CONTRACT Nº: xxxx.xxxxxxx.xx.

EXHIBIT VI

DIRECTIVES FOR PLANNING AND CONTROL

FPSO PETROBRAS XX (P-XX)

EXHIBIT VI - DIRECTIVES FOR PLANNING AND CONTROL

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FPSO P-XX
TITLE:

EXHIBIT VI – DIRECTIVES FOR PLANNING AND CONTROL

INDEX OF REVISIONS

REV. DESCRIPTION

REV. 0
DATE 25/02/2022
EXECUTION
CHECK
APPROVAL SRGE/SI-II/SEAP
INFORMATION IN THIS DOCUMENT IS PROPERTY OF BUYER, BEING PROHIBITED OUTSIDE OF THEIR PURPOSE.

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SUMMARY

1. OBJECTIVE

2. APPLICABLE DOCUMENTS

3. GENERAL PROVISIONS

4. IMPLEMENTATION OF CONTRACT PLANNING, PROGRAMMING, MONITORING

AND CONTROL

5. PROJECT BREAKDOWN STRUCTURE (PBS)

6. PHYSICAL PLANNING AND CONTROL

7. RESOURCES

8. ACTIVITIES PROGRAMMING

9. PAYMENT PLANNING AND CONTROL

10. MEETINGS

11. REPORTS

12. PHOTOGRAPHY RECORD

13. APPLICABLE DOCUMENTS

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1. OBJECTIVE

1.1. The objective of this document is to establish guidelines, duties, responsibilities and
requirements to be adopted by SELLER in the Planning, Monitoring and Control of the
Scope of Work under this Agreement as to ensure its full implementation and due
performance, as well as the integrity, confidentiality and availability of information.

2. REFERENCE DOCUMENT

a) Exhibit III – Directives for Engineering Execution

b) Exhibit IV – Directives for Construction and Assembly

c) Exhibit V – Directives for Procurement

d) Exhibit VIII – Directives for Commissioning Process

e) Exhibit XI – Payment Criteria;

f) Exhibit XVI – Computational Tools and Integrated Management System.

3. GENERAL PROVISIONS

3.1. SELLER shall prepare and submit to BUYER the Planning, Scheduling, Monitoring and
Control documents required in Table 1 in compliance with deadlines, updating
periodicity, formats and softwares defined set for submitting the documents
established.

3.2. The deadlines for the first document submitted to BUYER shall be calculated from
Agreement signature date. The deadline for correction by SELLER of nonconformities
shall be calculated from the receipt by SELLER of the comments by BUYER.
Table 1 – Planning, Scheduling and Contract Control Documents

Deadlines (calendar days or as

indicated)
Software and
Document Correction of Periodicity
file
1st Issuance non-
compliances
At each issued
2 business days wave planning,
before the strategy changes, Adobe (.pdf) e
Contract Management Plan 7
Contract Kick off Baseline revision, MS Word (.doc)
Meeting or other Plan
Change.
At each issued
wave planning,
Physical PBS 45 7 strategy changes, MS Excel (.xls)
Baseline revision,
Physical PBS

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Fortnightly (1st
Primavera P6
Detailed Project Schedule 60 5 business day of
(.xer)
the week)
Resource Histograms
Monthly (up to the
(including calculation 60 7 MS Excel (.xls)
5th business day)
memories)
2nd wave Monthly (up to the
Table of KPIs 5
planning 5th business day)
A week before
the start of Weekly (1st
Programming of Activities Construction 2 business day of MS Excel (.xls)
and Assembly the week)
activities
Monthly (up to the
Financial S-Curve 60 7 MS Excel (.xls)
5th business day)
Weekly (1st
Physical S-Curve 60 7 business day of MS Excel (.xls)
the week)
Adobe (.pdf),
Contract Progress Report,
Monthly (up to the MS Word
as stated in Agreement 60 7
5th business day) (.doc), MS
section 3.7.5.1
Excel (.xls)

3.3. SELLER shall submit the documents through BUYER’s EDM system (Electronic
Document Management).

3.4. BUYER can request the documents to be submitted through e-mail.

3.5. BUYER may not accept the content, form and deadlines of the documents in the event
that the document is non-compliant with Contractual requirements, have inconsistency
or divergence between the documents established in Table 1 or between these and
other documents produced under this Agreement, the absence of documents that
enable the analysis of consistency of the declared data (calculation memories or
schedules, for example) and the absence of the editable version of the document.

