PRF CBGF Pep PMT PLN 0001

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02 PROJECT EXECUTION PLAN Revision Date:
No:
Document No: PRF-CBGF-PEP-PMT-PLN-0001 02 28-Apr-17
PROJECT EXECUTION PLAN
PRF-CBGF-PEP-PMT-PLN-0001
Marjorie De Michael
02 28-Apr-17 Revision Description Rashid Mirza
Backer Duddy
Prepared by Reviewed Approved
Rev Issue Date Description
by by
Document Type Plan
Discipline Project
Process Owner Project Integrated Delivery
Review Classification
Each Management Review Meeting ☐ Review Period 3 Year Review ☒
Review Period 1 Year ☐ Not Required ☐
This document is the confidential property of Bumi Armada Berhad Group of Companies (“BABGC”). Neither the whole nor any part of this document may be disclosed to others or reproduced,
stored in a retrieval system, or disseminated and transmitted in any form by any means (including but not limited to electronic, mechanical, reprographic recording or otherwise) without prior
written consent of BABGC. The controlled version of this document resides online in EDCS. Printed copies are uncontrolled.
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CONSULTED PERSONNEL
Date Name Title Format

30-Mar-17 Acting SVP Projects, ex GM, Fleet Asset
Michael Duddy EC
Integrity, FPSO Ops
14-Apr-17 Jim Ellis SVP FPSO Ops EC
04-Apr-17 Bruno Solinas Head of Engineering EC
15-Mar-17 Hans Rausch Head of Supply Chain EC
15-Feb-17 Roland Martland VP Corporate HSSEQ EC
01-Mar-17 Philip Hendry Country/Project cost control Manager EC
10-Feb-17 Arun Kumar Proposal/Project Manager EC
18-Feb-17 Kailash Chandra Gupta Proposal/Project Manager EC
16-Feb-17 Rajendran Chinnappa Head of Construction, Projects EC
11-Feb-17 Giorgio Rizza Commissioning Manager, Projects EC
25-Feb-17 Santhana Dass Deputy Project Manager, Projects EC
26-Feb-17 Subhojyoti Lahiri Engineering Manager EC
25-Jan-17 Mohd Irwan Kamarulzaman Interface Manager EC
02-Mar-17 Eunice Lee Mechanical Completion Coordinator, Project EC
08-Feb-17 Amat Rasidi Md Abidin Corporate Quality Manager, HSEQ EC
14-Feb-17 Biswa Mohan Jha Senior Planner, Projects EC
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REVISION HISTORY
Revision No. Date Revision Description

A0 06-Mar-17 Issued for IDC
B0 3/24/2017 Issued for IFR
00 3/17/2017 Issued for AFU
01 3/26/2017 Issued for Use
02 3/28/2017 Issued for Use
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TABLE OF CONTENT
1 EXECUTIVE SUMMARY .............................................................................................................9
2 INTRODUCTION .......................................................................................................................10
2.1 THE PROJECT ............................................................................................................10

2.2 PURPOSE ...................................................................................................................10
2.3 RESPONSIBILITIES ....................................................................................................10
3 ABBREVIATIONS AND KEY DEFINITIONS ............................................................................11
4 REFERENCES ..........................................................................................................................14
5 PROJECT DEFINITION ............................................................................................................17
5.1 COMPANY / PARTNERSHIP ......................................................................................17

5.2 FIELD DEVELOPMENT PLAN ....................................................................................17
5.3 FPSO DESCRIPTION / PARTICULARS ......................................................................17
5.4 FPSO FUNCTIONS .....................................................................................................18
5.5 DONOR VESSEL ........................................................................................................21
5.6 FPSO LAYOUT............................................................................................................22
5.7 FACILITY SERVICE LIFE ............................................................................................23
5.8 UPTIME AVAILABILITY OF PRODUCTION FACILITIES ............................................23
5.9 MOORING SYSTEM ...................................................................................................23
5.10 SURF...........................................................................................................................23
6 SCOPE OF WORK ...................................................................................................................24
6.1 SCOPE ........................................................................................................................24

6.1.1 EXCLUSIONS .............................................................................................................24
6.2 COMPANY PROVIDED WORKS AND FACILITIES FOR PROJECT ...........................24
6.3 EXPERIENCE OF SUBCONTRACTORS ....................................................................24
7 PROJECT EXECUTION STRATEGY .......................................................................................25
7.1 PROJECT OBJECTIVES .............................................................................................25

7.2 PROJECT STRATEGY ................................................................................................25
7.3 SCHEDULED CRITICAL ACTIVITIES .........................................................................29
7.3.1 PROJECT SCHEDULE / KEY MILESTONES ..............................................................29
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7.3.2 CRITICAL PATH ..........................................................................................................29

7.3.3 LONG LEAD EQUIPMENT ...........................................................................................30
8 PROJECT MANAGEMENT.......................................................................................................31
8.1 OBJECTIVES ..............................................................................................................31

8.1.1 PROJECT MANAGEMENT PHILOSOPHY..................................................................31
8.1.2 PMT ORGANIZATION .................................................................................................31
8.1.3 CONTRACTUAL OBLIGATIONS .................................................................................32
8.1.4 PROJECT MANAGEMENT KEY ROLES AND RESPONSIBILITIES / RACI MATRIX .32
8.1.5 STAFF PLANNING ......................................................................................................32
8.1.6 COMPETENCY MANAGEMENT SYSTEM..................................................................32
8.2 INTERFACE MANAGEMENT ......................................................................................33
8.2.1 GENERAL ...................................................................................................................33
8.3 CHANGE CONTROL (MOC) .......................................................................................33
8.4 ACTION TRACKING SYSTEM ....................................................................................34
8.5 CONTRACT ADMINISTRATION .................................................................................34
8.6 DOCUMENT CONTROL..............................................................................................34
8.7 CORRESPONDENCE CONTROL ...............................................................................35
8.7.1 EXTERNAL CORRESPONDENCE..............................................................................35
8.7.2 INTERNAL CORRESPONDENCE ...............................................................................35
8.8 OPERATIONS INVOLVEMENT ...................................................................................35
8.8.1 OPERATIONS PLAN ...................................................................................................36
8.8.1 COMPUTERISED MAINTENANCE MANAGEMENT SYSTEM (CMMS) .....................37
8.8.2 SPARES AND INVENTORY ........................................................................................37
8.8.3 COMPETENCY AND TRAINING .................................................................................37
9 PROJECT HSSE .......................................................................................................................38
9.1 INTRODUCTION .........................................................................................................38

9.2 OBJECTIVES ..............................................................................................................38
9.3 HSE MANAGEMENT PLAN.........................................................................................39
9.4 HSE SITE MANAGEMENT PRINCIPLES ....................................................................39
9.5 DESIGN ENGINEERING .............................................................................................40
9.6 CONSTRUCTION ........................................................................................................43
9.7 OPERATIONS .............................................................................................................43
9.8 SECURITY ..................................................................................................................44
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10 PROJECT QUALITY MANAGEMENT ......................................................................................45
10.1 PROJECT QUALITY OBJECTIVES .............................................................................46

10.2 PROJECT QUALITY MANAGEMENT SYSTEM (PQMS) ............................................47
10.3 VERIFICATION OF PROJECT QUALITY MANAGEMENT SYSTEM ..........................48
10.4 PROJECT AUDITING ..................................................................................................48
10.5 PROJECT EXECUTION AND IMPROVEMENT...........................................................48
10.5.1 PROJECT EXECUTION ..............................................................................................48
10.5.2 MEASUREMENT, ANALYSIS AND CONTINUOUS IMPROVEMENT .........................48
10.6 CONTRACTOR AND SUBCONTRACTOR EXECUTION ............................................49
10.7 SOURCE INSPECTION...............................................................................................50
10.7.1 ITPS ............................................................................................................................50
10.7.2 PRE-INSPECTION MEETING (PIM) ............................................................................51
10.7.3 CLASS INSPECTIONS ................................................................................................51
10.8 VERIFICATION............................................................................................................51
11 PROJECT CONTROL ...............................................................................................................52
11.1 PROJECT PLANNING AND SCHEDULING ................................................................52

11.2 PROJECT CONTROL..................................................................................................52
11.3 WORK BREAKDOWN STRUCTURE ..........................................................................53
11.4 PROGRESS REPORTING ..........................................................................................53
11.5 PROJECT RISK MANAGEMENT AND RISK ASSESSMENT ......................................53
11.5.1 CONTRACTUAL RISK MANAGEMENT ......................................................................53
12 REGULATORY FRAME WORK ...............................................................................................55
12.1 CLASS AND NOTATION .............................................................................................55

12.2 REGULATORY REQUIREMENT .................................................................................55
12.3 APPLICABLE RULES AND REGULATIONS ...............................................................55
12.4 REGULATORY COMPLIANCE ....................................................................................56
12.5 SAFETY CASE / CASE FOR SAFETY ........................................................................57
12.5.1 SAFETY CASE AND INTERFACE WITH NATIONAL SAFETY AUTHORITY ..............57
12.5.2 INTERFACE WITH CERTIFYING BODY .....................................................................57
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13 ENGINEERING .........................................................................................................................58
13.1 ENGINEERING ACTIVITIES .......................................................................................59

13.2 ENGINEERING PROCESS .........................................................................................59
13.3 CORPORATE ENGINEERING STANDARDS .............................................................60
13.4 ENGINEERING TOOLS & SOFTWARE ......................................................................60
14 SUPPLY CHAIN MANAGEMENT .............................................................................................61
14.1 SOURCING .................................................................................................................61

14.2 SUBCONTRACTING PLAN .........................................................................................62
14.2.1 LONG LEAD ITEMS ....................................................................................................62
14.2.2 MAIN SUBCONTRACTS .............................................................................................63
14.3 PRE-AWARD PROCESS ............................................................................................63
14.4 POST-AWARD PROCESS ..........................................................................................64
15 CONSTRUCTION .....................................................................................................................65
15.1 CONSTRUCTION AND COMPLETION .......................................................................65

15.2 SITE MANAGEMENT ..................................................................................................65
15.3 SYSTEMS CONSTRUCTION ......................................................................................66
15.4 LOAD-OUT AND INSTALLATION (SUB-SYSTEMS) ...................................................66
15.5 MECHANICAL COMPLETION .....................................................................................66
15.6 PUNCH LIST MANAGEMENT .....................................................................................67
15.7 YARD SUBCONTRACT MANAGEMENT ....................................................................67
16 COMMISSIONING ....................................................................................................................68
16.1 PRE-COMMISSIONING & COMMISSIONING .............................................................68

16.2 ONSHORE COMMISSIONING PLAN ..........................................................................69
16.3 OFFSHORE HOOK-UP AND COMMISSIONING PLAN ..............................................69
16.4 COMPLETIONS SYSTEM ...........................................................................................70
16.5 SYSTEM COMPLETION: ............................................................................................70
16.6 SYSTEM HANDOVER; CONSTRUCTION TO COMMISSIONING ..............................71
16.6.1 SYSTEM HANDOVER TO OPERATIONS ...................................................................71
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17 SAIL-AWAY ..............................................................................................................................72
17.1 SEA TRIALS PROCEDURE ........................................................................................72

17.2 OPERATOR TRAINING ON SYSTEMS.......................................................................72
17.3 PREPARATION FOR SAIL-AWAY ...............................................................................73
17.4 TRANSPORTATION & IMPORTATION .......................................................................74
18 OFFSHORE INSTALLATION ...................................................................................................75
19 START-UP ................................................................................................................................76
20 INSTALLATION HAND-OVER..................................................................................................77
21 CLOSEOUT DOCUMENTATION ..............................................................................................78
22 OPERATIONS ORGANIZATION PLANNING AND PHILOSOPHY ..........................................79
23 DECOMMISSIONING PLAN .....................................................................................................79
LIST OF FIGURES
FIGURE 1 FPSO LAYOUT .....................................................................................................................22
FIGURE 2 PROJECT EXECUTION STRATEGY ....................................................................................28
FIGURE 3 HSE PLAN ............................................................................................................................38
FIGURE 4 FORMAL SAFETY ASSESSMENT PROCESS .....................................................................42
FIGURE 5 PROJECT QUALITY MANAGEMENT SYSTEM ...................................................................47
FIGURE 6 PROJECT CONTINUOUS IMPROVEMENT CYCLE .............................................................49
FIGURE 7 REGULATORY FRAMEWORK .............................................................................................56
LIST OF APPENDICES
APPENDIX 1 WORK BREAKDOWN STRUCTURE ...............................................................................80
APPENDIX 2 HANDOVER FLOW CHART (ON PROJECT COMPLETION) ..........................................81
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This document serves as a Template and guidance to the Proposal and Project Manager to prepare the detailed
Project Execution Plan based on the type and description of the Project as mentioned in the tender document. The
Proposal and Project Manager shall update the Project Execution Plan as deemed fit to suit the project
requirements and execution strategies.
1 EXECUTIVE SUMMARY
Insert the high level executive summary of the project
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2 INTRODUCTION
2.1 THE PROJECT
Bumi Armada has been awarded (name of Project) project to be located in (location of Asset).
2.2 PURPOSE
This Project Execution Plan (PEP) defines how the project will be executed, monitored and controlled to ensure that
risks as managed and the project is delivered in accordance with the requirements defined by COMPANY and
CONTRACTOR Corporate and Project specific performance requirements. All Project execution activities shall be
conducted strictly in accordance with the Project HSE, Quality and Security Plans.
2.3 RESPONSIBILITIES
The Project Manager is responsible for approval of the PEP and communicating its requirements to the project
team. The SVP (Projects) / Project Director also signs the PEP indicating concurrence.
The Project Manager will issue revisions to the PEP as necessary. Any changes to an individual section will cause
the entire plan to be revised and re-issued.
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3 ABBREVIATIONS AND KEY DEFINITIONS

Following are general abbreviations and definitions used. Other abbreviation and definitions when used shall be
explained in the respective document.
ABS - AmericanBureau of Shipping
AFC - Approved for Construction

