S-000-5520-051 - 0 Project Quality Plan

Oman Refineries and Petrochemicals Company LLC.
PROJECT QUALITY PLAN

Sohar Refinery Improvement Project S-000-5520-051
Sultanate of Oman Rev.0
Job No : 120476 / JI-02022
REVISION HISTORY
Total
Revision List of Updated / Modified Sections
Purpose Number of
Number (if any)
Sheets
Incorporated Owner
B 34 Added project KPI
Comments
S-000-5520-051 Rev B 2 OF 34
Oman Refineries and Petrochemicals Company LLC. PROJECT QUALITY PLAN
Job No : 120476 / JI-02022
TABLE OF CONTENTS
1.0 GENERAL............................................................................................................................ 5
2.0 PURPOSE............................................................................................................................ 7
3.0 SCOPE ................................................................................................................................ 7
4.0 QUALITY SYSTEM .............................................................................................................. 7
5.0 NORMATIVE REFERENCES............................................................................................... 8
6.0 ABBREVIATIONS AND DEFINITIONS ................................................................................ 8
7.0 PROJECT QUALITY POLICY STATEMENT ..................................................................... 10

7.1 PROJECT OBJECTIVES ............................................................................................................ 11
7.2 PROJECT KPI ............................................................................................................................. 11
7.3 PROJECT DOCUMENT & PQMS EVOLUTION ......................................................................... 11
8.0 MANAGEMENT RESPONSIBILITY ................................................................................... 12

8.1 RESPONSIBILITIES AND AUTHORITIES .................................................................................. 12
8.2 MANAGEMENT REVIEW ............................................................................................................ 16
8.3 OWNER FEEDBACK .................................................................................................................. 17
9.0 CONTROL OF DOCUMENTS & DATA ............................................................................. 17
10.0 CONTROL OF RECORDS ................................................................................................. 18
11.0 TRAINING .......................................................................................................................... 18
12.0 INFRASTRUCTURE AND WORK ENVIRONMENT ......................................................... 19
13.0 CONTRACT REVIEW ........................................................................................................ 20
14.0 DESIGN & ENGINEERING ................................................................................................ 20

14.1 DESIGN AND DEVELOPMENT PLANNING ............................................................................. 20
14.2 DESIGN AND DEVELOPMENT INPUTS .................................................................................. 21
14.3 DESIGN AND DEVELOPMENT OUTPUTS .............................................................................. 21
14.4 DESIGN AND DEVELOPMENT REVIEW ................................................................................. 22
14.5 DESIGN AND DEVELOPMENT VERIFICATION ...................................................................... 23
14.6 DESIGN AND DEVELOPMENT VALIDATION ......................................................................... 23
14.7 CONTROL OF DESIGN AND DEVELOPMENT CHANGES ..................................................... 23
15.0 PURCHASING ................................................................................................................... 23
16.0 SUBCONTRACTOR MANAGEMENT ................................................................................ 25
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Oman Refineries and Petrochemicals Company PROJECT QUALITY PLAN
LLC. S-000-5520-051
Sohar Refinery Improvement Project Rev.B
Sultanate of Oman Job No : 120476 / JI-02022
17.0 PRODUCT IDENTIFICATION AND TRACEABILITY....................................................... 25
18.0 CONTROL OF OWNER SUPPLIED PRODUCT ( NOVATED ITEMS) ............................. 27
19.0 HANDLING, STORAGE, PACKAGING, PRESERVATION AND DELIVERY .................. 27
20.0 CONTROL OF MONITORING AND MEASURING DEVICES .......................................... 28
21.0 CONTROL OF NON-CONFORMING PRODUCT ............................................................ 29
22.0 QUALITY AUDIT ............................................................................................................. 30
23.0 FINAL DOCUMENTATION / MANUFACTURER RECORD BOOK .................................. 30
24.0 IMPROVEMENT AND CLOSING OUT ............................................................................ 30
25.0 CONSTRUCTION ............................................................................................................ 31
26.0 PRE-COMMISSIONING & COMMISIONING ................................................................... 31
27.0 CHANGE MANAGEMENT PROCESS............................................................................. 32
28.0 RISK MANAGEMENT...................................................................................................... 32
29.0 CORRECTIVE AND PREVENTIVE ACTION ................................................................... 32
30.0 MONITORING AND MEASUREMENT OF PRODUCT .................................................... 33
31.0 MONITORING AND MEASUREMENT OF DATA AND IMPROVEMENT ........................ 34
ANNEXURES ............................................................................................................................. 34
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Job No : 120476 / JI-02022
1.0 GENERAL
OMAN REFINERIES AND PETROCHEMICALS COMPANY LLC, a company incorporated under
the laws of the Sultanate of Oman-hence forth called “Owner” is developing the project, comprising
the improvement and expansion of the plant facilities and associated infrastructure at the existing
Sohar refinery for the production of various downstream products. The plant capacity is improved
from 116,400 BPSD to 187,774 BPSD Oman Export Blend (OEB Crude) + Long Residue. The
owner has entered into front end engineering, design and project management consultancy
agreement in respect of the project with CBI Lummus (the FEED Engineer) for the project. The
project has been awarded to Daelim Industrial Co., Ltd and Petrofac International limited the joint
venture partners for Engineering, Procurement, Construction, Commissioning, Performance testing
& completions effective from 25/11/2013 Project period for mechanical completions is 34 months
from effective date. The Owner has separately initiated procurement of 4 (Four) Long Lead Items
which shall be novated to the Contractor pursuant to this agreement.
Fig 1: General Plant Layout
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PROCESS UTILITIES / STORAGE / LOADING

