Quality Plan

PROJECT QUALITY PLAN
Equipment description: N/A
Tag/Item number(s): N/A
C 13/06/2009 RJU MZI CBD IFL Issued for Implementation

B 28/03/2007 VLA BBE CHE IFL Issued for Implementation
A 07/03/2007 VLA BBE CHE RCC Re-issued for Company Comments
O 09/11/2006 SLA JMLU CHE ICC Issued for Company Comments
Rev. Date By Chkd Appr. Status Revision reason for issue description
Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000
Contractor Project No.: 5887 VSA CONSORTIUM
Contractor Contract No.: PI-099 Sheet: 1 of 23 PCWBS: NZ
Contractor Doc No: F15032-SSA-0-0000-PMT-

Pearl GTL Project Orig. Org.: PLA-0001
QATAR VSA
Project Doc No: T-4.116.980 Rev.: C
T-4.116.980 RevC - PROJECT QUALITY PLAN
TABLE OF CONTENTS
1.0 PURPOSE ..................................................................................................................................... 4

2.0 SCOPE .......................................................................................................................................... 4
3.0 DEFINITIONS AND ABBREVIATIONS......................................................................................... 4
4.0 REFERENCE DOCUMENTS......................................................................................................... 5
5.0 PROJECT DESCRIPTION ............................................................................................................ 6
6.0 PROJECT QUALITY MANAGEMENT SYSTEM .......................................................................... 7
6.1 Project Quality Management System (PQMS)............................................................................... 7
6.2 Quality Policy ................................................................................................................................. 7
6.3 Quality Objectives .......................................................................................................................... 9
6.4 Project Procedure Manual ........................................................................................................... 10
7.0 PROJECT ORGANISATION ....................................................................................................... 10
8.0 PROJECT EXECUTION .............................................................................................................. 10
8.1 Document Control and Traceability.............................................................................................. 10
8.2 Quality Assurance........................................................................................................................ 11
8.3 Quality Control ............................................................................................................................. 11
8.4 Health, Safety, Security & Environment (HSSE).......................................................................... 11
8.5 Project Risk Management............................................................................................................ 12
8.6 Flawless Start-up Initiative (FSI) .................................................................................................. 12
8.7 Interface Management ................................................................................................................. 12
8.8 Information Management ............................................................................................................. 13
8.9 Engineering and Design............................................................................................................... 13
8.9.1 Design and Development planning ...................................................................................... 13
8.9.2 Design and Development Input............................................................................................ 13
8.9.3 Design and Development Output ......................................................................................... 14
8.9.4 Design and Development Review ........................................................................................ 14
8.9.5 Design and Development Verification .................................................................................. 14
8.9.6 Design and Development Validation .................................................................................... 15
8.10 Change Control............................................................................................................................ 15
8.11 Procurement ................................................................................................................................ 15
8.11.1 Purchasing Process ......................................................................................................... 16

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8.11.2 Purchasing Information .................................................................................................... 16
8.11.3 Verification of purchased product..................................................................................... 17
8.12 Construction and Installation........................................................................................................ 17
8.13 Commissioning and Project Handover......................................................................................... 18
8.14 Project Planning and Scheduling……………………………………………………………………….18
9.0 MEASUREMENT AND ANALYSIS............................................................................................. 19
9.1 Client satisfaction......................................................................................................................... 19
9.2 Quality Audits............................................................................................................................... 19
10.0 INSPECTION, TESTING AND QUALITY SURVEILLANCE....................................................... 20
11.0 CONTROL OF NONCONFORMING PRODUCTS (NCR) ........................................................... 20
12.0 IMPROVEMENT .......................................................................................................................... 21
12.1 Continuous Improvement............................................................................................................. 21
12.2 Quality Performance indicators.................................................................................................... 21
12.3 Lesson Learned ........................................................................................................................... 21
12.4 Training ........................................................................................................................................ 21
12.5 Preventive Actions ....................................................................................................................... 22
12.6 Corrective Actions........................................................................................................................ 22
13.0 REGULATORY COMPLIANCE................................................................................................... 23
ATTACHMENTS ..................................................................................................................................... 23
None ........................................................................................................................................................ 23