AFD - Approved for Design
ALARP - As Low as Reasonable Practicable
bopd - Barrels of Oil per Day

bpd - Barrels Per Day
BTEX - Benzene Toulene Ethylbenzene Xylene

CAPEX - Capital Expenses
COMPANY - xxx and/or its assignees
CONTRACTOR - Bumi Armada Bhd acting for itself and on behalf of FPSO owners
DNVGL - Det Norske Veritas Germanischer Lloyd
DPM - Deputy Project Manager
EDCS - Electronic Document Control System
EERS - Escape Evacuation and Rescue Study
EPFM - Engineering, Plant, Facilities Management
EPICC - Engineering, Procurement, Installation, Construction & Commissioning
ESDV - Emergency Shutdown Valve

FAT - Factory Acceptance Test
FPSO - Floating Production Storage Offloading
FSA - Formal Safety Assessment

HFE - Human Factors Engineering
HP - High Pressure
HSE - Health, Safety & Environment

HV/LV - High Voltage / Low Voltage
HSE - Health, Safety and Environment
ISPS - International Ship and Port Security
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IVB Independent Verification Body
LTI - Lost Time Incident
OIM - Offshore Installation Manager
OPEX - Operational Expenses
PEP - Project Execution Plan, (this document)
PFEER - Prevention of Fire & Explosion and Emergency Response Regulations
PMT - Project Management Team
PO - Purchase Order
PR - Purchase Requisition
PS - Process Safety
Project or Facility - Xxx Field Development
ICCP - Impressed Current Cathodic Protection
ICP - Independent Competent Person
ICSS - Instrumentation Control & Safety System

IRC - Inspection Release Certificate
IRN - Inspection Release Note
ITP - Inspection & Test Plan
ITR - Inspection Test Record
KPI - Key Performance Indicators
MAE - Major Accident Event
MDL - Master Deliverable List
NCR - Non-Conformance Reports
OSCR - Offshore Safety Case Regulations
OTP - Operations Test Procedure
PFEER - Prevention of Fire & Explosion and Emergency Response Regulations
PMT - Project Management Team
PR - Purchase Requisition
QA/QC - Quality Assurance / Quality Control
QCR - Quality Control Records
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QMS - Quality Management System
QRA - Quantitative Risk Assessment

RAM - Reliability and Maintenance
RFQ - Request for Quotation
ROS - Required On-Site

SCE - Safety Critical Element
SIL - Safety Integrity Level
SOP - Standard Operating Procedure
SPIL - Spare Parts Inter-Changeability List
SRM - System Responsibility Matrix
Services - Any service or work performed by Supplier that must be performed to comply
with the requisition requirements, or the contract, to procure, design,
manufacture, and deliver the work.
Standards - Industry Codes, Standards, Guides, and Recommended Practices referenced
herein. Meaning the latest issue or edition in force at the end of the Supplier
bid validity date or the contract date.
Supplier - At quote stage: any entity invited to provide a quotation for the equipment
and/or any SubCONTRACTORs thereto.
At Purchase stage: any entity contracted for the supply of the equipment
and/or any SubCONTRACTORs thereto.
In all cases, the Supplier / CONTRACTOR is responsible for performance of
all Work and will be the single point of contact for all Work-related issues. The
CONTRACTOR will not receive information from nor respond directly to Sub-
suppliers / SubCONTRACTORs
SURF - Subsea, Umbilicals, Risers and Flowlines
TSE - Technical Safety Engineer
TMS - Turret Mooring System
Work - Any material or item or service listed in the requisition or contract as being in
the Supplier’s Scope of Supply
WBS - Work Breakdown Structure
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4 REFERENCES
CONTRACTOR’S LIST OF PROJECT RELATED DOCUMENTS REFERRED

This list is to be updated during the development of the PEP. However, it shall be ensured that numbering inserted
into this table is consistent with the referencing done into the main body of this plan.
No Document Number Title
/1/ Project Organization Chart
/2/ Project Roles and Responsibilities
/3/ Project Correspondence Plan
/4/ Contract Execution Schedule
/5/ Interface Management Plan
/6/ Risk Management Plan
/7/ Regulatory Compliance Plan
/8/ Project Engineering Execution Plan
/9/ Master Document Register
/10/ Design Verification Plan
/11/ Procurement Plan
/12/ Project Supply Chain Management Plan
/13/ Project Quality Plan
/14/ Project Construction Execution Plan
/15/ Project Commissioning Execution Plan
/16/ Project Management of Change Procedure
/17/ Operations Philosophy
/18/ Security Risk Assessment Procedure
/19/ Invoicing Procedure
/20/ Variation Order Procedure
/21/ Document Control Procedure
/22/ Project Planning and Progress Measurement
Procedure
/23/ HSE Management Plan
/24/ Local Content Plan
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No Document Number Title

/25/
ISO 9001:2015 Quality Management
System
/26/
ISO 14001 Environmental Management
System
/27/ OHSAS 18001 Occupational Health and Safety

Management System
/28/ Project Management of Change Procedure
/29/ Quality Control and Inspection Plan
/30/ Interface Management Procedure
/31/ Project Resource Plan
/32/ Subcontracting Plan
/33/ Guidelines for Handover of Company Oil & Gas
Installations from Projects to Operations
/34/ Operations Readiness Philosophy
/35/ Operations Readiness Plan
/36/ Operations Personnel Ramp-up Plan
/37/ Guidelines for Handover of Systems from Projects to
Operations
Note: Project to Add/delete as appropriate so that list
contains all documents referenced in the text
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CONTRACTOR’S LIST OF CORPORATE DUCUMENTS REFERRED

List down all the CONTRACTOR’s Corporate documents and procedures referred during the development of this
plan e.g. HSEQ policy, Procurement policy, Cost control mechanism etc.)
No Document Number / Identification Title
COMPANY’S LIST OF DOCUMENTS REFERRED

List down all the COMPANY’s documents and procedures referred during the development of this plan
e.g Scope of work, Basis of design, Functional specification, Tender documentation etc.)
No Document Number / Identification Title
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5 PROJECT DEFINITION
To avoid duplication. Contents from this section if already a part of a substitute document that has been developed,
shall be referred to.
5.1 COMPANY / PARTNERSHIP

(describe: Company / partnership details with roles and responsibilities of each entity.)
In case of JV following to be considered
1) Partner selection (profile, value proposition*, credit worthiness, KYC)

2) Principles of cooperation, roles & responsibilities, joint and/or several liabilities
3) Financial structure: capital contribution and profit / cash distribution
4) Structure of partnership and bid entity (e.g. incorporated JV, consortium, etc.)
5) Agreements to be executed (e.g. shareholder’s agreement, JV operations agreement)
6) Risks and mitigation
7) Related Party Transaction (RPT) compliance requirements
* Value proposition includes whether an equity / operating partner, or other drivers such as local content and
cabotage compliance, etc.
5.2 FIELD DEVELOPMENT PLAN

(describe: field development details location, water depth, completion system and any special features etc.)
5.3 FPSO DESCRIPTION / PARTICULARS

(describe: details of the FPSO, including but not limited to, accommodation, mooring system, helideck, turret, lifting
gear, power generation, storage, pump capacity, offloading mechanism, flaring, modules etc.)
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5.4 FPSO FUNCTIONS
The FPSO facilities shall be designed and constructed to perform the following main functions:
(note: describe in brief the functions)
The FPSO nameplate capacity and characteristics in accordance with COMPANY’s Tender Bulletin is as
tabulated:
FPSO Characteristics Unit Data
Design life year
Water depth m
Flaring policy / guidelines
Plant availability target day/year
Minimum storage capacity for bbls

stabilised crude oil
Crude Processing
Total liquid capacity bpd
Crude oil production capacity bopd
Production fluids arrival °C

temperature
Production fluids arrival bara

pressure
Crude oil gravity API
H2S ppm
Mercury Microgram
(µm)
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Wax content %
Wax appearance temperature °C
Crude Export
Crude oil gravity API
H2S ppm
BTEX ppb
Mercury Microgram
(µm)
Wax content %
Wax appearance temperature °C
Gas Processing
Total gas processing capacity MMscfd
Gas injection capacity MMscfd
Gas lift capacity MMscfd
Gas export flow pressure MMscfd
Gas export flow temperature °C
Gas injection pressure @ Bara

battery limit
Gas lift pressure @ battery Bara

limit
Fuel gas (approximate) MMscfd
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Export/Import gas contractual MMscfd

specifications
Sand Handling
Maximum capacity lb
Produced Water Treatment
Produced water capacity bwpd
Produced water discharge ppmw

(max oil-in-water spec)
Seawater Treatment and Water Injection
Seawater treatment capacity bwpd
Water injection capacity bwpd
Water Injection Pressure bars
Injection water quality bwpd

specification
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5.5 DONOR VESSEL

(if applicable)
(describe: details of the donor vessel, prior to conversion. In case of new build, describe vessel specific particulars)
Description Information
Current name of vessel
Hull design
Yard/ delivery date
IMO No
Length overall (O.A.)
Length between
perpendiculars (B.P.)
Breadth extreme
Depth moulded
Propulsion
Class
Flag
Crude storage
Ballast capacity
Lightship
Summer Deadweight
Cargo pumps and capacity
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5.6 FPSO LAYOUT

(describe: actual layout of the FPSO in relation to the project based on the example below)
FPSO will be turret/spread moored. The following topsides process modules shall be provided:
Modules and module numbers shall be standardized with Port side modules with ‘P’ and Starboard side modules
with an ‘S’ and run from forward to aft. Insert standardized Schematic that is applicable for all projects.
Figure 1 FPSO layout
 F01 Flare Tower

 M10 Turret
 M20 Flare KO Drum
 M25 Fuel Gas
 M30A Separation Module - Port Side
 M30B Separation Module - Starboard Side (c/w Integrated Pipe rack)
 M35 Utilities and Chemical Injection Module (c/w Integrated Pipe rack)
 M40 Water Injection Module
 M70A Power Generation - Port Side
 M70B Power Generation - Starboard Side (c/w Integrated Pipe rack)
 M60E House
 M65 Steam Generation (c/w Integrated Pipe rack)
 M55 Export Metering
 M75 VFD Building
 M80 Future (EOR Space)
 M90 Laydown - Starboard Side
 M95 Laydown - Port Side
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5.7 FACILITY SERVICE LIFE

The FPSO shall be designed to remain on station without dry docking and maintain full operability throughout the
Design Service Life of (no of years).
The fixed term of the contract should be mentioned with the options for the contract extension, i.e 15 years contract
with 10 x 1 year options etc.
5.8 UPTIME AVAILABILITY OF PRODUCTION FACILITIES

The FPSO production systems will be designed for (percentage uptime) with (no of days) of shutdown/month.
Uptime availability is based on COMPANY’s continuous supply of the required well fluid to the FPSO and offtakes.
Any disruption in these will require production on FPSO to shut down and reduce availability
5.9 MOORING SYSTEM

(describe: the type of mooring system to be used i.e. turret/spread)
5.10 SURF
(describe: details of Swivels, Umbilicals, Risers & Flowlines system or Riser balcony)
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6 SCOPE OF WORK
6.1 SCOPE
(describe the detailed scope of work for conversion and delivery of the FPSO )
(mention if there are any scope related options provided by the COMPANY which could be incorporated at a later
stage of the contract)
Mention if there are different execution centers e.g China and Singapore, Singapore and Brazil, Singapore and
Angola, Singapore and Nigeria.
6.1.1 EXCLUSIONS
(list down scope exclusions as mentioned in the tender documentation)
6.2 COMPANY PROVIDED WORKS AND FACILITIES FOR PROJECT

(describe what works are being supplied by COMPANY e.g. SURF, installation etc. and what facilities (hardware)
will be free issued by COMPANY on installation of FPSO)
6.3 EXPERIENCE OF SUBCONTRACTORS

Mention here the experience of major subcontractors assigned for the project delivery
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7 PROJECT EXECUTION STRATEGY
7.1 PROJECT OBJECTIVES

(depending on the project type, the Project Manager to make necessary changes to this section)
 To design and build a technically sound FPSO which meets the Contractual specifications/requirements
and required uptime.
 To execute the project in a safest manner with no fatality and LTI’s
 To maintain good line of communication and cordial relations with COMPANY for furtherance of the
business
 To execute the project in a time bound manner and in accordance with the budget allocated
 To maintain technical integrity of the asset by ensuring quality of the work done at all levels
 To protect the environment during the execution and operation of the FPSO
7.2 PROJECT STRATEGY

(This section to be amended based on the type and project deliverables)
The (mention name of block/project) FPSO project will be managed by CONTRACTOR from their
headquarters in Kuala Lumpur office and executed at the various locations mentioned below. This execution
strategy includes repair, lifetime extension and conversion of the donor vessel / existing FPSO / new build (as
applicable) to an FPSO suitable for operating in the (mention name of field).
A most important aspect of the strategy is to have the topside modules and turret mooring fabrication (if
applicable) as close to the conversion yard as possible to minimize transportation and interface issues.
(mention the Shipyard and fabrication yard). Reference the Construction Execution Plan.
In addition, the CONTRACTOR incorporates the following project strategies shall be incorporated for a successful
project execution.
(depending on the project type, the Project Manager to make necessary changes to this section)
 Ensure that the COMPANY’s Contractual requirements are incorporated into the design and fabrication
of the FPSO
 Maintain and instill a high degree of safety awareness among all personnel working on their Projects
 Adequate training to all personnel that are qualified for their roles in the Project
 Complete the engineering, procurement, construction, installation and commissioning phases
within the stipulated time and budget and ensuring all materials used on the FPSO are in
accordance with contract specifications
 Ensure all work performed onshore/offshore is in accordance with local environmental laws,
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regulations and contract specifications

 Provide the necessary site management support to ensure the fabrication is in accordance with
engineering documentation and COMPANY’s technical requirements
 Ensure that the COMPANY’s requirements are always clear and known to all project team members
 Develop quality awareness and implement a culture of assurance throughout the project
 To ensure that the health and safety of all personnel involved in the works and into the operational phase.
 To maximize O&M personnel during the operations phase
 To ensure timely execution and prioritization of works
 To promote a strong local content, if applicable as per contract
The following table provides and overview of where the scope will be undertaken in engineering, procurement,
construction and commissioning with the responsible party carrying out the work under CONTRACTOR direct
and close supervision.
(below is an example and the Project Manager to make necessary amendments to this section, depending on the
Project)
Scope Location Responsible Party