Unit Description Unit Description
Number Number
1400 Crude Distillation Unit 2 (CDU2) 7000 Utility Facilities Common 2
1500 Vacuum Distillation Unit (VDU) 7100 Power Plant, Electricity and
Distribution System 2 (ELC2)
1700 Hydrocracking Unit (HCU) 7200 Sea Water Intake Station 2 (SWI2)
1800 Bitumen Blowing Unit (BBU) 7300 Water System 2 (WS2)
1900 Kerosene Merox Process Unit 2 7310 Secondary Cooling Water System 2
(KMU2) (SCWS2)
2400 Delayed Coker Unit (DCU) 7320 Sea Water Desalination System 2
(SWD2)
2500 DCU LPG Merox Process Unit 3 7340 Potable and Service Water System 2
(LMU3) (PWS2)
3000 7400 Steam and Condensate System 2
Sour Water Stripping Unit 2 (SWS2)
(STM2)
3050 7500 Fuel Gas and Natural Gas System 2
Sour Water Stripping Unit 3 (SWS3)
(FG2)
3100 7600 Instrument and Plant Air System 2
Amine Regeneration Unit 2 (ARU2)
(IA2)
3900 Hydrogen Generation Unit 2 (HGU2) 7700 Nitrogen System 2 (N2-2)
4300 Isomerization Unit (ISOM) 8100 Feedstock and Slop Tankage 2
4400 Sulfur Recovery Unit 2 Train 1 (SRU2- 8200 Product and Component Tankage 2
1)
4500 Sulfur Recovery Unit 2 Train 2 (SRU2- 8300 Truck Loading Facilities 2
2)
4600 Tail Gas Treating Unit 2 (TGU2) 8400 Marine Loading Facilities 2
4700 Sulfur Granulation and Packing Unit 2 8500 Waste Water Treatment Facilities 2
(SGU2) (WWT2)
8800 Buildings 2
REVAMPING PROCESS 8900 Flare System 2(FLR2)
Revamping
1100 Crude Distillation Unit (CDU) 6100/6200 Tank Farm
1200 CDU LPG Merox Process Unit (LMU) 6400 Waste Water Treatment
1300 CDU Kerosene Merox Process Unit 6500 Marine Loading Facility
(KMU)
2000 Resid FCC Reactor Regenerator
Existing Plant Tie-in : 116tp
Section (RFCC RXRG)
Table 1: Outline of Scope
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The Project Quality Plan is designed to be compatible with the operations, organizational structure
and working practices of CONTRACTOR while fully accommodating OWNERs stated needs and
expectations.
This project will be executed in accordance with CONTRACTORs established Standards and
Procedures covering all the phases of the Work, all in accordance with
• Quality System conforming to ISO 9001:2008 and the following requirement,
• Quality Assurance and Quality Control requirements as stated in Section-9 of Volume-6.1,
Part-2 Job Instructions.
• Local Regulations and statutory requirements of Sultanate of Oman.
The project quality management system is fully integrated on its own. That means, not only the
home office based engineering and procurement activities but also the Construction Quality
Program supports the overall Project Quality Plan.
Effective site quality surveillance during fabrication, construction, mechanical completion, pre-
commissioning, commissioning and start-up to ensure comprehensive quality compliance
throughout.
2.0 PURPOSE
This Project Quality Plan for Sohar Refinery Improvement Project provides the foundation to
harmonize the quality of products & services of the Joint venture of Daelim Industrial Co., Ltd &
Petrofac International Limited with the requirements of the OWNER. This Project Quality Plan is the
roadmap of Quality Management System followed for this Project.
3.0 SCOPE
The Scope of this Project Quality Plan encompasses activities during Engineering, Procurement,
Construction, Testing, Commissioning, Performance testing & completion. The Joint Venture
partners will follow their respective perennial Quality Management System for all activities except
the scopes of bulk Procurement and Construction activities This Project Quality Plan also includes
the activities of all subcontractors including suppliers. This Project Quality Plan is implemented
effectively from the date of approval by the OWNER.
4.0 QUALITY SYSTEM

CONTRACTORs has established and implemented a Quality Management Systems in accordance
with ISO 9001:2008. The Project Quality Management System comprises of this Project Quality
Plan, CONTRACTORS’s Corporate Quality Control Procedures, Inspection and Test Plans and the
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Construction Method Statements. This Project Quality Plan is applicable to quality activities of this
project. Project Quality Manager is responsible for establishment, implementation and maintenance
of this Project Quality Plan and Project Procedures. Project Director is ultimately responsible for
implementation the Project Quality Management System in accordance with this Project Quality
plan and Project Procedures. The Project Execution Plan Corporate QMS are the basis for, and
main inputs to, the project Quality Management System. The project QMS is described in this
Project Quality Plan which bridges the corporate and project quality requirements. Project
procedures are created when necessary to expand or vary standard corporate procedures to suit
the project and form part of the project QMS. Project Execution Plan shall cover the strategies for
the execution of each phase of the Work and how the Work will be carried out quoting the relevant
plans and procedures.
5.0 NORMATIVE REFERENCES

International Standards:
ISO 9000: 2005 Quality Management Systems – Fundamentals and Vocabulary
ISO 9001: 2008 Quality Management Systems – Requirements
ISO 9004 QMS - Managing for the sustained success of an organization
ISO 10005 Quality Management Systems - Guidelines for quality plans
ISO 19011: 2002 Guidelines for Quality and/or EMS Auditing
ISO/TS 29001 QMS in oil and gas sector
ISO 10006 QMS - Guidelines for quality management in projects
OWNER Document:
S-000-5110-010 Job Instructions - Section 9 - Quality Management
6.0 ABBREVIATIONS AND DEFINITIONS

AFC Approved For Construction
Systematic, independent and documented process for obtaining audit evidence
Audit and evaluating it objectively to determine the extent to which audit criteria are
fulfilled.
CAR Corrective Action Request
Contractor Daelim-Petrofac JV
CQCP Corporate Quality Control Procedure
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DPJV Daelim Petrofac Joint Venture

E&C Engineering & Construction
e.g. Example
EPF Engineering, Procurement and Fabrication
HSE Health Safety & Environment
IDC Inter Discipline Check
ITP Inspection and Test Plan
ITR Inspection and Test Record
JV Joint Venture
KPI Key Performance Indicator
LLI Long Lead Items
NC Non conformance
NCR Non conformance Report
NDE Non destructive Examination
Owner Oman Refineries and Petrochemicals Company LLC
PCM Project Control Manager
PD Project Director
PEM Project Engineering Manager
PIL Petrofac International Limited
PM Project Manager
PMI Positive Material identification
PO Purchase Order
PP Project Procedures
PQD Project Quality Documents
PQP Project Quality Plan
PR Purchase Requisition
PRM Project Procurement Manager
QCE Quality Control Engineers
QCP Quality Control Procedure
QM Quality Management Team
QMS Quality Management System
ROS Required on Site
SCM Subcontracting Manager
SDC Site Document Controller
SME Subject Matter Expert
TDR Technical Document Register
TPI Third Party Inspection
VDR Vendor Document Register
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Job No : 120476 / JI-02022
7.0 PROJECT QUALITY POLICY STATEMENT

• Daelim-Petrofac SRIP Joint Venture – DPJV will engineer, build and commission a plant
that produces to specification, is intrinsically safe in terms of integrity, constructability,
operability and maintainability, and is environmentally sound.
• Daelim-Petrofac SRIP Joint Venture – DPJV will cost effectively implement the work
processes and execution methods, while continually Improving through the application
of “lessons learned” from experience gained on subject and other projects.
• Daelim-Petrofac SRIP Joint Venture - DPJV will maintain focus on stakeholder
satisfaction, both internal and external.
We will do this by:
• Actively communicating quality, setting goals for quality, reviewing and monitoring,
improving performance on quality
• Jointly implement Lessons Learned procedure.
• Monitor the effective implementation of the quality policy by establishing and monitoring
Key performance indicators
Project Director (DPJV)
Name: Y. S. Yi
Date: Jul. 08, 2014
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7.1 PROJECT OBJECTIVES

a) The objectives of the PROJECT is to design safe, reliable and detailed engineering to
satisfy intended purpose built according to specification, procurement and supply of
equipment and materials, construction and erection, pre-commissioning, commissioning,
start-up and performance test of the PROJECT and training of the OWNER’s personnel
to the joint collaboration of Contractors.
b) The Project Quality Policy Statement endorsed by PD in the PQP shall be implemented
by all personnel assigned to this Project to complete successfully the facilities according
to the contractual requirements including laws, regulations and code requirements by
preventing nonconformity at all stages from construction, installation and hook-up to
mechanical completion, pre-commissioning, commissioning and start-up.
c) All personnel shall fulfil their assignments as outlined in this Project Quality Plan, achieve
the quality requirements and continuously improve the Project Quality Management
System.
d) Implementing a Quality Audit Program to evaluate the effectiveness of the Project Quality
Management System during Design, Procurement, Construction & Commissioning.
7.2 PROJECT KPI
Target
Discipline KPI Metric
Customer satisfactory survey conducted >70

