................................................. 73
18.5.2. PRELIMINARY WORKS................................................................................................................ 73
18.5.3. MOBILIZATION REQUIREMENTS ............................................................................................... 74
18.5.4. MOBILIZATION - TEMPORARY AREAS ...................................................................................... 74
18.5.5. MOBILIZATION - CONSTRUCTION UTILITIES ........................................................................... 74
18.5.6. TEMPORARY AREAS OFF-SITES ............................................................................................... 75
18.5.7. WORKER ACCOMMODATION - CONTRACTOR ........................................................................ 75
18.5.8. WORKER ACCOMMODATION - SUBCONTRACTORS .............................................................. 75
19. PLANT MECHANICAL COMPLETION AND TURNOVER PACKAGES........................................... 76
MANAGEMENT OF THE OUTSTANDING WORKS..................................................................... 76
20. COMMISSIONING & TESTING MANAGEMENT.............................................................................. 77
COMMISSIONING STAFF ORGANIZATION. KEY POSITIONS AND RELEVANT
RESPONSIBILITIES ...................................................................................................................................... 77
20.1.1. COMMISSIONING MANAGER ..................................................................................................... 77
20.1.2. CONSTRUCTION COMPLETION ENGINEER ............................................................................. 78
20.1.3. RO SYSTEM COMMISSIONING LEADER ................................................................................... 78
20.1.4. REMINERALIZATION COMMISSIONING LEADER ..................................................................... 78
20.1.5. ELECTRICAL COMMISSIONING LEADER .................................................................................. 79
20.1.6. I&C COMMISSIONING LEADER .................................................................................................. 79
20.1.7. MECHANICAL COMMISSIONING/MAINTENANCE LEADER ..................................................... 80
20.1.8. OEM COMMISSIONING ENGINEERS ......................................................................................... 80
STRATEGY FOR THE EXECUTION OF PRE-COMMISSIONING AND COMMISSIONING
ACTIVITIES ................................................................................................................................................... 80
PERFORMANCE TEST PROCEDURES ...................................................................................... 81
THE TEST SEQUENCE ................................................................................................................ 82
20.4.1. CONTRACTOR COMMISSIONING (INTERNAL) ......................................................................... 82
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20.4.2. PRE-EARLY WATER ACCEPTANCE TEST ................................................................................ 82

20.4.3. EARLY WATER ACCEPTANCE TEST ......................................................................................... 82
20.4.4. PRE-COD WATER ACCEPTANCE TEST (WITNESSED) ........................................................... 83
20.4.5. GCWC WATER ACCEPTANCE TEST (WITNESSED) ................................................................ 83
20.4.6. TCWC WATER ACCEPTANCE TEST (WITNESSED) ................................................................. 83
TESTS TO BE PERFORMED ....................................................................................................... 83
21. COMPLETION MANAGEMENT PLAN ............................................................................................. 84
SCOPE OF THE COMPLETION MANAGEMENT PROCESS ..................................................... 84
PROJECT TAKING OVER PROCESS ......................................................................................... 84
21.2.1. PROJECT CLOSURE TEAM ........................................................................................................ 84
21.2.2. CONSTRUCTION COMPLETION ................................................................................................. 84
21.2.3. TAKING OVER .............................................................................................................................. 85
21.2.4. DEFECT LIABILITY PERIOD ........................................................................................................ 85
21.2.5. COMPLETION (ADMINISTRATIVE) ............................................................................................. 85
22. PROJECT DELIVERABLES .............................................................................................................. 86
23. INTERFACE MANAGEMENT ........................................................................................................... 86
24. APPENDIXES .................................................................................................................................... 87
APPENDIX A – TERMS & DEFINITIONS ..................................................................................... 87
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1. Document purpose
The Project Execution Plan (PEP) outlines the methodology to be followed by the Project team Contractor
in the construction of Ghubrah III Independent Water Project. It describes the approach used by the
project team to manage, control, procure, construct, commission and handover of a high efficiency
desalination plant based on the reverse osmosis technology, with a total output capacity of 300,000
m3 per day (66MIGD) of Potable Water output in nominal conditions (GCWC) and 315,000 m3 per
day during exigency periods (TCWC). The Project team will also provide evidence of ability to use
innovative and flexible approaches in the implementation of the project.
The Project lifecycle is conventionally divided in the following phases:
 Initiate
 Planning
 Execution (Engineering)
 Execution (Procurement)
 Execution (Construction)
 Test & Commissioning
 COD

The most important timelines for the project as per WPA are:

 LNTP: 1st of May 2024

 NTP: 25th of June 2024
 COD: 25th of February 2027
 During these project phases, the focus will be on the following disciplines:
 Health, Safety, Environmental and Community Management
 Environmental Impact Analysis
 Risk Management
 Project Quality
 Project Organization and Management
 EPC Contracting

Different emphasis will be given to the above disciplines during the contract, without compromising on
the following key aspects:

 Best In class HSE Management

 Understanding of Project Requirements
 Understanding of Project Environment and Oman Construction industry
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The Project team will also take advantage of the lessons learned from other related similar projects.

2. Project introduction
General

Oman Power and Water Procurement Company (OPWP) conducted an international Bid Process for the
design, finance, construction, ownership, financing, testing, commissioning, operation and maintenance
of a high efficiency desalination facility.
The Capital Desalination Company SAOC, international leading company in seawater desalination, has
developed a comprehensive approach for the development of this Al Ghubrah III IWP, including the
design, finance, construction, testing, commissioning and operation under a BOO framework of a high
efficiency plant based on the Seawater Reverse Osmosis technology (SWRO), with an output capacity of
300.000 m3 per day (66MIGD) of Potable Water in nominal conditions (GCWC) and 315.000 m3 per day
during exigency periods (TCWC).
Ghubrah 3 IWP will serve residents living near the capital Muscat.
The Owner is Capital Desalination Company S.A.O.C., a closed joint stock company duly incorporated in
the Sultanate of Oman.
The EPC Contractor is GS Inima Environment SA.

Project Site

The OPWP has selected the site where the desalination plant will be located, on the coast in the Gulf of
Oman north of Muscat. The site for the development of Al Ghubrah III IWP is a coastal area located in
the capital region of Muscat, near to the Sultan Qaboos Highway, in the South Region Coast of Muscat.
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The Site is a Rectangular-shaped area located near Al Ghubrah Power Plant and it is approximately 8.5
hectares that provides sufficient area for the implementation of the Al Ghubrah III IWP. The plant will
occupy an area of 84573 m2 approximately considering main building process and potable water storage
facilities.

Project Location

The Project is located in Ghubrah along the coastline and in the location of Ghubrah I Power plant and near
Ghubrah II Power and water Plants. The project location is a Brown field area with several utilities and
service structures inside and outside the plot especially along its periphery.
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Topographical Information

Geotechnical Information

The onshore subsurface conditions have been determined through geotechnical investigation which has
been carried out at on-shore and off-shore site.

Climatic Conditions

The climatic conditions specified in the table below are provided for indicative purposes only.

Description Value Units

Maximum ambient temperature in the shade, to be 50 °C
taken as air inlet temperature for air-conditioning
and ventilation
Design wet bulb temperature 30 °C
Minimum ambient temperature 5 °C
Average annual ambient air temperature 28 °C
Maximum metal temperature in the sun 85 °C
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Description Value Units

Maximum daily ambient temperature during 2012 45.9 °C
and 2013
Minimum daily ambient temperature during 2012 12.9 °C
and 2013
Barometric Pressure
Maximum barometric pressure 1,030 mbar
Minimum barometric pressure 970 mbar
Humidity
Maximum ambient relative humidity 100 %
Average annual ambient relative humidity 70 %
Minimum ambient relative humidity 10 %
Annual Rainfall
Maximum annual rainfall 1,000 mm
Minimum annual rainfall 5 mm
Maximum rate of rainfall 0.8 mm/min
Average annual rainfall 100 mm
Maximum rainfall during 10 minutes (during 2012 8 mm
and 2013)
Total rainfall during 2012 and 2013 196 mm
Wind
Maximum wind velocity. >160 km/h
Design wind velocity 200 km/h
Dust concentration
Dust concentration in the air under normal 1.0–2.0 mg/m3
conditions
Dust concentration in the air approx. under dust 100 mg/m3
storm conditions
Seismic Activity Seismic activity of Zone 2A to be
considered on the basis of IBC and
respective Oman Standards
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Project Scope

The SWRO plant will include the following main facilities:

 Sea water intake system;

 Sea water discharge system;
 Pumping station, including screening equipment;
 Chlorination facilities (pre-chlorination and disinfection);
 Pre-treatment system;
 SWRO system;
 Post treatment system;
 Waste water treatment system;
 Electrical connection to Al Ghubrah III Grid Station;
 Instrument and service air system;
 Fire protection and detection system;
 Ventilation and air conditioning;
 General buildings;
 Access roads.

Technical Description of the Project

The desalination plant uses innovative and flexible approaches to the following processes and system in
order to produce potable water under the required parameters and taking into consideration all the sea
water information available:

 Sea water intake and discharge system, consisting of:

o Two raw water intake pipes designed for a 70% of the plant capacity (with an internal diameter
of 2,000 mm). The intake structures have been designed to be located at minimum 10 meters
depth relative to mean sea level (MSL).
o Raw water screening system (3 units, design, 2 in operation + 1 stand by unit). Sea water will
enter the sea water intake chamber, where three screening channels, equipped with bar
screens and travelling band, will protect the sea water pumps from damage.
o Three seawater pumps, of 50% of capacity each (2 operating + 1 stand by unit) will pump the
screened sea water to the pre-treatment system.
o The discharge system is composed by two pipes, with 1600 mm of internal diameter, designed
for a 70% of the plant discharge capacity. The discharge end of the effluent pipe has been
designed to be located at 7 meters depth relative to mean sea level (MSL).
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o Prior to entering the pre-treatment, sea water will be pre-chlorinated. Two (2) storage tanks
with 50% of required capacity each and three (3) dosing pumps with 50% of capacity each (2
operating +1 in stand by unit) will be used for pre-chlorination prior to pre-treatment.

 Pre-treatment: The comprehensive approach of the design also affects the pre-treatment. The pre-
treatment process has been designed to enhance and optimize the process, comply with the
client´s requirements and increase the desalination efficiency and the operation and maintenance
during the full life of the contract.
The efficiency and reliability of this process is essential to optimize the reverse osmosis. This has
constituted the philosophy for design of the pre-treatment. Pre-treated water entering the RO
membranes will be, with the designed pre-treatment, within the parameters required for a high
efficiency RO process.
Low filtering velocities and a multiple media bed (anthracite and sand) will ensure a high solid
retention, rate high backwash intervals with SDI≤4, which will contribute to increase the reverse
osmosis efficiency. During severe HAB’s DAF has demonstrated high efficiency of removal in algae
with the lowest biopolymers and TEP production during the process. The DMF design allows
assume peak loads in TSS 2 times higher than those used for design (10 ppm) With the aim of
optimizing the energy efficiency and reduce the environmental, visual and noise impact of the
plant, DAF system and open multimedia filters have been designed to operate by gravity, without
requiring any pressurization. Redundancy has also been one of the key factors considered in the
design of the pre-treatment and all process parts will include stand-by units as indicated below.
The complete pre-treatment process consists on the following:
o Chemical dosing for coagulation and flocculation, composed of 2 rapid mix coagulation basins
and 8 flocculation chambers. Coagulation process has been designed in such a way that 1 flash
mixing basin has enough capacity to treat the GCWC flow, while both units are required to
accomplish with the TCWC flow treatment operation parameters. On the other hand,
flocculation process can operate with 7 units to treat the GCWC flow, while TCWC flow
required 8 units in operation.
o Dissolved air flotation system (DAF): this system has also been designed complying with the
energy efficiency and flexibility-in-the-operation philosophy of the whole plant. The DAF,
which has been designed to treat the full plant capacity, will operate when it is required
according to the sea water conditions and will be by passed if no flotation is needed. The
system will be composed of 8 lines, and 7 can treat 100% of GCWC flow when one unit is out
of service/maintenance, while 8 lines will be required to treat TCWC flow. Floated sludge will
be driven to the sludge treatment using four (2+2) floated sludge horizontal centrifugal end
suction pumps of 250 m3/h unit flow.
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o Gravity multimedia filters: thirty-two (32) filtration cells will be installed. Designed for filtering
velocities below 8.5 m3/m2/h (N-2 filters in operation, worst case of nominal production,
TCWC) and with anthracite, sand and gravel, gravity filters are expected to remove more than
85% of the TSS in the inlet water before RO. Filtered water will be conducted to the
intermediate filtrate water tank, which is split in two tanks. The filter section is equipped with
backwash system done with air and RO brine. Gravity multimedia filters backwash will be done
with air and water, disposing 5 rotative air blowers (4 operating +1 in stand by unit). During
the backwashing phase with water counter current brine is employed taking advantage of the
available residual pressure at the energy recovery devices outlet. In case of minimum brine
flow, they are washed with counter-current filtered water adjusted by a regulating valve, using
the intermediate pumping station.
o Intermediate pumping station to RO system: Consisting of 6 horizontal centrifugal pumps (5
operating +1 in stand by unit) which will pump filtered water to the RO process.
o Cartridge filters: used to retain and remove any remaining suspended solid in the inlet water
and protect the RO membranes from damage. A total number of thirteen (13) units will be
installed.
 SWRO system: The reverse osmosis is the core of the desalination process. The process, from the
intake of sea water, has been engineered and designed to guarantee the product water quality. RO
membranes are designed to operate under very specific conditions. The process prior to the RO
shall ensure an adequate removal of suspended solids to avoid membrane damage. There is a total
of 10 RO trains that are sized to produce a maximum flow of 33,466.66m3/d. With these flows per
train the plant is able to operate with only 9 racks and still produce the GCWP. Under exigency
period (TCWC) the capacity of a single train is 31,620.00 m3/day working with 10 RO trains and with
a maximum capacity of 35,133.33 m3/day per train working with 9 RO train. RO lines comprise the
following equipment:
o Ten (10) groups High Pressure Pumps plus Booster pump: The flow rate per rack is 1,265.8 –
1,486.1 m3/h at Combined TDH: 578.9 –719.9 m.
o Ten (10) ERI Booster Pumps: The flow rate per rack is 1,507.9-1,767.7 m3/h at 35.2 – 50.7 m.
o Ten (10) RO trains each equipped with 295 pressure vessels with 8 membrane elements per
pressure vessel.
o Energy recovery system: Ten (10) pressure exchanger system ERI PX-Q300, with 27 units per
system (or equivalent system).
o One (1) concrete flushing tank of 3100 m³ unitary capacity which is a sufficient water storage
to flush all RO Membranes of the plant.
o Two (2) PRFV CIP tank of 120 m³ capacity, equipped with an agitation with recirculation pump
and ejectors (two units, one in stand-by).
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o One (1) heating resistance per cleaning tank with a total power installed of 140 kW
o Three (2+1) CIP and flushing horizontal centrifugal pumps of 1,770 m³/h flow at 50.3 m of
differential pressure
o Two (2) CIP cartridge filter with cartridge filters of 5 μm filtration quality and 70” length each
cartridge.
 Chemical dosing: dosing tanks and dosing pumps will be installed for each of the chemical
compounds used in the RO process listed below. The volume of dosing tanks has been calculated
to ensure availability even in case of supply cuts.
o Raw water will be pre-treated using Sodium hypochlorite and antiscalant to obtain process
optimal efficiency and to protect RO membranes;
o Facilities for storage and dosing of sulfuric acid in raw pumped water incoming pipe;
o Facilities for storage and dosing of coagulant (ferric chloride) for DAF clarification;
o Facilities for storage and dosing of coagulant (ferric chloride) for DMF filtration;
o Facilities for dilution and dosing of flocculant (anionic polyelectrolyte) for DAF;
o Preparation and dosage facilities of reducing agent (sodium bisulphite).
 Post treatment system: After reverse osmosis, permeated water requires a post-treatment and re-
mineralization treatment which will provide the water with the adequate pH, chemical and mineral
composition for final consumption. The post-treatment facilities consist of:
o Carbon dioxide dosage;
o Twenty (20) calcite filters in operation of 32 m2 surface;
o pH regulation of re-mineralized water with sodium hydroxide;
o Disinfection of the product water;
o Product water sodium fluoride dosing.
 Potable Water Tank and Potable Water connection: The potable water produced by the
desalination plant will be dispatched to two (2) potable water reservoirs, each with the capacity of
35,000 m3 for a total water storage capacity of 70,000 m3. The reservoirs will be realized in
reinforced concrete and designed in order to suite the surrounding area infrastructure by including
Omani style architectural motives. The reservoirs will be protected by a fence made by a solid wall.
Accessibility for maintenance will be guaranteed by existing roads around the protection wall being
all the equipment for which is necessary maintenance being installed close to the fence.
A single pipe ND 1,600mm in Carbon Steel according to PAW specification will feed the tanks from
the plant with redundant flow meters for measuring the exported water. Each tank will be fitted
with one filling port with motorized valve and one outlet port with valve. In addition, spare inlet
and outlet connections with valves are considered for future needs as per Addendum 2 to the RFP.
The internal design of the tanks will avoid water stagnation and will allow full drainage for
maintenance.
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The connection to the existing potable water pumping station will be made with one Carbon Steel
pipe ND2300 mm according to PAW specification. Facilities for connection to the existing header
and for future new connections are duly considered. It is assumed that the final connection pipe is
located 3m underground and the min pressure to be guaranteed is the atmospheric.