3.6. In the event that any document issued by SELLER present non-compliances, SELLER
shall make the necessary corrections within the deadlines established in Table 1.

3.7. SELLER shall update the documents established in Table 1 according to the periodicity
provided in it, and in case of changes in strategies, review of the baseline or changes
in the Agreement, formalized by change order.

3.8. SELLER shall detail the changes made in documents issued through specific revision
controls per document and file all documents in compliance with the Contract
requirements, so as to enable easy consult. For changes that may impact on the
Baseline, such adjustments shall be approved by BUYER.

3.9. All documents, indicated in Table1, containing S-Curves, shall contain the following
curves: Baseline, Actual/Foreseen and projections of realization up to the end of the
Agreement.

3.10. SELLER shall operate and register, in the system provided by BUYER, the evidence
of completion of the Payment Milestones, in accordance with item 9.4 of this document.

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3.10.1. BUYER shall be responsible for providing, supporting, and training SELLER in the
use of this system.

3.11. BUYER shall perform periodic checks on Planning, Programming, Monitoring and
Control through the application of checklists, in order to ensure consistency among the
documents issued by SELLER, compliance with Contractual requirements and
consistency with the status of activities in their respective places of execution.

3.12. SELLER shall implement, manage and operate all the hardware, software and any
other tools necessary to meet the requirements of the Contract, as described in Exhibit
XVI – Computational Tools and Integrated Management System.

4. IMPLEMENTATION OF CONTRACTUAL PLANNING, SCHEDULING AND CONTROL

4.1. An Agreement Kick-off Meeting shall be held within 30 days from the Agreement
signature, including all the SELLER’S managers and the BUYER team.

4.2. SELLER shall address in the Contract kick-off meeting, at least, the content of the
Contract Management Plan, in accordance with item 4.3.

4.3. SELLER shall prepare and implement the Contract Management Plan. This document
shall be submitted to BUYER in accordance with the deadlines and periodicity defined
in Table 1.

4.4. The Contract Management Plan shall be an update of the Execution plan (“Plano de
Execução” - Adendo M da Solicitação de Envio de Proposta) provided during bid
process with addition of the following content:

a) Estimated deadlines for the payment Milestones, in accordance with Exhibit XI -

Payment Criteria, and the Control Milestones, in accordance with Appendix 02 - List
of Control Milestones.

b) Strategies for the execution of the Detailed engineering design.

c) Strategies for the main acquisitions of equipment and materials.

d) Strategies for Construction and Assembly phase.

e) Strategies for Commissioning (onshore and offshore).

f) Subcontracting Plan, listing at least the activities to be subcontracted during the

Contractual execution, its scope and deadlines.

g) List of Representatives, with their signatures, authorized to issue and sign

correspondence and other documents applicable to the Agreement.

h) Communication Matrix (including periodicities).

i) Interface Management (internal)

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j) Document submittal and approval procedures;

k) Risk management;

4.5. SELLER shall plan and hold specific kick-off meeting for planning and control within
60 days from Contract signature. This meeting shall not occur simultaneously with
other Kick-off Meeting, in order to maximize the attendance by the BUYER and
SELLER main parties involved.

4.5.1. SELLER shall also present the team involved in the planning and control activities
and respective responsibility assignment matrix at the specific Kick-off Meeting for
Planning and Control.

5. PROJECT BREAKDOWN STRUCTURE (PBS)

5.1. SELLER shall prepare, update and control the Project Breakdown Structure (PBS),
which shall:

5.1.1. Break down and detail the entirety of the Contractual scope, in accordance with
Appendix 01 – Project breakdown structure, and with specific instructions issued by
BUYER.