Customer satisfaction
(Once a year) Point
General
Audits conducted / Audits planned
Audits conducted 100%
(Against audit schedule)
Number of closed audit finding (Within due da
Engineering Audit findings closure >90%
te) / Number of total audit finding
&
Procurement NCR pending rate NCR pending beyond due date <5%
Weld repair rate (Number of rejected RT Joints /Total Number

<5%
(Piping) of RT Joints) x100
NCR pending rate NCR pending beyond due date <5%

Construction
Including RFI (Request For
Commissioning Inspection) Conducted / Planned (Monthly) >80%
Conducted rate
(Number of completed RT / Number of
RT completed rate >90%
requested RT) x 100 (Monthly Cumulative)
7.3 PROJECT DOCUMENT & PQMS EVOLUTION
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The QMS is evolved by adopting the some of the applicable relevant / modified procedures from
Daelim / PIL incorporating the stated and implied needs of the OWNER. On successful
implementation of the system, the same is improved by feedbacks, audits, reviews etc. to
continually improve the project Quality Management System.
Fig 2: PQMS Evolution
8.0 MANAGEMENT RESPONSIBILITY

8.1 RESPONSIBILITIES AND AUTHORITIES
Project Director
Project Director (PD) is totally responsible for Quality Management of this project. It is done by
achieving its project execution policy and/or quality objectives. The Quality Management team
advises PD & PM of the performance of project quality management.
The main responsibilities and authorities of key positions of PROJECT toward QMS issues include
but not limited to:
• Establish Project Quality Policy and Objectives,
• Approve Project quality procedures,
• Establish and monitor Project processes,
• Conduct management reviews for overall Project QMS,
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• Periodically convene meetings for reviewing Project progress, cost and quality control
outcomes; coordinate and resolve the existing problems,
• Coordinate the internal and external interfaces,
• Assist PQM to put forward the corrective actions for critical quality issues,
• Reviewing and authorizing changes to, or deviations from, the quality plan.
Project Quality Manager (DPJV PQM / PQM)
• Establish Project QA/QC System set-up: Establish Project Quality team and organization,
develop Project Quality Plan, identify key procedures and monitor implementation.
• Project quality plan: Preparation of project quality plan with details on quality practices,
resources and sequence of activities relevant to a particular contract/project. Establish
Quality Audit schedule for each project encompassing the specific project requirements.
• Project audit plan: Responsible for the planning and maintenance of the project audit
programme, which takes into consideration the status and importance of the process and
activities to be audited. Approve audit reports.
• Manage Continual improvement: Ensure project KPI’s are defined, measured, monitored
and actions implemented for any identified gap. Monitor and analyze Customer Satisfaction.
Analyze quality information (audit results, process / product non-conformities, feedback etc.)
and identify corrective and preventive actions. Conduct management review of the quality
management system and monitor implementation of management review actions.
• Feedback performance to project management and Corporate QA Manager.
• Manage supporting staff: Manage a multi discipline team of QA/QC personnel. Align the
quality resources with business needs and assure effective coverage of the project.
Inspection Coordinator
• Monitor project compliance with quality plan: Prepare of ITP with details on quality
practices, resources and sequence of activities relevant to a particular contract/project.
Establish Q/C schedule for each project encompassing the specific project requirements.
• Approval of supply sources: Appraise vendor’s capability to provide suitable
product/service for given application. Petrofac performs this approval based on previous
satisfactory experience; formal visits to vendors and by performing review on vendor-
supplied documents (ISO/QA manuals).
• Convene pre-inspection meetings: Convene pre inspection meetings and establish the
approved quality plan, contract and Petrofac quality procedures. Obtain attendance of the
audit team and appropriate representatives from suppliers and clients.
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• Manage vendor inspection program: Plan for inspection visits TPI (Third Party
Inspectors)/RI(Resident Inspectors) through the procurement department. Ensure
availability of all necessary documents at inspection release. Also perform surveillance
activities and monitor production process. Determine significant departures from approved
quality plan and other non-conformances.
• Evaluate new quality/test methods, processes and materials to determine effect on quality
plans.
• Integrate with and work along side the expediting team and perform all related tasks as and
when requested by the supervisor.
Site QA/QC Manager (SQM)
• Implement quality plan at site: Ensure distribution of Site Quality Plan and related
documents, ensure site quality induction and orientation. Identify key site procedures &
documents and Ensure timely preparation, review and implementation of site construction
documents like quality control plan / ITPs, process control procedures, formats for recording
process results etc. on a timely manner.
• Implement subcontractor surveillance plan: Review and ensure all aspects of
subcontractor’s quality system related to the site are conducted regularly.
• Manage site inspection program: Ensure proper planning and notification for inspection
visits of QC team (planned and unplanned). Ensure availability of all necessary documents
at inspection release. Also perform surveillance activities and monitor production process.
Determine significant departures from approved quality plan and other non-conformances.
• Manage Client representative: Maintain cordial relationship with Client Site
Representatives and ensure that client quality requirements are understood, agreed and
fulfilled.
• Manage Sub-contractor Quality Team: Manage and monitor Sub-contractor Site
Representatives to ensure that Sub-contractor quality team work efficiently and effectively at
site. Monitor their quality performance and report. Schedule meetings to resolve specific
interface issues.
• Evaluate new quality/test methods, processes and materials to determine effect on quality
plans.
• Manage Continual improvement: Ensure site KPI’s are measured, monitored and actions
implemented for any identified gap. Implement Lessons Learned where relevant at site.
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Analyze quality information (audit results, process / product non-conformities, feedback etc.)
and identify corrective and preventive actions.
• Reports progress/status related to quality system on a regular basis to project site
management and project Quality Manager.
• Manage supporting staff: Manage a team of QA/QC engineers, coordinators, Inspectors
and/or Document Controller (QA/QC) as relevant to support the quality activity. Align quality
engineering resources with business needs and assure effective coverage of the project
load.
Site QA/QC Supervisor / Engineer / Inspector
• Study and understand the project scope and specifications as well as the ITP’s and Method
statements with respect paining and insulation.
• Receive the RFI (Request for Inspection) from the discipline staff and carry out the
inspection of the painting and insulation as per the ITP, identify any discrepancies and
generate the Non Conformance Report.
• Carry out inspection of work in progress including checking if the right procedure is followed
for the welding as well as the check for the qualification of the welding personnel and the
kind of materials being used for the process.
• Oversee the NDT process carried out by the sub-contractors ensure that the right joints are
considered for the testing as per the ITP. Collect the film from the sub contactors post NDT
and generate reports on the findings.
• Ensure that the weather conditions are suitable for painting, check if the right materials are
being used for blasting, check surface profile prior to the painting process.
• Coordinate with the discipline engineers to ensure corrective action on the above thereby
ensuring the closure of the NC’s raised.
• Ensure that necessary levels of reliability in equipment and systems are reached by the
correct specification of requirements through to proper installation, commissioning and test.
• Report any major Quality issues to the Quality Manager of the Project Management Team.
• Coordinate with the Project’s Safety, Environment and certification engineer and ensure that
all statutory requirements are met.
• Plan and direct internal and external quality audits as well as analyse the results, issue audit
reports followed by the assessment, monitoring and verification of the implementation of
corrective actions.
• Review of all certification and documentation to ensure validity and compliance with
specifications, drawings, manufacturing and inspection test plans.
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• Liaise with the Engineering Manager for the resolution of construction requests for
clarification, site queries and non-conformances.
• Generate daily, weekly and monthly reports on the quality status of all activities with their
schedule for completion.
• Carry out any other duties as and when required.
Other Managers
All discipline managers are responsible for provision of qualified personnel and suitable tools to
execute QC activities related to their discipline.
In close conjunction with PQM, they pro-actively monitor the quality status and follow-up
nonconformities and corrective / preventive actions.
• Implement and execute the strategies made by the Project Management Team,
• Facilitate and decision making for Project plans and works for their own portion,
• Periodically convene the meetings, reviewing the implementation of progress, cost and
quality control, coordinate and solve the existing problems,
• Responsible for coordination of the relevant internal and external interfaces,
• Approve internal Project quality procedures for their own portion based on the Project
quality procedures and guidelines (if necessary),
• Assist the PQM to put forward the corrective action for critical quality issues / NCs
8.2 MANAGEMENT REVIEW