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1.0 PURPOSE
The purpose of this Project Quality Plan is to define a quality programme covering all phases of
the Pearl GTL Project - ETP Contract and address specific work practices, methods, events,
procedures, audit plan, performance indicators, allocation of resources, roles, responsibilities
and authorities for all phases of the work associated with the Pearl C8 Qatar Project.
The Project Quality Plan will:
1- Show how Contractor will plan, execute, measure, monitor, control and document quality
related aspects of the project work
2- Define project organisation, interfaces, responsibilities and authorities
3- Provide compliance with ISO 9001:2000
The Project Quality Plan will be maintained as live a document throughout the duration of the
project.
It also describes or gives references to documents which define the responsibilities, controls
and co-ordination procedures which are designed to ensure that contract requirements are
devolved to all levels involved in the execution of the Project.
2.0 SCOPE
The scope will cover all Quality Management activities and secure compliance with
requirements in the Pearl C8 GTL project Specification and ISO 9001:2000.
The Project Quality Plan will describe and give reference to project policies, organisation, plans
and procedures and the scope will cover all project phases up to the point of handover and
acceptance by Company.
3.0 DEFINITIONS AND ABBREVIATIONS

PROJECT: PEARL GTL PROJECT - Effluent Treatment Plant
CONTRACT: Contract No. PI-099.

As defined in the Engineering, Procurement and
Construction AGREEMENT for Effluent Treatment Plant
(ETP) Works
CONTRACT means the:
(a) GENERAL TERMS AND CONDITIONS;
(b) PROJECT DOCUMENTS;
(c) The Appendices to the GENERAL TERMS AND
CONDITIONS which are not included in the PROJECT
DOCUMENTS; and
(d) CONTRACTOR'S TENDER,

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which documents shall each be taken as mutually
explanatory but if there is any conflict or ambiguity between
any of them they shall be given precedence in the order
listed above.
COMPANY COMPANY has the meaning ascribed to it in the preamble

of the AGREEMENT and shall where the context so admits
include Company's employees, agents and/or
representatives, successors and permitted assigns.
PROJECT MANAGER PROJECT MANAGER means an unregistered joint venture

between JGC Middle East FZE, having its registered office at
P.O. Box 18414, Jebel Ali, Dubai, United Arab Emirates and
Kellogg Brown & Root International Inc., having its registered
office in the State of Delaware, Corporation Trust Centre,
1209 Orange Street, Wilmington, Delaware 19802 United
States of America.
CONTRACTOR: CONTRACTOR has the meaning assigned to it in the

preamble of the AGREEMENT and shall, where the context
so admits, include CONTRACTOR'S employees, agents,
workmen and/or representatives, successors and permitted
assigns. CONTRACTOR includes any of its
SUBCONTRACTORS.
POC: Paris Operating Centre

DOC: Doha Operating Centre
SOC: Site Operating Centre
PMT: Project Management Team
PQM Project Quality Manager
HSSEM Project HSSE Manager
4.0 REFERENCE DOCUMENTS

CONTRACT No. QSGTL PI-099
Applicable Project Specifications (incl. Bidder Change Request "BCRs", Tender Bulletin "TBs"
and Technical Queries "TQs"),
Shell DEP v19,
ISO 9001:2000 Quality Management System Requirements
All Project Execution Plans, Procedures and documents referenced in the present document
refer to their latest applicable revision and are listed in the following document:

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T-4.131.920 Project Procedure Manual
F15032-SSA-0-0000-PMT-PRO-0007
CONTRACTOR's QA Standards:
Saipem s.a. Quality Management System (pilot)
Al Jaber Quality Management System
5.0 PROJECT DESCRIPTION