5.1.2. Define weights, to each PBS level, as well as reflect the physical measurement
criteria for the detailed work packages, by mutual agreement with BUYER. The
weights of the Detailed PBS shall be elaborated based on quantities, performance
indexes and/or manpower.

5.1.3. Assign to each work package, at the last PBS level, an exclusive identifier (WBS
Code) equivalent to the codes of the Physical Execution Schedules, absolute and
relative weights and percentages regarding contribution for the physical progress of
the Agreement.

5.2. SELLER shall use the Primavera P6 software for the Planning and Control of all
activities related to the scope of the Agreement.

5.3. SELLER shall plan and control Milestones, considering their description, their planned,
projected and executed dates, their status up to the update date. The Milestones shall
be classified as:

5.3.1. Contractual and Payment Milestones related to commitments of SELLER

responsibility in the Contractual deadlines In Exhibit XI - Payment criteria;

5.3.2. Control Milestones related to partial deliveries of scope of the detailed Engineering,
Procurement, Construction and Assembly and Commissioning within the deadlines
agreed between SELLER and BUYER and in accordance with Appendix 2 - List of
Control Milestones;

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5.3.3. Interface Milestones related to BUYER commitments to the SELLER (entry

Milestones) and vice versa (exit Milestones) within the agreed deadlines between
the parties.

5.4. Contractual and control Milestones shall comply with Appendix 2 - List of Control
Milestones. BUYER may request the inclusion of new Milestones when it deems
necessary.

6. SCHEDULE PLANNING AND CONTROL

6.1. SELLER shall prepare, control, and update the Detailed Project Schedule based on
the PBS and in compliance with the deadlines established in the Agreement.

6.2. The schedule shall be prepared in four phases:

6.2.1. Phase I - Basic/detailed engineering design and procurement planning - At this

phase, detailed engineering design and procurement activities shall be detailed.
The total remaining scope (conversion/construction of the hull; construction of
topsides, integration and commissioning) shall have minimum detailing where is
possible to establish the Baseline for control and assessment of the Agreement.
The phase I schedule submission, to BUYER evaluation, shall occur in accordance
with the deadlines in Table 1 of this Exhibit.

6.2.2. Phase II - Hull conversion or construction planning - At this phase, hull

conversion/construction activities shall be detailed. The phase II schedule
submission, to BUYER evaluation, shall occur up to 30 days before the start of the
hull conversion/construction activities.

6.2.3. Phase III - Topside construction planning - At this phase, topside construction
activities shall be detailed. The submission of the phase III schedule, to BUYER
evaluation, shall occur up to 30 days before the start of the topside construction
activities.

6.2.4. Phase IV – Planning of the integration, commissioning and start-up of the UNIT - At
this phase, integration, commissioning, start up, and the remaining activities of the
scope of supply shall be detailed. The activities detailed at this phase shall be
related to an SOP and SSOP, through activities codes of Primavera P6. The phase
IV schedule submission, to BUYER evaluation, shall occur up to 30 days before the
start of the topside modules lifting.

6.3. When requested by BUYER, SELLER shall increase the level of detail the activities of
the Detailed Project Schedule, regardless if it is within or outside the current planning
phase horizon.

6.4. The detailed schedules in their respective phases shall include the planned and
executed dates of the previous phase activities.

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6.5. During the planning of a phase, the planned activities data in the baseline of the
previous phase shall not be changed unless the changes are properly justified by
SELLER and approved by BUYER.

6.6. The detailed schedule of each phase shall be submitted to BUYER evaluation, in
accordance with the deadlines in item 6.2, the deadlines shall be calculated
considering the dates in the baseline or in the current phase schedule, whichever
occurs first.