Project Quality Management System review meetings shall be held on an annual basis. Project
Director shall conduct management reviews during Project execution as per Project Execution Plan
to ensure Project QMS continuing suitability, adequacy, effectiveness and efficiency.
PQM shall collect and analyze data that is prepared by each discipline and shall report it to Project
Directorate.
As a minimum, the following summary data / information / reports shall be covered by these
reviews:
• Result of Project audits,
• Status of Project quality objectives including the extent to which objectives and targets
have been met,
• OWNER feedback reports,
• Process performance and product conformity, including trends of product

nonconformity,
• Reports and analysis of field nonconformities (if applicable),
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• Status of corrective actions,
• Status of preventive actions,
• Follow-up actions from previous management reviews,
• Changes that could affect the Project QMS, and
• Recommendations for Improvement.
Arrangements decided through these reviews shall be informed to all relevant parties by PQM for
proper corrective/preventive actions.
Members of CONTRACTOR management teams may also need to be involved in management
reviews. Records of such reviews are maintained as a quality record by PQM.
8.3 OWNER FEEDBACK

OWNER is advised of, as appropriate, the status and progress of the Project, deviation to Contract,
change order, the action plan for the unexpected situation or non-conformance. Contractor shall
ensure that all OWNER complaints and reports of non-conformances are brought to the attention of
responsible management for early analysis and corrective action.
9.0 CONTROL OF DOCUMENTS & DATA

The Project Director is responsible for defining and identifying the document and data control
system for the whole PROJECT.
Project control Manager shall establish Project Document Distribution Schedule, maintain & issue
Project Document control Index on monthly basis to OWNER.
Document controller shall maintain to identify the current revisions of all documents through Project
Document control Index, preclude the use of invalid or obsolete technical documents.
Each Project Engineering Manager is responsible for establishment of its own part document
management system and for providing the list of its documents to be prepared.
The responsible authorized personnel will approve all documents according to the requirements of
the relevant instruction. The Project Director has authority to approve the outgoing issues.
Changes to documents shall be reviewed and approved by the same functions that perform the
original review and approval.
The Project Procurement Manager shall coordinate with vendors for their document submission.
Vendor document requirement will be listed and scheduled in the inquiries by concerned Lead
Engineers.
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10.0 CONTROL OF RECORDS
Project records include those generated during project execution period, the records received from
suppliers and subcontractors and project quality records. The original project records are managed
according to Plan in which the following items have been considered:
• how, where and for how long records will be kept;

• what the contractual, statutory and regulatory requirements are, and how they will be
satisfied;
• on what media the records will be kept (such as hard copy or electronic media);
• how legibility, storage, irretrievability, disposition and confidentiality requirements will

be defined and satisfied;
• what methods will be used to ensure that records are available when required;
• what records will be supplied to the customer, when and by what means;
• where applicable, in what language textual records will be provided;
• the disposal of records.
Quality Records shall be established and maintained by respective discipline Quality
Engineer and the seller to provide evidence of conformity to requirements and of the effective
operation of the Quality Management System. Records shall remain legible, readily
identifiable and retrievable in accordance with Record Control Procedures of DPJV, which are
established to define the controls needed for the identification, storage, protection, retrieval,
retention time and disposition of records.
• Project records will be controlled in accordance with the Document Control

Procedures.
• Project records will be maintained to demonstrate conformance to specified quality

requirements and operation of the Project Quality Management System.
• Project records will be collected, filed and maintained in accordance with the
Document Control Procedures.
11.0 TRAINING
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It is CONTRACTOR’s Corporate Policy to ensure that all personnel are trained and experienced to
the extent necessary to undertake their assigned activities and responsibilities effectively. The
CONTRACTOR generally recruits employees capable of meeting the minimum technical skill,
experience and educational requirements of the CONTRACTOR's activities.
Project Specific training needs shall be determined by the respective Project Management Team /
Supervisors to ensure that personnel are fully aware of the specifics of the project. Once training
needs are identified these are provided under the responsibility of the Project Director.
12.0 INFRASTRUCTURE AND WORK ENVIRONMENT
The infrastructure including workspace, warehouses, tools and equipment (hardware and software),
information, communication and transport facilities or other temporary facilities needed for project
execution shall be planned for, prepared and controlled by Project Directorate.
Moreover, Project Directorate shall prepare the proper working environment for the personnel
involved in Project to achieve project objectives efficiently and effectively.
Project HSE Manager shall determine and implement requirements of health, safety and
environment for project execution including project work conditions, personal protective equipment,
work facilities and environment (sanitation, cleaning, noise, vibration, lighting, temperature,
humidity, etc.).
Project work environmental is described in project environmental management plan and
environmental job specification.
The CONTRACTORs shall consider the following:
• Site warehousing requirements (types and amount of equipment to be stored, the
construction schedule and the anticipated weather conditions will have an influence)
• Site location (access via rail or barge)
• Number and capacity of cranes required for lifts
• Fabrication shop facilities
• Welding machines, tools, measuring equipment
• Codes and standards, welding procedures and so on
• CONTRACTOR shall ensure that the work environment has a positive influence on
motivation, satisfaction and performance of people in order to enhance the performance of
the organization. Creation of a suitable work environment, as a combination of human and
physical factors, should include consideration of:
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• Creative work methods and opportunities for greater involvement to realize the potential of
people in the organization,
• Safety rules and guidance, including the use of protective equipment,
• Workplace location,
• Social interaction,
• Facilities for people in the organization,
• Heat, humidity, light, airflow, hygiene, cleanliness, noise, vibration and pollution.
13.0 CONTRACT REVIEW

The purpose of contract review is to ensure that all personnel assigned to PROJECT have a correct
and uniform definition of their scope of work, a clear understanding of project requirements and the
identification of any critical aspects, so as to provide effective solutions, means and capabilities.
Each involved Lead Engineer will review his/her respective part and promptly report on any
ambiguous omissions and/or critical aspects requiring special clarification/treatment to Project
Directorate who will then consult with OWNER to deal with any and all ambiguous omissions and
other issues that require clarification/solutions, if any.
14.0 DESIGN & ENGINEERING