 Additional facilities
o Waste water treatment systems: for the waste water outlet from the desalination process and
with the aim of comply with environmental requirements and philosophy, waste water
treatment process is included in the design of the desalination process.
o Instrument and service air systems.
o Fire protection and detection systems.
o Ventilation and air conditioning.

3. HSE Management Plan

Safety is the prime concern on Al Ghubrah III IWP (“The Project”) The “Safety is a priority for all of us”
philosophy is a paramount consideration in all phases of the project.

The HSE Plan and procedures adopted for the project aim to be fully compliant with the Oman health,
safety and environmental laws and regulations, as well as with international guidelines and Good Utility
Practice.

Health, Safety and Environment Management Plan (HSE Plan) describes the Project's commitment to the
Health and Safety of all personnel involved and the protection of the surrounding environment on each
phase of the project. It also describes the methods whereby project work will be undertaken in full
compliance with contract specifications. It also provides guidelines to eliminate, where possible, damage
to and from equipment while carrying out specific work task.

The EPC contractor considers safety, health and protection of the environment to be top priorities. To
highlight its commitment, EPC contractor has declared a Health, Safety and Environment Policy, which
clearly specifies management involvement and requires the participation of all employees in improving the
health and safety standards of the Project. It specifies that every manager shall be committed to
implementation of the Health, Safety and Environment Policy and shall be responsible for ensuring that
adequate resources are made available to achieve policy objectives.

The HSE Plan and procedures adopted for the project aim to be fully compliant with the Oman Health,
Safety and Environmental laws and regulations, as well as with international guidelines and good utility
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practice for a sustainable development.

As work progresses, the HSE Management Plan shall be further developed and elaborated which shall be
presented to the Client for review.

Further development of this HSE Management Plan shall include the relevant sections from the EPC
contractors detailed HSE procedures that shall be augmented and included into this HSE Management
System.

EPC’s H&S Management System is accredited to ISO 45001:2018 certificate registration.

EPS’s Environmental Management System is accredited to ISO 14001:2015 certificate registration.

All subcontractors working on behalf of the EPC Contractor and all staff on site are required to adopt and
implement standards that are fully consistent with this HSE Policy for general safety awareness.

Understanding that the ultimate goal in Health, Safety and Environment could not be achieved without
each worker’s involvement. The Project will impress a safety culture whereby the worker’s mindset is such
that they recognize that individuals are responsible for their own Health and Safety and Environment for
others. Ref. GH-UTE-CO-GE-0000-10047 - H&SE Management Plans and Procedures.

Project HSE Policy

CDCo along with GS Inima (Contractor) aims to produce high quality safe desalinated drinking water to be
supplied to the people of Ghubrah, its nearby places, and as far places it can reach, making the community
live a happy, contented, thirst-free life with high regards to health, safety and environment as management
priority through respect to mankind.

Project company and Contractor do hereby declare to sustain our performance and development of HSE
policies to all parties concerned as follows:

 Achievement of Zero Accident Workplace

- Promotion of safety practice programs to prevent accidents
- Strict compliance of applicable legislation in the area of Occupational Health and Safety

 Promotion of Leadership of Management

- Promotion and enhancement of the culture of prevention in the organization
- Safeguarding operations are performed safely, by means of adequately planning the activities and by
making the necessary resources available.
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 Training and Improvement

- Continuous information and training in the area of Health and Safety to Everybody
- Continuous improvement by means of recurrent measuring, evaluating, and reviewing all of the
activities, operations and workplaces.

Contractor’s Management have endorsed the above statement and the concerned policies and the HSE
management plan with reference to G3-GSI-PN-HS-0000-00001_H&S and Environment Management Plan.
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Corporate Policies
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Environmental philosophy

Environmental philosophy towards environmental management is to develop the execution of Ghubrah

IWP Project by reducing the environmental impact to a bare minimum.

HSE Management

HSE management will be careful while selecting the Contractor so that their qualifications meet or exceed
the required standards.
Client, Owner and Contractor agree that all project Weekly Meetings, Monthly Progress Reviews in example
will start with a detail report on HSE performances and planning.

Project Related Proposed Innovations

Contractor and the Project Company will demonstrate the commitment towards HSE aspects by the top
management to maintain the standard Ghubrah IWP project.
At the same time Contractor proposes certain innovations that will allow to improve HSE and project
performance.
The main innovation proposed for the project, based on lesson learned from the previous project are the
following:

 Extensive pre-qualification and pre-check of subcontractor’s ability to meet HSE standards.

During subcontractor tendering phase and before subcontractor mobilization, Contractor is committed
to increase the HSE inspection to the subcontractors in order to have a smooth mobilization of
subcontractors.
 Establishing of a Green Zone with a classification different from project area.
The establishment of green zone will allow a practical access to certain external supplier to a zone with
different risk classification and different HSE risk assessment and requirements from the rest of the
project area.

Review of Concerned Local Regulation

Contractor has collected a list of local HSE related regulations that should be followed throughout the
project. The register below will be maintained and updated by the HSE Manager. The Project will comply
with all applicable regulatory and Contract requirements including local and international regulations,
OHSAS 18001, ISO 14001, ESIA, etc.
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HSE audit requirements

Please refer to document G3-GSI-PN-HS-0000-00001_H&S and Environment Management Plan.

HSE meetings and communication

Prior to commencement of the work on the worksite, a kick-off meeting (KOM) shall be set up between
Client and the Project Team to review HSE requirements and procedures as well as to ensure that the
proposed safety approach will meet all applicable requirements. Subsequently, Site HSE committee
meeting, weekly progress meeting, weekly HSE meeting etc. as referred to HSE plan.

Risk assessment approach

Risk assessment is a process where hazards are identified, and risks evaluated, by taking in to account the
adequacy of any existing controls, with the objective of eliminating or reducing the risks as low as is
reasonably practicable. Furthermore, more details of risk assessment referred to HSE plan in document GH-
UTE-PN-HS-0000-00001_H&S and Environment Management Plan.

Emergency response

CDCo and EPC establish a comprehensive Emergency and Evacuation Plan for fires, explosions, effluence or
discharge of toxic substances, or environmental pollution due to accidental operation, failures, etc., in
consultation and co-operation with relevant local authorities and emergency services so as to be aligned.
The Plan shall be communicated to all responsible managers and supervisors, and fully explained to all.
employees at the HSE induction training given at their entry to the Site and during Fire and Evacuation
Training.

Site security

To provide security at the work site and local legal requirements. It covers the requirements for Security
Service to all places of contractors work on the project within Oman during the Project execution and
describes the way GS Inima (Hereinafter contractor) will proceed to safeguard the interests of the Project
from Site inception to completion.
The Security Plan is to minimize risk of loss, theft, fire, vandalism, sabotage or otherwise to the Works,
permanent or temporary, including all consumable materials, equipment construction plant, office and site
facilities, together with personal property.
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Contractor shall develop, implement and maintain a Security Plan in accordance with Project security
requirements covering Contractor’s entire workforce including employees, Subcontractor’s, visitor,
vehicles, equipment and materials.

4. Project objectives
Zero Accident/Zero Incidents

Contractor Objective is to perform the project with Zero Accidents / Zero Incidents.
- Zero fatalities for all CDCo’s, Contractor’s, Subcontractor’s and other site staff including visitors.
- Zero injuries for all CDCo’s, Contractor’s, Subcontractor’s and other site staff including visitors.
- Compliance with all applicable Laws concerning health, safety and the environment.
- Zero environmental breaches.
- The effective management, promotion and control of the health and safety aspects of the Works.
- Continuous improvement in health and safety performance.

Insure that the local community is Properly Engaged

Contractor will also minimize project impact to the environment and to the local community, ensuring that
project is perceived as an opportunity for development of the local workforce.
Contractor will also take advantage of the skills locally available, promoting their further development.
Contractor will comply with the Omanization and Omani content requirements under the Contract.

Deliver the Project in accordance with the WPA Minimum Functional Specification (MFS)
& Owner Technical Specification (statement of compliance)

Contractor undertakes to execute the project and deliver a plant that:

- is supplied, erected and tested and commissioned so that it is capable of operating and maintaining
water production on a continuous and reliable basis under the full range of prevailing climatic conditions
from time to time, including without limitation of the conditions specified in the OTS, combined high
ambient humidity with high air temperature, sudden heavy downpours, severe storms, flash floods,
strong winds, jellyfish infestations, algal blooms, sand storms and dust storms;

- in accordance with the Legal Requirements, the Desalination License, the Grid Code, the Distribution
Code, the terms of the Contract, Good Utility Practice, the provisions of the WPA relevant to the Works
to the extent such provisions are not inconsistent with the terms of this Contract, the World Bank
Guidelines/International Finance Corporation Guidelines and the Equator Principles;
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- with all the skill and care to be expected of appropriately qualified and experienced professional
construction contractors with experience in carrying out works of a similar type, nature and complexity
to the Works;

- using good up to date design and specifications and workmanship in accordance with techniques,
practices, methods and standards in effect in the international independent water desalination industry
at the time of performance of the work that are commonly used in prudent engineering and
construction to design and construct equipment and facilities of similar Size and type as the Plant, the
Other Plant facilities and the Access Road;

- so that when combined with the works to be performed by the EP Contractor pursuant to the EP
Contract, the Plant and the Other Plant Facilities are capable of being operated and utilized in
accordance with the relevant Legal Requirements and the requirements of the Contract and the
provisions of the WPA relevant to the Works to the extent such provisions are not inconsistent with the
terms of this Contract, the ECA and the WCA in a safe and reliable manner;

- so that when combined with the works to be performed by the EP Contractor pursuant to the EP
Contract, the Other Plant Facilities, the Plant and each and every part thereof shall on the Project Taking
Over Date be wholly in accordance with the Contract, free from Defects and be fit for their intended
purposes as evidenced by or reasonably to be inferred from the Contract;

- so that the Access Road shall on the Access Road Completion Date be wholly in accordance with the
Contract, free from Defects and be fit for its intended purposes as evidenced by or reasonably to be
inferred from the Contract;

- using Materials and Equipment, machinery, apparatus, articles and other items that are newly
manufactured by reputable manufacturers and of a standard are free from Defects;

- with all the resources, experience, qualifications and capabilities as are required to perform the
Contract;

- so as to comply with all requirements necessary for attaining any guarantees and warranties provided
by Subcontractors supplying Materials and Equipment and Spare Parts.

Deliver the Project within the required Completion Dates;

Contractor undertake to execute the project and deliver the plant as per Owner Technical Specification and
the contract within the relevant completion dates.

Maintain a Strategic Relationship with Owner and Client

Due to the importance of the project and the increasing market potential, the contractor aims to be
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perceived by Owner and Client as a reliable partner for future projects.

5. Scope of works
The scope of works for the Ghubrah III IWP covers:
- survey and assessment of the Site on-shore and off-shore, the Site preparation including Site
investigation, Site development and clearance and all related civil works for the Plant; Site Survey,
includes topography, geology, seismic conditions and meteorology and marine conditions
- design, engineering, procurement, manufacturing, factory testing, transport to Site, erection,
Construction, commissioning and performance testing of the Plant;
- all equipment, works and services necessary for a complete, safe and prudent operation and
maintenance of the Plant.

Preparation of the works

The preparation of the works will consist on the following:

- Surveys
- Agreements and Permits execution
- Site preparation e.g. back-filling with compaction/ consolidation, grading, levelling, earth marking;
- Temporary infrastructure work during Construction of the Project;
- Construction of the Access Road to the Site including temporary road system if it requires;
- Arrangement of Site office and temporary Warehouse in temporary Area;
- Construction facilities.