The Project description is detailed in
T-4.129.224 Project Execution Plan
F15032-SSA-0-0000-PMT-PLA-0002
And in Project Specification Part I - General Information - Chapter II - Summary of the Project §
2.3.8 Eflluent Treatment Plant Contract.
The COMPANY has awarded to CONTRACTOR the realization of the EPC Contract for the
design, engineering, procurement, construction and commissioning of the PEARL GTL
PROJECT – C8 Package - Effluent Treatment Plant which consists of three main units:
• Unit 8200 – Drainage, Collection and Primary Treatment of aqueous effluents coming
from process units, utilities and off-sites of the GTL complex
Four (4) segregated collection systems for wastewater according to oil content have
been considered:
Entirely Oil Free (EOF)
Accidentally Oil Contaminated (AOC)
Sweet Continuously Oil Contaminated (Sweet COC)
Sour Continuously Oil Contaminated (Sour COC)
• Unit 8300 – Effluent Treatment Plant (2 trains) that contains a number of specialist
water treatment processes in series:
Coagulation & flotation process,
Bio-treater & Clarifier process,
Ultra-filtration process,
Reverse Osmosis process,
Evaporation process,
Crystallization process,
that progressively removes solids, oil, dissolved organics, salts and pathogens from
the water as it progresses through the sequence of units to produce a high quality final
effluent for on site process reuse and irrigation water off plot.
The waste solids removed in the process are concentrated in the sludge dewatering
unit for disposal off site.
• Units 7131, 7141 and 7151 – Cooling water blow down packages that shall treat the
blow down of the cooling water for reuse in the process.

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6.0 PROJECT QUALITY MANAGEMENT SYSTEM
6.1 Project Quality Management System (PQMS)

Common and harmonized Plans, procedures and Work Instructions to be applied throughout
the PROJECT are identified in this Overall Project Quality Plan. This Plan is an umbrella under
which the Project Quality Management Systems of Consortium members so as to ensure that
the scope of work is completed.
Common Project specific Management Documents (i.e. Project Execution Plan, Project Quality
Plan, Project HSSE Plan, Project Engineering Plan, Project Construction Plan, …) are issued at
consortium level in order to describe how PMC/COMPANY Management requirements are
implemented on the Project.
6.2 Quality Policy

The Senior Management of the VSA Consortium participants have defined the Project Quality
Policy: the Project Quality Policy commits to the success of the project by highlighting the
management principles.
Management commitment
It is the Project Director and the Project Management Team commitment to implement and
maintain the Quality Policy elements throughout the execution of the PROJECT.

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6.3 Quality Objectives
The Project Quality Objectives have been defined as follow:
• Achieving Company Quality specifications and requirements, through Project
Specification compliance reviews,
• Manage and maintain the project QMS,
• Initiate continuous improvement through audits and lessons learned,
• Monitor on monthly or quarterly basis, KPI’s (Key Performance Indicators) & Lead
Indicators for construction, pre-commissioning and commissioning phases.
• Implementation of Corrective action and Preventive action within the time allocated,
• Resolution of Non conforming Report - NCR and Audit Deviation in due time.
• Monitor on monthly or quarterly basis, KPI’s (Key Performance Indicators) & Lead
Indicators for Construction, Pre-commissioning and Commissioning phases.
The Quality objectives are measured as follows:
LEADING DESCRIPTION - MEASURING PROCESS TARGET

INDICATORS
AUDIT PROGRAM - Audit progress - audit progress measurement (internal and Ratio = 100%
Respect of audit external audits)
planning Quaterly
internal by the
planned: 0 performed: 0
Project
external (Vendor /
planned: 0 performed: 0
Subcontractor)
Total: planned: 0 performed: 0
Ratio= audit performed / audit planned
DEVIATIONS Number of audit deviation closed / Total audit deviation (including Target 100% -
improvement points)
Monthly
NON Number of [Non conforming Report - NCR] closed / [Total Non Target 100%
CONFORMING conforming Report - NCR]
REPORT (Internal - Monthly
NCR and Vendor
NCR)
CORRECTIVE AND Number of [Corrective and Preventive Action Report] closed / Target 100%
PREVENTIVE [Total Corrective and Preventive Action Report]
- Monthly
ACTION (CA and
PA)
QUALITY Number of training sessions (each session should last Target
TRAINING & approximately one hour)
minimum is
INDUCTION
one per
month until
everyone
has been
trained.