Contractor shall ensure that materials and equipment are fit-for-purpose and meet Owner’s
specified design requirements, as well as being cost effective with respect to maintenance and total
life cycle costs. The 3D model reviews by Owner and Contractor’s engineering team shall be held
at 30%, 60% and 90% model completion. Detailed engineering and design work shall not be
subcontracted. To complement the internal auditing effort, work process reviews and peer reviews
are executed as verification and feedback tools in the discipline work processes. During a work
process review, the Discipline Manager reviews implementation and effectiveness of the work
processes under his control through an evaluation of their determining parameters (men, methods,
materials, machines, measurement). The objective is to ensure the quality of critical
outputs/deliverables. A peer review is an assessment by a peer, independent of the project team, of
the professional assumptions and decisions made during production of a deliverable.
14.1 DESIGN AND DEVELOPMENT PLANNING
CONTRACTOR defines design phase quality activities to ensure that qualified personnel properly
monitor design activities and ensure conformance to contract requirements. CONTRACTOR
conducts discipline technical audits at significant design milestones to ensure that output meets
input requirements. Acceptance criteria include, but are not limited to the following:
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• Full consideration of OWNER's and technical specifications and other technical inputs
• Compliance with appropriate regulatory requirements
• Objective evidence of the validation of software used in determining outputs, especially
custom spreadsheets and in-house applications
• Objective evidence of appropriate signatory approvals.
CONTRACTOR provides details of design interfaces, coordination, and control of information flow
between disciplines, Suppliers and Subcontractors.
CONTRACTOR plans design reviews. Communication with all project stakeholders and participants
is vital.
14.2 DESIGN AND DEVELOPMENT INPUTS

CONTRACTOR identifies process inputs that affect the design and development of product and
facilitate effective process performance.
Inputs relating to product requirements shall be determined and records maintained. These shall
include
• functional and performance requirements,

• applicable statutory and regulatory requirements
• information derived from previous similar designs, and
• other requirements essential for design and development
These inputs shall be reviewed for adequacy. Requirements shall be complete, unambiguous and
not in conflict with each other.
14.3 DESIGN AND DEVELOPMENT OUTPUTS

CONTRACTOR engineering output is verified against the design acceptance criteria (design
standards) before issue for:
• validation
• procurement
• construction
Design output documents would most likely be limited to calculations and/or drawings.
Design and development output shall
• meet the input requirements for design and development
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• provide appropriate information for purchasing, production and for service provision,
• contain or reference product acceptance criteria, and
• Specify the characteristic of the product that are essential for its safe and proper use.
14.4 DESIGN AND DEVELOPMENT REVIEW

CONTRACTOR ensures that appropriate people are assigned to manage and conduct systematic
reviews to determine that design and development objectives are achieved. These reviews such as
plot plan, HAZOP and 3D modeling may be conducted at selected points in the design and
development process as well as of completion.
Examples of topics for such reviews include
• adequacy of input to perform the design and development tasks,
• progress of the planned design and development process,
• meeting verification and validation goals,
• evaluation of potential hazards or fault modes in product use,
• life-cycle data on performance of the product;
• control of changes and their effect during the design and development process,
• identification and correction of problems,
• opportunities for design and development' process improvement, and
• Potential impact of the product on the environment.
At suitable stages, CONTRACTOR also undertakes reviews of design and development outputs.
Examples of verification activities for output of the design and development process include
• comparisons of input requirements with the output of the process,
• comparative methods, such as alternative design and development calculations,
• evaluation against similar products,
• Testing, simulations or trials to check compliance with specific input requirements; and
• Evaluation against lessons learned from past process experience, such as nonconformities
and deficiencies.
Sufficient data should be generated through verification and validation activities to enable design
and development methods and decisions to be reviewed. The review of methods should include
• Process and product improvement,
• Usability of output,
• Adequacy of process and review records,
• Failure investigation activities, and
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• Future design and development process needs.

• Independent reviews
14.5 DESIGN AND DEVELOPMENT VERIFICATION

CONTRACTOR performs Verification in accordance with planned arrangements to ensure that the
design and development outputs have met the design and development input requirements.
CONTRACTOR maintains the records of the results of the verification and any necessary actions.
14.6 DESIGN AND DEVELOPMENT VALIDATION

CONTRACTOR performs Design and development validation in accordance with planned
arrangements to ensure that the resulting product is capable of meeting the requirements for the
specified application or intended use, when known. Wherever practicable, validation shall be
completed prior to the delivery or implementation of the product.
CONTRACTOR maintains the records of the results of validation and any necessary actions.
14.7 CONTROL OF DESIGN AND DEVELOPMENT CHANGES

CONTRACTOR identifies and maintains the record of design and development changes.
CONTRACTOR shall review, verify and validate, as appropriate, and approve the changes before
implementation.
The review of design and development changes shall include evaluation of the effect of the
changes on constituent parts and product already delivered.
CONTRACTOR maintains the records of the results of the review of changes and any necessary
actions.
15.0 PURCHASING
CONTRACTOR defines the procurement phase quality activities to ensure that qualified personnel
properly monitor procurement activities and Supplier performance. CONTRACTOR source
Materials and services from financially sound, reputable organizations with proven performance
suitable to the requirements of the Work in accordance with Volume 6.1 Part 11
(Project Vendor List). Addition of other vendor’s to the approved Project Vendor List shall require
OWNER’s approval. CONTRACTOR shall ensure that suppliers and subcontractors are assessed
and selected on the basis of their ability to meet specified requirements and criticality criteria.
Supplier & subcontractor Management system shall satisfactorily meet ISO 9001:2008
Requirements. Manufacturing and assembly shall be started with the following documents:
• WPS/PQR
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• Welder Qualifications
• ITP
• Fabrication drawings (AFC)
CONTRACTOR identifies all materials and equipment that will require inspection and test plans
(ITPs). OWNER will indicate any holds points required by OWNER upon submittal of relevant ITP.
OWNER retains the right to accompany CONTRACTOR personnel on selected vendor shop
inspection visits. CONTRACTOR defines activities and methods used to ensure that procured
equipment, materials and services conform to Contract requirements.
Purchase of materials and equipment, and associated quality documentation, shall be coordinated
with the Contract Schedule to ensure timely delivery. Special attention shall be given to LLIs.
Inspection levels shall be based on the criticality and complexity of the equipment, as determined
by engineering criticality rating report
CONTRACTOR reviews the QA/QC requirements in the applicable job specifications and
procedures and include the appropriate QA/QC requirements in the ITPs.
CONTRACTOR arranges a kick-off meeting and pre-inspection meeting between OWNER,
SUPPLIER and CONTRACTOR at supplier premises, for all key equipment packages, prior to start
of manufacturing activities by Supplier. CONTRACTOR provides at least 10 working Days’ notice to
OWNER for participation in the meetings.
CONTRACTOR carries out inspection of all procured equipment or other items during design,
fabrication, manufacturing and testing according to requirements defined in the contract technical
specifications, codes, and standards. The TPI agency shall be registered on the approved vendor
list.
All non-compliances, deficiencies or defects revealed at any stage during execution of the
CONTRACT shall be rectified and corrected by CONTRACTOR relevant SUPPLIERs /
SUBCONTRACTORS at their expense.
CONTRACTOR implements and maintain a comprehensive Supplier appraisal, quality surveillance
and inspection schedule, which shall be used during procurement to define the number and timing
of the following:
CONTRACTOR inquiries, bid evaluation, purchase orders, and contracts shall define as per Clause
5.0, 6.0 & 7.0 respectively of Vol 6.1 Part 2, Job Instruction Section 4 Procurement.
Prior to being issued to suppliers/subcontractors, purchasing documents (including revisions), shall
be reviewed and authorized by responsible CONTRACTOR personnel. Purchased product shall be
inspected for acceptance at the suppliers shop. Procurement control is performed by the office that
prepared the requisition.
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16.0 SUBCONTRACTOR MANAGEMENT