Civil works

Civil works will consist on the following:

- General civil works: Back-filling, levelling and grading, storm water culverts and flood protection
including an effective drainage system
- General buildings and work: administration building, workshop, laboratory, first aid room, security
room, storage building, social buildings, gate houses, auxiliary buildings, potable water and structures,
ventilation and air conditioning facilities of buildings.
- Civil part for the desalination plant: Excavations, foundations, sub-structures, construction and finishing
of all buildings of the Plant and Other Plant Facilities;
- Civil part of Seawater Intake/Outfall Facilities, screening and pumping station and seawater and brine
discharge:
- Civil part for post-treatment plant and auxiliaries, foundations and buildings such as chemical storage
area and building, laboratory, local control room, as required.
- Civil part of electrical and I&C facilities: electrical building and excavation, foundations, structures,
construction and finishing of all underground cable ducts and trenches for the connection to the 132kV
connection point.
- Firefighting system and building.
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Mechanical works

Mechanical works will consist on the following:

- Seawater pre-treatment system, pretreatment systems (including DAF, Multimedia gravity filters)
reverse osmosis equipment including (cartridge filters; high pressure pumps, ERD pumps, energy
recovery systems, SWRO desalination trains (first pass) with pressure vessels, membranes, internal
piping and connecting piping and A/C .
- CIP systems; and chemical dosing system, including storage and preparation.
- Post-treatment plant: CO2 equipment and dosing system; limestone dissolution system; potable water
chlorination with a hypochlorite solution; fluoride dosing; and equipment for storage, handling,
preparation and dosing of the chemicals.
- Seawater Intake/Outfall Facilities: seawater risers and intake pipelines, (twin pipe) and chlorine dosing;
seawater pumps, screening, wash water pumps, valves, piping, local instrumentation; hypochlorite
solution storage and dosing system, brine discharge pipelines (twin pipe) including diffuser system.
- Auxiliary systems (including Firefighting systems and HVAC).
- Sewage treatment and storm water collection systems.
- Process waste water system:
- Other systems; equipment for workshop, stores and other facilities; sampling system; chemical dosing
plant; storage tanks; and other required auxiliary systems.

Electrical systems

Electrical systems will consist on the following:

- Facilities for the connection to the existing 132 kV substation including Power Transformers;
- MV switchgear with four single busbars and bus coupler including control and protection equipment
etc.;
- unit auxiliary transformers including protection equipment, etc.;
- DC and UPS - systems including rectifiers, batteries, DC/AC converters, DC/DC converters, related
distribution boards etc.;
- MV and LV switchgears as required;
- protection systems for switchgears, transformers, black-box-systems, motors, etc.;
- FMS;
- MV and LV power cables;
- MV and LV bus ducts;
- Power and control cables, fiber optic cables and earthing cables/conductors;
- Cable supports, trays, ladders, pipes, conduits, etc.
- Earthing and lightning protection systems;
- Indoor and outdoor lighting, emergency lighting systems and security fence lighting;
- Emergency diesel generator; and fire alarm system.

Control and Instrumentation

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- Distributed Control and Monitoring System (DCMS).

- Field equipment (sensors; transmitters; analyzers; and actuators).
- Continuous effluent monitoring system.
- Metering and quality monitoring equipment.
- Communication facilities.
- Security Management System.
- CCTV system with IP technology.
- Clock-system.
- Field testing equipment.
- Electrical and Instrument workshop equipment.
- LAN/WAN system.

Delivery Water Connecting Pipeline

The Delivery Water Connecting Pipeline includes the pipeline which connects the Plant to the existing PAW
Potable Water pipeline station at the Water Delivery Point.

Potable Water Infrastructure

Potable water infrastructure comprises a potable water storage facility with a capacity of 70,000 m3 and a
potable water connection pipeline originating at the potable water storage facility to the existing
Directorate General of Water reservoir.

List of Interfaces

Following interfaces are related to the Ghubrah IWP project and described in the following sections:
- Interface with Potable Water Storage Facility
- Interface with PAW potable water pumping station
- Interface with PAW potable water pumping station
- Sea water interface
- Sea water interface
- Outfall interface
- Outfall interface
- Sanitary waste water with Haya Water Network interface
- PDO fresh water interface
- PDO fresh water interface
- Reservoir overflow and drainage interface
- Road interface with PWSF
- Road interface with PWSF
- Road interface with Ghubrah IWP
- 132 kV Substation Oman Electricity Transmission Company Interface
- 132 kV Substation Oman Electricity Transmission Company Interface
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- 132 kV Cable Protection Interface

- Optical Distribution Frame Interface
- Oman Electricity Transmission Company Interface (OETC)
- Public Authority for Water Interface (PAW)
- Oman Power and Water Procurement Company Interface (OPWP)
- Ministry of Environment and Climate Affairs Interface (MECA).

Project Plot Plan

6. Human resources management Plan

The Project team has the maximum attention to Human Resources issues. The Contractor JV partners are
Companies belonging to international groups quoted in the relevant stock markets that have enforced strict
regulation and best in class HR procedures for their employees.

The Project Company and Contractor’s head offices have implemented specific HR procedures that allow
the control and management of offshore project sites, maintaining a strict supervision on key requirements
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in terms of compliance with Corporate Policies.

Regulations and Standards

The Project Company and the Contractor will ensure that their internal Labour Policies as well as Omani
Labour Law are respected in all project phases for its employees
The Project team will also ensure that ILO and UN conventions requirements will be additionally met in
regard to Labour and Working Conditions of the workers at project site.

Teamwork

Project Management team promote a culture of teamwork at any level and are fully committed to avoid
the creation of barriers based of cultural differences and Company affiliation. The same culture is promoted
with respect to Client, Owner and Subcontractors.

Recruitment

The project team will select the best available resources with the necessary skills. The recruitment will
happen in a timely manner, ensuring that the proper talents are mobilized in the right time.

Omanization

The Project Company and the Contractor will respect in particular Omani labour law that specify that the
legal entities that will execute the project will have 30% of Omani personnel.

Insurances

The Project team Employees will be insured as per contract and Company policies before they start
participating to the project.

Subcontractors

The Contractor will ensure that subcontractor workers are treated according to contract requirements and
international labour standard in terms of decent accommodations and other basic human rights.
In order to maintain close communication with the Subcontractors, the Contractor JV will hold various HSE
meetings and HSE training to the Subcontractors

It shall be ensured that the individual employees of the Subcontractors understand the work to be carried
out and have the necessary competence, information and training for the tasks

Site induction for Subcontractors shall be provided prior to work on site and evidence shall be obtained
that employees have the training and competence claimed by the Subcontractor
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It shall be ensured that hazard identification and risk assessment is undertaken by all Subcontractors prior
to commencement of work.

It shall be ensured that Permits to work /Lock out Tag out documents are issued to Subcontractors as
required
Kick-off meeting shall be held by Contractor and Subcontractors before each Subcontractor starts any
construction activity in the site.
During the meeting, all HSE requirements shall be reviewed so as to ensure that Subcontractor is fully aware
of how works are to be performed in the best HSE conditions.
During this meeting Subcontractor shall provide a complete description of its organization and declare in
writing that he is familiar and understands the content of this Site Safety Program and all the applicable
HSE requirements.

7. Organization and personnel

Introduction

This section offers an overview of the Project team’s Organization and its approach to the project in terms
of:
- Human Resources Project’s Policy. Statement of Principle
- Management Structure
- Roles & Responsibilities of the Management
- Project Offices
- Contractual Frame and Legal Entities Employed

Human Resources Project´s Policy: Statement of Principle

7.2.1. Scope of application

The Project team human resources policy is universal in scope. However, in compliance with employment
principles, the contractual employment practices under the law of the state of Oman where the Project is
conducted, although these will always be adapted, as far as possible, to the spirit and aims of this
document.
It is important to emphasize that this HR policy applies to all employees including employees directly
engaged by the Project Company and the Contractor.
Needless to say, that this HR policy applies to local employees and foreign employees as well.

7.2.2. HR Policy

The Project team human resources policy responds to its mission, vision and values, operational strategy,
and therefore, is oriented and aligned at all times with its strategic objectives.
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The Project team believes that people are real assets that generate value and wealth. Therefore, the human
resources policy focuses on creating the conditions under which people can develop, bring out their talent
and achieve excellence in their performance. The firm is committed to a comprehensive and integrated
human resources management model, based on competencies that allow for the alignment of strategic
goals, positions and people and which, in turn, detects and identifies talent. It covers all HR processes: the
definition, description and classification of positions, recruitment and selection to attract the best
professionals in the market, training, management of performance and remuneration, as well as internal
communication and social action.
This covers not only the interrelated processes but also the entirety of companies and projects, regardless
of sector and geography.

- The HR policy has two objectives:

o develop, use, transmit and manage knowledge using the experience of professionals that
make up the firm, while guiding the development of skills and ensuring, at all times, that
the company is provided with suitable professionals for each position, mission and
responsibility.
o Develop, promote and reward human resources so that they can give the best of
themselves and that their contribution is aligned with the company’s needs.

- Working Conditions and Management of Worker Relationship

o Recruiting and training:

The Project team ensures that recruitment processes, the incorporation of employment
are all conducted using objective criteria and that discriminatory criteria have no place in
the organization at any time.
o Working Relationship, Working Conditions and Terms of Employment:
The Project team shall provide each employee clear information regarding its terms of
employment and rights under the Oman Labor Laws, including their rights related to
working hours, overtime, compensation and benefits upon beginning the employment
relationship.
It is important to emphasize that it is legal obligation to provide each employee (foreign or
local) its rights under the Oman Labour Law's provisions.
o Protection from discrimination under Labour Law
Under the Omani Constitution guarantees Oman´s nationals right to work and prohibits
compulsory labour, except in extraordinary circumstances, and that for a fair wage,
prohibits discrimination between citizens and generally addresses all employment issues.
The workers may form from among them labour unions, subject to registration with the
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appropriate Ministry, to safeguard their interests, defend their rights and improve their
social status related to their employment.

o Non-Discrimination & Equal Opportunity

The Project Company and the Contractor are obliged under the law of the State of Oman
not to make any employment decisions on the basis of personal characteristics unrelated
to inherent job requirements.

The Project Company and the Contractor shall not discriminate with respect to any aspects
of the employment relationship including without limitation, job assignment, promotion,
termination of employment or retirement.

The Project Company and the Contractor are obliged under law to prevent any
discrimination acts and is obliged to take measures to prevent and address harassment,
intimidations and/or exploitation.

This of course relates to women and foreign employees.

- Protection of the Workforce

o Child Labour
The Company shall not employ children in any manner unless it is strictly allowed under the
Oman law.

Employment of children will not be in any manner whatsoever economically exploitative or

hazardous or to interfere with the child's education, or to be harmful to the child's health
or physical, mental, spiritual, moral or social development.

The company shall identify each employee under the age of 18.

o Juvenile Labour
Article 75 under of the Omani Labour Law establishes that the minimum age for
employment is15 years, while minors between the ages (15 to 18 years) are not permitted
to work between the hours of 6p.m. and 6a.m.

Minors are also prohibited from working overtime or in certain hazardous occupations, and
employers are barred from requiring minors to work on official days of rest or official
holidays or for more than 6 hours per day, which is in accordance to Article 76 of Labour
Law.

o Female employees
Oman Labour law accords a special treatment to women and provide them some extra
benefits. Such provisions include: non-discrimination in the work place; non-assignment of
women for work between 9p.m until 6a.m.; non-dismissal of a woman employee during
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her absence due to an illness confirmed by a medical certificate; as well as statutory

maternity leave, provided that the total period of such absence may not exceed six (6)
months.

Contractor’s Management Structure

The Joint Venture will be managed by the Executive Committee and by the Project Management Team.

7.3.1. The Executive Committee (EXCO)

The executive committee is formed by n. 4 members

The Executive Committee shall decide and be responsible for the general policy of the Joint Venture, main
operational duties and in particular shall deal with matters of primary importance such as:
- General supervision and control of the Joint Venture for the due performance of the Contract in
accordance with the general policy established.

- The approval of financing programs, financial sources and costs and decisions on general financial
policy and procedures and approval of the financial statements.

- The general policy and relevant procurement procedures and general criteria for the disposal of
plant and equipment when no longer required by the Works.

- The Approval of the relevant purchasing and/or hiring and/or leasing conditions of the equipment
necessary to carry out the Works to be purchased and/or hired and/or leased from the Parties or
from third parties as far as the Purchase amount exceeds an agreed amount between the members.

7.3.2. Contractor Project Management Team

The project management team is formed by Project Director and Project Site Manager with the Planning
Manager and the Project Cost Controller.
Members of EXCO and Project Management team have been participated at various title in the execution
of a similar projects with the same Lead Developer and JV structure and take advantage of the relevant
lesson learned.
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Contractor Organization Chart

Roles & Responsibilities of EPC Management

7.5.1. Project Director

The Project Director is appointed as JV representative. He will devote 100% effort to direct the success of
this project and be responsible for the overall management of Health and Safety, Quality, Engineering,
Procurement, Fabrication, Installation, Commissioning, Administration and monitoring work progress,
ensuring that all resources are properly directed to the works, acting as Contractor representative.

He will liaise with Company to find the best solutions at executive level to the critical problems to be
encountered during the execution of the project.

The Project Director is also responsible for all aspects of the project including project administration,
liaising, consulting, and reviewing all aspects of the project to ensure that the project is completed:
- within budget
- within time limits
- complies with all Contractual obligations and Quality standards
- expediting procedure/drawing generation schedule
- overall control and coordination of As-Built dossiers.
Furthermore:
- Ensure the team’s involvement in planning using the project schedule as a guideline.
- Approval of the baseline schedule and future baseline updates;
- Approval of the monthly schedule update.
- Revision and submission to management of the monthly executive planning report.
- Single outside contact for schedule on the project and any interpretation of contract requirements to
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- establish contractual planning documents;

- Liaising with Company representative for all matters relating to planning and scheduling;
All managers have responsibilities to report to Project Director to ensure that the actual status of the
project can be monitored by him.