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6.4 Project Procedure Manual
The Project Procedure Manual will include all project plans and procedures necessary for the
execution, control and documentation of the Pearl GTL Project - PI-099 Contract. The plans
and procedures will cover all contractual work including subcontractors and vendors and will
comply with the requirements in the Project Specification Part IV 'Procedures and
Requirements'
The Project Procedure Manual is documented in Contractor's document system in:

T-4.131.920 Project Procedure Manual
F15032-SSA-0-0000-PMT-PRO-0007
7.0 PROJECT ORGANISATION

The project organisation is built up as shown in Project Organisation Charts:
T-4.129.835 Project Organization Chart
F15032-SSA-0-0000-PMT-PRO-0008
All positions have a job description with clearly defined responsibilities:

T-4.129.834 Job Descriptions
F15032-SSA-0-0000-PMT-PRO-0009
Delegation of authority and approvals within the CONTRACTOR project organisation is

presented in:
T-4.129.835 Project Organization Chart
F15032-SSA-0-0000-PMT-PRO-0008
The Pearl GTL Project – PI 099 Contract will be managed by the CONTRACTOR Project
Director, who will have complete responsibility for the management of the project.
The CONTRACTOR Project Director and his designated delegates will provide the single point
of contact between COMPANY and CONTRACTOR´s project organisation.
Reporting to the Project Director are various Discipline Managers as outlined in the organisation
charts.
The document describing the project organization also includes charts for the Project Quality
Organization.
8.0 PROJECT EXECUTION
8.1 Document Control and Traceability

Project execution documents initiated by Company, CONTRACTOR, Vendors and
Subcontractors are controlled in a systematic manner to ensure that valid and latest revisions of
relevant documents are available at point of use.
With the CONTRACTOR's Master Document Register (MDR), the MDR tool has been
established to ensure that the latest status of documents is used.

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Project systems and procedures for document control and traceability of documents are defined
in these Related Procedures:
T-4.099.996 Project Document Control

F15032-SSA-0-0000-PMT-PRO-0003
T-4.099.999 Project Document Identification

F15032-SSA-0-0000-PMT-PRO-0002
T-4.131.909 Project Files records

F15032-SSA-0-0000-PMT-PRO-0015
8.2 Quality Assurance

The Project Quality Manager will be responsible to develop, implement and monitor the
Project Quality Management System, compile the measuring results of the "Quality Objectives",
initiate and compile the determination of the initial criticality rating and to conduct audits to verify
that required plans and procedures are developed and implemented and to ensure compliance
with Project Specification.
The Project Quality Manager is responsible for ensuring that the overall quality management
system is maintained and implemented.
8.3 Quality Control

The QC team will develop, implement and monitor the Project Quality Control Program. The
Program will consist of plans and procedures describing how the project will be monitored,
monitoring of vendors and subcontractors, in-process inspection, test activities, witness points,
handling of nonconformities, final inspection and approval.
T-4.119.784 Inspection Procedure for Incorporated Material and Equipment

F15032-SSA-0-0000-PRT-PRO-0004
T-4.122.172 Construction Quality Control Plan

F15032-AJE-0-0000-QCS-PLA-3070
8.4 Health, Safety, Security & Environment (HSSE)

HSSE Policy
The HSSE Policy is communicated to all Project personnel, displayed at all WORKSITES
premises and made available on the Project Information Technology network.
Specific targets and objectives have to be defined by the Project Director, in line with
COMPANY and CONTRACTOR policies. These targets and objectives are stated in the HSSE
Plan.
Ref.T-4.116.982 HSSE Management system.
F15032-SSA-0-0000-HSE-PLA-0001

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Strategy for achieving HSSE goals
The project HSSE goals are to be attained at all WORKSITES including premises of
SUBCONTRACTOR's included in the Sphere of Influence.
Ref.T-4.116.973 Sphere of Influence.
F15032-SSA-0-0000-HSE-PRO-0005
8.5 Project Risk Management

Contractor will develop and implement Risk Management processes for all project phases and
ensure that risks are managed by an appropriate selection of controls. The Risk Management
process will cover all technical and project execution risks.
Related Procedures:
T-4.123.899 Risk and opportunity Management Plan
F15032-SSA-0-0000-PMT-PRO-0017
8.6 Flawless Start-up Initiative (FSI)

FSI is a formalized program to achieve a trouble free start-up and operational performance for
the total project. The initiative consists of the implementation of processes and actions by which
risks to this objective will be identified, assessed and addressed during engineering,
procurement and site implementation, in a pro-active manner.
Lessons learned from previous projects have been reviewed so as to incorporate it in the
Project Flawless list.
The Contractor has assigned a Q-Captain correspondent on the Construction site in order to
ensure the continuity of the Q-Area throughout the project.
T-4.132.019 Flawless Start-up Initiative implementation plan