FPSO Project Management/
Engineering
Mooring and Turret System
Engineering
Safety Studies
Procurement
Topside Module Fabrication
Mooring and Turret System

Fabrication
Conversion, Life Extension and
Integration
Mechanical Completion
Topsides Engineering
Naval and Marine Engineering
Onshore Commissioning & Sea

Trials
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Installation and Hook-Up of FPSO
Start-Up and Offshore

Commissioning leading to Ready
for Start-Up (RFSU)
Start up and successful 72

hrs performance test
ffollowed by vessel
acceptance
The overall project management, including procurement, quality assurance (QA), Health, Safety and Environment
(HSE) management, project planning and controls, yard commissioning, offshore installation and commissioning
support, will be managed by CONTRACTOR from their main office in Kuala Lumpur and executed at the various
locations as earlier described.
Engineering will be managed by the CONTRACTOR in Kuala Lumpur. (if CONTRACTOR is to use the services of
a third party for detail engineering, following paragraph could be inserted).
CONTRACTOR may use XXX for the topside detail engineering as XXX was involved in the Front End Engineering
Design (FEED) competition exercise. The discipline leads in Kuala Lumpur will work seamlessly with their
counterparts in XXX and XXX to ensure smooth and flawless execution. Personnel will visit each other on an as
needed basis to ensure effective engineering execution. In addition, key CONTRACTOR design leads will be
stationed in the various consultant offices for close supervision of the work.
Under the overall responsibility of the CONTRACTOR’s Project Manager, the CONTRACTOR’s construction and
commissioning management teams in the shipyard will be responsible for the conversion, life extension and
integration of the topsides. Scope of work at (name of nominated Shipyard) will include:
(mention brief Shipyard scope of work e.g. Conversion of donor vessel, Life extension of hull and marine systems,
turret integration, topside modules integration, mechanical completion, pre-commissioning and commissioning
activities.
The construction phase of this Project will be managed by CONTRACTOR’s experienced Construction, Engineering
and Commissioning teams to ensure seamless support throughout the project execution phase.
The CONTRACTOR’s commissioning team together with integrated members of the Operations team will undertake
mechanical completion, pre-commissioning and commissioning of all systems in both the shipyard and at deep
water anchorage. Final commissioning of systems requiring hydrocarbons will be supervised offshore by the
CONTRACTOR’s commissioning team in close cooperation with the Operations team.
Figure 2 below, Project Execution Strategy, illustrates this strategy with the planned execution locations. This is a
sample which needs to be amended based on the specific project requirements.
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FPSO CONTRACTING STRATEGY

KUALA LUMPUR
AWARD
COMPANY COMPANY COMPANY COMPANY COMPANY/ COMPANY

SUBCON
BASIC ENG DESIGN INSTALLATION
FEED DETAILED TS SUPPLIER
PLACE LLE AND MOORING SITE
ENGINEERING ENG * COORDINATION
PROCURMENT SYSTEM COORDINATION
SHIPYARD/MOD
YARD
SINGAPORE
CONSTRUCTION
ENG
COMPANY COMPANY
SITE
MARINE ENG
PROCUREMENT
GLOBAL
SUPPLIERS SUPPLIERS SUPPLIERS SUPPLIERS
OTHER TS MARINE
LONG LEAD MOORING
EQUIPMENT & EQUIPMENT &
EQUIPMENT COMPONENTS
MATERIAL MATERIAL
MODULE FAB
SINGAPORE/
TBN FAB YARD

BATAM
TOPSIDES
FABRICATION
SINGAPORE
KEPPEL
KEPPEL
KEPPEL
SHIPYARD SHIPYARD
HULL REPAIR
AND HULL/TOPSIDES
CONVERSION INTEGRATION
INSTALLATION
COMPANY COMPANY
SITE
INSTALL IMPORT & HANDOVER
MOORING INSTALL FPSO
Figure 2 Project Execution Strategy
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7.3 SCHEDULED CRITICAL ACTIVITIES
7.3.1 PROJECT SCHEDULE / KEY MILESTONES

The project will use Primavera planning software for scheduling. The overall project schedule is of (no of months)
from Contract Award to Final Acceptance. The key milestone dates for achieving the Project schedule are as
follows: The Project Manager to define and update this section prior to submission.
Mile stone No. Milestone Planned Date

Letter of Award / Contract start date
Commence LLI Procurement
Turret System Award
Award Subcontract to Shipyard
Award Subcontract to Module Yard
All Long Lead Items on order
Donor vessel arrival at Shipyard ready for R&LE
Accommodation Habitation
Last Long Lead and Main Items Delivery to Fabrication Yards
Topside Module lifts completed
Turret Lifts Completed
Onshore Pre-commissioning/Commissioning Completed
FPSO Sail-away from Conversion Yard
FPSO Sail-away from deep water anchorage
FPSO arrival at installation site
FPSO Connection to Mooring system completed
Installation of risers and subsea cable completed
FPSO Ready for Start-up
FPSO First Oil
FPSO First Water injection
FPSO First Gas injection
FPSO acceptance by COMPANY (72 hours test)
Handover to Operations
7.3.2 CRITICAL PATH

Detail Design Specifications followed by Procurement of long lead items is the overall schedule driver and is
determining the critical path on two fronts: to obtain mature key vendor data and technical interface data from
COMPANY to allow the design to progress towards Approved for Construction (AFC) status and also delivery of
the equipment in time to be installed and integrated into the topside modules prior to lifting, including all COMPANY
provided items.
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The current schedule critical and subcritical paths are driven by the following activities:
(mention the key critical paths, e.g. new built modules, turret supply and integration, modules and structures
fabricated elsewhere, integration of modules, modules list, mechanical completion, pre-commissioning, testing,
integration, installation at site, etc.)
Mitigation measures to be taken are:
(measures to mitigate the critical paths mentioned above)
7.3.3 LONG LEAD EQUIPMENT
Long lead items as major equipment are those considered with supply duration of more than (xx months) and
equipment or components critical for the completion of the FPSO even though their delivery may be shorter
than (xx months). The delivery period of these items is long enough to directly affect the overall lead time of the Project
(Generally, more than 12 months). Reference the Procurement Execution Plan.
The hereafter listed major equipment is influencing the completion date of the modules and the FPSO
delivery date. The expected delivery times reported in the table are preliminary, based on pre-enquires made to
vendors during Design Completion.
Long lead items also include insurance (capital) or normal spares and these shall also be planned for in the
procurement strategy so that they can be placed onboard prior to sailaway from the Yard.
CRITICAL EQUIPMENT DELIVERY AT SITE

(Delivery ex-works above (Ready on site)* Weeks
XX months) from LOI
*Assumed XX months for transport and custom clearance

** Criticality due to Local Content
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8 PROJECT MANAGEMENT
8.1 OBJECTIVES
The primary objective of project management is to ensure that project safety, quality, schedule, budget and
compliance are properly managed with the result that a successful outcome is achieved for all stakeholders. The
Project Management Team (PMT), shall also ensure the proper implementation of project tools such as interface
management, risk mitigation, resource planning and competency management.
8.1.1 PROJECT MANAGEMENT PHILOSOPHY

CONTRACTOR’s Project Management Philosophy is to:
 Build on a strong experience base using lessons learned from previous projects in all phases of execution,
from engineering through construction, and most importantly, operations’ experience over many years
 Plan the entire Project with special emphasis on interface resolution, management of change, integration,
hook-up, mechanical completion and pre-commissioning
 Assign Operations personnel to the project execution team from project award to provide operations input
into the design. Operations personnel will also witness factory acceptance tests, participate in HAZOP,
HAZIDS, and other safety studies, and plan and execute the pre-operation’s activities
 Establish effective and productive communications amongst all stake holders through the use of team
building and common software applications
 Stay “on top” of the Project with competent personnel assigned to all key activities, and using performance
monitoring of contracts, costs, and schedules
The PMT will consist of qualified and experienced managers and staff from CONTRACTOR. The PMT will be fully
responsible for the successful completion of the project up to and including pre-commissioning of the systems in the
conversion shipyard, deep-water commissioning at anchorage, commissioning at site and hand over of the FPSO
facility to the Operations team after First Oil.
The overall PMT will be located in CONTRACTOR’s offices in Kuala Lumpur/ (any other location) and be led by the
Project Manager.
Specialist engineering teams from CONTRACTOR will reside in each location during the various phases of the work
to co-ordinate and manage the day to day activities.
8.1.2 PMT ORGANIZATION

CONTRACTOR’s Project Management Team shall consist of highly skilled and experienced personnel having a
good industry track record on project executions. CONTRACTOR’s Project Organization Chart /1/ refers to the
standard Project Management Team.
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8.1.3 CONTRACTUAL OBLIGATIONS

(if applicable)
CONTRACTOR’s Project Management Team shall be identified in accordance with the Contractual requirements, if
applicable. Positions associated with any kind of Liquidated Damages, if any, with regards to the Contract, shall be
changed with relevant approvals from the COMPANY.
8.1.4 PROJECT MANAGEMENT KEY ROLES AND RESPONSIBILITIES / RACI MATRIX

Project Roles and Responsibilities /2/ are clearly defined for key personnel involved in the project. It also shows
a split of Roles for the key project related activities.
8.1.5 STAFF PLANNING

CONTRACTOR’s Project Team largely consists of CONTRACTOR’s experienced staff supplemented with
Consultants where necessary.
A Project Resource Plan /31/ has been established for the Project, and key positions are either filled or candidates
have been identified.
8.1.6 COMPETENCY MANAGEMENT SYSTEM

CONTRACTOR has a Competency Management System in place to assure the competency of its project and
operations personnel. For each key position, CONTRACTOR has developed Competency Requirements which are
reflected in the Job Descriptions. Competency Assessments are made for all key personnel. Any competency gaps
are rectified by means of a training program or replacement. CONTRACTOR continuously invests in training and
development of its human resources. Training plans for CONTRACTOR’s Project Team members are managed
though Department Managers in accordance with CONTRACTOR’s standard Procedure. Due to normal project
pressures, non-essential trainings are discouraged. Operations staff will be recruited to warrant the appropriate
competencies in time for FPSO handover to Operations. Specific training requirements for Operations Personnel
will be developed during the Project. Reference the Ops Readiness Philosophy, Training and Competency
Philosophy.
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8.2 INTERFACE MANAGEMENT
8.2.1 GENERAL
Internal Technical Interfaces area managed by Engineering team comprising of Project Engineer, Package
Engineers , Discipline Leads led by Project Engineering Manager . However, it is the responsibility of the Interface
Manager to monitor and manage the technical interface with external parties. These are interfaces where the
CONTRACTOR’s scope of work directly impacts or is directly impacted by another contractor’s scope of work, such
as, (COMPANY’s subcontractor, COMPANY’s sub-surface operations, and COMPANY’s shuttle tanker contractor).
Below are listed the main external interfaces and interface parties for the Project.
Note: PM shall list down as per the Interface Management Procedure
Interface Interface Party
Interfaces will be managed in accordance with CONTRACTOR’s Interface Management Procedure /30/ which
incorporates applicable CONTRACTOR and COMPANY requirements.
Interfaces between various engineering disciplines of the CONTRACTOR shall be managed by lead engineer and
not recorded in the Interface Register.
8.3 CHANGE CONTROL (MOC)

At any time during the performance of the work, either CONTRACTOR or COMPANY may propose modifications
which may increase, decrease or change the scope of work, modify the quality or kind of work, alter the Schedule of
Work, or otherwise change the way the Project is executed. Changes may also be introduced by vendors,
subcontractors and interface parties. CONTRACTOR will manage changes in accordance with the Project
Management of Change Procedure /16/. It defines the methods for controlling changes during the Project and
identify the various roles responsible for the numerous aspects of change management to ensure the technical
integrity of the design and ultimately the integrity of the CONTRACTOR operational asset.
COMPANY initiated contractual changes are managed as per the CONTRACTOR’s Variation Order Procedure /20/.
No changes from any source will be made without having obtained approval of relevant Technical Authorities and the
approval of the Project Manager and /or the COMPANY as appropriate depending on the level of change.
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8.4 ACTION TRACKING SYSTEM

An Action Tracking System allows the CONTRACTOR’s Project Team to capture, manage and close out action
items, which are typically a product of audits and reviews as scheduled in various project documents. Typical
sources of actions include:
 Internal and external audits and reviews by CONTRACTOR’s Project Team

 Audits and reviews by third parties
 CONTRACTOR Peer Reviews
 Linked actions from Risk Register
 Actions from HSE Studies, including HAZOP and EIS commitments
 Reviews (Design, Cost, Schedule etc.)
 Operability and Maintainability Reviews
 Commitments given in approvals documents or to regulators and stakeholders
The Action Tracking Register shall be handed over by the Project Management Team to the Operations Team after
First Oil.
8.5 CONTRACT ADMINISTRATION

The CONTRACTOR’s Project Contracts Manager is tasked with contract administration which will address all
contractual issues arising during the execution of the works. This will typically include:
Advise the PM of the status of contractual activities and ensure that relevant in-house guidelines are being applied
during the life cycle of the P Following shall be the key project strategies for a successful project execution.
8.6 DOCUMENT CONTROL

The principal document control tool will be the corporate EDCS System. All engineering and other controlled project
documents are recorded in the EDCS database. EDCS records the full revision history, the current issue status and
the matrix of document transmittals. EDCS will be maintained in the engineering offices under the responsibility of
the Lead Document Controller. EDCS software provides a full document production workflow which enables a
document to be produced, checked and stored and transmitted.
The Master Document Register /9/ will include all Project documents, including from external consultants, vendors
and CONTRACTORs. The Lead Document Controller is responsible for preparing and publishing the Master
Document Register on a weekly basis and for providing a document status for the Monthly Report.
The Document Control Procedure/21/ details how documents will be issued, stored, tracked, received and
transmitted.
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The documentation handover from Project to Operations is described in Guidelines for Handover of Company Oil
& Gas Installations from Projects to Operations /33/ and the Documentation for Operation Handover Procedure
as developed by the Operations group.
8.7 CORRESPONDENCE CONTROL