7.5.2. Site Manager

The Site manager serve as the point of contact for contractors and be expected to liaise between crew
members and management. In particular he is responsible to:
- Oversee daily operations
- Coordinate employee schedules, ensuring adequate coverage
- Enforce all workplace policies and procedures
- Conduct and lead people at site.
- Keep efficient relationships with the Client
- Coordinate training and professional development activities for employees
- Conduct staff performance reviews
- Address and report safety concerns in a timely manner
- Ensure compliance across the work site
- Review all project contracts before submitting to management
- Answer inquiries from potential project partners
- Mediate on-site conflicts
- Manage any delays or problems encountered on-site during a construction project
- In charge of the communications between all parties involved in the on-site development
- Mitigate risks and inform the Project Director of the identified risks.
- Supervise of warehouse management
- Actively support Contractor and Subcontractor HSE team members.
- Promote HSE awareness amongst his Activity Leaders/Supervisors.
- Keep the workplace well organized and tidy by ensuring at the early stages correct lay-down areas and
waste disposal areas.
- Encourage worker participation in reporting hazards/incidents and with suggestions to reduce
accident potential.
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- Ensure all accident/incidents are investigated and reported in accordance with Project requirements.
- Investigate alternative construction methods which minimize hazards at the workplace and promote
interest in hazard identification and control strategies.
- Encourage all employees to maintain acceptable standards of HSE and foster an awareness of health,
safety and environmental matters.
- Ensure hazard identification, risk assessments and environment impact assessment are carried out
along with the HSE Manager in order to take the necessary measures to prevent any risks arising from
the construction activities.
- Refer to the Emergency Response plan for the roles and responsibilities during an emergency situation.
- Ensure the site team’s involvement in planning using the project schedule as a guideline.
- Coordination between site teams and head quarter relevant to Engineering, Quality, H&S;
- Approval the site progress curves and Level 4 schedules;
- Review of monthly schedule update;
- Review of the Baseline schedule;
- Analyse deviation between planned and actual in cost also;
- Revision and approval of the site contractors' schedule;

7.5.3. Planning Manager

- Preparation of the target Level III schedule and future target updates.
- Monthly project schedule update.
- Preparation of the monthly executive planning report.
- Preparation of the project planning closing report.
- Guide the various specialties regarding the priority activities that are to be carried out in order to
comply with the schedule in terms of critical activities and progress.
- Coordination with other Depts. applicable to planning scheduling.
- Coordination and collection of the progress information from functional departments.

7.5.4. Project Cost Controller

- Update on monthly basis the new information from site/planning;

- Cost controlling through dedicated software;
- Progress monitoring of the EPC activities in cost point of view;
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- Managing indices of EVM analysis;

- Analyse deviation between planned and actual;

7.5.5. Administration and Financial Manager

- Manage the accounting and Treasury of the project.

- Identify and value the possible risk that impact in the economic and financial development of the
project.
- Carry out the control of the technical-administrative management.
- Direct and lead the people of the department.
- Motivate the team for activity in the Project.
- Send monthly closure reporting package to Central Services.

7.5.6. HSE Manager

The HSE Manager is responsible for Safety control with independent authority from any pressure of others,
report to the Project Director and has responsibility to implement the HSE plan. He is responsible to:
- To apply the appropriate procedures of the Health, Safety and Environment Management Systems.
Ensure integration of all Health, Safety and Environmental procedures and standards into the
planning and execution of the work.
- Assert overall responsibility and accountability for the technical and professional execution and
integration of Contractor HSE Management Plan on Site.
- Review and approve Subcontractor HSE System.
- Prepare HSE induction and program HSE training programs, in order to ensure all involved
personnel, receive adequate and appropriate HSE training according to their assignment and the
Project requirements.
- Distribute standards, procedures or any other document that may be required to organize works
safely to all Subcontractor.
- Ensure hazard identification, risk assessments and environment impact assessment are carried out
in order to take the necessary measures to prevent any risks arising from the construction activities.
- Attend Subcontractor kick-off Meeting, to ensure that Subcontractor is informed and aware of all
Health, Safety and Environmental requirements.
- Attend HSE weekly meeting to ensure the follow-up of the Subcontractor HSE performance.
- Attend weekly progress meeting to ensure integration of all Health, Safety and Environmental into
the planning and execution of the work.
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- Attend any other meeting when required.

- Together with Contractor Supervisors and Subcontractor HSE team, pay special attention to the
specific risks of operations that have to be carried out in hazardous areas or in presence of harmful
substances.
- Establish and update the Site Emergency Procedures in all construction phases. Refer to the
Emergency Response plan for the roles and responsibilities during an emergency situation.
- Ensure Subcontractors compliance with, understanding and implementation with of HSE
Requirements.
- Enforce the implementation of the field equipment inspection program by all Subcontractors.
- Take part in Contractor and Company scheduled work area audits or inspections and implement
and record any required corrective action.
- In the event of an accident/ incident prepare accident/ incident reports and investigations, both
for site and governmental bodies in conjunction with Subcontractor.
- Promote motivation activities to increase Health, Safety and Environmental awareness on Site.
- Establish and maintain all Safety and Health record-keeping systems.
- Collaborate with permit to work issuer and have available copies of all work permits required in
order to guarantee compliance with their conditions and regulations.
- Distribute 24 hours in advance as minimum, notices communicating all interested parties of tests
that are being performed or warning them about possible new risk conditions.
- Prepare periodic HSE reports and Final HSE Report, ensuring their distribution in a timely manner.

7.5.7. Quality Manager

- To apply the appropriate procedures of the Quality Management Systems.

- To ensure the compliance of works with regulations and formal requirements.
- Collaboration with the rest of the organization.
- To perform works according to the applicable procedures
- To define internal procedures.
- To control the documentation for its compliance with Standards and Procedures.
- Control quality documentation.
- provides the Quality planned training
- To ensure the fulfillment of the Quality Plan inside the Contractor Organization
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7.5.8. Engineering Manager

The Engineering Manager is responsible for all design engineering activities and preparation of the Purchase
Order Specifications to the Contractual requirements.
The Engineering Manager is responsible for planning, controlling and executing of all engineering aspects
being carried out. He will ensure that the project requirements are correctly translated into the design
requirements that the design changes are controlled, and that required design reviews on the project
deliverables are carried out. He shall be responsible for the preparation of design and procurement
documents in compliance with the requirements. He is responsible to:
- To coordinate the design team
- To ensure the compliance of works with regulations and formal requirements.
- To establish or verify criteria of specification, design and calculation.
- To administer the documentation of the Project and works performance.
- To prepare projects for works management.
- To collaborate with the rest of the team in the selection of Suppliers.
- To be responsible for the design and achievement of the required technical parameters.
- To ensure the quality of the documentation of engineering process.
- Coordination of the engineering design.

7.5.9. Procurement Manager

The Procurement Manager is responsible for managing the procurement and logistics including all aspects
of the supply process from receipt of a material requisition to final acceptance of material at site. In
particular he is responsible to:
- Manage purchasing plan and stocks plan.
- Select suppliers.
- Analyze tenders of suppliers.
- Negotiate with suppliers.
- Compliance of supply dates and works with the Project planning.
- Carry out manufacturing inspections.
- Manage the transport.
- Analyze of contracts risks.
- Ensure the quality of the documentation of procurement process.
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- Coordination of the procurement process.

- Manage project logistic.
- Control the compliance of Procedures.
- Coordinate and communicate with the rest of the organization.
- Select shipping companies and Forwarders.
- Transport management

7.5.10. Construction Manager

The Construction Manager is responsible to:

- Appointment of competent team of specialists.
- To keep efficient relationships with the Client.
- Coordination of works on the construction site.
- Enforcement of health and safety procedures.
- Monitoring of environmental impacts.
- To motivate employees in order to obtain high efficiency of the work
- To supervise of warehouse management
- To supervise the construction processes, both for own execution and those carried out by
subcontractors
- Control of Engineering Documentation including revisions and new updates coming from
Engineering Department.
- Provide record and support in transferences between Engineering and Construction Department
- Supervision of As-Built documentation assuring quality in their execution.
- Provide follow-up in works performed on site, monitor changes in ECN (Engineering Change Notice)
and advise in problems during execution
- Consolidate construction costs and progress
- Actively support Contractor and Subcontractor HSE team members.
- Promote HSE awareness amongst his Activity Leaders/Supervisors.
- Keep the workplace well organized and tidy by ensuring at the early stages correct lay-down areas
and waste disposal areas.
- Encourage worker participation in reporting hazards/incidents and with suggestions to reduce
accident potential.
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- Ensure all accident/incidents are investigated and reported in accordance with Project
requirements.
- Investigate alternative construction methods which minimize hazards at the workplace and
promote interest in hazard identification and control strategies.
- Encourage all employees to maintain acceptable standards of HSE and foster an awareness of
health, safety and environmental matters.
- Ensure hazard identification, risk assessments and environment impact assessment are carried out
along with the HSE Manager in order to take the necessary measures to prevent any risks arising
from the construction activities.
- Refer to the Emergency Response plan for the roles and responsibilities during an emergency
situation.

7.5.11. Commissioning Manager

The Commissioning Manager is responsible to:

- To constitute the human team for other tasks of Tests and Start-Up.
- To conduct and lead the team of Tests and Start-Up.
- To coordinate with the Client.
- To ensure the necessary resourced on time, according to budget and with compliance in quality.
- The takeover for commissioning of process equipment.
- Coordination and preparation of operating instructions.
- Reporting progress to the Project Director.
- Approval of procedures and protocols of the performed tests.
- To administer the start-up.
- To ensure the management of the environmental impact during the Start-Up period.
- To identify and mitigate the risks of the Start-Up stage.
- To conduct, plan and manage the Tests and Start-Up of the Plant and its parts.

7.5.12. Field Engineering Manager

The Field Engineering Manager is responsible for the coordination between different departments (mainly
between Engineering and Construction departments) in order to get control over the documents, data
development, progress follow up for each and every activity developed on site.
- Control of Engineering Documentation including revisions and new updates coming from
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Engineering Department.
- Supervise and review the preparation of construction method statements with construction
personnel
- Confirm information related to planning and maintaining project schedules
- Prepare technical material submittals
- Maintaining organized and detailed project records

7.5.13. Construction Activity Manager

The Construction activity leaders have the authority as a management representative for the construction
activities and responsibilities to:
- Direct and coordinate the work through all construction phases
- Establish and execute the construction schedule and work methods
- Establish the wok procedures for construction,
- Collaborate on the development and revision of the target schedule and future target updates.
- Creation of the site progress curves and detail schedule for self-performance in agreement with
the scheduler.
- Weekly update of the site progress curves.
- Responsible for ensuring preparation of activity progress and schedule by the
subcontractor/supplier.

Project Team Locations

The engineering team is a combination of engineers of the two JV members and will based in Genova and
Madrid. Procurement Office will be based in Genova and Madrid. The third and most important Project
offices will be located at site and will be in direct contact with the office.
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External Resources

The above-mentioned managers are supported by Specialty consultants with specific expertise in many
unique project requirements such as geotechnical engineering, environmental compliance, permits and
others specialized tasks.

For example, the following main technical services will be subcontracted:

- Geotechnical Investigation
- Marine Recirculation Studies
- Water Hammer Studies
- Permits
- Detailed Engineering

The Contractual Relationship

The EPC contract architecture is composed by several contractual arrangements. The most important are
the EP contract (Off Shore), the Construction contract (On shore) and the Coordination agreement.
The coordination agreement has the scope to ensure that on-shore and off-shore contracts behave like a
single contract. Before starting with the full contract, a period of 6 months, called LNTP period, is
contractually established in which several preliminary activities are performed aimed to duly prepare the
construction period.
JV Partners are jointly and severally responsible to execute the project.

Legal Entities

In order to execute the project, A Special Purpose Vehicle (SPV) named Capital Desalination Company SAOC,
a closed joint company registered in Sultanate of Oman. And the Contractor has formed two special
purpose entities, an Offshore Entity UTE and one Onshore Entity JV LLC.

8. Employee and industrial relationship management

The Project team recognizes that employees are the most important asset of any organization.

Standards

Contractor is following internal standards that provide equitable rights and responsibilities for all
employees; preventing and eliminating discrimination in employment providing for effective, responsive
and accessible support for negotiations; and resolution of industrial disputes.
Contractor project management team is committed to ensure that workers will be treated as per the above
standards and workers have access to management in order to express their issues and concerns.

Project Standards incorporate national and international labour, environmental, socio-economic and
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cultural heritage standards and guidelines derived from:

- International financial institution (IFI) guidelines and requirements
- European Directives
- International conventions
- National laws and regulations applicable to the Project
- Consents and Permits.

Training

All project personnel are qualified according to their job position.

The Project Company and the Contractor will carry out all the actions to provide its employees with proper
resources and tools, in order to improve the work environment and reach the success in this project in
accordance with the contract.
HSE Training and Document Management Tool training will be implemented in Ghubrah III Project.
HSE training will be establish by HSE Manager, who will be responsible of its coordination and monitoring.
Subcontractors shall also join HSE training which shall be determined by HSE Manager.

If additional training is needed, each Dept manager shall establish it supported by Quality Manager.

9. Risk management
The Project team believes effective risk & uncertainty management, including pursuit of opportunities, is
key to the safe and successful realization of the project objectives.
The Project team believes in a strong unified risk management culture that is common to all parties in the
project: Client, Owner, Engineer, Contractor and supply chain.
The Project Company and the Contractor carried out a preliminary risk analysis to support all design and
construction decisions and to ensure the achievement of the project objectives. The approach has been to
promote and secure best practice for the minimization and management of risks associated with the design
and construction.
The project team acknowledges that certain events may have a catastrophic impact on the project and may
jeopardize its reputation and the Project performance. The Project team is firmly resolute to implement
proper mitigation strategies that will bring the risk to acceptable level.
These extreme risks are mainly associated to:
- HSE
- Project Delays
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Risk Management Plan

Risk Management is a systematic approach to: Identifying hazards and associated risks, through risk
assessments. These hazards may impact on project’s outcome in terms of reputation, cost and schedule,
including those to third parties.
The Project Company and the Contractor consider the risk management as a comprehensive approach to
the management of the project. This approach is cross functional and may allow a proper communication
between all Project related stakeholders.
The Risk Management Plan will describe the process adopted to address these issues through both the
design and construction. It will be closely linked with Project Control, the Project Quality Plan and the Safety
Plan. The main goal of the Risk Management Plan is:
- Identifying risks
- Quantifying risks including their reputational, schedule and cost implications;
- Identifying proactive actions planned to eliminate or mitigate risks;
- Identifying methods to be utilized for the control of risks.