F15032-SSA-0-0000-PMT-PLA-0005
8.7 Interface Management

Organisational interfaces are created as a result of contractual requirements, organisational
structures and internal agreements. Such identified interfaces will be managed from a quality
perspective. CONTRACTOR's Project Quality Management System, via the Project Execution
Plan, Discipline Plans and Procedures, will contain the arrangements and responsibilities for
the co-ordination and management of these required activities.
The Interface Manager is responsible to care about all interfaces between the CONTRACTOR
ETP plant and Implementation Contractor (IC) Shell Pearl GTL Project.
Interface management is detailed in:

T-4.129.831 Interface Management Plan
F15032-SSA-0-0000-PMT-PRO-0006

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The plan ensures the integration of different engineering systems to achieve a uniform tracking
control and reporting system for interfacing parties.
8.8 Information Management

The Information Management is described in the following procedure:
T-4.099.997 Information Management Strategy and Engagement Plan (IMSEP)

F15032-SSA-0-0000-PMT-PRO-0012
The procedure explains how Contractor will meet COMPANY requirements concerning
information handover, i.e. be sufficient, of adequate quality and in a format that facilitates its
use in the target processes and applications of COMPANY for asset management, engineering
modifications, operations and maintenance.
8.9 Engineering and Design
8.9.1 Design and Development planning

CONTRACTOR's Engineering Manager is responsible for providing design integrity, interface
management (together with the Interface Manager), Quality Control and technology
management issues. Prior to commencement of engineering and design the Engineering
Manager establishes a Project Engineering and Design Execution Plan. The plan in which all
aspects of ISO 9001 "Design and Development" are addressed for ensuring adherence to the
design policy and all statutory and technical requirements of the work, as well as measures for
keeping consistency between basic and detail engineering. Each engineering discipline will be
headed by a Team Leader who will be responsible for the development of detailed discipline
design plans and procedures in line with the Engineering Execution Plan.
The Engineering Manager will ensure that the basic technologies are not compromised during
the project execution work and will plan and conduct reviews to secure that all design issues
are properly addressed.
8.9.2 Design and Development Input

The design input and other documents issued to CONTRACTOR by COMPANY including
statutory and regulatory requirements are controlled by the Engineering Manager. Inputs are
distributed to the relevant organisational disciplines for review. Any questions thereof such as
incomplete, ambiguous or conflicting requirements are clarified by the Engineering Manager
with COMPANY. The design criteria is established for each engineering discipline in
accordance with the contractual requirements, design information from COMPANY and
regulatory requirements prior to commence of design work.
The Design and development input, output, review, verification and validation are described in
the following document:
T-4.118.015 Engineering Execution Plan
F15032-SSA-0-0000-PEM-PLA-0001

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8.9.3 Design and Development Output
The design output is expressed by drawings, specifications, calculations, requisitions, data
sheets or other data or documents. The technical contents of design output including those
submitted by vendors and subcontractors are reviewed by the Discipline Engineer of each
engineering discipline in order to ensure that the design output:
- Meets the design input requirements,
- Contains or references acceptance criteria,
- Conforms to applicable regulatory requirements,
- Ensures safe and proper functioning of the product.
Each engineering discipline registers their output deliverables in Engineering Document
Register (EDR) System and the output deliverables made by vendors and subcontractors are
registered in Vendor Document Register (VDR).
All output deliverables are approved by the Engineering Manager or the head of the
departments before submittal to COMPANY to ensure that the quality requirements are applied.
8.9.4 Design and Development Review

Design reviews are carried out at appropriate stages of the design process before submitting
output deliverables to COMPANY for approval and prior to any construction work. The design
reviews are defined in the engineering discipline design plans.
The Engineering Manager or the head of the department is responsible for the design review
process, but will involve the team leaders of each design output concerned as well as other
specialists, as required.
The design reviews will cover as a minimum:
- Comprehensive review of Plot Plans,
- Plant Model review (3D Models),
- P & ID review.
All review results will be documented.
8.9.5 Design and Development Verification

The design verification as required by CONTRACTOR´s system is carried out at appropriate
design stages by the responsible team leader to ensure that the design output meets the
design input requirements. The design verifications are defined in the engineering discipline
design plans, procedures. As an integral part of design verification also ergonomics,
constructability, maintainability, operability and safety reviews are scheduled and conducted.
Design verification of critical work elements involves personnel other than those having direct
responsibility for the design work.
All results from design verification will be documented as required by CONTRACTOR´s
system.