Site manager shall perform the evaluation and selection of construction subcontractors according to
Project Execution Plan. CONTRACTOR ensures that subcontractors validate any work processes
for construction where the resulting output cannot be verified by subsequent monitoring or
measurement. This includes any work processes where deficiencies become apparent only after
the construction is over or product is in use. CONTRACTOR may also serve the OWNER by
monitoring the control of construction processes by the SUBCONTRACTOR. Such monitoring is
based on the subcontractor’s QMS or project quality plan. This monitoring, may for example, invoke
the Subcontractors use of the Subcontractors QMS procedures for planning or controlling
nonconforming product. CONTRACTOR shall ensure that Supplier / Subcontractor documents are
reviewed against specified requirements prior to release for fabrication and installation.
CONTRACTOR shall ensure that subcontractors prepare a Construction Execution plan, the same
is reviewed and approved by the CONTRACTOR prior to commencement of work.
17.0 PRODUCT IDENTIFICATION AND TRACEABILITY

Project Product identification and traceability is carried out by Identification and trace of engineering
products is carried out through relevant project document Product Identification and Retroactivity
Control Procedure.
The above mentioned procedures shall also include requirements for maintenance or replacement
of identification and traceability marks and records.
CONTRACTOR applies Document coding schemes to drawings and specifications to typically
identify the CONTRACTOR's product sufficient for conformity to this clause.
The QMS of CONTRACTOR addresses the following:
• Material (Spec, grade and heat/lot number)
• Equipment/ component (tag/serial/part number)
• Inspection/ test status of fabrication/installation activities
Methods may include:

• Tags (hold, accept, reject)
• Markings on item (care required to assure that marking method is non-detrimental)
• Location (bonded area for reject items)
• Documentation traceable to the item (travelers, inspection reports, notation on drawings and
so on)
• Entries in computer databases
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CONTRACTOR maintains an identification procedure of materials, parts and components, including

partially fabricated assemblies. Traceability shall be maintained on all equipment, materials, parts
and components. Identification of an item shall be addressed either by using tags, stamps, stencils
or labels or by records traceable to an item throughout fabrication shipment, erection, installation,
repair, modification and use of the item. Color coding of materials shall be noted in materials
procedures.
CONTRACTOR identifies, segregate, control, and certify materials and equipment that will be
incorporated into the facility; ensuring that a Positive Material Identification (PMI) program is
maintained for certain alloy materials.
Project Directorate is responsible for ensuring that the document and equipment numbering system
is maintained to identify the equipment of a specific system from applicable documents, and the
equipment bear unique labeling, consistent with equipment numbering system, through design,
procurement, construction and operation of any process plant.
All major equipment shall be marked for easy identification at construction site before and after
installation. Major items of the equipment including rotating and static equipment, instruments, lines,
and electrical equipment will be tagged. Tag numbers shall be used in all drawings, data sheets,
material requisitions, orders, certificates, test reports, inspection reports, communications, shipping
documents and any other reports. To prevent ambiguity in traceability of the equipment and
material, tag numbers shall be unique and shall be as per approved Project Numbering Procedure.
When, for any reason, any item is deleted from the scope of the Work the respective tag number
shall be identified as “Deleted” and shall not be used for any other purpose.
Tag numbers for equipment shall be engraved in a suitable nameplate. Equipment specification
shall provide adequate information to be included in the nameplate of the equipment. In addition, all
packing shall bear a clear marking of the purchase order number and equipment tag number for
easy identification at Site. Packing lists provided for each package shall also include the list of the
enclosed items using the said tag numbers.
Traceability procedure shall be developed during project specifications for piping and electrical bulk
material identification to avoid misusing of electrodes, piping component, bolts, cables, etc. of
different types/classes (e. g. pipes shall be color coded in accordance with color-coding procedure.
As a minimum, piping components shall be identified by their class, material group, size and
manufacturing standard. Such marking shall be engraved or otherwise marked as per approved
procedure and where specified identified with color code. In addition all boxes for bulk material shall
be identified by purchase order number and shall be accompanied with packing list identifying the
quantity and technical information of each package. Electrical cables shall be identified by cable
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cross sectional information, cable type, insulation group, voltage, and manufacturing standard on
their last layer of shields). Details of packing and identification shall be illustrated on Shipping and
Packing procedure.
18.0 CONTROL OF OWNER SUPPLIED PRODUCT ( NOVATED ITEMS)

PD shall prepare and maintain a list of OWNER supplied products based on the CONTRACT
documents; review and confirm the overage, shortage and damage reports and transmit such
reports to OWNER for appropriate actions.
All OWNER supplied products consigned to CONTRACTOR shall be verified against the material
list and specifications, clearly identified, and properly stored and maintained under the responsibility
of Construction Director. Any such material that is lost or damaged or is otherwise unsuitable for
use shall be recorded and reported to the OWNER through the Project Director. After acceptance,
OWNER supplied product shall be treated as though it had been purchase by CONTRACTOR.
The documents attached to OWNER supplied products to be used by CONTRACTOR shall be
maintained as project records.
CONTRACTOR exercises care with OWNER property including intellectual property while it is
under contractor's control or being used by CONTRACTOR.
CONTRACTOR identifies, verifies, protects and safeguards OWNER property provided for use or
incorporation into the product.
If any OWNER property is lost, damaged or otherwise found to be unsuitable for use, this is
reported to OWNER and records are maintained
CONTRACTOR shall define how he protects the OWNERs property.
During these stages damage to OWNERs property could occur:
• Shipment
• Storage
• Installation
• After installation, possibly by another CONTRACTOR

19.0 HANDLING, STORAGE, PACKAGING, PRESERVATION AND DELIVERY
Requirements for packaging and delivery on the basis of legal restrictions, specifications, and
standards as applicable on the purchased products shall be identified in the requisitions. The
suppliers (including vendors) shall submit the required procedures for manufacturing, handling,
storage, packaging, preservation and delivery of products to CONTRACTOR for review and
approval.
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The vendor shall also provide the procedures to prevent damages and deterioration during
manufacturing, handling and storage of products.
The procedures or instructions shall take into consideration and accordingly cover the aspects
related to the weight, size, fragility and/or special handling and storage of concerned products. The
handling equipment shall be regularly inspected and maintained according to applicable procedures.
Prior to packaging, the vendor shall confirm the cleanliness, coating, required document of the
product to be packed, and the completion of non-conformance disposition.
The vendor shall control packing, preservation and marking of products to satisfy the specified
requirements.
CONTRACTOR protects the product. Any special requirements should be specified in the purchase
documents. Such items might include:
• Impact recorders
• Humidity controls
• Covers/seals on openings
• Identification of center of gravity and lift points
• Packing requirements (for example hermetically sealed)
Upon taking custody of the item, the CONTRACTOR's system shall provide for proper storage;
• Indoor versus outdoor
• Environmental controls (temperature and humidity)
• Preventive maintenance (for example turning shafts and so on)
• Electric heaters
20.0 CONTROL OF MONITORING AND MEASURING DEVICES