Risk monitoring and control is an ongoing process for the life of the Project. As per Risk Management Plan
definition, risks will be monitored in a monthly basis and actual situation will be update with risks, Owner’s.
Risk Register will be reviewed every 4 months.

9.1.1. Personnel

The Risk Management Matrix will be managed by the Project Management Team.
The Project Management Team will have ultimate responsibility for ensuring that risks are explicitly
allocated to personnel able to manage the risk, and for reviewing that mitigation action are taken on a
regular basis.

9.1.2. Construction

The risk register developed during the design period will be continued and developed into construction.
Work plans and Job Hazard Assessments will be prepared for each construction activity and, where
appropriate, construction risks will be included in these such that the site staff are aware of potential risks.
Inspection and test plans will be developed to ensure that work is completed in accordance with the
drawings and specifications.

9.1.3. Subcontractors

Special attention will be devoted to the risks associated with project subcontractor’s activities. Possible
associated risks are periodically analysed and monitored in the Risk Register. Main guides to mitigate
subcontractor’s risks as per below definition:
- Invite to bid only prequalified subcontractors with good track records and demonstrable experience in
similar projects
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- Review their bid trough tender meetings to confirm compliance with technical specifications.
- The prequalification of subcontractors will be done to ensure their ability to perform HSE and Quality
requirements and best practices.
- Kick of meetings will be arranged with all subcontractors and CDCo to agree on the methodologies of
the works.
- Monitor and control of the subcontractor’s activities will be followed throughout the duration of them.

Selection and monitoring of subcontractors will be a fundamental part of the risk analysis according to the
management plans of the project:

RISK MATRIX (Simplified Version)

Note: The above format is simplified for graphical reason and may differ from Project Risk Register
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Quantitative estimation of project risk is generally subjective and reliant on expert judgement (though
historical or benchmarking data can be used if appropriate and available). The Project Management Team
shall provide his best estimate of the likelihood of a risk occurring, quantities should be plausible,
defendable and bias free.

10.Cost management
The Project Team will use the Earned Value Management in order to control and manage project costs.
Earned value management is a project management technique for measuring project performance and
progress. It has the ability to combine measurements of the project management triangle: scope, time, and
costs.

In a single integrated system, earned value management is able to provide accurate forecasts of project
performance problems, which is an important contribution for project management.

Early EVM research showed that the areas of planning and control are significantly impacted by its use; and
similarly, using the methodology improves both scope definition as well as the analysis of overall project
performance. More recent research studies have shown that the principles of EVM are positive predictors
of project success.

Essential features of any EVM implementation include:

 A plan that identifies work to be accomplished
 A valuation of planned work, called Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS)
 Pre-defined "earning rules" (also called metrics) to quantify the accomplishment of work, called earned
value (EV) or Budgeted Cost of Work Performed (BCWP)

Organization

The Project Cost Management team will have the responsibility to prepare monthly reports about project
performances in terms of deviation between BWCS and BWCP.

Cost Control Manager will be also responsible to reconciliate monthly his data with the accounting data
that will be originated by administration and made available through project ERP (SAP).

Project ERP will combine accounting information that will be originated both from on-shore and off shore
entities.

11. Schedule Management Plan

A Project Implementation Schedule as a work breakdown structure (WBS) down to level 3 (as required)
detailing engineering, procurement and construction using Primavera P6 will be provided in native
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electronic and pdf format.

A work breakdown structure provides a framework of common reference for all project elements, for
specific tasks within the project, and ultimately for better schedules and better estimates.

A WBS facilitates the process of integrating project plans for time, resources, and quality.

A good work breakdown structure encourages a systematic planning process, reduces the possibility of
omitting key project elements, and simplifies the project by dividing it into manageable units

WBS is a uniform, consistent, and logical method for dividing a project into small, manageable components
for planning, estimating, and monitoring.

Approach to WBS

A breakdown structure is proposed in which cluster of intercorrelated activities are treated as a single unit.
WBS is a unified tool that will be used to plan, monitor, and manage IWP project, and will represent the
“backbone” of the following processes:
- definition of work;
- cost estimates;
- budgeting;
- time estimates;
- scheduling;
- resource allocation;
- expenditures;
- changes to the project plan;
- productivity measurements;
- performance measurements.

The ultimate goal is to achieve a WBS that highlights a logical organization of phases, disciplines and
systems.

The proposed Project WBS will be organized in the following way:

Project Execution Phase Discipline System

Desalination Plant and Engineering Engineering Management
Potable Water Facility
Process Engineering
Civil Engineering
Maritime Engineering
Hydraulic Engineering
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Mechanical Engineering
Piping Engineering
Electrical Engineering
Instrumentation and Control Engineering
Procurement Purchasing
Civil Fabrication and Supply
Maritime Fabrication and Supply
Mechanical Fabrication and Supply
Piping Fabrication and Supply
Electrical Fabrication and Supply
Instrumentation and Control Fabrication
and Supply
Construction Civil Works & Structures
Maritime Works
Mechanical Erection
Piping Erection
Electrical Erection
Instrumentation and Control Erection
Commissioning TOP - Turn Over Packages
Commissioning Fabrication and Supply
Electrical Tests
Systems Commissioning
Start up and Performance Tests

This way of sorting the activities helps the internal control of the project, but it is not the way agreed with
Owner and will not be used unless it is required by Owner.

12. Project program (time) management

The development and implementation of the planning control system is one of the fundamental pillars for
the gestation of the project. In IWP Ghubrah Project, using the experience accumulated in similar projects,
the planning team dedicated to the Project will be the basis for the management of these tasks.
The main guidelines to be follow under the procedure of program management are listed below:
- Definition of the Baseline schedule and Baseline curves, monthly updating and schedule levels,
- Define and delimit the responsibility and functions of the project management team, including the
organization chart to be implemented during the project development.
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- Description of the information flows that allows the adequate organization of those responsible for
the planning of the project and the communication connection the rest of the members of the
management team.
- Definition the project planning methodologies and processes, including the necessary inputs,
activity codifications and ID, schedule structure, project milestones, resources, activity weights and
weights distributions.
- Information regarding the planning updates, including the description of the inputs, progress
criteria, monthly updating and monitoring meetings.
- Determine the reports to be prepared during the project, including the monthly report information
and annexes, schedule format, general progress curves format and site progress curves format.

During the project, special monitoring of the planning risks will be performance using P6 Risk analyser.
The critical path will have special attention to ensure compliance with the duration of the project through
the implementation of the necessary actions or corrections or mitigations to manage the risks detected.

13. Project reporting and meetings

EPC Meetings

One of the most important moment in the project execution are the EPC Meetings. These meetings will
allow to tackle all main project related issued and are the place in with all the main operational decision
are taken by EPC.
EPC company will assist to any meeting with the agencies when required. Meetings with external agencies
/ stakeholders will be incorporated to a Minute of meeting that will be shared.

EPC Meetings
Purpose Frequency Participants
HSSE Review Weekly HSSE manager, HSE Deputy Manager, HSE Supervisors,
Construction Manager, Project Director, Site Manager
Engineering Review Weekly Engineering Manager, Deputy Engineering Manager,
Engineering Coordinator, Discipline Engineering Leaders,
Project Director, Technical Office Manager
Procurement Review Weekly Procurement Manager, Engineering Manager, Planning
Manager, Project Director, Procurement Technicians,
Expediting Responsible, Logistic Responsible.
Construction Review Weekly Construction Manager, Technical Office Manager, Project
Director, Site Manager, Activity Leaders, Quality Manager,
HSSE Manager
Comissioning Review Weekly Commissioning Manager, Construction Manager, Project
Director, Site Manager, Commissioning Technicians, Quality
Manager, HSSE Manager
* Some participants are optional depend on the status of the project

Owner/EPC Meetings
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These meeting will allow to tackle all main project related issued and are the place in with all the main
operational decision are taken by EPC:

Owner/EPC Meetings
Purpose Frequency Participants
EPC Owner
HSE Weekly HSSE manager, HSE Deputy Manager, CEO, Project Director, HSE
Construction Manager, Project Director, Site Manager.
Manager
Engineering Calls Weekly Engineering Manager, Deputy Engineering COO, Engineering Manager, Project
Manager, Engineering Coordinator, Discipline Director, Construction Manager ,
Engineering Leaders, Project Director, Owner ´s Engineer
Technical Office Manager
Design Review Monthly Engineering Manager, Deputy Engineering CEO, COO, Project Director,
Manager, Project Director, Discipline Engineering Manager, Director
Engineering Leaders PEO,
Site Coordination Weekly Construction Manager, Technical Office CEO, Project Director, HSE
Manager, Project Director, Site Manager, HSSE Manager, Construction Manager,
Manager Owners Engineer
Progress Review Monthly Project Director, Planning Manager, Site CEO, COO, Project Director,
Manager, HSSE Manager Engineering Manager, HSE
Manager, Director PEO,
Construction Manager, Owner
Engineer.
Planning Review Monthly Planning Manager, Project Director. CEO, Project Director, Engineering
Manager, Director PEO, Executive
Manager Projects Control, Owner
engineer
Comissioning Commissioning Manager, Construction CEO, Project Director, HSE
Review Manager, Project Director, Site Manager, HSSE Manager ,Owner engineer
Weekly Manager

High Level Meetings

Contractor and Owner have developed the practice to establish periodical high-level meeting. These
meetings are moment of reporting of project status and proactive discussions that allow to tackle main
project issues with the participation of management at the maximum level.
Monthly Report Owner Technical Specification specifies the content of Monthly Report.
Cut Off Date: It has been established a cut-off date on the last day of each month.
The understanding of project status is of fundamental importance in order to ensure that the steering
actions of the project management team are based on factual and unbiased information. The Planning
Manager review the L3 schedule and the progress of the activities. As agreed with Client and Owner, HSE
metrics are of specific relevance and will be constantly monitored during the project in order to allow
management to trigger the necessary action and/or mitigation plans. L4 schedules for Construction
activities will be developed by the Site Planner and the Activity Managers, and Activity Managers will
update the progress in a biweekly basis. In case of delay of a critical activity, a mitigation plan will be
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implemented by the Activity Manager or Area Manager.

The index of the Monthly Report is indicated below:

1. Executive Summary
1.1. Objective
1.2. Project Status of Month
1.3. Project HSE Status of Month
1.4. Overview of Project Progress
1.5. Major Activities Highlights
1.5.1. Engineering
1.5.2. Procurement
1.5.3. Construction
1.5.4. Key Events
1.6. Summary Area of Concern
1.6.1. Regional Content
1.6.2. Others
2. Introduction
2.1. Project Overview
2.2. Technical Description of the Project
2.3. Owner, Constructor, Owner’s Engineer
2.4. Organization Chart
3. Area of Concerns
3.1. Construction Permit
3.2. Engineering Areas of Concern with mitigation Measures
3.3. Procurement Areas of Concern with mitigation Measures
3.4. Manufacturing, Shipping & Transport Areas of Concern with Mitigation Measures
3.5. Construction Areas of Concern with mitigation Measures
3.6. Commissioning Areas of Concern with mitigation Measures
3.7. Acceptance Test Area of concerns with Mitigation Measures
3.8. SPV Area of Concern with Mitigation Measures
4. Project Risk Register
4.1. Risk Register Overview
5. Omani Content and Manpower plan
5.1. Omani Content
5.2. Manpower Plan
6. Project Schedule
6.1. Schedule Narrative Analysis and Review of Low Float, Critical and Subcritical Activities
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6.2. Description of the Critical Path

6.3. Critical and Subcritical Activities
6.4. Overall Project S-Curves
6.5. Recovery Plan
6.6. Milestones Accomplished
7. Construction Activities
7.1. Engineering Status Report
7.1.1. Engineering Activities completed during the Month
7.1.2. Engineering Activities planned for the next Month
7.1.3. Engineering Progress Summary table
7.2. Procurement Status Report
7.2.1. Procurement Activities completed during the Month
7.2.2. Procurement Activities planned for the next Month
7.2.3. Purchase Progress Summary Chart
7.3. Manufacturing & Shipment Status Report
7.3.1. Manufacturing Status Summary
7.3.2. FAT completed during the Month
7.3.3. FAT planned for the next Month
7.3.4. Shipping & Transport Summary table
7.4. Construction Report
7.4.1. Construction Activities Completed during the Month
7.4.2. Construction Activities planned for the next Month
7.4.3. Construction Progress Summary table
7.4.4. Construction Activity Map
7.4.5. Photos
7.5. Commissioning / Training Status Report
7.5.1. Commissioning Activities completed during the Month
7.5.2. Commissioning planned for the next Month
7.5.3. Training Status Summary
7.6. Acceptance Test
7.6.1. Acceptance Test Activities completed during the Month
7.6.2. Acceptance Test Activities planned for the next Month
7.6.3. Acceptance Test Procedure Progress Summary table
7.6.4. Acceptance Test Progress Summary table
8. Permit Status
8.1. Permits requested / granted during the Month/Milestones related
8.2. Permit Planned for the next Month/Milestones related
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9. Quality Control
9.1. Quality Activities completed during the Month
9.2. Quality activities planned for the next month
10. Interfaces
10.1. Status of Matter of meeting held with Counterparties for the Month
10.2. Matter of meeting planned with Counterparties for the next Month
11. Appendices in separated Files
11.1. Appendix 01 – Updated Level 3 Time Schedule
11.2. Appendix 02 – Progress Curves
11.3. Appendix 03 – Critical Path
11.4. Appendix 04 – Procurement Plan
11.5. Appendix 05 – List of Permits
11.6. Appendix 06 – Engineering Document List
11.7. Appendix 07 – Risk Register
11.8. Appendix 08 – NCR Status and Quality Report
11.9. Appendix 09 – Photo Report
11.10. Appendix 10 – Communication Protocol
11.11. Appendix 11 - HSE statistics
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14. Quality management

The Project Quality system shall be established on the Project Quality assurance plan (Ref doc No) and the
documented procedures to be established to support the project Quality Assurance Plan.
The Quality Policy is in line with the company’s purpose, as set out in the Integrated Management System.
The policy is communicated and understood throughout the organization as well as revised to ensure it is
constantly up to date. The Quality Policy is provided in paragraph 3.1 above.
This Policy provides a reference framework for establishing and revising the quality objectives. To this end,
the Project team annually defines the corresponding indicators and goals.
The Project Director has established that the Project quality objectives are intended to instruct all personnel
involved in this Project to perform his/her duties strictly in accordance with the specific Project Quality
assurance plan and thereby contribute to the realization of the Project quality objectives.
Regular project meeting chaired by the Project Director/Manager will be held to communicate each other
involved in this project for the project quality system.
Issues related to quality assurance and quality control will be discussed at separate Quality meetings on a
weekly basis.