Correspondence to, from, and within the project shall be controlled as described in the Project Correspondence
Plan /3/ and outlined below.
8.7.1 EXTERNAL CORRESPONDENCE

All official project correspondence sent to or received from any party outside of the Project must be transmitted via
the Project Secretary through EDCS, which will self-generate a correspondence number. Correspondence registers
are automatically maintained and available in EDCS
8.7.2 INTERNAL CORRESPONDENCE

Important correspondence between functional groups within the Project shall also be registered in EDCS. All
documents must be identified by author, date and sequence number for tracking.
8.8 OPERATIONS INVOLVEMENT
CONTRACTOR’s operations philosophy requires that the Operations Group be involved in projects from the
proposal stage with the CAPEX execution group through detailed design, construction, installation, commissioning
and operations start-up phases of the project. This philosophy enables all groups to understand the requirements
of each project at an early stage so that the groups can map out strategies to accomplish the work effectively
and ensure that operations philosophies are included in the design. The work includes not only operations input
into the CAPEX phase, but also identifying activities early that must take place during pre-operations development
planning.
An Operations Readiness Philosophy specific to the project, based upon the corporate Guideline will be written to
outline the activities undertaken to prepare the installation for commencing operation.
An Operations Readiness plan will be created detailing the milestones, the supporting activities, resources,
schedule and durations for the pre-operations phase.
CONTRACTOR utilizes experienced operations personnel in the home office who are assigned to the project
team from the earliest stages of the project. They produce the OPEX for the project and are fully immersed in all
the requirements of the CAPEX.
During the EPCI phases the following key offshore-based positions will be assigned to the project:
(list down the positions assigned to the Project)
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 Pre-Operations / Start-up Manager

 OIM
 Production Superintendent
 Maintenance Superintendent
 Marine Superintendent (later as FPSO Master during transit mode)
 Electrical Superintendent
 Storekeeper/ Materials Controller
Initially, the above mentioned offshore-based personnel mentioned above will be needed on the project. The
number of offshore operations personnel will then be increased as the sail away date approaches in accordance
with the Operations Personnel Ramp-up Plan. Some of these personnel will be involved extensively in the
commissioning works. It is intended that operations personnel that are used in pre-operations, mechanical
completion, hook-up, and commissioning will cascade into the operational phase post handover of the facility after
first oil.
8.8.1 OPERATIONS PLAN
Shortly after contract award, an Operations Team will be formed, consisting of an Operations Manager (Start-Up/
Ops -Readiness Manager), OIM (FPSO only, if required), Production Superintendent, Marine Superintendent,
Maintenance Superintendent and Electrical Superintendent (optional), who will be assigned to the Project. This
team will be embedded in the Project Team and will primarily be responsible for operations assurance activities.
Initially, the team will be located at the design office and will later relocate to the shipyard. A second OIM (FPSO, if
required), Maintenance Superintendent, Marine Superintendent, and Production Superintendent will be mobilized
in accordance with the Operations Personnel Ramp-up plan. While all the offshore-based personnel will work
closely together as one group, there will basically be two teams. The first team will primarily concentrate on
operations assurance issues and the second team will concentrate on operations readiness.
Additional operations personnel will be recruited into the Project, depending on Project requirements and in
accordance with the Operations Personnel Ramp-up plan. The operations personnel will increase to offshore
compliment numbers as the sail away date approaches. These personnel will be involved in the commissioning,
training, and familiarization, document creation, review and receiving the handover of systems for operation.
Operations staff in Kuala Lumpur will also be involved with the Project from the earliest stage and will provide all
necessary support to the full-time Operations Team.
Reference to be made to the CONTRACTOR’s Operations Philosophy /17/ for a detailed Operations and
execution strategy.
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An Operations Readiness plan will be created detailing the milestones, the supporting activities, resources,
schedule and durations for the pre-operations phase.
8.8.1 COMPUTERISED MAINTENANCE MANAGEMENT SYSTEM (CMMS)

The operational spares and planned maintenance of all equipment onboard will be controlled via a CMMS. The
CMMS will be populated by the Technical team within the Asset Integrity department.
How this will be accomplished is described in the Operations Readiness Philosophy and the CMMS Build
Philosophy.
8.8.2 SPARES AND INVENTORY
A spares criticality analysis will be undertaken to assess the level of spare parts allocated to each item f equipment,
existing and new.
A Storekeeper will be provided at the Construction/ Conversion Yard to control the original donor vessel spares plus
those arriving for new equipment.
8.8.3 COMPETENCY AND TRAINING
A Competency and Training coordinator will be allocated to the Project as part of the Operations Readiness team.
They will plan and execute the training of the Operations staff in accordance with the CONTRACTOR’s
Competency Assurance System.
A training matrix, training plan and database for recording the training that has been accomplished.
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9 PROJECT HSSE
9.1 INTRODUCTION
Observance of HSE matters will always take on the highest priority across all PROJECT activities undertaken by
CONTRACTOR. To successfully meet the goals of CONTRACTOR’s HSE Policy, the HSE scope will be clearly
defined for each project phase. Further, our HSE Policy states that CONTRACTOR is committed to continuous
improvement of CONTRACTOR’s HSE Management Systems. Therefore, CONTRACTOR strives to include
past project experiences into its HSE plans for the Execution Phase.
CONTRACTOR will throughout the Project develop the following HSE plans for the Project, which ultimately
will encompass the appropriate details addressing scheduling, resource allocation and site-specific issues.
Figure 3 HSE plan
9.2 OBJECTIVES
CONTRACTOR’s typical objectives include:
 No fatality and no LTI on the project
 Total Recordable incident frequency rate (TRIFR) < x
 Safety observation rate > x
 No harmful discharges to the environment
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9.3 HSE MANAGEMENT PLAN

CONTRACTOR will develop a Health, Safety, and Environmental (HSE) Management Plan /23/. This plan will
include Risk Management as a continuous process, which will be ongoing for the duration of the Project, starting
early in the design phase. Risk shall be managed to a level “As Low As Reasonably Practicable” (ALARP).
CONTRACTOR will utilize the ALARP Principle in managing risk to:
 Personnel
 Environment
 Property
 Reputation
CONTRACTOR’s approach to verifying whether ALARP has been reached is outlined in the Project HSE
Management Plan, which describes the use of the following methodologies for ALARP assessments:
 Experience and professional judgment
 Compliance with industry standards / best practice
 Qualitative assessments
 Quantitative assessments and/or risk-cost benefit evaluations
The HSE Risk Management process will be the responsibility of the HSE Manager, a member of the Project
Management Team reporting to the Project Manager with a direct reporting line on significant HSE issues to
CONTRACTOR’s executive management. The HSE Manager will be responsible for identifying and implementing
required HSE Procedures for the Project. In addition, the HSE Manager will ensure that all required HSE related
studies and analyses are carried out and that the results are incorporated in relevant designs (vessel hull, topsides
and turret) at appropriate stages.
9.4 HSE SITE MANAGEMENT PRINCIPLES

CONTRACTOR will execute work on two types of sites:
 Site managed by third party (COMPANY, VENDOR or SUBCONTRACTOR)
 Site managed by CONTRACTOR
On sites managed by third parties, CONTRACTOR will follow the HSE Procedures of the site. The third party site’s
HSE procedures will have been vetted and the site audited prior to the commencement of the work. Where gaps
have been noted between the third party and the CONTRACTOR’s standards, the third party will be assisted by the
CONTRACTOR to improve on and remove the identified gaps.
The third party site will be audited during the execution phases for compliance with their own procedures.
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On sites managed by CONTRACTOR, all parties must follow CONTRACTOR’s HSE Procedures.
Note: Vendor manufacturing sites are a separate category of sites where CONTRACTOR is not performing work,
only inspections and visits. The Vendor safety system is to be followed in that case. HSE statistics from the vendor
sites are not considered as part of the project statistics as it would be generally difficult to assign them to the
project. Manhours and safety statistics from these sites will be requested as part of the contract with the Vendor
and may be incorporated into the overall Project manhours and safety statistics.
At a certain stage prior to sail-away the FPSO will be transferred from being a sub-site managed by the
SUBCONTRACTOR construction yard to a FPSO managed under the CONTRACTOR HSE system. This transfer
will be planned and a specific cut-off will be defined to allow a proper transfer from one HSE system to the other.
Upon transfer all workers will be informed that the FPSO is now a CONTRACTOR-managed site and proper
training and awareness will be provided as to the CONTRACTOR HSE Procedures. Refer to /33/ Guidelines for
Handover of Company Oil & Gas Installations from Projects to Operations.
If a vessel or a sub-site managed by CONTRACTOR is embedded in or has strong interfaces with a wider site
managed by a third party, a specific bridging document will be developed to clarify the HSE interfaces applicable.
This bridging document will describe issues related to general work and HSE coordination, work permit issuance
and application, access to the sub-site or vessel, emergency response arrangements.
This is particularly the case for this project in the following instances:

FPSO under CONTRACTOR safety system prior to sail away in SUBCONTRACTOR yard,

SUBCONTRACTED work vessel performing offshore work under CONTRACTOR responsibility, the vessel
remaining managed under the SUBCONTRACTOR approved HSE and Marine Safety system,
 FPSO under CONTRACTOR safety system within the oil field managed overall under COMPANY HSE
system.
The same principle may apply for work done by a third party in a delineated work area on a site managed by
CONTRACTOR, although the general rule should be to apply the CONTRACTOR HSE system.
9.5 DESIGN ENGINEERING

Risk management in design requires hazard identification, risk evaluation, identification of risk reduction
measures, and setting achievable and verifiable functional requirements. Qualitative reviews of the design
process utilizing HAZID and HAZOP analysis will demonstrate compliance with applicable codes, standards and
regulations. Through this process the risks will be contained within low and reasonably practical limits, thus
satisfying ALARP. Experience gained from existing installations and judgment based on operational knowledge
will further verify CONTRACTOR’s design concept. In the event a design or an operational approach falls
outside this verification process then CONTRACTOR jointly with COMPANY will instigate a quantitative review
and formal safety assessment in securing remedial action.
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Structured risk assessment techniques will be used for safety assessments which will include, depending on the
complexity of the Project:
 Risk Matrices
 HAZID
 Hazard and Operability Analysis
 FMEA
 Fault and Event Trees
 Quantitative Risk Assessments
 Layers of Protection Analysis
 System survivability analysis
 Escape, evacuation and rescue analysis
 Fire, gas explosion analysis
 Gas and smoke dispersion analysis
 Safety Integrity Levels
For the design and operation of the installation, CONTRACTOR shall develop the design and operational Safety Case
or Case for Safety in conjunction with COMPANY for the field facilities, as per local applicable Regulations or
COMPANY requirements. The Safety Case or Case for Safety shall include appropriate hazard identification and
quantitative risk assessments and other studies as required.
The Safety case will demonstrate how the development of the facility design addresses the concept of ‘As Low as
Reasonably Practicable’ (ALARP) for risk to personnel. CONTRACTOR shall include details of the subsea and
pipelines facilities provided by COMPANY into the Safety Case/Case for Safety.
As part of the project hazard assessment process it is necessary to identify the systems that are critical to the
overall integrity of the FPSO and ascertain the level at which the systems must perform and be maintained. At the
start of the project the overall safety critical elements list (SCE) will be developed considering various factors as
per industry norms.
A suitably experienced and qualified Technical Safety Engineer (TSE) will be assigned to the project. The safety
engineer will manage the execution of the safety studies required to ensure the safety integrity of the FPSO. The
studies will be scheduled to ensure that full benefit of the results is available and feed back to the discipline
engineers during the design development phase of the project.
The Lead TSE will be responsible for organizing and managing the HAZIDs, HAZOPs and all safety workshops,
ALARP reviews, Closeouts etc. during design and construction.
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Figure 4 Formal Safety Assessment Process

Sample – to be updated based on project specifications
This document is the confidential property of Bumi Armada Berhad Group of Companies (“BABGC”). Neither the whole nor any part of this document may be disclosed to others or reproduced, stored in a retrieval system, or disseminated and transmitted in any form by any
means (including but not limited to electronic, mechanical, reprographic recording or otherwise) without prior written consent of BABGC. The controlled version of this document resides online in EDCS. Printed copies are uncontrolled.
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9.6 CONSTRUCTION
During construction, hazards and associated risks need to be known before they can be properly managed.
HSE plans for CONTRACTOR construction sites will include the following definitions in exercising proper control:
Risk control requirements

Resource allocation and responsibilities
Means of implementation and monitoring
Criteria for incentives and corrective actions
Ongoing working relationships with construction sites will be promoted for better understanding of local cultural
strengths and weaknesses and in ensuring continuing improvement. CONTRACTOR will ensure the
implementation of existing and planned requirements at construction sites and at its Subcontractor’s work sites,
which will include but not be limited to the following:
 Behavioral safety induction
 Improved scaffolding programs
 Stronger hygiene regime
 Improved guidelines for gangways
 Wider use of harnesses when working at heights

 Better lighting standards
 Direct involvement in the selection of site safety officers, their commitment and ratio to workers
 Focused HSE reviews of major hazards, (heavy lifts, dropped objects, working at heights, confined space,
hot work etc.)
9.7 OPERATIONS
CONTRACTOR’s Operations Team will ensure that safety risk management is kept in the forefront of all their
activities. Strategy for management of HSE critical activities includes:
 Identification of hazard management objectives
 Resource allocation for managing the HSE critical tasks
 Identification of critical activities and recovery methods
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 Creation of a critical activities model
 Definition of responsibilities and accountability
 Procedure for implementation
 Competence training
 Surveys and audits
CONTRACTOR’s Facilities Management System seeks to integrate the following elements:
 Health
 Environment
 Safety
 Security
 Operations
 Maintenance
9.8 SECURITY
CONTRACTOR’s “Corporate Security Policy” and “Security Management Program” respectively outline
CONTRACTOR’s overall intentions and the system through which we ensure the security for personnel and
property. This includes guidance for site operations, for which security plans will be developed as required
based on the outcome of site-specific security assessments. Security assessments will be conducted in
accordance with CONTRACTOR’s Security Risk Assessment Procedure /18/. CONTRACTOR has
developed primary Security Contingency Plans for situations such as for Civil Unrest, Country Evacuation etc.
that would also be augmented based on site-specific requirements.
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10 PROJECT QUALITY MANAGEMENT