CONTRACTOR determines the monitoring and measurement to be undertaken and the monitoring
and measuring devices needed to provide evidence of conformity of product to determined
requirements.
CONTRACTOR establishes work processes to ensure that monitoring and measurement can be
carried out and are carried out in a manner that is consistent with the monitoring and measurement
requirements.
Where necessary to ensure valid results, measuring equipment
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(a) is calibrated or verified at specified intervals, or prior to use, against measurement

standards traceable to international or national measurement standards; where no such
standards exist, the basis used for calibration or verification is recorded;
(b) is adjusted or re-adjusted as necessary;
(c) is identified to enable the calibration status to be determined;
(d) is safeguarded from adjustments that would invalidate the measurement result;
(e) is protected from damage and deterioration during handling, maintenance and storage.
In addition, CONTRACTOR assesses and records the validity of the previous measuring results
when the equipment is found not to conform to requirements. CONTRACTOR takes appropriate
action on the equipment and any product affected.
Records of the results of calibration and verification are maintained.
When used in the monitoring and measurement of specified requirements, the ability of
computer software to satisfy the intended application is confirmed. This is undertaken prior to
initial use and reconfirmed as necessary.
Monitoring and measuring devices shall be controlled to ensure their measurement accuracy is
within an acceptable range.
All monitoring and measuring devices used during fabrication, inspection and construction phases
shall be controlled according to Control of Monitoring and Measuring Devices Procedure.
Project inspectors are responsible for ensuring implementation of this procedure during fabrication
and inspection phase of PROJECT. Site QA/QC Manager is responsible to implement this
procedure during the construction phase.
21.0 CONTROL OF NON-CONFORMING PRODUCT

Products/ services/ deliverables that are not in accordance with Project Specifications shall be
managed and controlled in accordance with the project non-conformance procedure. OWNER shall
be notified immediately of all CONTRACTOR non-conformances.
Non-conforming products for equipment and bulk item shall be verified by respective inspection
coordinator, who shall determine and agree the required corrective action and timeframe. Wherever
such corrective actions taken are not appropriate, they shall be brought to the attention of the PM in
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accordance with the project procedure for further escalation. Also non-conforming product for site
activities shall be verified by site QA/QC manager.
All CONTRACTOR NCR’s shall be closed to the acceptance of the Project Quality department and
the OWNER.
All non-conformances shall be analyzed to determine root causes with a master NCR register being
maintained and available within the project QA/QC team.
OWNER raised NCR’s are also registered in the NCR register and closed as per the proposed
corrective actions within the agreed timeframe.
CONTRACTOR reports all non-conformances on subcontractor if the disposition on non-

conformance is “accept with or without repair” or “scrap”, OWNER approval is obtained prior to
implementation.
22.0 QUALITY AUDIT

QM team plans/ conducts, internal / External (subcontractors / Vendor) audits at planned intervals
to determine whether the quality management system is implemented effectively through “Quality
Audit Program”.
PQM manage all plans, makes arrangements for, performs internal audits and visits to DPJV Head
Office, Engineering Offices, DPJV Office and Site. All sections of DPJV are notified of the audit
visits at least a week before the event.
Audit Program is given in Project Audit Procedure. Audit Program will be completed and distributed
separately. Audit Program shall be approved by OWNER.
Copies of all audit reports shall be submitted to OWNER within maximum one week for information.
Additionally PQM will perform external audit on Subcontractor / vendors upon request by PM. PQM
can advise PM of performing external audits, if it is deemed necessary.
NOTE: Refer to the Annexure-3 for Quality Audit Schedule
23.0 FINAL DOCUMENTATION / MANUFACTURER RECORD BOOK

Request vendor data and review such vendor data to ensure that the equipment and materials
comply with the requirements of the Contract. This data shall include the vendor data books. Index,
format and contents of vendor data books need to be approved by Owner prior to issue.
This process is described in following documents:
24.0 IMPROVEMENT AND CLOSING OUT
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PM is requested to continually improve the effectiveness of the Project Management System

through the use of its Quality Objectives, audit results, progress and performance monitoring, and
corrective and preventive actions. This action is done either concurrently with the progress of the
Project, or through Job Close Out reporting.
CONTRACTOR recognizes that continual improvement is an essential tool required to meet long
term quality objectives and in the short term take cognizance of lessons learned from previous
projects to improve same or similar aspects of current projects. The Project will foster an
environment of open communication, team work, respect and commitment of groups and
individuals to seek opportunities and improve their work.
25.0 CONSTRUCTION
Site manager shall prepare and implement Project Construction Plan for all site activities in
coordination with PD and the construction discipline lead engineers involved (refer to Project
Execution Plan) and ensure that all prerequisites for the supervision of site activities by supervisory
personnel are fulfilled.
Site manager shall perform the evaluation and selection of construction subcontractors according to
Construction Subcontractors Evaluation Procedure.
Furthermore, Site manager manages all construction issues from beginning to completion of all
construction-related activities.
All construction execution procedures, instructions and forms for controlling the site works shall be
prepared during the course of construction planning for implementation in execution course. For
documenting of all quality activities for all field fabrication, the CONTRACTOR shall ensure that a
recognized software program will be in place. The Program shall administrate the complete
inspection & testing planning and cross references to all applicable inspection records. This
program shall be maintained during construction and be able to provide a history tracking all
welders at any time.
26.0 PRE-COMMISSIONING & COMMISIONING

A structured approach will be adopted in order to manage, control and improve the ability to safely
and successfully execute construction and commissioning activities. The commissioning plan shall
describe all activities such as testing, calibration, cleaning, flushing, blowing and commissioning
procedures and activities, which take place as part of the pre-commissioning and commissioning
work. The plan shall describe generic and specific processes, procedures and standards for
carrying out pre-commissioning and commissioning work of the facilities.
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27.0 CHANGE MANAGEMENT PROCESS

A systematic approach to the management of change shall be implemented throughout all stages
of project execution in accordance with project procedures. The need to control change and the
limitation of the consequent impacts will be recognised as an essential part of work execution
Change management system including the identification, evaluation, authorization, documentation,
implementation and control of changes shall be planned and implemented according to Project
Execution Plan (Not verified for adequacy)
28.0 RISK MANAGEMENT
Collective responsibility lies with all project personnel for managing the Project Risks, working
together to achieve consistent standards of risk identification, assessment, mitigation and
monitoring practices, as well as sharing information on risk to support decision-making. The
objective for developing an overall project risk management process is to anticipate future potential
threats / opportunities to treat them as soon as possible as their manageability is decreasing while
the project is being progressed.
The Project Director is responsible for the levels of risk taken in the pursuit of project success and
the quality of the processes for managing risks to the project.
The process and methods to be implemented for risk management throughout the project will,
Promote anticipation and management of risk which is preferred attitude to corrective actions
Improve communication to facilitate problem-solving
Assign risk ownership and provide visibility of risk controlling and/or mitigation actions
Project Risk Management activities include any risks to the project objectives, mainly in terms of
profit, schedule, reputation and HSE most importantly.
The Project Risk Register will be based on an advanced excel sheet, including the risk details, the
assessment and the action details. Risk Register and other risk management related reports will be
produced on demand.
29.0 CORRECTIVE AND PREVENTIVE ACTION

Corrective action measures will be implemented to eliminate the causes of non-compliance and so
far as possible prevent reoccurrence. Requirements for review and determining the cause of non-
conformities, identifying and implementing the action required, recording outcome of actions and
reviewing corrective action taken are given in the referenced procedure.
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Preventive action measures will be implemented to mitigate the reoccurrence of a non-

conformance or potential non-conformance, identifying their probable cause, taking pre-emptive
action and reviewing effectiveness of action taken.
Project Management takes corrective actions appropriate to the effect of non-conformities

encountered, to eliminate the cause of non-conformity and prevent their recurrence.
It could become necessary to undertake corrective action after:
Detection of non-conformity related to CONTRACTOR service.