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8.9.6 Design and Development Validation
The Engineering Manager is responsible for the "design validation" and will define the scope,
conditions and procedures to be followed. Design validation will be conducted preferably at the
early stage of the design. The timing and scheduling of design validation is defined by the
Engineering Manager through the internal Project planning.
All results from design validation will be documented.

Note: The validation of the product "Effluent Treatment Plant" will be performed during
"acceptance test" at site. The "Design Validation" is covered mostly by multi-discipline reviews
of specific documents (e.g. PFD-Review) and / or systems (e.g. 3D-Model Review).
8.10 Change Control

CONTRACTOR will define and implement a system for control of project changes. Any change
proposal, notification or request as well as approved changes shall be part of CONTRACTOR's
change procedure processes which also will include checks of any interfacing parties. The
change control system is subject to approval by Company before implementation on the Pearl
GTL Project – ETP Contract.
CONTRACTOR will establish a register for records of all:
- Change in the work requests from COMPANY with status
- Change in the work notifications from CONTRACTOR with status
- Change in the work proposals with status
- Change in the work orders with status
These records will be kept up-to-date and shall be included in the monthly progress report.
CONTRACTOR has also developed a procedure for Technical Deviations that have no
contractual or commercial consequences. Deviations that have contractual or commercial
consequences will be presented as a change notification, proposal or request and be part of the
Project Change processes.
8.11 Procurement
The project procurement is planned and organised according to plans and procedures:
T-4.132.842 Procurement Plan

F15032-SSA-0-0000-PRT-PLA-0001
T-4.133.247 Purchasing Procedure

F15032-SSA-0-0000-PRT-PRO-0001
T-4.119.779 Purchase Order Management Procedure

F15032-SSA-0-0000-PRT-PRO-0002
Criticality of Supplied items

A Criticality Rating Table shall be prepared for each individual piece of equipment and for each
set of material items that are included in the Project Pearl C8 according to the following
procedure:
T-4.118.007 Criticality Rating Table
F15032-SSA-0-0000-PEM-SPC-0001

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Quality requirements for vendors / subcontractors - Quality Plans
Quality Specifications are implemented in order to define VENDORS / SUBCONTRACTORS
obligations regarding the Quality Management System requirements to be followed. The
purpose is to assure and document that purchased Supply or subcontracted Work by
CONTRACTOR meets the required level of Quality by the CONTRACTOR, the COMPANY and
the PROJECT.
The Quality requirements for VENDORS / SUBCONTRACTORS are defined in the following
procedure and according to the criticality of the Materials / Services to be purchased:
T-4.129.222 Quality Requirements for Vendors / Subcontractors

F15032-SSA-0-0000-PRT-PRO-0011
T-4.119.786 Instruction for Vendor Data Book

F15032-SSA-0-0000-PRT-PRO-0010
8.11.1 Purchasing Process

1) Assessment of Vendors
a) Vendors are selected from the Approved Vendor List in the Procurement Execution
Plan, on the basis of quotation and technical capability to meet the project requirements,
b) CONTRACTOR’s recommended Vendors, if not included in the Company’s Approved
Vendor List, is subject to Company approval.
2) QA Requirements in Requisitions
a) Project Procurement Manager ensures that the QA, HSSE and FSI requirements are
included in the requisitions before placement of any Purchase Order,
b) CONTRACTOR applies all QA requirements as required by the Contract, to Vendors,
and Subcontractors.
3) Bid Evaluation Review and evaluation of the bids, and placing purchase orders are controlled
by designated individuals or organisations responsible for bid evaluation:
a) Defining selection criteria, evaluating technical capabilities,
b) Assuring that the bid conforms to the requirements,
c) Resolving conditions and terms prior to placing purchase orders.
8.11.2 Purchasing Information

Requisitions and other procurement documents such as technical specifications, QA
requirements, inspection and test specifications including list of shop inspection and test items,
and other requirements and instructions to Vendors are controlled in the following manner:
a) Identify positions or organisations responsible for preparing, reviewing, checking,
approving and issuing the procurement documents including the revisions,
b) Reviewing procurement documents prior to both release for bid and placing an order