A specific Project Quality Plan (PQP) /13/ will be developed for the Project. The PQP describes the Project Quality
Management System (PQMS) and the constituent Policies, Plans and Procedures to be implemented to ensure
attainment of quality objectives and requirements throughout project execution. When implemented, the PQMS
shall ensure that all the activities related to the project execution are performed appropriately, effectively and
efficiently.
The document is an “Overarch Quality Plan” and further specific Quality Plans will be developed to address in more
detail the major subcontracted scopes of work (Hull Conversion, Topsides Modules, mooring systems, Swivel, etc.).
These Quality Plans will be developed by the applicable Subcontractors in conjunction with the CONTRACTOR’s
Project Management Team (PMT).
Each of the Subcontractors shall maintain a Quality Management System (QMS) based on ISO 9001-2015.
Subcontractors need to demonstrate conformance to ISO/TS 29001. Subcontractors QMS, Quality Plans and
specific Procedures shall be linked to the CONTRACTOR Project Quality Plan(s) and ensure alignment for the
achievement of common Quality goals for the Project.
It is the policy of CONTRACTOR in executing the Project to implement a project specific QMS, which is in line with
the applicable sections of ISO 9001:2015 and CONTRACTOR Corporate Quality Manual, and which gives assurance
that quality execution will comply with the specified contractual, technical and class certification requirements for the
project, including but limited to: Management commitment to the quality policy and implementation of the Project QMS
Management commitment to the quality policy and implementation of the Project QMS
Implementing effective quality assurance and quality control processes and systems.
Quality Management Planning
Document Control management
Customer focus
Management Review
Product realization
Trained resources who understand the requirements of the Quality Policy, Project Quality Plan, quality
processes, and quality objectives.
Non-Conformance management
Applying measurement, analysis & continual improvement techniques.
On-site verification of fabrication and welding activities / Procedures.
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10.1 PROJECT QUALITY OBJECTIVES

Project Objectives provide a mechanism for managing and controlling key aspect of the project execution. The
following the Project Objectives relate directly to project quality assurance. However, other objectives relating to
project execution (critical execution issues) will be monitored independently by the Project Manager. Nominated
owners are responsible for ensuring the defined Project Objectives are executed on a continuous basis, throughout
the duration of the project.
Monitoring &
Indicator Measure Target
Measurement
Project Audit Schedule

Project Audit Schedule % Actual vs Planned >80% Status –
Monthly Update
Project Audit Schedule

% of Compliance to the
Internal and External >80% Status –
Audit Score PEP and PQP
Monthly Update
Surveillance Assessment Surveillance Assessment

Results % of Compliance to the Status
(Fabrication Yard >80%
Specifications Register – Monthly
Sub-Contractor) Update
Inspection Assurance Inspection Report Status

(Vendor No of Inspection –
One inspection per visit
Facilities) Monthly Update
Corrective Action CAR Status Register -

Resolution (CAR) % Closed As Agreed >80% Monthly
Closed Out QA/QC Progress Report
NCR Status Register -

Non-Conformance Report % Closed As Agreed >80% Monthly
(NCR) Closed Out QA/QC Progress Report
<2% Weld Repair Status -

Weld Repair Rate at (Structural) Construction QA/QC
Fabrication Weld Repair (%) Weekly
<1%
Yards/Shipyard
(Piping) Update
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10.2 PROJECT QUALITY MANAGEMENT SYSTEM (PQMS)

The Project Quality Plan describes how CONTRACTOR manages Quality Assurance and Quality Control during the
execution of the Project. It shall further demonstrate that all QA and QC activities associated with the work are carried
out in a planned, systematic, documented and cost effective manner. The plan will make use of CONTRACTOR’s
existing management Procedures, where practical, and address the requirements provided in the project contract
documents.
HSE QUALITY
Input s
Co ntract, Regulatory, Legislative, POLICIES
Classification, ISO and Co des
& Standards requirements
PROJECT
EXECUTION
PLAN (PEP)
1
POLICIES
PROJECT
PROJECT HSE
QUALITY PLAN 2
2 PLAN
(PQP)
PLANS
3
STANDARD OPERATING PLANS
PROCEDURES (SOP)
PROJECT SPECIFIC
REGULATORY DOCUMENT QUALITY
PROCEDURES, INSTRUCTIONS,
COMPLIANCE MANAGEMENT SURVEILLANCE
SPECIFICATIONS
PLAN (RCP) PLAN (DMP) PLAN (QSP)
MANAGEMENT MANAGEMENT MANAGEMENT

PROCEDURES PROCEDURES PROCEDURES
PROCEDURES
PROCEDURES, PROCEDURES, PROCEDURES,
INSTRUCTIONS, INSTRUCTIONS, INSTRUCTIONS,
SPECIFICATION SPECIFICATION SPECIFICATION
Figure 5 Project Quality Management System
The Project QMS and documentation hierarchy is detailed in the PQP and to accommodate the project specific
requirements, Project Specific Procedures and plans will be prefixed with the project number.
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Functional project Procedures defining the discipline responsibilities, project execution activities, methods and
interfaces shall be developed. These Procedures are executed by each Department Manager/Procedure Owner.
10.3 VERIFICATION OF PROJECT QUALITY MANAGEMENT SYSTEM

The Project QA/QC team and CONTRACTOR’s Corporate Quality Group will perform internal and external audits to
verify the effectiveness of the project QMS by the Project Team and ensure that project activities are being undertaken
in a systematic and controlled manner. The audits will focus on the key work processes relating to the Engineering,
Procurement, Construction, Installation and Commissioning (EPCIC) phases of the project and shall also include key
Subcontractors and Vendors (critical items) Quality Management System.
10.4 PROJECT AUDITING

Internal and external quality audits will be carried out through review of objective evidence that project personnel and
Contractors/Subcontractors are executing their work on the project in compliance with the project specific quality
plans, class requirements, regulatory requirements, Procedures and specifications.
The overall objectives of the Quality Audits are to ensure that:
 Quality requirements are implemented, adequate, practical and effective;

 Improvements and deficiencies are promptly identified;
 Recommended corrective/preventive actions are being implemented effectively;
 Deficient areas are being re-audited.
A Project Quality Audit Plan and audit schedule will be developed as part of the PQP. The Project Audit Plan and
schedule will be updated monthly to show audit progress and will be reported. In all cases, audits will be conducted
by an appropriately qualified team independent from the activity being audited.
10.5 PROJECT EXECUTION AND IMPROVEMENT
10.5.1 PROJECT EXECUTION

The execution of the project will be undertaken through the completion of numerous processes and sub-processes.
Typically, the key project processes include project management processes, core project processes (inter-disciplinary
activities) and project support processes (secretarial and administration support). Project specific Procedures and
instructions will be developed to provide control over these processes.
10.5.2 MEASUREMENT, ANALYSIS AND CONTINUOUS IMPROVEMENT

At appropriate stages, the Project Manager may employ suitable quality tools and techniques to enhance the
execution of the Project. The Project Quality Manager will recommend suitable techniques. The following are a sample
of typical tools and techniques that may be used on the Project:
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 Problem-solving workshops employing brainstorming techniques

 Lessons learned workshops
 Quality induction sessions
 Criticality ratings – procurement
 Key processes − team briefing sessions
 Audit results/analysis
 Root Cause Analysis
 Key Performance Indicator (KPI) results/analysis.
Monthly reporting of QA/QC KPIs will be prepared by the Project Quality Manager and issued to the Project Manager
and Corporate Quality Manager for their review and necessary feedback/actions.
Where opportunities for improvement are identified, suitable approaches will be systematically deployed and
managed. Ongoing analysis and review will be performed as part of a continuous improvement cycle delivering
potential improvements and improving customer satisfaction. This process is graphically displayed in the following
figure.
Figure 6 Project Continuous Improvement Cycle
10.6 CONTRACTOR AND SUBCONTRACTOR EXECUTION

The primary responsibility for Construction quality rests with CONTRACTOR and in turn the CONTRACTOR’s
Subcontractors are responsible for the quality of the manufacturing, installation and testing of their work scope and
shall accordingly maintain a formal, documented, Quality Management System throughout the performance of the
contract, encompassing all manufacturing and installation inspections, testing and system turnover controls.
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CONTRACTOR shall be responsible for ensuring that their sub-contractors also adhere to a documented quality
management system, or, that sub-contractors adhere to CONTRACTOR’s documented quality management system.
10.7 SOURCE INSPECTION

Contractor is responsible for providing source inspection of purchased materials and/or equipment which will involve
source inspection activities for selected purchased materials and/or equipment including pre-inspection meeting,
monitoring of selected in progress processes and witnessing materials/equipment testing.
All source inspection activities will be performed in a planned and coordinated manner, which support required product
quality as well as the project schedule. Inspections and test witnessing will be conducted with the presence of
Contractor or the authorized third party inspection agency, class society and/or Client.
Contractor or authorized Third Party agency, where necessary will determine and initiate a pre-inspection meeting
with vendor, or sub-vendor prior to commencement of project work to ensure full understanding by all parties of order
specifications, and to resolve any questions or misinterpretations. An inspection on Subcontractor’s scheduled site
activities will be established which include all critical inspection stages and inspection points.
Any rejection of material or equipment due to unacceptable quality or workmanship, or that fails to comply fully with
the requirements of the order and specification or standard, Contractor or the Third Party authorized agency/Inspector
is responsible and authorize to rectify the issue.
Inspection Rejection Notices will be issued immediately upon determination of unacceptable work quality and/or
non-compliance with project specifications. All inspection Rejection Notices will clearly and fully state the basis for
rejection. Inspection Release Notices will be issued immediately upon verification of acceptable corrective action
and/or conformance to project specifications.
10.7.1 INSPECTION AND TEST PLANS (ITP)

Subcontractor’s project specific ITPs shall list all key activities of manufacturing, fabrication, erection, installation,
testing and turnover included in their scope of work.
ITPs shall be developed by Subcontractors and Vendors to cover their inspection activities. All ITPs shall be in place
and agreed prior to the start of the work. Verification that the activities required by ITP’s are acceptable and completed
will be the responsibility of Subcontractor and CONTRACTOR’s staff assigned to subject work packages.
The Required ITP format is shown in the PQP. ITPs shall include reference to the controlling Procedures, inspection
levels, verifying documents and the inspection involvement of Subcontractor, CONTRACTOR, COMPANY, IVB and
Certification Body as applicable. The Project QA/QC group shall review the Subcontractor’s ITP and return the
consolidated comments and inspection point’s mark up to the Contractor for incorporation into the ITP. The final
approved ITP shall be distributed to all involved parties.
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10.7.2 PRE-INSPECTION MEETING (PIM)

Prior to any work commencement, a Pre-Inspection Meeting (PIM) shall be held between all Inspection parties to
ensure full communication and understanding of the approved ITP, Inspection points and responsibilities.
10.7.3 CLASS INSPECTIONS

Subcontractors shall ensure proper coordination is made for Classification Society inspections in accordance with
Class ‘A’ requirements. The approved ITPs shall include provision for Classification Society Inspection points.
Subcontractors shall ensure CONTRACTOR/COMPANY and Classification Society receive an inspection notification
at least 48 hrs. in advance of any ITP hold points. Witness points shall require minimum of 24 hours’ notice.
10.8 VERIFICATION
(if applicable)
CONTRACTOR will provide Procurement, Fabrication, Construction, Equipment and Installation Inspection records
and documentation as required for Verification by the Verification body. Verification, Inspection and documentation
scope will be issued to CONTRACTOR. CONTRACTOR/Subcontractor shall inspect record, prepare, submit and
track as per Verification scope.
Verification Body shall be involved with the yard / site system turnover and acceptance program through review, and
witnessing – monthly audit of as specified by these bodies – and as required by the Verification scope/regulations.
CONTRACTOR shall timely notify Verification personnel when yard system testing is scheduled so that they can
witness as required.
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11 PROJECT CONTROL
11.1 PROJECT PLANNING AND SCHEDULING

The Planning Manager is responsible for the maintenance of this schedule, and preparation and issue of periodic
reports from and to the Project Manager, different discipline groups, Subcontractors, and COMPANY. Planning,
scheduling, control and reporting will be performed in accordance with Planning and Progress Measurement
Procedure /22/.
The project schedule will be developed in following steps:
 Establish WBS: A Work Breakdown Structure that logically breaks the project in to clearly defined
and recognizable parts,
 Activity Listing: All the activities in the project which can be defined and monitored are listed down.
 Resource: The manpower requirement (time estimate) is calculated for each activity.
 Activity Weightage: The estimated man-hour will form the basis of weightage for Level I, II & III
activities
 Activity Duration: Each activity is allotted a duration in days.
 Priority: All activities are linked in a logically ordered sequence by assigning network logic.
 Scheduling: Project Scheduling Software Primavera is used to schedule all the listed activities and
assign Early, Mean and Late Dates. The Critical Path activities are identified during this process.
 Level III Schedule: A detailed Level III schedule is generated during this process. The Level III
schedule identifies major milestones and commitments to perform engineering, procure long lead
equipment, fabricate and integrate modules, conversion and refurbishment of the FPSO, testing and
commissioning, transportation and installation at offshore, receiving of well fluids, Performance Test
of all Systems and Final Acceptance
 Level I Schedule: The Level I is schedule is rolled up from Level III schedule and is organized as per
Project Phases.
 Level II Schedule: The Level II Schedule is also rolled up from Level III schedule. It shows the major
milestones, Project Phases and Disciplines.
 Schedule Supports: The detailed Level III schedule is supported by Schedule Supports – Master
Deliverable List, Procurement Plan, Progress Measurement Sheets, Mini Plans and Run Down
Curves.
11.2 PROJECT CONTROL

