MIC Construct – WABAG/Roots – MIC Construct

APPLUS VELOSI Consortium

Table of Contents
Page
Ch. No. Description
No.
1 Purpose 3
2 Scope of Work 3

3 Stakeholder Definition 3

4 Stakeholder Engagement 4

5 The Stakeholder Management Cycle 5

6 Communication & Coordination with Stakeholder 6

7 Organisational Objectives & Continual Improvement 6

8 Customer Level of Service 7
8.1 Customer Needs and Expectations 7

8.2 Customer Complaints 7

8.3 Customer Feedback 7

8.4 Customer Satisfaction Surveys 7

8.5 Communication Requirements 7

9 Customer Service Plan 7

10 Handling Complaints of Customers 8

Date: 02/03/2020 Page 2 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

1. PURPOSE
This document outlines the stakeholder management strategy for CONTRACTOR
supporting the delivery of its organizational objectives and its consultation process over the
course of the execution of the project. It establishes why stakeholder engagement and
management is important as its lays out the action plan for improving stakeholder
relationship.

2. SCOPE OF WORK
The Scope of Works shall include, but not be limited to the following:
• Daily operation of the CSI
• Performing planned preventative, predictive and corrective maintenance,
overhauling, mandatory control and certification of equipment, RRRU or
enhancement of the site and associated systems of the CSI.
• Development and consolidation of a systematic preventative maintenance
programme and schedule, specific to daily operational continuity of Authority’s
Assets, as derived from the asset register
• O&M of local SCADA, PLCs and associated field instruments connected to the RTU
Telemetry Control Panel
• Customer complaints response and permit management
• First response, Emergency response and incident management
• Water quality monitoring, sampling, testing and reporting
• Maintaining stock of spare parts, chemicals and consumables
• Network leakage and infiltration management
• Data reporting including GIS, asset tagging, asset register, condition assessments
and updating of O&M manuals
• Cleaning and inspection of CSI assets
• Screening & Sludge handling and distribution
• TW distribution and related services in line with defined service levels
• Rainy season response
• Completing of reports and records throughout the term of the Work Order as
instructed by the Authority
• Taking over and snagging any new assets/transferred assets from the Authority
• Enactment of life cycle cost analysis specific to the asset register, for Authority’s
review
• Enactment of Value Engineering analysis on aged assets with respect to lifecycle
cost/routine maintenance comparatives, in collaboration with the Authority House
connections
• Root cause analysis of any incident fully documented and reported

Date: 02/03/2020 Page 3 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

3. STAKEHOLDER DEFINITION
A person, group, organisation, or system who affects or can be affected by an
organisation's actions’ (Wikipedia 2010)
CONTRACTOR will identify the potential stakeholder group. At this stage it is considered
that the stakeholder group will comprise the following:
✓ ASGHAL (Public Works Authority)
✓ Traffic Police (MOI)
✓ KAHRAMAA
✓ Ooredoo
✓ Public (e.g. ministries, municipal authorities, police, utility authorities, customs, etc.)
✓ Private (e.g. landowners, land users, developers, work force, etc.)
✓ Industrial (e.g. developers, contractors, consultants, suppliers, etc.)
✓ General Public (e.g. directly affected residents, media and inhabitants of Qatar).

4. STAKEHOLDER ENGAGEMENT
• It is necessary for CONTRACTOR to understand stakeholder expectations and to
determine to what extent those stakeholders could and would exert an influence
regarding the project that is expecting to occur of the new few years.
• Therefore, stakeholder management is primarily concerned with long term strategic
decisions, recognising that individuals and groups might react differently depending on
different situations that they may face.
• This plan demonstrates commitment to a program of genuine engagement with the
community and stakeholders which values their contribution and their involvement in the
project.
A successful stakeholder engagement is aimed primarily to:
✓ Ensure support for ASHGHAL/PWA project
✓ Improve the reputation of ASHGHAL/PWA.
✓ Execute the project as per schedule, within the budgeted cost and time.
✓ Identify stakeholders, their issues and concerns, influence, and participation
levels;
✓ Support the sustainability within the site affected
✓ Increase employee and stakeholder engagement
✓ Improve communications and feedback with stakeholders