6.7. SELLER shall develop and control the Detailed Project Schedule in Primavera P6
software.

6.8. SELLER shall save the Baseline of the Detailed Project Schedule in Primavera P6
software.

6.9. The Baseline of the detailed project schedule shall include all Contractual Milestones,
control Milestones and interface Milestones.

6.10. Not applicable.

6.11. The Baseline shall be revised at each planning phase, according to item 6.2, or in case
of an amendment to the Agreement that could impact the Baseline.

6.12. It is not allowed, due to a Baseline revision, to change, in the detailed schedule, the
start and end dates, quantities and other information regarding activities executed or
in delay.

6.13. SELLER shall prepare, update, and control the Detailed Project Schedule of each
phase, in compliance with the following instructions:

6.13.1. All activities shall have the respective planned, actual and projected start and finish
dates, the criteria for physical progress appropriation and, if applicable, weighting.

6.13.2. All activities shall have at least a predecessor one, except for the first, keeping in
mind that the activities having only predecessors with a finish-finish (FF) type
connection are considered as activities without predecessor.

6.13.3. All activities shall have at least one successor, excepting for the last, keeping in
mind that activities having only successors with start-start (SS) type connection are
considered as activities without successor.

6.13.4. The relationship between start-finish (SF) type activities shall not be used.

6.13.5. In the case that it is necessary to use lags in the schedule, it shall have its premises
recorded in the in Primavera P6, identifying the reasons for its use. If it is possible
to represent the lag as an activity the SELLER shall do so.

6.13.6. Leads shall not be used.

6.13.7. Date restrictions, including Milestones, shall not be used, except when approved by
BUYER.
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6.13.8. Sequencing activities using start-start (SS) or finish-finish (FF) type connections
shall have their premises documented in Primavera P6.

6.13.9. The last level activities shall be organized in a sequential execution logic, so the duration of
the summarizing activity is equal to or lower than the sum of those of last level, including
lags between activities.

6.13.10. No activities with out of sequence relationships (logical breach) shall exist.

6.13.11. No activities with actual execution later than the current date of the schedule
shall exist.

6.13.12. No activities with negative total float shall exist.

6.13.13. Routine activities (management, approval of plans, issuance of reports, etc)

shall not be included in the schedule.

6.13.14. Support activities (preservation, mobilization, demobilization, scaffolding

assembly, etc.) shall not be included in the schedule.

6.13.15. No Milestones with weighting shall exist.

6.13.16. Critical and subcritical path(es), with float up to 30 days, shall be emphasized.

6.13.17. SELLER shall prepare the Detailed Project Schedule in accordance with the
configuration, coding and structure requirements in Appendix 03 – Primavera P6
configuration

6.14. SELLER shall prepare the Detailed Schedule in accordance with the information
presented in the detailed engineering design, procurement, construction and assembly
and commissioning documents.

6.15. SELLER shall prepare Earlier and Later Physical S-Curves (Baseline, Actual and
Foreseen), for each PBS level, from the first to the fourth level in accordance with the
periodicity defined in Table 1.

6.16. SELLER shall analyze monthly the results of the physical progress, achieved in the
last month, comparing with the planning data and, in case of deviation in the planning,
breaking down the evaluation to the lower levels of the PBS/schedule until identify the
root causes of the deviations.

6.16.1. In the event that the deviation impacts in the critical or subcritical paths of the
schedule, the SELLER shall prepare and submit to BUYER an action plan and a
recovery schedule, in order to recover the deviation.

6.16.2. In the event that the actual physical progress result, is worse than 50% of the
distance between the earlier and the later curves (example in the figure 2), the
SELLER must present an action plan and a recovery schedule, in order to recover
the deviation.

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Figure 2

6.17. SELLER shall prepare, when requested by BUYER, rundown curves (Baseline, Actual
and Foreseen) by activity categories and activities based on production and resources.
SELLER shall issue curves for, at least but not limited to, the activities listed below:

a) Piping fabrication.

b) Piping assembly;

c) Cargo tank painting;

d) Structures fabrication;

e) Structures assembly;

f) Cable trays assembly;

g) Cables pulling;

h) Connections (Electrical, Instrumentation and Telecom)

i) Instruments assembly;

j) Hydrotests execution;

k) Piping cleaning/ reinstatement;

l) Leakage tests execution;

m) Blank/Loop tests execution;

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n) Equipment Assembly

o) Painting.

