KOLO CREEK CIVIL PROJECT HAND OVER NOTE Date: 24-05-2012 TEAM: PROVAST KOLO CREEK CIVIL PROJECT

T FACILITY COORDINATOR HANDOVER NOTE 1-HSE ISSUE 2-CIVILL/ELECT. MTC 3-PROJECT 4-CATERING
Manage support services HSE Manage PTW,JHA,UA/AC and contractor HSE Manage FLBs maintenance Ensure they are on Planon Manage FLB ongoing project Chase the contractor to deliver Manage catering with Augusta E & Awe Patrick. Liaise with them on reporting

You are very welcome to KOLO CREEK from your off-duty, wishing you a very wonderful stay during your work period as you resume. 1) HSE ISSUE Key Issues: Manage contractors HSE, work site PTWs, JHAs, ets. Manage HSE plans and implementation Ensure that all HSE issues are properly edited before implementation/ close out Always ENSURE that you carry along other team member as family with one vision. HSE reporting to Gabriel and Gladys I. should be giving prompt priority. The UA/UC for the period is 0. 2) Key Challenges and Issues that Require Urgent Attention. The following issues needed prompt and adequate attention to close them out the fact that we are the action party and that the target date are close because of the critical nature of it. Do engage the contractor to find when he would come back to site. I was requested to prepare a reverse work programme for the outstanding activities at site. This I have started but not through with it as at the time of preparing this handover. I will send a soft copy of this to you tomorrow. Ensure effective monitoring and supervision of all activity on site. Ensure effective monitoring and supervision of all activity on site. Ensure ZERO tolerance to quality and finishes. Always use the work scope as a Reference document when doubt arises. As you are aware, most of the materials needed for the work are on site. The contractor staffs needed close supervision at all time because of their competence level. This we must do. The contractor looks very slippery do manage him with a lot of wisdom. Critical issues should always be referring to the office for decision and approval. Although, your suggestion may be very vital for the decision to be reach.

GENERAL PROGRESS SUMMARY Standard Workmanship: Action Taking:

The standard of workmanship is on the average.

Standard of Materials:

In order to improve the standard of workmanship close supervision was adopted to ensure that works are carried out base on the specification as given in the contract.

The quality of materials supplied so far are okay and as specified in the contract except for the door frames that the height were not up to the height of the respective doors.

Action Taken:
Contractor was asked to removed the said door frames from site and replace it with a new one.

Delay:
The contractor had not being on site since Saturday 19-05-2012, when I contacted him he said that he lost somebody. He has promised to be on site since Monday the 21/05/2012 but as at the time of compiling this report he is still not on site.

Action Taken:

As requested, I have decided to do a reverse work programme to cover up for the outstanding activity. This work programme is expected to run for two weeks. The work programme is based on the assumption that there is no further amendment to the design provides information in the contract and no difficulties are encountered at this stage of the work.

LOWLIGHTS
The following are the major challenges 1. The PTW process here has pose a lot of delay to the progress of the jobs. There is no site supervisor for the civil contractor to effectively drive the project and this is causing a lot of delayed. NOTE; ALL ACTIVITIES TO BE INVOLVE IN SHOULD BE WITHIN THE FLB.

3) CONTRACT MANAGEMENT The only contract to be managed in this facility by you is the civil upgrade of the gate house. Although, you do touch base with UBA for other technical assistant. Do ensure that management of the said contract is in line with the contract terms. Escalate any challenge to the office for advice. I held a teleconference meeting with Akindele, Abel and Ayenor on the way forward to deliver acceptable services to our customer. Lots of factors were identified to be the possible causes of services delay rendered by the contractor. Going forward we had equallyidentified solution areas if implemented might address must of the challenges we are currently facing in this civil upgrade contract. One of this is the reverse work programme which was earlier mentioned. The management of the contractor is entirely your responsibility; therefore, ensure that you manage him well to deliver. 4) MEETINGS AND INSPECTIONS Please, as usual take note of the following meeting and inspection date. As usual do attend the normal morning planning meeting with the asset team. Time remain 0700Hrs. Leader meeting on Sunday by 7000am is also mandatory. 5) CIVIL/ELECTRICAL FLB MAINTAINACE: Key issues: This is to be managed by UBA but you can offer assistant. 6) STAFF/PERSONNEL ON DUTY THERE ARE NO STAFFS ON DUTY 7) PROJECT: Key issues: UPGRADE OF THE FLB GATE HOUSE. 8) PLANON: Key issues: THIS IS FOR UBA
9) MISCELLANOUSE/AOB

Feel free to call for any clarification. MY NUMBER IS 08075991360 AND 08037172443. Once again, you are very welcome to KOLO Creek. Work safe and the lord is your strength. Trust in him and he will direct your path. Do accept my esteemed regards. To the best of my knowledge the above is the present work statue. Outgoing: NGBAA DORNU SIMEON. DATE: 24-05-2012 SIGN: SIGN: TIME: 1200Hrs TIME: 1200Hrs I read and understood the above information. Incoming: OKPE DATE: 24-05-2012