Product Realization

The product realization for this Project shall be planned as follows;

- The Project Execution Plan shall be established by the Project Director
- The design plan and schedule shall be established by the Engineering Dept. Manager
- The Project Quality Assurance Plan and Inspection/test plan shall be established by the QM Dept.
Manager
- The Construction Plan shall be established by the Construction Manager

Production and service provision

The Contractor will track the control of the processes carried out during each subcontractor’s installation.
It will be carried out in accordance with the subcontractor´s quality plan/ Inspection and test program /
Executive work Procedures, as approved by the Contractor.
The inspection and test plan will indicate the activities that should have documented support and those
requiring the presence of a Contractor representative before they are started. The Project Director /
engineering manager will confirm the witness points.
Once the products to be controlled have been selected, the inspection and test plan will be prepared
The ITP will be fulfilled by the subcontractor, considering the witness and hold points indicated by
Contractor.
Before starting any activity, all the ITP applicable to the activity must be approved.
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Measurement, Analysis and Improvements

Each Dept/Discipline shall establish the annual execution plan for main activities including project quality
control. The planned main activities including project quality control shall be monitored, measured,
analysed and improved at least monthly base by each Dept/Discipline to achieve each target of those main
activities. The results of monitoring, measurement, analysis and improvement shall be reported to the
Project Director.

15. Design and engineering management

The Contractor will perform the services which are the object of this Contract contributing adequately
qualified human resources in order to complete Engineering works to its fullest extent and comply with its
time restraints.
The structure anticipated to fulfil the works which are the object of the Contractor scope shall be comprised
of the Engineering Manager, and heads of each discipline of engineering (Civil, Mechanical, I&C, Electrical,
Marine Works and Process) Furthermore, there will members of staff, responsible for Quality Control and
Planning, respectively supporting Engineering team.
Occasionally the reinforcement of the engineering project structure may be required if the current situation
of the Project so calls for it.

Engineering Approach to Project

The management of the IWP has taken the following major decision in order to simplify and streamline
the engineering of the project:
- Establishing of an integrated Design Team
- Single detailed engineer subcontractor

Project Engineering Organization – Roles and Responsibilities

The description of the responsibilities for the employees engaged in the performance of the Project is
described in the in the paragraph “Organization. Duties and Responsibilities” of the Quality Plan, and here
below there are the main responsibilities of the Engineering Team (Engineering Manager, Deputy
Engineering Manager, Document Controller, Engineering Coordinator).

The engineering team is composed by an integrated team composed by the Engineering Offices GS Inima.
Roles and Responsibilities of the Engineering Management Team:

- To coordinate the Engineering Team.

- To ensure the compliance of works with regulations and formal requirements.
- To establish or verify criteria of specification, design and calculation.
- To administer the documentation of the Project and works performance.
- To prepare projects for works management.
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- To collaborate with the rest of the team in the selection of Suppliers.

- To be responsible for the design and achievement of the required technical parameters.
- To ensure the technical quality of the documentation of engineering process.
- Coordination of the engineering design.
- Project Engineering Reporting
- Review and approve all the technical documents of the suppliers including PPI.
- Check that suppliers use the latest information.
- Coordinate the flow of information between Technical Work Office and Project Engineering.
- Implement and maintain databases of Project Documents trough project document management
software/application, Register the Design Change Engineering Orders. Based on the information
provided by the Unit of Engineering.
- Updating EDL and Engineering ACL, and calculation of delay and action plans
- Coordinate the different works of the disciplines to avoid and resolve the interferences.
- Monitor for compliance with the deadlines for delivery of documentation.
- Inform the Planning Department of the progress.
- Weekly follow-up meeting with the entire engineering team.
- Purchase-Engineering meeting. That will be developed weekly during the first months of the
project.
- Construction-Engineering meeting. To coordinate the changes / updates and interferences that
exist.
- Supervise the engineering carried out by third parties:
- -Checking that the design criteria used correspond to what is required in the contractual
documents.
- Tracking the deadlines established for the delivery of the documentation.

Roles and Responsibilities of Engineer Discipline Leaders:

- To monitor works for the compliance with the requirements of the Contract, Agreements.
- To prepare the technical documentation.
- To ensure the compliance of technical requirements.
- Provision of technical solutions
- Preparation of Technical Tabulation of supplier’s proposals.
- Participate in the different technical meetings with suppliers.
- Elaboration of Technical Purchase Specifications, to be attached in contracts with suppliers.
- Definition of the necessary tests to the equipment, according to standards or when appropriate,
according to the Customer's Statement.

LNTP activities

The Contractor has started performing his contractual obligation under a LNTP frame in order to perform
Basic Engineering required to purchase long lead items and the first civil work packages.

Lesson Learned Integration in Design

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The engineering team is taking advantage through continuous contact with the management of similar
projects.

Constructability Workshops

The Contractor has planned Constructability Workshops to be held together with qualified
subcontractors.

Design Review Meetings Approach

The Contractor and Owner have been already involved in preliminary design review in order to grant the
necessary design approval to be granted without delays.

Management of the Interface with Suppliers engineering

One of the critical aspects of IWP projects is the proper management of the interface between the suppliers
of equipment and packages and the engineering team.
An effective exchange of information is necessary to be sure that the engineering information provided by
the suppliers has the correct standard in term of quality and delivery time to be embedded in the design.
Contractor will select suppliers able to provide the necessary engineering quality (pre-qualification)
available engineering resources to adapt engineering of poor quality to project specifications and
requirements
Each technical discipline is interrelated with its namesake and the management team with all those
involved, so that they follow agreed communication procedures that help the internal development of the
discipline. These guidelines imply daily and weekly coordination between disciplines, on which bases of
design, criteria and proposals for solutions are based from the point of view of engineering.

16. Procurement and contracting management

Procurement Management

Procurement scope is to purchase, expedite and ship material at site in accordance with the requirements
included in the Technical Specification and in the EPC Contract, based on the requirements of the WPA.
The Procurement Manager, upon receipt of the Technical Specification from Eng. Dpt. and the Request for
Purchase from the Management Team, will appoint one of the buyers of the JV Team.

The buyer, with the coordination of the Procurement Manager, will issue the Request of Quotation (taking
into consideration the Project Vendor List where applicable) and will be responsible of all purchasing phase,
till the order issue.

Upon the Purchase Order issue, for the order relevant the material, the Expediting Team will take charge
of the supply and will follow up the manufacturing till the material is ready for shipment and delivered to
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the contractual delivery point.

Upon the release for shipment of the material, the Logistic Dpt. will coordinate the shipment of the
materials from the supplier contractual delivery point to site, in coordination with the Shipping Agent
appointed for the Project.

All procurement steps, from the issue of the Technical Specification, to the delivery of the material at site
are monitored through a database, which is called MaterMan.

Project Procurement Infrastructure - Material Management System (Materman)

Contractor will employ an internally developed software-based material management in order to insure a
proper workflow-based material management throughout project supply chain.

Contractor Material Management System allows web users to manage data concerning the procurement
and management process for the supply of materials/activities for the construction of systems, including
technical specifications, purchasing phase, monitoring of manufacturing, quality control activities, shipping
details, site arrival confirmation.

The system has been tested successfully in several mega-projects by the Contractor and it believes that it
represents a best in class method for the material management.

The Engineering Department

- submits the Technical Specification defining the “Supply Report”.

Planner
- adds to the “Supply Report” the planned delivery dates at Site and the Cost Control completes the
“Supply Report” including the “Purchasing Group” and the “Budget Amount”.

Project Director
- automatically informed by a generated email of the newly issued Technical Specification.
Their approval is required by return e-mail to the Cost Control and to the Procurement Manager in
order to start the Request of Quotation process.

Procurement Manager
- receive through Materman the technical documentation and will assign the Buyer the job in order
to allow him/her to prepare the documentation package to be sent to the selected Vendors of the
bid.
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Expeditors
- add all the relevant reports to the workflow

Logistic Manager
- update shipping status and ETA

Warehouse Manager
- Confirm arrival of the material on site and their conformity

Expediting, General

The expediting department becomes involved in the procurement process after a purchase order is
awarded and ends when the material is physically received and accepted at final destination site according
to the relevant procedures.

Expediters are the direct interface with vendors and are responsible to deliver procurement progress
reports to the management and involve the relevant quality functions in order to perform the procedures
described in the inspection and test plan.

Expediting, Strategy

The Contractor have mobilized a team of experienced expediters in the Project Procurement Office
(Genova) Some members of the expediting team will be also located in Madrid (Engineering Office) and on
Ghubrah Site Office.
The Contractor has developed a system to evaluate the number of expeditors needed in function of the
number and type of purchases
Since the project procurement strategy defined for the IWP project allocate an important number of PO in
the Gulf region, a proper expediting team will be also present at site in order to manage the interface with
local suppliers.
A local team fully trained and skilled with the project procedures and systems will be mobilized for the
follow up of the Local (Oman) and GCC Suppliers.
The Procurement manager is also planning to perform periodical visits in site to coordinate the activities.
Expeditors are informed by management that certain items require special expediting procedures (critical
items).
The Expediting Team should take particular care in the follow up of the Suppliers to the lot definition in the
PO, making sure that the Supplier is fully aware of the priorities in order to properly deliver the material in
accordance with the Project Construction schedule.

Main Duties of Expeditors

- Ensure timely delivery of equipment, materials and documentation in order to meet critical project
milestones
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- Liaison with Purchasing, Engineering, Inspection. Accounting & Finance, Warehouse, and Logistics
- Act as single point of contact for all delivery related communications
- Comment on supplier performance capabilities and ability to meet quoted delivery requirements
with all necessary documentation
- Monitor and Manages Delays and Non-Conformities
- Provide document support to the Procurement Department
- Provide data for input into progress reports
- Maintain or provide data for all tracking and delivery logs
- Expedite and coordinate with buyer on air freight for urgent shipment

Inspection & Testing

The inspections and tests will be carried out in accordance with the document GH-UTE-QP-QA-0000-
00001-01_Quality Plan.

Subcontracting Strategy

As discussed extensively in other section of the plan the critical factors identified in the subcontracting
procurement process are:

- Early qualifications of subcontractors with quality track records and performances in highly
regulated construction site with best in class HSE procedures.
- Assessment of subcontractor’s financial strengths
- Early Audit of HSE team to short listed subcontractors in order to insure understanding of HSE
requirements.
- Tender review meeting to insure subcontractor understanding of project specifications.

Omani Content

The Project team is committed in the incorporation in the Project of the requested contractual Omani
content will be respected as per contract requirements.

17. Logistics management

The following key aspects have to be taken in consideration in the Contactor’s approach to logistics:

- Organization of the Contractor’s Project Logistics Team

- Investigation of the major ports scaled by Leading Shipping Companies
- Leading Forwarding Agent together with Local Logistic Correspondent
- Door to Door vs. Door to Port Shipping Strategy
- Analysis of Local Regulation and Custom Clearance Procedures
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- Definition of the process that will allow to perform Custom Clearance procedures in an expedite
way
- Proper Packing Specification
In consideration of the above Key Aspect, Contractor through its own logistic team will issue a Technical
Specification for “Transport Service according to Incoterms 2010” which will take into consideration:
- the contractual obligations requested by the EPC Contract
- the equipment and materials that will have to be shipped
- transport methodology taking into consideration the transit time
- transport methodology taking particular attention and care to material heavy gauge and
dimensions
The Purchasing Dept. based on the Technical Specification will issue the Request for Quotation to a
selection of Forwarding Agents suggested by Logistics Dpt. based on Door to Door (site) shipping strategy.

The selected Forwarding Agent shall be coordinated by the Logistics Team in order they perform the best
shipping solution for each packing list, in accordance with the transit time and taking into consideration
the planning of the Project

A local Clearing Agent nominated by Project Forwarding Agent shall perform the custom clearance
formalities for the entire life of the project in accordance with the local rules. The local shipping agent will
also cooperate with Local Logistics Manager.

The choice to have one Party only (Forwarding Agent) that will have the responsibility to issue the
shipping documentation in accordance with the local custom rules coordinating and managing also the
Local Clearing Agent is in order to have an optimization of the shipping activities and therefore a faster
process for the timely delivery of the material and equipment at site.

The Project Logistics Team will issue a Shipping Procedure which will be integral part of the order which
will detail all the requirements for the proper packing and shipping of the material at site.
Such procedure will define the following:
- Packing Procedure
- Certification, if any
- Shipping documentation to be provided according the Purchase Order delivery point
- Custom procedures
- Critical items to be imported
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18. Construction management (project initiation)

Main Packages

The Contractor plans to execute the site works through local experienced subcontractors in different
packages.

The main packages will be:

- Civil Works
- Marine Works
- Mechanical Installation
- Electrical and Instrument Installation
The Oman Market has sufficient availability of qualified subcontractors with successful experience in
IWP/IPP/Oil & Gas/Military field that are used to work in similar environment (fast track project with high
level of technical specifications and strict HSE policies and regulations).

The Contractor has evaluated several subcontractors from the approved vendor list in WPA and different
amendments and is currently finalizing the main subcontracting packages.

Construction team roles and responsibilities

18.2.1. Site Manager

As per detailed in chapter 7.5.

18.2.2. EPC Construction Manager

As per detailed in chapter 7.5.

18.2.3. Construction Activity Leaders (Civil, Mechanical, E&I)

The Construction activity leaders have the authority as a management representative for the construction
activities and responsibilities to:
- Direct and coordinate the work through all construction phases
- Establish and execute the construction schedule and work methods
- Establish the wok procedures for construction
- Coordinate the activities with other teams (HSE-QA/QC)
The activity leader will supervise and overseeing the direction of the project, ensuring that the client’s
specifications and requirements are met, reviewing progress and writing reports.
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Liaising with the client, other construction professionals and, sometimes, members of the public, helping
to negotiate contracts, securing permits and licenses.

Supervising construction workers, making safety inspections and ensuring construction and site safety.

Finding ways to prevent problems and to solve any that crop up assessing and minimizing the risk.

18.2.4. Activity Supervisor(s)

The Supervisor complete construction projects by planning, organizing and controlling projects; carry out
quality inspections; supervising subcontractors and staff.

18.2.5. Warehouse manager & Helper(s)

Warehouse managers oversee the efficient receipt, storage and dispatch of a range of goods.