6.17.1. SELLER shall analyze the results of the rundown performance achieved comparing
with the detailed Schedule in order to justify deviations and clearly identify when an
action plan is needed in accordance with item 6.16.2.

6.18. In the event that an action plan is required, in accordance with this Exhibit, SELLER
shall submit it to BUYER within 15 days after the issuance of the schedule update (as
provided in Table 1), whenever the schedule deviations indicate that one or more
Contractual Milestones will not be reached or when the situation described in item
6.16.2 occurs.

7. RESOURCES

7.1. SELLER shall plan and control histograms for Labor Resources, by differentiating
subcontractors and activities execution locations, in accordance with the Detailed
Schedule.

7.2. Labor Resources Histograms shall consider the number of professionals and
quantitative of total man hour, divided into direct (MOD) and indirect (MOI) labor.
BUYER may request the following information in the histogram: role, activity category,
typical teams or availability (mobilized, being mobilized, demobilized), whenever
necessary.

7.3. SELLER shall make graphical representation of distribution of allocated resources,

including the comparison between planned (historical and current baselines), actual
and projected data.

7.3.1. SELLER shall present, together with the Labor Histograms, views of the resources
applied (S-Curve) and remaining resources (Rundown Curve).

7.4. SELLER shall issue planned and executed Productivity KPI (Key Performance
Indicator) table in accordance with the deadlines and periodicity specified in Table 1,
along with their assumptions including unproductivity. The first KPI t issued shall be
considered the Baseline.

7.5. The KPI table shall consist of at least the following items:

• Steel Structure: man-hour per ton of assembled steel structure;

• Piping: man-hour per ton of manufactured piping;

• Piping: man-hour per ton of assembled piping;

• Structure Painting: man-hour per square meter of painted steel structure;

• Pipe Painting: man-hour per square meter of painted pipe;

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• Electrical Cables: man-hour per meter of laid cable;

• Instrumentation and Automation Cables: man-hour per meter of laid cable;

• Telecommunications cables: man-hour per meter of installed cable;

• Cable tray: man-hour per meter of assembled cable tray

• Instrumentation and Automation Cables tray: man-hour per meter of

assembled cable tray;

• Telecom Cables Tray: man-hour per meter of assembled cable tray

• Electrical Connection: man-hour per connection point;

• Instrumentation and Automation Connection: man-hour per connection point;

• Telecom Connection: man-hour per connection point;

• Loop Test or Blank: man-hour per loop;

• Hydrostatic Test: man-hour per ton of tested pipe.

7.6. BUYER may request additional KPIs from SELLER.

7.7. Planned and actual KPIs shall be directly related to the resources dimensioning (direct
manpower) and shall represent the productivity considered in the resources planning.

7.8. SELLER shall compare performed and planned KPIs and perform evaluation in order
to identify actions of improvement or mitigation necessary to ensure the compliance
with the Contractual deadlines.

8. WORK SCHEDULING

8.1. SELLER shall systematize and implement a process for work scheduling necessary to
the full execution of the scope contracted, so as to each team of performers has the
daily tasks to be developed clearly defined, in accordance with the Detailed Schedule
and the resources histograms.

8.2. The weekly working schedule, shall specify for each task:

a) Related activity of the Detailed Project Schedule.

b) Area where the activity will be executed (for example: pipe-shop,

module/elevation).

c) Scheduled start and finish dates for each activity/task.

d) Scheduled quantitative (production volume) to be executed in the week.

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e) Team (man hour) involved in each activity/task.

f) Sub-Operating System which the activity is related to, for the working
schedules issued during the commissioning phase.