• The Stakeholder Management Team will identify and manage the stakeholders and
facilitate the delivery of the Program so that outcomes are maximised. The stakeholder
management is led by the Stakeholder Management Team supported by the
Stakeholder Manager. To drive accountability and capture stakeholder requirements in a
way that maximises outcomes for all, ASHGHAL/PWA developed a Program
Stakeholder Management & Coordination Plan.
Areas in which the Stakeholder Management Team will lead the process are as follows:
✓ assisting ASHGHAL/PWA in the coordination of stakeholders and coordination
and negotiation of agreements

Date: 02/03/2020 Page 4 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

✓ coordinating with security agencies for the preparation of security programs in

accordance with Program requirements
✓ supporting ASHGHAL/PWA in the coordination of interfaces with property
developments

• The Stakeholder Management Team will identify the relevant issues and indicate the
level of support that each stakeholder has for the Program or project.
• The Stakeholder Manager will develop templates and processes, in coordination with
the QHSE Management Team, for stakeholder management across the Program and
work to implement the system effectively across the Program. Further information is
detailed in the Stakeholder Management & Coordination Plan.

5. THE STAKEHOLDER MANAGEMENT CYCLE

Stakeholder management plans operate at many different levels across any organization,
from peak executive bodies to individual streams of projects. The stakeholder management
cycle, which leads to the identification of stakeholders and the development of a
stakeholder management plan, can be applied at each level in the same manner.
The stakeholder management cycle consists of the 5 steps shown in the following diagram.

Although the above steps can be initiated in a logical sequence, they can also occur
concurrently. The same steps are then used to review stakeholders and ensure on-going
alignment.
Step 1 – Identify, recognize and acknowledge stakeholders
Project stakeholders come from all parts of an organization, and occasionally from the
wider community (local activist groups, political parties, unions, residents etc.). When
identifying stakeholders, consideration should be given to any interested party. Whilst a
project may appear to have a very large stakeholder group, there will inevitably be a
hierarchy that will simplify the identification of stakeholders.

Date: 02/03/2020 Page 5 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

Step 2 – Analyze contribution, commitment and support

The degree to which a stakeholder is required to contribute to a project to ensure
success depends on a number of factors, including the stakeholder’s position and
authority within the organization, the degree to which the project is reliant upon the
particular stakeholder to provide a product or service, the level of “social” influence of
the individual and the degree to which the individual is familiar with specific aspects of
the business. Each of these factors can be analyzed in more detail during stakeholder
analysis.
Step 3 – Develop an action plan
Identifying any obstacles to the full contribution and commitment of a stakeholder is the
first step towards identifying any activities that may serve to remove these obstacles. It
is therefore a good practice to identify any such obstacles during stakeholder analysis
so that they can be considered when planning.
Step 4 – Action the plan
This step simply puts the planned activities into action, and may include:
✓ Communicating with stakeholders and keeping them informed of matters that
are likely to be of interest to them like road closing, diversions etc…
✓ Obtaining information from stakeholders that will be relevant to the project;
✓ Managing the expectations of stakeholders;
✓ Involving stakeholders in all key decisions about the project;
Step 5 – Monitor the outcomes and take corrective actions
The purpose of this step is to periodically re-assess the position of each stakeholder to
determine what further action (if any) is required to keep him or her committed and
supportive of the project. This essentially requires a review of steps 1 to 4 to determine
whether there are any new stakeholders, where they are positioned in terms of their
commitment and influence and what action needs to be taken in relation to them. A
similar review of existing stakeholders should also be conducted to determine whether
any variations to the stakeholder management plan is required.