The Project Control covers cost control, planning and scheduling, reporting (internal and external), document
control and risk management. The following Project specific Procedures will be developed by Project Controls. The
Project Control Manager is responsible to the Project Manager for compliance with the contract, the forecasting of
the Project budget and invoicing of the Client at specified milestones.
(Project Manager to list down the specific project control Procedures)

 Invoicing Procedure
 Variation order Procedure
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 Project document control Procedure

 Planning and progress measurement Procedure
 Contract Management Plan
 Budget forecast
 Budget deviation procedure and approval
11.3 WORK BREAKDOWN STRUCTURE

The Work Breakdown Structure enables the Project Activities to be organized under each Phase, Sub Area or
Discipline. Refer to the Project Planning and Progress Measurement Procedure for a detailed project specific Work
Breakdown and scheduling.
11.4 PROGRESS REPORTING

to be developed as appropriate for the project
Project Management Team will issue reports to COMPANY as follows
 Daily progress report (during transit and offshore work)

 Weekly report (during fabrication)
 Monthly report (throughout the project duration)
11.5 PROJECT RISK MANAGEMENT AND RISK ASSESSMENT

Project risks and opportunities will be identified, evaluated and proactively managed in accordance with the Project
Quality Plan /13/. While an ALARP principle will be applied to all HSE risks, other project risks will be given
ownership and a management/mitigation strategy for each will be developed.
A Project Risk Register which includes risks arising from the supply chain related activities, such as, delays, cost
overruns, quality and HSE performance issues shall be maintained by the Project Risk Manager. Project Risk
workshops will be organized on a quarterly basis.
11.5.1 CONTRACTUAL RISK MANAGEMENT

Subcontractor’s Risk will be mitigated by use of appropriate inspection and supervision based on CONTRACTOR’s
previous experience with the Subcontractor, or from a pre-award evaluation of their ability to perform and execute
the work.
Contractual Risk Management will be the responsibility of the associated Construction/Fabrication Manager and the
Project Control Manager, who reports to the Project Manager.
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Criticality Assessment shall be conducted on the supply of items, that is used to determine the level of inspection
and follow up.
A formal risk review will be held at bi-weekly or monthly intervals in accordance with the Company Risk Review
Procedure.
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12 REGULATORY FRAME WORK
12.1 CLASS AND NOTATION

The facilities shall be built and classed in accordance with Classification requirements of (mention Class,
ABS/Lloyds/DNVGL etc.) rules for FPSO and country standards governing in in (the country of operation) at the time
of construction.
Upon conversion/completion (delete as applicable), the FPSO shall be classed by (mention Class, ABS/Lloyds/DNV
etc.) an IACS member. The applicable notation to FPSO shall be: (mention Class Notation assigned to FPSO by
Class).
All applicable rules and regulation required to obtain the Classification shall be complied with including design
reviews, construction survey, type approval etc.
Classification shall be obtained for uninterrupted service of the systems, without the need for dry-docking during the
planned (no of years) service life, with on-site Class Surveys only for Classification status maintenance.
12.2 REGULATORY REQUIREMENT

The FPSO shall meet the following regulatory requirements. All activities during execution of the work will comply
with the applicable legal and regulatory health, safety, environmental and quality requirements, as a minimum. The
order of precedence for codes and standards (depending on Contractual requirements) shall be:
 Government Legislation
 International Standards of coastal and flag state
 Class requirement
 Project Specification and Data Sheets
 CONTRACTOR Specification and Standards
 Industry Standards
12.3 APPLICABLE RULES AND REGULATIONS

Various industry codes and standards applicable for project execution are described in documents referenced in
Section 3, References. Other industry codes and standard may apply based on relevance and requirement of the
work. Latest reference editions, including addendums, in force at contract award apply. Reference requirement
conflicts shall be brought to COMPANY’s attention for resolution. The most stringent requirement of the references
applies unless otherwise specified in writing by the COMPANY.
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12.4 REGULATORY COMPLIANCE

Regulatory compliance means the Project will comply fully with the requirements of all applicable legislation, accepted
codes, standards and practices, which further include the CONTRACTOR’s own policies & standards. A detailed
Regulatory Compliance Plan /7/ for the Project shall be prepared and Regulatory Risk registers updated on a regular
basis.
The following illustrates the requirements which shape the framework within which the Project will be designed and
executed:
Laws
Regulations & Statutory

Instruments
Directives
ACoP
Class: Offshore Standards
International Rules & Standards
IMO (SOLAS, MARPOL, COLREG), ILO, ISM Code, ISO

14001, OSHAS 18001
Engineering Standards & Technical Practices
ISO, IEC, IALA, CAP, etc.
COMPANY & CONTRACTOR Requirements – Policies & Standards
Figure 7 Regulatory Framework

amend as applicable
All parties involved in the Project ensure that their operations, and where applicable, any facilities, equipment or
systems supplied for inclusion in the Project, comply with all relevant legislation. All contractors/fabricators/suppliers
must provide assurance to the CONTRACTOR of their compliance management process(s)/system(s).
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The hull and marine systems will comply with IMO regulations governing the delivery voyage and the FPSO will be
registered with an appropriate flag administration, thus compliance with these regulations will be a design requirement
on both the shipyard and CONTRACTOR.
The Project maintains a Register of Applicable Legislation, including Permits & Consents, which is used to ensure
the facility design meets regulatory compliance in respect of the applicable occupational and process safety, health
and environmental legislation. A Consents & Authorizations Matrix is also maintained throughout the Project. This
matrix highlights the consents & permits required to develop and operate the asset and is used as a planning tool to
ensure that applications are made in a timely manner.
12.5 SAFETY CASE / CASE FOR SAFETY

(if applicable)
The Safety Case or Case for Safety shall provide a clear, comprehensive and defensible argument that the design
and operation of the offshore facility has systematically and comprehensively considered safety.
As such the Safety Case/Case for Safety shall consist of Requirements, Argument, and Evidence.
The safety argument is that which communicates the relationship between the evidence and objectives. As such the
Safety Case/Case for Safety shall provide explicit documentation of the Safety Critical Elements, their corresponding
safety objectives, and the associated risk assessments and risk management, at appropriate milestones in the
lifecycle of the Project.
The Project Safety Case/Case for Safety is a key project deliverable. Upon completion of the Project phase,
responsibility for the Safety Case/Case for Safety shall be transferred to Operations. The work to establish the Safety
Case/Case for Safety shall be led by the Project HSE Manager.
12.5.1 SAFETY CASE AND INTERFACE WITH NATIONAL SAFETY AUTHORITY

COMPANY will interface as appropriate with the relevant national safety authority for the approval of the Safety Case.
CONTRACTOR will assist COMPANY in the relevant meetings, implement the required submissions and consider
any comments and requirements from the relevant safety authority. Transmittal of comments shall be via the normal
document review channel to ensure full traceability of requirements. The Regulatory Compliance Manager is in-
charge of managing this interface.
12.5.2 INTERFACE WITH CERTIFYING BODY

In case a third party certifying body is appointed to certify the project and/or design, CONTRACTOR will develop a
certification plan consistent with the certifying body’s requirements and Procedures. This plan will be reviewed by the
certifying body and will describe the document transmittal and audit requirements associated with the certification.
The Regulatory Compliance manager is in-charge of managing the interface with the certifying body, Class and
Marine Warranty Surveyor and any other third party as may be the case.
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13 ENGINEERING
The engineering will be under the overall responsibility of the Project Engineering Manager who reports on all
technical aspects of the Project to the Project Manager.
To ensure the timely delivery of high-quality engineering deliverables, CONTRACTOR intends to adopt its
engineering execution strategy from successful design of its previous FPSOs, customized in a way that it will meet
both the contractual requirements and other regulations applicable. To meet the specified Local Content,
CONTRACTOR will work closely with local companies and take advantage of the very capable offshore industry
engineer’s available in-country.
In accordance with the Local Content requirements for engineering scope and to maximize local resources, part of
the engineering and design scope is intended to be performed in (country of operation) based on their competence
and availability of local resources. A project specific Local Content Plan /24/ shall be prepared that lists down the
specific requirements and strategies for utilizing and maximizing the local resources and personnel.
The following table bifurcates the Engineering activities that shall be performed locally by the CONTRACTOR and
the activities performed by the local partner.
Below table shall be updated based on the Engineering Strategy used for executing the Project.
Engineering activities performed locally Engineering activities performed by local partner
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13.1 ENGINEERING ACTIVITIES

Engineering Execution Plan summarizes how Engineering will be conducted for the Project. Details can be referred
in the Project Engineering Execution Plan /8/.
Engineering Strategy
 Description of the Engineering activities

 Contractor’s experience
 Engineering software, tools and practices
 Engineering Subcontracting
 Design assurance process
 Availability analysis
 Engineering milestone schedule
 Design review plan
 Mobilization plan
 Local content utilization
13.2 ENGINEERING PROCESS

Post Contract award, CONTRACTOR will execute engineering for the FPSO in the following phases:
 Basic Engineering - resulting in AFD status - FEED Phase – II (Post-Contract)

 Detailed Design - resulting in AFC status
 Completion or Follow on Engineering
 As-Built and Handover
Each phase is designed to support the next phase by producing the appropriate deliverables possessing the
necessary level of detail.
Through the design process, regularly scheduled inter-discipline checks are conducted.
Basic and Detail Design will be divided into the following discrete work elements:
 Hull Repair and Conversion Engineering

 Topsides Engineering
 Automation and Electrical Engineering
 Turret / Mooring system and riser Engineering
After issue of Approved for Construction drawings, all engineering teams will support the project with the following
activities:
 Update drawings to incorporate final Supplier data

 Coordinate Technical Interface
 Support Construction Team
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 Support Commissioning Work

 Prepare As-Built Drawings
 Prepare facility startup and operating manuals for the FPSO
 Finalize all Job Books
 Perform or support all construction, transportation, and installation engineering
 Support the Fabrication, Installation, Commissioning, and Startup teams, as required
13.3 CORPORATE ENGINEERING STANDARDS

All design team members shall make consistent use of BAB Corporate standards and procedures including
procedural compliance with its ISO 9001 certified quality management systems. Project specific Facility
specification, Design Basis based on Contract Specification, BODs, Classification, Regulatory requirement and
Topsides Verification Body Standards will be further developed.
13.4 ENGINEERING TOOLS & SOFTWARE

Reference is to be made to the standard Engineering Tools and Software that are utilized by the Engineering for
project execution.
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14 SUPPLY CHAIN MANAGEMENT

The Project Supply Chain Management Plan /12/ describes the quality assurance Procedures and instructions
applicable for the work executed by the Supply Chain Management Team. Sourcing, Procurement, Logistics, and
Materials Management activities will be managed as per this plan.
The Project Supply Chain Management Plan shall consist of:
 Sourcing and supplier qualification

 Execution strategy
 Approved project bidder list
 Subcontracting Plan
 Long lead-time items
 Pre-award process
 Post-award process
 Kick off meeting
 Inspection and test plan
 Desk expediting
 Inspections
 Vendor documents
 Transport
 Spare parts
 Commissioning support
 Logistics & materials management
 Materials management
14.1 SOURCING
A strategic sourcing process is established to consolidate the management of large categories of spend from the
conceptual phase of the project through its execution. During the bidding stage, the sourcing team participates
actively in securing firm proposals from our suppliers to ensure maximization of value while keeping project
execution risks managed.
Moreover, all subcontractors and suppliers are pre-qualified according to the CONTRACTOR supplier qualification
process. CONTRACTOR has a supplier qualification and approval system which is a database containing all the
technical and commercial information required to assess the suitability of a supplier for a given product. The QA
and procurement departments update the Approved Suppliers List (ASL) on a regular basis. The selection of
potential suppliers will be made based upon receipt of the supplier qualification questionnaire, physical audits or
market reputation. Feedback from past experience and other information is also regularly updated to determine
whether a supplier or subcontractor is suitably qualified to contribute to a CONTRACTOR project. The
Subcontractors and suppliers listed under Approved Supplier List have all been employed by CONTRACTOR in the
past for similar work, and are qualified as per CONTRACTOR’s quality management system requirements.
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The Project Approved Bidders List will be prepared encompassing all the Project relevant equipment (hull systems,
topsides systems, turret and swivel systems, mooring and risers) for free issue items to the shipyard and/or module
fabrication yards.
The equipment will be grouped into procured categorized packages. The corporate supplier database ASL will be
used as a basis to create the Project Approved Bidders List. COMPANY input shall be given due consideration to
meet any local requirement or COMPANY’s experience with suppliers.
14.2 SUBCONTRACTING PLAN

Following contract award, CONTRACTOR will develop a detailed Subcontracting Plan /32/. This plan details the
implementation of the SCM execution strategy for the project.
In principle all tagged items will be procured by CONTRACTOR and free issued to the module fabricators and
shipyard. Bulk items will be purchased by the Fabricators and Shipyard. Exceptions will be made for special
materials and/or special equipment for which one party has better purchasing power or expertise (to be updated to
fit the particular project).
14.2.1 LONG LEAD ITEMS

To maintain the proposed overall execution schedule of (no of months) from contract award to First Oil and to limit
the number of schedule critical items for the vessel conversion the topsides modules and turret mooring, swivel and
riser system the procurement team had extended discussions with the various vendors to secure CONTRACTOR’s
position, and to obtain firm lead times.
The Long Lead Items identified for the FPSO include the following major equipment and components.
Long Lead Equipment Expected delivery period (ex vendor Proposed vendors for supply
works)
It has been clearly identified in the overall execution schedule as to when these commitments will have to be
entered into in order to safeguarding the schedule. This also requires early commencement of engineering for the
timely placement of orders for long lead equipment. The balance of the long lead items identified with delivery less
than (no of months) fits the current schedule and do not necessarily require an early commitment.
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14.2.2 MAIN SUBCONTRACTS

(mention the shipyard where the vessel shall undergo refurbishment/conversion of turret, topsides modules etc.
CONTRACTOR’s experience with the nominated shipyard and local fabrication yards etc.)
The Subcontracting Plan will include the following:
List of all packages (grouped equipment),