Detection of non-conformity related to vendor / subcontractors.
Detection of non-conformity arising from:
• Internal audits
• Audits by OWNER
• Vendors / Subcontractors re-evaluation reports
• Formal / informal Information received by CONTRACTOR Quality.
The corrective action normally consists of revision of procedures, work instructions or plan. The
evaluation of effectiveness of the actions is done during the follow-up audits under the responsibility
of appointed auditors. Project Management implements preventive actions to eliminate the cause of
potential non-conformities, in order to prevent their occurrence.
Potential non-conformities and their causes can be determined through examination of a number of
information sources such as:
• Audit reports issued by CONTRACTOR’s Quality or Third parties.

• Periodical / final project reports.
• Vendor / Subcontractor audits or re-evaluations.
• Project review meetings.
• Formal / informal Information received by CONTRACTOR Quality.
30.0 MONITORING AND MEASUREMENT OF PRODUCT

Project execution status in DPJV and each EO is monitored and measured for the work progress,
budget consumption, manpower mobilization, and outstanding quality matters. Analysis is given to
identify the critical path of the work processes, the defect of the Quality Management System, and
so on.
The results of monitoring and analysis are collected and summarized by PCM, and reported,
through Monthly Report System, to the Project Directorate and Steering Committee. Monthly
summarized reports shall be submitted to OWNER.
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PD is responsible to establish and perform monitoring and measurement methods of project

processes and products as per Monitoring and Measurement of project Processes Procedure and
Monitoring and Measurement of Products Procedure and shall maintain records of effective dates
of process changes.
31.0 MONITORING AND MEASUREMENT OF DATA AND IMPROVEMENT

CONTRACTOR is aimed at demonstrating the conformity of the products (including intermediate
products) and as such, it shall be implemented by every section of DPJV. The conformity and
effectiveness of DPJV is continually monitored through results of application of Customer
Satisfaction, Internal Audit, Monitoring and Measurement of Project Processes and Products,
Evaluation of Compliance, Control of nonconforming products (including site nonconformities and
customer notification and analyzing of data. Where a part of DPJV Sections prove to be not
effective, remedial actions shall be taken to modify the system.
In this regard, each Section Manager is responsible for proper execution and improvement of
Project QMS in their section. Moreover Project QM Team in DPJV Office and in Site, are
responsible for monitoring of proper implementation of Project QMS requirements (including
requirements of ISO 9001:2008).
The staff assigned in the QA/QC Organization chart ensures the Project continual improvement and
effectiveness of QMS.
CONTRACTOR verifies measurable characteristics of product for conformity with specification
and/or drawing requirements by one or more of the following:
• Shop inspection
• Receipt inspections
• Fabrication inspection
• Installation inspection
• Testing-material, pressure/leak, functional, performance, QMS
• Start-up operation
ANNEXURES
Annexure-1 ISO 9001:2008 Certificates (Daelim & Petrofac)
Annexure-2 Quality Organization Chart
Annexure-3 Quality Audit Schedule
S-000-5520-051 Rev B 34 OF 34

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Oman Refineries and Petrochemicals Company LLC.

PROJECT QUALITY PLAN

3.0 SCOPE ................................................................................................................................ 7

4.0 QUALITY SYSTEM .............................................................................................................. 7

5.0 NORMATIVE REFERENCES............................................................................................... 8

6.0 ABBREVIATIONS AND DEFINITIONS ................................................................................ 8

7.0 PROJECT QUALITY POLICY STATEMENT ..................................................................... 10

8.0 MANAGEMENT RESPONSIBILITY ................................................................................... 12

9.0 CONTROL OF DOCUMENTS & DATA ............................................................................. 17

10.0 CONTROL OF RECORDS ................................................................................................. 18

11.0 TRAINING .......................................................................................................................... 18

12.0 INFRASTRUCTURE AND WORK ENVIRONMENT ......................................................... 19

13.0 CONTRACT REVIEW ........................................................................................................ 20

14.0 DESIGN & ENGINEERING ................................................................................................ 20

15.0 PURCHASING ................................................................................................................... 23

16.0 SUBCONTRACTOR MANAGEMENT ................................................................................ 25

17.0 PRODUCT IDENTIFICATION AND TRACEABILITY....................................................... 25

18.0 CONTROL OF OWNER SUPPLIED PRODUCT ( NOVATED ITEMS) ............................. 27

19.0 HANDLING, STORAGE, PACKAGING, PRESERVATION AND DELIVERY .................. 27

20.0 CONTROL OF MONITORING AND MEASURING DEVICES .......................................... 28

21.0 CONTROL OF NON-CONFORMING PRODUCT ............................................................ 29

22.0 QUALITY AUDIT ............................................................................................................. 30

23.0 FINAL DOCUMENTATION / MANUFACTURER RECORD BOOK .................................. 30

24.0 IMPROVEMENT AND CLOSING OUT ............................................................................ 30

25.0 CONSTRUCTION ............................................................................................................ 31

26.0 PRE-COMMISSIONING & COMMISIONING ................................................................... 31

27.0 CHANGE MANAGEMENT PROCESS............................................................................. 32

28.0 RISK MANAGEMENT...................................................................................................... 32

29.0 CORRECTIVE AND PREVENTIVE ACTION ................................................................... 32

30.0 MONITORING AND MEASUREMENT OF PRODUCT .................................................... 33

31.0 MONITORING AND MEASUREMENT OF DATA AND IMPROVEMENT ........................ 34

Fig 1: General Plant Layout

PROCESS UTILITIES / STORAGE / LOADING

Table 1: Outline of Scope

4.0 QUALITY SYSTEM

5.0 NORMATIVE REFERENCES

ISO 9000: 2005 Quality Management Systems – Fundamentals and Vocabulary

ISO 9001: 2008 Quality Management Systems – Requirements

ISO 9004 QMS - Managing for the sustained success of an organization

ISO 10005 Quality Management Systems - Guidelines for quality plans

ISO 19011: 2002 Guidelines for Quality and/or EMS Auditing

ISO/TS 29001 QMS in oil and gas sector

ISO 10006 QMS - Guidelines for quality management in projects

S-000-5110-010 Job Instructions - Section 9 - Quality Management

6.0 ABBREVIATIONS AND DEFINITIONS

DPJV Daelim Petrofac Joint Venture

7.0 PROJECT QUALITY POLICY STATEMENT

Project Director (DPJV)

Date: Jul. 08, 2014

7.1 PROJECT OBJECTIVES

Customer satisfactory survey conducted >70

Weld repair rate (Number of rejected RT Joints /Total Number

NCR pending rate NCR pending beyond due date <5%

7.3 PROJECT DOCUMENT & PQMS EVOLUTION

continually improve the project Quality Management System.

Fig 2: PQMS Evolution

8.0 MANAGEMENT RESPONSIBILITY

Site QA/QC Manager (SQM)

8.2 MANAGEMENT REVIEW

• OWNER feedback reports,

• Process performance and product conformity, including trends of product

• Reports and analysis of field nonconformities (if applicable),