8.3. The Work Scheduling shall have the daily detailing of tasks to be made in the period
of 14 subsequent days, so as to meet the physical schedule.

8.4. Work Scheduling shall be submitted to BUYER, until the morning of the working day
before the period scheduled, in accordance with the deadline and periodicity provided
in Table 1.

8.5. The updated weekly working schedule shall contain, in addition to the current and the
subsequent weeks, the results of previous the week for BUYER evaluation.

8.6. SELLER shall separate the tasks scheduled per area and direct supervision
(supervisors and foremen) and make copies available for reference by their direct
performers at the location of execution.

8.7. The execution of the working schedule shall be the input for updating the detailed
project schedule.

9. FINANCIAL PLANNING AND CONTROL

9.1. SELLER shall prepare and control a financial schedule in accordance with Exhibit XI -
Payment Criteria. The planned Milestones completion dates in the financial schedule
shall be the same in the Detailed Project Schedule. This document must be delivered
in accordance with the deadlines and periodicity defined in Table 1.

9.2. The financial baseline shall be approved when the physical schedule baseline is
approved.

9.3. SELLER shall update the financial schedule in accordance with the results obtained
from physical Schedule update.

9.4. The financial schedule and the register of evidence of Milestone achievement must be
registered, by SELLER, in BUYER’S measurement management software.

10. MEETINGS

10.1. Progress meetings shall be held, on a monthly basis, or whenever requested by

BUYER or SELLER. The SELLER Project Manager and BUYER representatives shall
attend such meetings, besides other professionals involved within the issues to be
discussed in such meetings. The progress meetings shall address, at least, the
following subjects:

a) Analysis of critical and subcritical paths;

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b) Analysis of execution estimates and trends regarding the plan in physical and
financial schedule.

c) Estimates to achieve contractual and control Milestones.

d) Analysis of the causes and impacts of deviations in the requirements of scope and
deadlines.

e) Verification of pending issues in engineering design issues, procurement,

construction and assembly, commissioning, etc.

f) Analysis of the weekly working schedules performed in the last period, assessing
scheduled and actual quantitatives in the period and on a cumulatively basis,
identifying deviation causes and stratifying them;

g) Action plans if applicable.

h) Changes in SELLER'S Staff.

i) Requests for change.

j) HSE results.

10.2. SELLER shall resolve any pending issues raised in the meetings in accordance with
the established deadlines.

10.3. The information within the documents listed in Table 1 shall be the input for the
meeting.

10.4. SELLER shall attend specific meetings throughout the Agreement execution, such as
Engineering, Procurement, Quality, HSE, etc., in accordance with the periodicity,
minimum agenda and representatives defined by the BUYER.

11. REPORTS

11.1. SELLER shall prepare and submit to BUYER a Progress Report in accordance with
the deadlines and periodicity defined in Table 1, and with the model in Appendix 04 –
Follow-up Report Model.

12. PHOTOGRAPHIC RECORDS

12.1. SELLER shall prepare monthly high-resolution photographic records of the main
events of the project from the beginning of the Construction and Assembly of the Hull
and modules.

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12.2. SELLER shall prepare high-resolution time-lapse video related to hull

conversion/construction, topside and Integration construction and assembly and
submit to BUYER every 3 months.

12.3. SELLER shall prepare monthly high-resolution photographic records of the upper view
of the project, using a drone, from the beginning of the Construction and Assembly of
the Hull and the integration of the Modules.

12.4. Records and videos shall be submitted through BUYER document management
system.

12.5. SELLER shall allow any one from BUYER to take pictures of the
construction/integration yard areas where the construction/integration of the
module/hull/integration are being executed and inside and outside the
module/hull/UNIT at any time.

13. APPLICABLE DOCUMENTS

13.1. Following appendices are part of this Contractual Guideline:

a) Appendix 01 – Project breakdown structure

b) Appendix 02 – List of control Milestones

c) Appendix 03 –Primavera P6 Settings

d) Appendix 04 - Follow-up Report Model

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