Bid invitation dates (planned, forecasted and actual),
Purchase order dates (planned, forecasted and actual),
Contract issuance dates (planned, forecasted and actual),
Delivery dates as per agreed Incoterms (planned, forecasted and actual),
Required on site dates (planned, forecasted and actual),
Responsible Buyer and Package Engineer. (By package).
14.3 PRE-AWARD PROCESS

Pre-award activities will be conducted as per the CONTRACTOR procedures for procurement and subcontracting.
They comprise of:
 Purchase requisition
 Bid invitation
 Bid opening
 Bid review and appraisal (Techncial Bid Evaluation and Commercial Bid Evaluation)
 Bid clarification sessions
 Recommendation to purchase
 Purchase order or subcontract
Insert here any specific COMPANY requirement to intervene in the pre-award process e.g. reviewing Technical Bid
Evaluations, or approving Recommendation to Purchase prior to PO issuance
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14.4 POST-AWARD PROCESS

Post-award activities will be conducted as per the CONTRACTOR procedures for procurement and subcontracting.
They comprise of:
 Kick off meeting

 Inspection and test plan approval
 Desk expediting
 Inspections coordination
 Vendor documents review and approval
 Transport, Logistics & receipt on site
 Spare parts procurement
 Commissioning support -vendor representative’s coordination)
For certain packages, a package manager will be appointed with the duty of coordinating the entire post(award
activities.
Material management is undertaken by the site team after receipt of the material or equipment.
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15 CONSTRUCTION
15.1 CONSTRUCTION AND COMPLETION

The Construction programs can be divided into the following four key elements:
 Hull and Marine Systems including foundation work for mooring system components
 Topsides Modules / Skid Packages/ E house
 Fabrication of mooring piles (if applicable)
 Mooring system (turret or spread-moored)
Execution of construction work relating to each of the above elements will be performed at different construction
sites. The Project Construction Execution Plan/14 establishes the framework that will be implemented in the
Construction Plan. This includes items such as construction components, sites and techniques as well as the
fabrication techniques and sequence.
The main objective of the Construction Group within the Project Team is to manage the conversion, construction,
integration and handover of the installation to commissioning in a safe, timely, and economical manner. The
Construction Manager will head the Construction Group to ensure that construction, topsides integration,
commissioning and mechanical completion milestones are all identified, planned, and integrated into the overall
project execution schedule.
15.2 SITE MANAGEMENT

The CONTRACTOR’s Construction Manager will maintain overall responsibility for the execution of the work at the
shipyard and the module fabrication sites.
The Construction Manager with his Site Managers are responsible for ensuring that subcontractors are executing
their scope of work in compliance with the terms and conditions of the contract, and within the contract schedule
and budget. Site representatives will provide support with the following site activities:
 Inspect the fabricator’s work to ensure adherence to specifications, in accordance with the approved
project QA Program
 Process and administer contract changes, such as scope or schedule changes
 Coordinate technical issues, including all design changes, with the Engineering Group using the Site
Query system
 Advise the Construction Manager of site progress and any issues requiring resolution
 Coordinate deliveries of free issued material with fabricator
 Ensure that all existing ship systems and newly delivered procured item are preserved or
accordance with CONTRACTOR’s Preservation Procedure.
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CONTRACTOR will provide an integrated resident fabrication site management team. All Project personnel at each
site report administratively through their respective site manager.
The site construction supervisors provide information of the work progress in their daily reports, which then become
input to the Project Controls Group for real-time tracking of the project. Changes in the work scope and schedule
are monitored by construction personnel, and the data is integrated into the overall site progress reports that
address schedule, cost, and contract compliance.
15.3 SYSTEMS CONSTRUCTION

Topsides modules and mooring fabrication will be contracted to yards in the Country region (mention here the
modules that shall be outsourced to the shipyard for fabrication). This ensures proximity to the engineering office,
integration shipyard, and many of the equipment suppliers, thus simplifying interface management and expediting
conflict resolution. Where possible, the floating installation crane (sheerleg) will be provided at the modules
fabrication yard for load out and delivery as well as installation.
The FPSO hull and marine conversion / construction and refurbishment work will be executed at (Shipyard).
CONTRACTOR will provide full time supervision at the topsides modules fabrication sites as well as the shipyard
construction / conversion / integration sites for the duration of the work. HSEQ and interface management will have
personnel located on-site for each of these facilities. Periodic visits to equipment manufacturing sites and other
major suppliers will also be scheduled to assure HSEQ Procedures are being enforced for their portion of the work
15.4 LOAD-OUT AND INSTALLATION (SUB-SYSTEMS)

(mention the locations where the load-out and installation of the sub-systems shall take place)
CONTRACTOR and (Shipyard) will perform the hull preparation and conversion or refurbishment works in XXX.
New build topsides modules and Mooring Systems will be fabricated in the (Country) region (mention here the
modules that shall be outsourced to the shipyard for fabrication). These fabricated systems will then be loaded out
for transit and installation onto the hull / FPSO at shipyard.
To deliver these sub-systems to their integration locations, CONTRACTOR will organize lifting equipment for
components and loose items, documentation and surveys, barge contracting, sea-fastening, towing vessels, etc.
15.5 MECHANICAL COMPLETION

CONTRACTOR, along with Subcontractors will carry out all activities and provide all services required for the
mechanical completion, onshore pre-commissioning, and offshore commissioning activities for all FPSO systems
and subsystems in accordance with the Mechanical Completions Plan that shall be developed at a later stage of the
project execution.
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Project Information Management System (PIMS) is a Completion Management System (CMS) software that will be
used to monitor and record the completion of the mechanical completion, pre-commissioning and commissioning
activities. All items of “Tagged” equipment, Instruments, pipes, cables, panels, skid, lines etc. are entered into the
database to form a complete asset register.
Each item is then allocated with Inspection Test Record (ITR) form, which must be completed to ensure the
equipment is complete in its installation and readiness to be included in the commissioning activities. The
fabricators completion team in conjunction with CONTRACTOR’s QA/QC representatives and Operations team
normally completes these tests and inspections. CONTRACTOR’s QC representative and Operations personnel
will counter sign each ITR form as the witnessing authority.
15.6 PUNCH LIST MANAGEMENT

All punch lists will be incorporated into PIMS CMS managed by CONTRACTOR’s Construction and Commissioning
Teams. The respective discipline engineers will record site-raised punch lists, by system / sub-system and by
tagged item i.e. all incomplete work, malfunction, missing material, etc. at any stage of the project. All punch list
items, which require purchasing of material for resolution, will be clearly identified in the database. These
Categories are mainly raised during construction stage as follows:
 Punch lists raised at vendor/supplier,

 Punch lists/defect list raised at module yard,
 Punch lists/defect list raised at integration yard,
 Outstanding actions or activities.
The following are captured in PIMS.
 FAT punch items when IRN is issued

 ITR punch list
 Project, COMPANY, Operations and Class Punch Walk
 Classification Society comments
 Client comments
 Operations Comments
 Commissioning Punch Item during Commissioning Activities
Specific project punch list forms will be used throughout the project in conjunction with the punch list database.
15.7 YARD SUBCONTRACT MANAGEMENT

Describe the yard subcontract management strategy based on the yard chosen for conversion
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16 COMMISSIONING
16.1 PRE-COMMISSIONING & COMMISSIONING

The CONTRACTOR’s Commissioning Manager will have overall responsibility for the execution of all pre-
commissioning and commissioning work at the shipyard, topsides fabrication yard, deep-water anchorage, any
intermediate stopover at the designated yard and offshore at the Field location. The Hook-Up/Installation Manager
will play a key role in the offshore installation of the FPSO and the FPSO connection to the mooring system and
risers
Pre-commissioning and commissioning at fabrication sites, shipyards and vendor locations are intended to find and
remedy potential problems before the equipment and systems are integrated or installed for operations offshore.
The completion and closeout of as many commissioning activities as possible in-shore reduces the risk associated
with discovering defects or performance problems at a later stage. The aim of the Commissioning process is to
eliminate as many possible issues as possible and to complete the Installation to the highest degree prior to
departure from the Yard.
The Commissioning Manager is responsible for ensuring that commissioning is executed according to the
Classification Society, contract, CONTRACTOR internal standards and the overall Project Commissioning
Execution Plan /15/.
A detailed commissioning plan will be developed in conjunction with Construction and Operations.This is important
to ensure that the critical systems are handed over to Commissioning from Construction in a timely manner to meet
the overall Project schedule.
During Pre-commissioning, all items shall be interconnected and ready to accept the proposed process fluids or
gases. The pre-commissioning phase of the work shall include power on, line testing and process simulation
without the process fluid/gases being introduced. System leak testing shall also be completed in this phase of the
work.
The Project will be structured to create an orderly workflow moving through construction, mechanical completion,
commissioning, handover to operations and start-up. This process will be fully integrated and many activities will be
conducted in parallel to achieve project completion as early as possible. Systems will be commissioned and handed
over to Operations for preservation and operation while other systems are in the final stages of construction. To
safely manage these concurrent activities a Permit to Work System will be maintained, which will allow for NOE
(notices of Energization) or LUN (Livening Up Notices) of “Live” systems. These systems will be rigorously
controlled using barriers, key locks, LUN/ NOE and signage.
The commissioning phase shall ensure that the plant or equipment is ready for the introduction of process fluids (or
alternative test fluids). The system fluids and gases shall be introduced under controlled conditions and during this
phase, final shutdown tests shall be performed, control parameters set and performance of complete system(s)
recorded. The commissioning tests shall prove operation at the full design conditions (as far as possible).
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The CONTRACTOR’s Commissioning Manager will lead the Commissioning Group while a Commissioning Team
Leader will manage the day-to-day activities. Discipline Engineers will provide support to the Commissioning Group
by supplying technical information and assisting with identification of the work scope.
During the course of the Project, CONTRACTOR’s Operations personnel will also join the Commissioning Group to
work on compilation of the system dossiers, commissioning and start-up Procedures, handover documentation and
maintenance documentation.
16.2 ONSHORE COMMISSIONING PLAN

CONTRACTOR will put in place a detailed plan showing how the transition from progress by area, to progress by
completion of systems and subsystems will be managed.
The commissioning plan will indicate which systems will be commissioned and handed over to Operations and at
what stage of the project.
The Commissioning Team will establish and agree with the Project Manager, COMPANY and Operations the
anticipated sail-away date, acceptance criteria for safety critical systems, life support systems, control systems, and
major plant components.
Onshore pre-commissioning and commissioning activities typically require substantial support from vendors or
subcontractors with substantial quantities of temporary equipment and consumables. CONTRACTOR will ensure
that vendor documentation, manuals and/or on-site support is available as required.
Systems that interface with the subsea system will be included in such onshore (pre-) commissioning activities,
including the subsea control system with the FPSO operator consoles.
Before sail-away to the site, the vessel will undergo sea trials at a deep-water location to test systems that cannot
be fully commissioned at quayside. Sea trials will be performed under conditions acceptable to Classification
Society, Marine warranty Surveyor, Operations and National Authority Rules and Regulations.
Proper scheduling of all (pre-) commissioning activities so that all floating production facility systems, all mooring
and fluid transfer systems are audited, inspected and tested prior to final inshore certification that will also help to
minimize overlaps, oversights and delay.
16.3 OFFSHORE HOOK-UP AND COMMISSIONING PLAN

As with onshore commissioning, a detailed plan, together with all relevant Procedures, will be developed showing
how the transition from transit to offshore hook-up & commissioning including the requirement for vendor and
subcontractor support together with temporary equipment and consumables. The Hook-Up and Commissioning
(HUC) Team comprising management, construction and commissioning personnel will carry out all offshore work-
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scope, with assistance from FPSO Operations, up to final handover for production start-up. After final handover, the
HUC team will assist Operations with start-up as required.
16.4 COMPLETIONS SYSTEM

Testing and commissioning will be carried out using in house developed procedures (CTPs) by the
CONTRACTOR’s Completions and Operations Teams. Vendor input to the procedures will also be used. A
Completions Manual will be prepared and complemented with a fully developed integrated planning for all related
activities. An extremely detailed tracking system will be established in the PIMS to the level of individual pipe spool
connection and test, and sub-system test by discipline and by task. This will assure testing and commissioning is
performed in a sequential and traceable manner.
All commissioning activities at the Shipyard will be carried out in accordance with the Project Commissioning
Execution Plan /38/ and Commissioning Procedures that shall be developed by CONTRACTOR.
The Project Completions Manual is the basis for the execution, verification and documentation for achievement of
completion. The purpose of this document is to define the activities to be performed related to project completions
and the persons responsible for completing them. The document will show the most appropriate phasing of
activities consistent with achieving full FPSO facilities operating with maximum reliability; it will also describe how
the following commissioning related activities could be achieved:
 Commissioning at work sites (i.e. Construction and conversion yards),

 Sea trial activities,
 Identification of the activities which will be commissioned in the field (i.e. offshore) due to their nature or
their functionality (involving hydrocarbon flow).
 Hand-over
During the engineering phase of the project the Completions Team will define and prepare the completion scope of
work related to the phases/areas of the project. The completions team is therefore already involved during the very
early stages of the project and is very familiar with its structure, its equipment and its integration requirements.
16.5 SYSTEM COMPLETION:

A system responsibility matrix (SRM) will be generated. The purpose of the System Responsibility Matrix (SRM) is
to identify all systems in a summary format with ‘A’, ‘B’ and ‘C’ scope progress included. For each system/Sub-
system a project discipline supervisor is nominated as the person responsible for ensuring that the system/sub-
system is completed as per the indicated priority and schedule date. The matrix also identifies the support discipline
supervisor, who is responsible for ensuring that their part of the scope is complete. Finally, the SRM identifies the
Operations supervisor who is responsible for following the system progress on-site.
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The SRM will be reviewed regularly with the site management and the discipline supervision to identify problem
areas and schedule constraints.
16.6 SYSTEM HANDOVER; CONSTRUCTION TO COMMISSIONING

The Construction Execution Plan /14/ and the Commissioning Execution Plan /15/ will define the philosophy
for the handover of responsibility between Construction, Commissioning and the final transfer to Operations in
accordance with the contract. It will provide an overall strategy for the project such that:
 Important check points are identified and witnessed