Responsible for a warehouse, manages people, processes, and systems, in order to ensure goods are
received and dispatched appropriately productivity and quality targets are met. This team will work in
coordination with Purchase, Logistics and Expediting team.

Warehouse managers are also responsible for workplace health and safety standards and for the security
of the building and stock. The warehouses manager involves the storage and control of the products, such
civil, mechanical, electrical, and instrumentation equipment and materials, and the storage of hazardous
materials.

18.2.6. Site Technical Office Team

Technical Office team will report to the Site Manager and will work in coordination with Construction
Manager.
Client Project company EPC Contractor

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Date Rev. Page of
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18.2.7. Site Administrative Personnel

The Finance Administration Clerks report to the Financial and Administration Manager and is responsible
for providing financial, administrative and clerical services. This includes processing and monitoring
payments and expenditures and preparing and monitoring the payroll system. Providing these services in
an effective and efficient manner will ensure that municipal finances are accurate and up to date, that staff
is paid in a timely and appropriate manner and those vendors and suppliers are paid within established
time limits.

Clerks must comply with the Financial Administration Act, Generally Accepted Accounting Principles and
municipal financial by-laws, policies and procedures.

Construction organization and preliminary works

The Construction phase can be segregated into different stages as follows.

18.3.1. EPC contract analysis

At the outset, the Construction Manager and team shall have and review through all the General
documents of the Projects such as MFS, EPC Contract, Project Planning, Technical Specifications, HSE and
Quality Plans, Permits & Clearances lists and any other relevant document.

The review shall cover:

- Contractual Milestones and its integration with the Project Planning
- Scope of work.
- Technical needs and scope
- Needs of Quality as well as HSE.

18.3.2. Mobilization for the execution of main works

Mobilization works for various activities through the entire project shall include of the obtaining of all
required insurances, bonds and permits; preparatory works and operations necessary for the site
mobilization of personnel, equipment, supplies, and incidentals to the project site; preparation of a
construction schedule; establish and erect site offices, locating batch plants, and other facilities necessary
for work on the project; badging and training of flaggers, escorts, gate guards and other employees as
specified herein; and all other work which must be performed prior to beginning the work on the various
contract items at the project site.

It also covers all the preliminary studies and surveys (Topographical, Bathymetrical, and Geotechnical etc.)
which shall be performed prior to the executing of each phase of the Construction works.
Client Project company EPC Contractor

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Date Rev. Page of
VD2001 Al Ghubrah III IWP – RO Desalination Plant
Document n°/Title
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G3-GSI-PN-GE-0000-00001_Project Execution Plan

18.3.3. Acquiring Permits

The Contractor will apply for and obtain the required permits on its own name to carry out the works in
accordance with the Detailed Project Program.

As part of the preliminary arrangements the Contractor will liaise with the relevant local authorities and
regulatory bodies to get all necessary information’s for the application and release of the required permits.

18.3.4. Selection of Sub-Contractors

The construction department will assist the purchase & contract departments on the technical
prequalification of suppliers, negotiation, selection & establishing contracts with the Sub contractors and
in obtaining approval from the Owner for the relevant cases. Potential Sub-Contractors will be audited by
the construction department to assess their production capabilities, level of quality assurance programs,
level of company HSE culture and capability to comply with the strict HSE project requirement.

18.3.5. Preconstruction Surveys and Studies

Topographic studies, Bathymetric studies & Geotechnical studies necessary for the commencement of the
Construction works.

18.3.6. Staff Recruitment

Team leaders and Supervisors of every discipline will be appointed and mobilized at site prior to the
commencement of the relevant activity.
Whenever possible, the Contractor will give priority to the employment of local resources, if the suitable
competencies and expertise are identified

Site meetings and reports

18.4.1. Site Test Plan

The Inspections and tests plan shall be elaborated with the Owner on the basis of good engineering
practice, applicable international standards and the prescriptions of the contractual specification.
The ITP will indicate the tests that shall be carried out on different equipment or systems and that must be
witnessed and approved by the EPC and Owner site engineers. For each test, details of the authority
approving the result (EPC/Owner) will be included.

Inspection calls for the Tests shall be through Request for Inspection (RFI), that will be notified to the
concerned parties with a reasonable advance time.

18.4.2. Weekly Site meetings

Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
VD2001 Al Ghubrah III IWP – RO Desalination Plant
Document n°/Title
23/05/2024 01_ 73 88
G3-GSI-PN-GE-0000-00001_Project Execution Plan

It is a mandatory meeting led by the Construction Director. All Activity leaders, Health Safety Security and
Environmental, QA&QC, Planning & Warehouse managers shall assist to the meeting.

The aim of the meeting is to review and follow up every activity on site, to detect interferences and sort it
out, to plan the arrival of materials, check the status of the quality dossiers and verify the compliance of
every aspect of HSE.

The main aim of this meeting is:

- Follow up of each Activity developed by an Activity leader.
- To Prevent Interferences amongst different subcontractors.
- To follow up all the point related to Management Systems.
- To prepare the weekly report.
There shall be weekly meeting with owner's team to review the construction activity follow
up. Participants will depend of the agenda or purpose of the meeting.

18.4.3. Construction Schedule and progress reporting

The Level 4 of the construction schedule shall be developed & revised by the Construction Manager
through meticulous analysis before being submitted for the approval of the Site Manager and Project
Management. Progress will be monitored on daily basis and reported to the Owner at least on weekly
basis.

Mobilization

18.5.1. Mobilization Team

Contractor commitment is to prioritize the mobilization of the following team:

- Project Director;
- Site Manager;
- Chief Financial Officer;
- HR/Administration Manager;
- Field Engineering Manager;
- HSE Manager;
- Key Personnel for the Owner’s Engineer to be mobilized to site

18.5.2. Preliminary Works

- Preliminary Site Planning finalizing

- Temporary site office and facilities establishment
- Site fencing and protection
- Primary staff recruitment
Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
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- Local staff recruitment

- Pre-Construction survey Bathymetry and Geotechnical Studies
- Permits & Clearances
- Drawings and Documents approval to commence the construction works
- Defining scope and fixing Contractors for the Civil & Marine works
- Defining the Access Road to the Other Plant Facilities Subcontractor
- Defining Civil & Marine works contractors
- Ground levelling and improvements as applicable
- Generation of Vendor list and prequalification

18.5.3. Mobilization Requirements

Mobilization milestone requires the following requirements to be achieved:

- the documents as required under paragraph 13.4 of Schedule F of WPA have been submitted to
the Buyer;
- the Project Company has established its offices at the Site in accordance with the applicable
requirements of paragraph 2.1.2(c)(i) of Schedule F of WPA;
- the Key Personnel have been mobilised to the Site;
- the first audit in accordance with paragraph 1.1 of Schedule K of WPA has been completed and the
audit report, in final form, has been provided to the Buyer.

18.5.4. Mobilization - Temporary Areas

The temporary areas available will allow the Contractor mobilization and will offer useful space that will be
granted to subcontractors so that they will be available to install within the project boundaries their site
offices and a limited space for material storage.

18.5.5. Mobilization - Construction Utilities

During construction, electricity will be supplied to the offices and working areas by temporary generators
installed by Contractor and sub-contractors. The generators are expected to operate on diesel fuel
(supplied and distributed by road tanker) and will supply electricity for temporary construction facilities
and any works on-site. Permanent facilities resulting from the construction of the project, will be
transferred to the permanent power supply form the electrical connection (see project associated
facilities), at a later stage of construction. Temporary sanitation facilities will be available on-site during
construction and will collect wastewater in septic tanks, for collection and removal form the site by a
licensed contractor. Water for the project will be delivered by road tanker form a registered supplier, for
potable supply.
Client Project company EPC Contractor

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Date Rev. Page of
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The drawing shows the temporary site facilities area

18.5.6. Temporary Areas Off-Sites

The Contractor estimate that certain subcontractor facilities and storage areas will be located outside the
available project boundary limits.

18.5.7. Worker Accommodation - Contractor

Worker accommodation of the Contractor is defined according to the internationally recognized Worker
Accommodation Guidelines.

18.5.8. Worker Accommodation - Subcontractors

Worker accommodation of subcontractors will not be located at the Project site. but may be situated
nearby. The standards of facilities for worker accommodation will be in accordance with the internationally
recognized Worker Accommodation Guidelines.
Client Project company EPC Contractor

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Date Rev. Page of
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19. Plant Mechanical Completion and turnover packages

In order to optimize the works, the plant will be subdivided into independent sub systems, so that
Construction, Pre-Commissioning and Commissioning activities can be safely and efficiently carried out for
each one separately without interfering with the other one.

The sub systems (Turn Over Packages) will be defined as a group of plant components interconnected in a
way that all together can perform an operation function.

Each sub system will be isolated from the plant by well-defined terminal points. The terminal points will be
in the form of breakers, isolators, valves, blind flanges, etc., that can fully isolate the system in a safe
condition.

The Construction department will be responsible for all the works related to any TOP prior to its handing
over to the Commissioning department. In order to confirm the mechanical completion of any system, upon
fulfilment of all the preconditions that will be specified in a dedicated procedure, a joint walk down will be
conducted to confirm that the system is free from any defect that could be a hazard for the safety of
personnel or equipment, or that could affect the long-term operation or reliability of the plant equipment.
On positive confirmation, the Mechanical Completion of the system is achieved.

Regular coordination meetings will be held between all the concerned parties, in order to address any
interface issues that may arise between packages controlled by different suppliers/vendors.

Management of the outstanding works

Items recognized as outstanding works (i.e. works not completed, deficiencies in the construction or in
technical requirements, or shortfall in materials or in contractual requirements) that need to be made good,
are listed together in a common database as Punch Items. The Punch List is generated by the Owner over
the period spanning form the erection and commissioning up to the Works Taking Over Certificate.
The Punch list items will be recorded with a unique registration number in a Master Database, in which
they will be subcategorized discipline wise, according to the relevant Turn Over Packages.
In order to establish a priority in the clearance of all the defects, punch items will be categorized in “A” and
“B” categories, according to their impact on the safety and functionality of the plant. The Mechanical
Completion of any system will be achieved when all relevant “A” category punch list items will be closed.
Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
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20. Commissioning & testing management

Contractor is planning to test extensively the plan according to the Best Utility Practices and the
requirements of the WPA.

Commissioning staff organization. Key positions and relevant responsibilities

Due to the similar nature of the activities to be carried out, the Pre-Commissioning activities and
Commissioning tests will be both conducted by the Commissioning department. Accordingly, the
organization outlined in this section will have the capabilities to carry out all the Pre-Commissioning
activities, Commissioning tests and all the other Acceptance Tests required under the contract for the entire
Desalination Plant and Potable Water Facilities.

20.1.1. Commissioning Manager

The Commissioning Manager reports to the Site Manager.

Relations with the Owner regarding the organization and execution of the commissioning and Acceptance
Tests

Relations with the Construction Manager for programming and management of Turn Over Packages and
give prioritized indications necessary to comply with the commissioning schedule.

During Pre-Commissioning and Commissioning Activities, the Commissioning Leaders & Engineers, Sub-
Contractors personnel, the Erection Supervisors and all assisting personnel, will work under the
coordination of the Commissioning Manager and his organization.

The Commissioning Manager main task is the planning, supervision and coordination of the various works
and commissioning specialists during the Pre-Commissioning / Commissioning phases for the whole
Desalination Plant and Potable Water Infrastructure & Facilities, in order to complete the plant start up,
optimization and all the Acceptance Tests required under the contract within the project time schedule.

The Responsibilities will be the following:

- Implementation and enforcement of the Permit To Work and Lockout-Tagout (LOTO) Procedures
applicable to plant systems or equipment that have already achieved the Construction Completion
Certificate.
- Ensure the implementation of the necessary environmental protection requirements.
- Technical and operational interface between the operation department of the authorities
managing the existing installations and the JV.
- Implementation of the Quality Plan and I&T Program as applicable to the Pre-Commissioning /
Commissioning phases.
- Review and follow-up of the Pre-Commissioning / Commissioning tests schedule.
Client Project company EPC Contractor

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Date Rev. Page of
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20.1.2. Construction Completion Engineer

The main tasks will be the following:

- Identify Turn Over Packages.
- Identify the Terminal Points of each TOP.
- Prepare the TOP documentation.
- Follow-up with the erection of each TOP status and review of the outstanding works and punch list.
- Categorization of the punch list items.
- Organize the Final Walk Down with the concerned parties to verify Construction Completion of the
related TOP and issuance of the Construction Completion Certificate

20.1.3. RO System Commissioning Leader

The main tasks will be the following:

- Overall organization, coordination and supervision of the Pre-Commissioning / Commissioning
activities of the RO System, including Pre-treatment and auxiliaries (including manpower,
documentation, tools, test reports).
- Overall responsibility of all Commissioning Engineers and Technicians.
- Coordination with the Owner representatives involved in the tests being planned and carried out.
- Detect any possible malfunction of components or system, analyse the causes, and suggest
adequate corrective actions.
- Ensure the correct set-up of the equipment and arrange it for the first start-up.
- Follow-up and supervise any work to be done with special care of safety aspects.
- Coordination and support of all vendor specialists during Pre-Commissioning / Commissioning
tests.