6. COMMUNICATION & COORDINATION WITH STAKEHOLDERS

Stakeholders will be taken in to confidence and will be informed about the intended road
diversions, closures etc… well in advance. Proper communication will be established with
the stakeholders by the following methods:
✓ Displaying sign boards detailing the diversion, duration and contact details
✓ Newspaper advertisements with the Google map.
✓ Letter drops to the residents & businesses
✓ Personnel visits to the affected establishments and listening to their concerns
✓ Informing the Police department prior to carrying out diversion works, even if
drawings are approved
✓ Displaying contact numbers for emergency services and contact personnel
✓ By addressing the day to day concerns of affected establishments.

Date: 02/03/2020 Page 6 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

7. ORGANISATIONAL OBJECTIVES & CONTINUAL IMPROVEMENT

This document has briefly outlined the stakeholder management strategy for
CONTRACTOR to support the delivery of its organisational objectives and its development
over the execution of the project. It has established the current state of understanding of
stakeholder power and impact, identifies key stakeholder groups and individuals allowing for
the community to get involved with the project and therefore improving a stakeholder
relationship which will be developed.

8. CUSTOMER LEVEL OF SERVICE

8.1. Customer Needs and Expectations

It is essential for all to ensure that the customer needs are identified, and expectations
met and wherever possible.

8.2. Customer Complaints

All customer complaints have been identified and acknowledged and corrective action
to be taken and closure of non-conformance.

8.3. Customer Feedback

All the customer feedback, both positive and negative relating to the service provided
by CONTRACTOR.

8.4. Customer Satisfaction Surveys

The findings from Customer Satisfaction Surveys shall be collected and discussed and
common trends assessed.

8.5. Communication Requirements

Discussing customer satisfaction including complaints, feedback, and results of surveys
during management reviews.

9. CUSTOMER SERVICE PLAN

• A traffic management plan will be prepared as for Qatar Work Zone Traffic Management
Guide and submitted to Ashghal for approval.
• A Work permit request will be applied for the area of work with method statements and
risk assessments of the work to be carried.
• An advance warning letter in Arabic and English will be distributed to the residents of the
area where the work will be carried to advance notify them of the coming works.
• A project sign will be placed on the location of the work with Engineer and Manager
Phone number for any complains or emergency.
• We will contact with a letter to request permission of the owners of properties where
cleaning and CCTV inspection has to be carried for lateral connections in advance.

Date: 02/03/2020 Page 7 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00

MIC Construct – WABAG/Roots – MIC Construct
APPLUS VELOSI Consortium

• Works will be carried at the off-peak hours to reduce the disturbing of traffic in the work
area.
• We will be following the approved safety plan for the noise in the work area.
• The work area will be secured with safety cones, barricades for works area and
manholes, and warning safety tape as for the approved safety plan.
• Safety officer will be on site all times to follow the safety procedures
• After completing the work site will be cleared from equipment’s and manpower and
traffic will resume to its original state.
• A satisfaction feedback form will be distributed to the residents to measure the
Satisfaction and any complaints regarding the works completed.
• Our emergency team will be ready 24/7 for emergency calls from customers for the
pipes/Manholes cleaning/unblocking and CCTV services.
• Our staff will be trained to customer service.

10. HANDLING COMPLAINTS OF CUSTOMERS

• Customers can complain directly to the site Engineer or Manager by phone or directly to
the engineer presenting on site, or by a letter.
• Customers can complain to Ashghal directly and Ashghal can communicate the
complain to CONTRACTOR Certification management directly
• We ensure responsiveness to customer complaints immediately on site or through
Ashghal.
• Investigate the areas of issue “why the costumer is unhappy?”
• We will be doing everything reasonably to make our customer happy.
• We will be reviewing the complaint to consider potential improvements to service or
complaints handling.

Date: 02/03/2020 Page 8 of 8 AA DOM 2018 M 1867 G-SMP-VELOSI-Rev.00