 Responsibilities for handover are stated
 The contractual milestones are defined and integrated into the overall philosophy
 Ensuring that there are no misunderstandings between the interested parties and ensure the safe and
timely completion of the project
 Complete System Hand-Dossiers, with accurate “red marked” as builds and all inspection and test
records, will be available
CONTRACTOR’s preference is to have an integrated Construction and Commissioning Team where the
responsible discipline engineer identified on the SRM follows the system through form construction to
commissioning to operation.
16.6.1 SYSTEM HANDOVER TO OPERATIONS

CONTRACTOR’s Commissioning Team will then prepare a system hand-over dossier, which is a compilation of the
documentation, Commissioning Test Procedure (CTP) and the system handover certificate.
The handover dossier demonstrates to the Operations Team and COMPANY that systems are complete, tested,
and ready for operations. Further information can be obtained from the Commissioning Execution Plan /15/ and
the Guidelines for Handover of Systems from Projects to Operations /37/
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17 SAIL-AWAY
17.1 SEA TRIALS PROCEDURE

(where applicable)
There are several tests and Procedures that the vessel is not able to carry out alongside the yard quayside that
must be completed as in shore tests or anchorage tests prior to the vessel receiving full Classification, Marine
Warranty Surveyor and Flag State approval to sail to the Field.
For Vessel propulsion tests, there will the following tests to conduct:
 Maneuvering and speed tests, (if vessel shall sail under own power)
 Emergency stops, (if vessel shall sail under own power)
 Steering gear tests, (if vessel shall sail under own power)
For general equipment tests, the following items will be covered at a close anchorage to the shipyard;
 Stagger Tests on the vessel Cargo & Ballast tanks,

 Cargo system & Piping,
 Ballast system & Piping,
 Draught indicators,
 ICCP system,
 Cargo Pumps,
 Tank Radar systems,
 Tank temperature systems,
 Anchors and windlass systems, (where applicable)
 Compass calibration, (where applicable)
 Navigation equipment, (where applicable)
 Life boats
 Communications equipment.
 LSA/FFA tests
 Security systems
In addition to the systems listed above, there will be a continued progress on the topsides testing with deluge and
fire monitor systems being tested to a greater degree at anchorage than alongside testing would allow.
17.2 OPERATOR TRAINING ON SYSTEMS

From project commencement, several FPSO operations personnel will be made available to work as part of the
Project Team. Operations personnel will work with the Commissioning Team to effect smooth hand-over of the
systems. This hand over will start at the construction/ conversion shipyard with the vessel systems. Operations staff
will have input to the Commissioning Test Procedures (CTPs) and will assist the Commissioning Team during the
completion of the systems. They will therefore gain trouble-shooting and an in-depth hands-on knowledge of each
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system prior to and during handover. These activities will form part of the Competency and Training Assurance
scheme. Operations personnel will have the responsibility for managing the vessel during the voyage to site.
17.3 PREPARATION FOR SAIL-AWAY
CONTRACTOR plans to load the necessary spares/stores onto the FPSO before its departure from the
shipyard. This shall include, but not be limited to, the following: This section shall be updated by the Project
Manager prior to vessel sail away.
 Spare parts requirements (2 years plus insurance) and as per Contract’s requirement for each
item of machinery or equipment, including ship’s original equipment.
 All temporary equipment required to operate or support the Hook-Up & Commissioning
(HUC) offshore campaign.
 All scaffolding and rigging required and pre-staged to the greatest extent possible to execute HUC
offshore campaign.
 All conventional hand and power tools required to carry out maintenance and adjustment tasks on
each item of machinery or equipment, as defined in the manufacturer’s documentation.
 Special non-standard tools specified by machinery and equipment manufacturers for certain
maintenance or adjustment tasks on their equipment.
 Medical stores in accordance with COMPANY, CLASSIFICATION SOCIETY and Flag State
requirements.
 Consumable stores for the duration of the transit, the duration of the HUC campaign plus a 30 days’
supply from Handover and Ready for Start-Up Certificate (System basis).
 The FPSO shall be bunkered, as per Contract’s requirement, with the first load of fuel, lube oil,
chemicals, water (potable and distilled). This shall be defined as:
 Fuel storage tanks - 90% tank space.
 Potable and distilled water tanks - 90% tank space.
 Lube oil: All diesel engines and turbine sump tanks full to the maximum operating level plus 90%
tank space.
 Chemicals - 60 days’ supply of chemical required for subsea and topsides process Systems
A pre-Sailaway Readiness Review will be conducted prior to the installation departing for the voyage to site.
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17.4 TRANSPORTATION & IMPORTATION

(mention the means of transporting the vessel from the yard to the location at site i.e. self-propulsion, dry/wet tow.
Responsible party for the voyage etc.)
A voyage plan for the transport to site will be prepared. The Operational procedures for the voyage, including
medevac, emergency response and security will be onboard and be familiar to the personnel. The Operations
Management System, including permit to work, risk assessment and isolation will be used following departure from
the anchorage. Classification Society and Flag Approvals for departure will have been gained. The documentation,
permits and certificates required for importation into the country of operation will be available.
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18 OFFSHORE INSTALLATION
(depending on the scope of work, mention below the step wise hook-up activities that will be conducted at site)
The hook-up of the FPSO to the pre-installed Mooring and riser system will be carried out by
CONTRACTOR/COMPANY, as per defined scope of work, in accordance with approved procedures. These
procedures will be a Project deliverable and will be subject to review and approval by COMPANY and the
applicable Regulatory Authorities.
An Offshore Installation Execution Plan will be written to outline the stages of the work and how they will be
undertaken.
There are specific weather criteria that limit different stages of the hook-up operations. These apply for the
safeguarding of personnel and equipment and are essentially concerned with wind, wave and current induced
vessel motions that could result in overloading of equipment or making the personnel working environment unsafe.
The weather criteria will be further defined in the Offshore Hook-Up Procedure that shall be developed at a later
stage of the project execution.
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19 START-UP
The Operations team for start-up will comprise of their normal operating crew, supported by a select team of
CONTRACTOR’s commissioning personnel, specialists from the head office and key vendor representatives.
CONTRACTOR will complete final commissioning of the FPSO on a system-by-system basis demonstrating that
each system is ready for start-up and testing, then integrated testing of the systems together with the subsea
equipment. This will be prior to the introduction of hydrocarbons.
Systems will be progressively handed over to Operations as for the onshore and anchorage commissioning
process. The start-up of the FPSO will be managed by the Operations personnel, with support from the
commissioning team. Vendor representatives will be mobilized as necessary to supervise start-up of their relevant
equipment, and perform all on-site performance tests necessary.
The clearing of punchlist items will continue at this stage.
The Commissioning and Operations personnel shall assure that a complete and accurate set of “red lined” as-built
documentation is available in the FPSO Library on-board prior to Start-Up.
A formal Pre-Start-up Readiness Review will be conducted prior to the introduction of hydrocarbons.
Hydrocarbons will be introduced after having received confirmation from relevant parties, not limited to (HSE
Inspector/O.I.M./COMPANY) that the FPSO is ready for Start-Up.
Following Start-Up there shall be several Systems to be commissioned with product on board. These include but
are not limited to:
(the systems shall vary depending on the type of project)
 Power Generation running on various fuel types,

 Oil processing
 Water Injection
 Gas processing system
 Produced water processing
 Export systems
 Metering systems.
These Systems will be commissioned by the integrated team of the Project Commissioning and Operations
personnel. Completed Systems will be handed over to Operations in accordance with the Guidelines for
Handover of Systems from Projects to Operations /37/.
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20 INSTALLATION HAND-OVER
Following the handover of systems and integrated testing that are necessary to satisfy the various stages of the
handover of the installation, the Commissioning Team will present the certificate for the relevant milestone.
This certificate will be signed by Project, Operations and the COMPANY (where contractually obliged).
Reference can be made to the Guidelines for Handover of Company Oil & Gas Installations from Projects to
Operations /33/
The handover shall take places in three Stages
Stage 1 – prior to vessel sail-away
Stage 2 – upon receipt of first oil
Stage 3 – completion of performance & installation acceptance
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21 CLOSEOUT DOCUMENTATION
CONTRACTOR will carry out closeout reporting internally, in accordance with the CONTRACTOR’s standards and
in accordance with the contract.
The following shall form a part of the close out documentation:
As-built documentation
As-built documentation will be delivered to the vessel, the shorebase and the head office.
This documentation will include all changes and red-lining performed during construction and commissioning.
Documentation for Operation Handover Procedure will be used for the transfer of documentation from Project to
Operations. Please also refer to the Guideline for Handover of Company Oil & Gas Installations from Projects
to Operations /33/ and the Corporate Standard for As Built Documentation Requirement.
Management of warranty period (if applicable)
During the warranty period following the acceptance of the vessel, the CONTRACTOR’s single point of contact for
any warranty issue shall be (xxx). Warranty issues shall be raised using a warranty form provided by the
CONTRACTOR. The Operations Warranty Claim Procedure lists down further details for handling the warranty
claims.
Management of residual punch list items
Any remaining punch list item from the project will be taken over by the FPSO Operations team and included in the
maintenance program of the vessel for rectification planning and traceability of close-out.
Restitution of unused COMPANY provided items
In case of any unused COMPANY provided items or surplus material provided by COMPANY will be returned to the
COMPANY or scrapped as per the COMPANY’s instructions.
Contractual close-out (if applicable)
Once all invoices and payments have been cleared, delivered, milestone certificates approved by the COMPANY
and punchlist items rectified and/or agreed with Operations, the project can be closed.
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22 OPERATIONS ORGANIZATION PLANNING AND PHILOSOPHY

Reference is to be made to specific operations related documents that shall be developed for the specific project
23 DECOMMISSIONING PLAN
Reference is to be made to specific documents, procedures and work plans and philosophies that shall be
developed for vessel decommissioning post completion of the contract
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APPENDIX 1 WORK BREAKDOWN STRUCTURE

Project Manager to update the actual WBS prior to submission of the PEP
This document is the confidential property of Bumi Armada Berhad Group of Companies (“BABGC”). Neither the whole nor any part of this document may be disclosed to others or reproduced, stored in a retrieval system, or disseminated and transmitted in any form by any means
(including but not limited to electronic, mechanical, reprographic recording or otherwise) without prior written consent of BABGC. The controlled version of this document resides online in EDCS. Printed copies are uncontrolled.
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APPENDIX 2 HANDOVER FLOW CHART (ON PROJECT COMPLETION)
This document is the confidential property of Bumi Armada Berhad Group of Companies (“BABGC”). Neither the whole nor any part of this document may be disclosed to others or reproduced, stored in a retrieval system, or disseminated and transmitted in any form by any means
(including but not limited to electronic, mechanical, reprographic recording or otherwise) without prior written consent of BABGC. The controlled version of this document resides online in EDCS. Printed copies are uncontrolled.

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PROJECT EXECUTION PLAN

Document Type Plan

Process Owner Project Integrated Delivery

Review Period 1 Year ☐ Not Required ☐

Date Name Title Format

Revision No. Date Revision Description

1 EXECUTIVE SUMMARY .............................................................................................................9

2.1 THE PROJECT ............................................................................................................10

3 ABBREVIATIONS AND KEY DEFINITIONS ............................................................................11

5 PROJECT DEFINITION ............................................................................................................17

5.1 COMPANY / PARTNERSHIP ......................................................................................17

6 SCOPE OF WORK ...................................................................................................................24

6.1 SCOPE ........................................................................................................................24

7 PROJECT EXECUTION STRATEGY .......................................................................................25

7.1 PROJECT OBJECTIVES .............................................................................................25

7.3.2 CRITICAL PATH ..........................................................................................................29

8.1 OBJECTIVES ..............................................................................................................31

9 PROJECT HSSE .......................................................................................................................38

9.1 INTRODUCTION .........................................................................................................38

10 PROJECT QUALITY MANAGEMENT ......................................................................................45

10.1 PROJECT QUALITY OBJECTIVES .............................................................................46

11 PROJECT CONTROL ...............................................................................................................52

11.1 PROJECT PLANNING AND SCHEDULING ................................................................52

12 REGULATORY FRAME WORK ...............................................................................................55

12.1 CLASS AND NOTATION .............................................................................................55

13.1 ENGINEERING ACTIVITIES .......................................................................................59

14 SUPPLY CHAIN MANAGEMENT .............................................................................................61

14.1 SOURCING .................................................................................................................61

15.1 CONSTRUCTION AND COMPLETION .......................................................................65

16.1 PRE-COMMISSIONING & COMMISSIONING .............................................................68

17.1 SEA TRIALS PROCEDURE ........................................................................................72

18 OFFSHORE INSTALLATION ...................................................................................................75

21 CLOSEOUT DOCUMENTATION ..............................................................................................78

22 OPERATIONS ORGANIZATION PLANNING AND PHILOSOPHY ..........................................79

23 DECOMMISSIONING PLAN .....................................................................................................79

2.1 THE PROJECT

3 ABBREVIATIONS AND KEY DEFINITIONS

ABS - AmericanBureau of Shipping

AFC - Approved for Construction

ALARP - As Low as Reasonable Practicable

bopd - Barrels of Oil per Day

BTEX - Benzene Toulene Ethylbenzene Xylene

DNVGL - Det Norske Veritas Germanischer Lloyd

DPM - Deputy Project Manager

EDCS - Electronic Document Control System

EERS - Escape Evacuation and Rescue Study

EPFM - Engineering, Plant, Facilities Management

EPICC - Engineering, Procurement, Installation, Construction & Commissioning

ESDV - Emergency Shutdown Valve

FPSO - Floating Production Storage Offloading

FSA - Formal Safety Assessment

HSE - Health, Safety & Environment

HSE - Health, Safety and Environment

ISPS - International Ship and Port Security

IVB Independent Verification Body

LTI - Lost Time Incident

OIM - Offshore Installation Manager

OPEX - Operational Expenses

PEP - Project Execution Plan, (this document)

PFEER - Prevention of Fire & Explosion and Emergency Response Regulations

PMT - Project Management Team

Project or Facility - Xxx Field Development