20.1.4. Remineralization Commissioning Leader

The main tasks will be the following:

- Overall organization, coordination and supervision of the Pre-Commissioning / Commissioning
activities of the Re-Mineralization system (including manpower, documentation, tools, forms).
- Overall responsibility for all Commissioning Engineers and Technicians.
- Coordination with the Owner representatives involved in the tests being planned and carried out.
- Detect any possible malfunction of components or system, analyse the causes, suggests adequate
corrective actions.
- Ensure the correct set-up of the equipment and arrange it for the first start-up.
- Follow-up and supervise any work to be done with special care of safety aspects.
- Coordination and support of all vendor specialists during Pre-Commissioning / Commissioning
tests.
Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
VD2001 Al Ghubrah III IWP – RO Desalination Plant
Document n°/Title
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G3-GSI-PN-GE-0000-00001_Project Execution Plan

20.1.5. Electrical Commissioning Leader

The main tasks will be the following:

- Overall organization, coordination and supervision of the Pre-Commissioning / Commissioning of
all electrical systems and equipment (including procedures, manpower, tools and instruments, test
reports).
- Overall responsibility for all Electrical Commissioning Engineers and Technicians.
- Coordination with the Owner representatives involved in the tests being planned and carried out.
- Detect any possible malfunction of components or systems, analyse the causes, suggests adequate
corrective actions.
- Support the PTW / LOTO procedures putting in safe conditions equipment or systems.
- Monitor and check the vendors’ site activities.
Specific Discipline Function:
- Verify final drive devices (Motors, transformers, rectifier’s etc.)
- Verify boards (MV and LV)
- Verify measuring devices (CT’s/VT’s etc.)
- Perform insulation test (MV/LV)
- Perform loop checks to the DCS of electrical equipment signals
- Check protections setting including inter-locks and inter-trips
- Motors rotation checks

20.1.6. I&C Commissioning Leader

The main tasks will be the following:

- Overall organization, coordination and supervision of the Pre-Commissioning / Commissioning of
all I&C systems and equipment (including procedures, manpower, tools and instruments, test
reports).
- Overall responsibility for all I&C Commissioning Engineers and Technicians.
- Coordination with the Owner representatives involved in the tests being planned and carried out.
- Detect any possible malfunction of components or systems, analyse the causes, suggests adequate
corrective actions.
- Support the PTW / LOTO procedures putting in safe conditions equipment or systems.
- Monitor and check the vendors’ site activities.
Specific Discipline Function:
- Verify DCS system hardware configuration.
- Verify instruments calibration.
- Checks open and closed loops
- Checks interlocks, protections and other cold functional tests
- Support the Commissioning Leaders during the plant start up, tuning/optimization, Acceptance
Tests
Client Project company EPC Contractor

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Date Rev. Page of
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20.1.7. Mechanical Commissioning/Maintenance Leader

The main tasks will be the following:

- Overall organization, coordination and supervision of the Pre-Commissioning / Commissioning of
all mechanical systems and equipment (including procedures, manpower, tools and instruments,
test reports).
- Overall responsibility for all mechanical Commissioning Engineers and Technicians.
- Coordination with the Owner representatives involved in the tests being planned and carried out.
- Detect any possible malfunction of components or systems, analyse the causes, suggests adequate
corrective actions.
- Support the PTW / LOTO procedures putting in safe conditions equipment or systems.
- Monitor and check the vendors’ site activities.
Specific Discipline Function:
- Verify static and rotating equipment
- Coordinate temporary spool pieces preparation for flushing or blowing.
- Responsibility for routine/preventive maintenance (i.e. lubricating, greasing, cleaning) of systems
under commissioning.

20.1.8. OEM Commissioning Engineers

Original Equipment Manufacturer specialists will be mobilized to the site upon requirement. They will be
involved considering:
- Specific and sophisticated equipment
- Package units
These Vendor’s Commissioning engineers will assist JV Commissioning personnel in the preparation and
start-up of the relevant equipment or package belonging to their scope of supply.

Under Commissioning Management supervision and coordination, the OEM Commissioning Engineers
provide material and personnel required for the installation inspection, testing, start-up, and initial
operation of the relevant equipment or package. These activities will be conducted and interfaced with
other entities performing commissioning functions as managed and coordinated by the Commissioning
Manager.

Strategy for the execution of pre-commissioning and commissioning activities

Commissioning department will be responsible for the planning and execution of all pre-commissioning
and commissioning activities and tests. The activities will be conducted only on plant systems and
equipment that have reached the status of mechanical completion, and for which the commissioning
Permit to Work / LOTO procedures are applicable.
Pre-commissioning activities will be considered as all these tests and activities that have to be completed
prior to energize a system. Such activities will be divided in 2 groups:
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Date Rev. Page of
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- Pre-Commissioning activities that don’t require auxiliary / main power supply or final fluids. These
activities, that will be carried out concurrently to the erection activities, are mainly:
- Equipment visual inspections
- P&I D compliance checks.
- Pre-Commissioning (or Cold Commissioning) activities that require availability of auxiliary / main
power supply or final fluids. These tests, that will be carried out only after the release of
Construction Completion Certificate and associated implementation of LOTO procedure, are
mainly:
- Pre-energization tests of electrical equipment
- Signal loop checks with DCS or PLC energized
- On/Off and control valves stroking (motor operated and pneumatic actuated)
- Interlocks, protections and other cold functional tests
- Motors solo-run tests
- Lubricants filling
- Chemical cleaning
- Flushing / blowing of pipelines.
Commissioning activities will start only upon positive completion of the relevant protections, interlocks and
cold functional tests. Particular care will be used in the management of the Turn Over Packages terminal
points, in order to avoid any interference with other plant systems still at an earlier stage of completion. At
this stage, Firefighting system also should be tested and available, otherwise some temporary solutions
must be implemented in order to ensure the safety of personnel and equipment. Commissioning activities
will include:
- Energization of electrical equipment
- Hot commissioning of rotating equipment
- Systems start-up and first operation
- Setting and tuning of the controllers
- Systems optimization
- All contractual Acceptance Tests.
Detailed procedures and a Commissioning Inspection & Test Plan and will be provided in the due time,
specifying the indications pertaining to the “witness” or “hold” points by EPC Contractor, Owner or Third
Parties (if required)
For any system, after having completed all the applicable tests as per the ITP and the optimization process
is completed, the Commissioning Manager will collect all the supporting documents (test reports, log
sheets, DCS print outs, etc.) and confirm to the Owner that a system is commissioned and ready for
integrated plant testing.

Performance Test Procedures

Client Project company EPC Contractor

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The Contractor will provide all equipment and personnel required to conduct the Tests to be agreed
between the partie:
 Not later than six (6) months prior to the proposed start of commissioning the list of Tests to be
conducted shall be agreed with the Owner;
 Not later than three (3) months prior to the proposed start of commissioning the Contractor shall
provide to the Owner detailed draft Test procedures which it proposes to agree with the Owner prior
to undertaking any Test (Draft Testing Procedures). The contents of the Draft Testing Procedures shall
include:
- The detailed procedures for the Tests, which procedures will be consistent with Good Practice and
contract.;
- Test program;
- Test standards;
- type of inspection and Tests;
- check lists;
- description of instrumentation to be used during Testing and calibration of Test results;
- a list of the Tests which are to be witnessed by third parties;
- quality control procedures;
- EPC Contractor’s manpower allocation and deployment schedule for performing the Tests;
- timing for updating;
- forms of Test records and reports; and
- equations, corrections and methods used for adjustment to Reference Site Conditions; and
- the identity, accuracy and extent of the metering equipment which is proposed to be used to record
the results of such Tests.

The Test Sequence

20.4.1. Contractor Commissioning (Internal)

Contractor will perform all internal pre-commissioning and commissioning test that will start in the last
phase of construction. Contractor will be so ready to perform the witnessed test as per project plan.

20.4.2. Pre-Early Water Acceptance Test

 Contractor will perform the Pre-Early Water Acceptance Test that is composed by
- Start-up Test
- Trial Run.

20.4.3. Early Water Acceptance Test

 Contractor will perform the Early Water Acceptance Test that is composed by
- Start-up Test
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- Trial Run
- Reliability Run

20.4.4. Pre-COD Water Acceptance Test (Witnessed)

 Contractor will perform the Pre-COD Water Acceptance Test that is composed by
- Start-up Test
- Trial Run.

20.4.5. GCWC Water Acceptance Test (Witnessed)

 Contractor will perform the GCWC Water Acceptance Test that is composed by
- Start-up Test
- Trial Run
- Reliability Run

20.4.6. TCWC Water Acceptance Test (Witnessed)

- Start-up Test
- Trial Run
- Reliability Run

Tests to be Performed

 Mechanical and electrical tests of:

- seawater supply system;
- chlorination system;
- pre-treatment system;
- SWRO system;
- post-treatment system;
- electricity supply system;
- compressed air system;
- discharge system;
- wastewater treatment system; and
- instrumentation & control system;
- power consumption tests;
- testing and calibration of protection systems;
- simulations of operating stability at various water output variations and to verify proper
functioning of control systems;
- check operating stability of the Pre-COD Equipment when operated between minimum and
nominal water output;
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- Start-up Tests of the relevant parts of the Pre-COD Equipment, facilities and systems including
checking of automatic changeover of standby facilities;
- verification of Start-up Test times of the Pre-COD Equipment at various downtime conditions;
- environmental monitoring equipment, water quality monitoring equipment, functioning tests and
verification of guarantees;
- demonstration of the teledispatching and telemetering systems; and
- the EPC Contractor shall present the Test protocols with all test results to the Owner;
- verification by the EPC Contractor of completeness of the Pre-COD Equipment and of all ancillary
equipment, compliance with the Law and of no known defects, or outstanding works, that would
affect the safe and reliable operation of the Plant.

21. Completion management Plan

Scope of The Completion Management Process

The Contractor intends to satisfy project goals and demonstrated that will have fulfilled or exceeded
contractual obligations. Contractor also intend to ensure that all Stakeholders are satisfied with
Contractor’s performance.

Project taking over process

21.2.1. Project Closure Team

The Contractor’s specialized team (technical and administrative) with experience in taking over process will
be responsible to close the Project according to project goals.
Project Closure Team will be responsible to achieve:

- Construction Completion
- Project Taking Over
- Administrative completion

21.2.2. Construction Completion

Construction completion will be achieved when:

- The requirements specified in terms of Testing and Commissioning have been satisfied;
- the Contractor has made all relevant training
- no material breach of this Contract which has been notified to the Contractor
- Contractor has provided to Owner a draft of the as-built documents for the Plant and the Other
Plant Facilities and the relevant O&M Manuals
- The written confirmation relevant to the Form of Lien Waiver
- Evidence of completion of Legal Requirements
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- Contractor has fulfilled Contractor’s Responsibilities in agreement with Contract

- Contractor has returned the relevant equipment and material belonging to Owner and removed
the relevant rubbish and construction material
- all Works, components or equipment required to be operational by Project Taking Over are ready
for safe operation
- except in respect of the Punch List Items, all Works required pursuant to the Contract to be
completed on or prior to Project Taking Over have been completed in accordance With the
Agreement; and
- the Contractor has complied With the Contracted Omani Content and the Omanisation
Requirements; and
- Contractor has fulfilled his contractual obligations relevant to the right of Owner to purchase
Chemicals, Gases or Spare Parts
- Contractor has satisfied all the contractual requirements in term of Construction Completion

21.2.3. Taking Over

Contractor will achieve Project Taking Over Certificate when:

- Construction Completion Certificate has been issued;

- Works are completed in accordance with the Contract (including the rectification of known Defects
or deficiencies) except in minor works where and the Parties have agreed a timetable within which
such work will be carried out by the Contractor;
- Acceptance Test Completion Date has occurred;
- Contractor has returned all the equipment and materials belonging to the Owner and removed all
of its construction materials, temporary facilities, waste material and rubbish from the Site
according to the contract.
- Contractor has fulfilled his obligations in terms of Supply of Chemicals and Spare Parts
- Contractor has made all relevant contractual training
- Written confirmation has been obtained that Commercial Operation Date has occurred
- Contractor has satisfied all other contractual requirements relevant to Project Taking Over
Certificate

21.2.4. Defect Liability Period

IWP contractual Defects Liability Period” means the period of twenty-four (24) months, commencing on
the Taking Over Date as such date may be extended under Sub-Clause 11.3 [Extension of Defects Liability
Period].

21.2.5. Completion (Administrative)

Administrative Completion will occur when:

Client Project company EPC Contractor

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- Taking Over Date has occurred

- The Contractor has issued all reports required pursuant to the EPC Contract and requirements of
the WPA
- The Contractor has issued to the Owner final as-built documents for the Plant and the Other Plant
Facilities
- The Contractor has paid to the Owner any liquidated damages payable by the Contractor to the
Owner;

The Contractor has satisfied all the requirements in terms of Administrative Completion of the Contract.

22.Project deliverables
The Contractor will properly monitor Project deliverables through the Monthly Report submitted to the
Client.
An EPC Deliverables List is included as an appendix to Monthly Report in order to ensure the compliance
with contractual requirements.
The following fields are included:

- Deliverable: Name of the Project Document deliverable

- EPC reference: specific reference to the contractual requirement
- EPC contract target: specific date in which the deliverable should be done
- Delivery Date: effective date of delivery by EPC
- Status/ Remarks.

23. Interface Management

The interfaces are covered from engineering point of view with a dedicated document: GH-UTE-LI-GE-0000-
00004 Interface list. Through this, the interferences with the involved parties are managed with the support
and management from the O/OE.
Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
VD2001 Al Ghubrah III IWP – RO Desalination Plant
Document n°/Title
23/05/2024 01_ 87 88
G3-GSI-PN-GE-0000-00001_Project Execution Plan

24. Appendixes
Appendix A – Terms & Definitions

Client
OPWP

Continuous Improvement
Recurring process of enhancing the Health, Safety & Environment (HSE) management system in order to
achieve improvements in overall HSE Performance consistent with the organization.

Contractor
Main contractor: GS Inima SA (Hereinafter JV)

Environment
The surroundings in which an organization operates including air, water, land, natural resources, flora,
fauna, humans and their interrelationship.

Fatality
Death resulting from an injury (traumatic) or illness/disease (occupational)

Health
The protection of the bodies and minds of people from illness resulting from exposure to hazardous
substances and materials, processes or procedures used in the workplace.

Incident
Any unplanned event/occurrence which has the potential to cause personal injury, ill-health (disease) or
death, damage or some other form of loss. Examples include fire alarms, intruder incidents, verbal
aggression, etc.

Owner
Capital Desalination Company SAOC (CDCo SAOC)

Qualified Person
A person who by possession of a recognized degree or certificate, or who by knowledge, training, or
experience has successfully demonstrated their ability in relation to the work and is familiar with the
hazards involved.

Risk
The possibility or chance of suffering from harm or loss. The chance or probability that a person will be
harmed or experience an adverse health effect if exposed to a hazard.
Client Project company EPC Contractor

Project No. Project

Date Rev. Page of
VD2001 Al Ghubrah III IWP – RO Desalination Plant
Document n°/Title
23/05/2024 01_ 88 88
G3-GSI-PN-GE-0000-00001_Project Execution Plan

Risk Assessment
A process where hazards are identified, and risks evaluated, with the objective of eliminating or reducing
the risks as low as is reasonably practicable.

Safety
The state of being "safe" (from French sauf), the condition of being free from unacceptable risk of harm.
Safety in the workplace means having an environment free from injury and hazards. Proper processes and
procedures will allow employees to work without worrying about their safety.

Safety Culture
A way of working that emphasizes the importance of the safety of the people working in a place.

Worksite
The premises where any building operations or works of engineering construction related to the work
program are being carry out.