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8.11.3 Verification of purchased product
1) Verification of Vendor Documents
CONTRACTOR will develop and implement procedures to ensure that all purchasing
requirements are met and documented by Vendors and that these requirements are in
compliance with the Project Specification. The procedures will include such as;
- Review and verification of design features,
- Ensure that proven equipment and material are applied- ensure that Vendor procedures are
provided and agreed by CONTRACTOR prior to commencement of fabrication. The vendor
procedures shall cover all issues specified in the purchase order.
- Inspection and test plans, including materials certification.
2) Verification of Purchased Product
CONTRACTOR will develop and implement plans and procedures to ensure that inspection and
tests are performed and documented. CONTRACTOR will verify purchased products by Quality
Control monitoring, witnessing inspection and tests performed by the Vendors at Vendor's
manufacturing place(s), technical audits and reviews and by checking Vendors Quality records
in accordance with the requirements specified in the procurement documents.
3) Reporting
3-1) General
All inspection activities performed are filed in the "Inspection and Test Plan (ITP)".
Inspection Reports are filed and actions followed in the "Supplier Visit Report System". Each
inspection visit is documented in a report which at least addresses the following topics:
- Inspector name and identification,
- Date of visit,
- Purchase order /vendor name and location,
- Scope of inspection,
- Activities performed,
- Actions required and target dates (if any),
- Conclusions.
3-2) Final release
a) Prior to the release for shipment, all non-conformities found during fabrication,
inspection and performance testing of materials are disposed as agreed.
b) Manufacturing reports are verified at the stage of inspection release.
c) Company may attend all stages of inspection.
8.12 Construction and Installation

The Construction Execution Plan provides the description of the activities during the
construction phase.
T-4.120.342 Construction Execution Plan
F15032-AJE-0-0000-CMT-PLA-0001
Construction activities on the ETP Project consist of civil, mechanical (piping & equipment),
electrical and instrumentation works, the exact scope of work and the breakdown of
responsibilities is detailed in the Construction Execution Plan. This document describes the
sequence of construction activities from mobilisation, through to the start of pre-commissioning
activities; this includes but is not limited to:

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• Site mobilisation
• Construction of the site offices and storage facilities
• Construction of the camp facilities
• Import and transportation
• Material receipt including preservation activities
• Civil construction
• Mechanical construction (piping and equipments)
• E&I installation
All construction activities will be sequenced in accordance with the approved project schedule
to ensure that completion of construction activities are in line with the required RFSU dates as
stated within the Construction Execution Plan and in the Project Specifications.
Method statements will be produced for all major construction activities and will be agreed with
COMPANY prior to commencement of the activity. All method statements shall include a Job
Safety Analysis. Inspection and Test Plans will be raised for installation activities that require
specific controls such as the installation of rotating equipment or switchgear etc. Construction
phase ITPs will be submitted to COMPANY for review and comments prior to commencement
of the relevant process to define their own hold and/or witness points. VSA shall notify
Company site representative at least 24 hours in advance of any hold or witness point. For hold
points work may not proceed to the next step of the process until it is agreed and released by
Company site representative.
Where specialised activities are to take place such as transport of out of gauge equipment or
heavy lifts, these shall take into account all other site users and RLIC requirements and shall
be planned and agreed with COMPANY.
8.13 Commissioning and Project Handover

The pre-commissioning and commissioning activities are developed in the following procedure:
T-4.146.257 Commissioning Execution Plan

F15032-SSA-0-0000-PCO-PLA-0010
T-4.329.839 System Compilation Manual Plan
F15032-SSA-0-0000-PCO-PLA-3230
The procedure explains how the pre-commissioning and commissioning activities for the
Effluent Treatment Plant will be developed, managed and executed throughout the lifetime of
the project, the use of the MC&C completion database on the project, and to demonstrate the
strategy that drives the commissioning process. The document also describes the process for
Handover to the PMC after Start-up of the completed works.
8.14 Project Planning and Scheduling Procedure

The planning and scheduling are covered by the following procedure:
T-4.119.777 Project Planning and Scheduling Procedure

F15032-SSA-0-0000-PCT-PRO-0002

QATAR VSA
This procedure defines the system and levels of planning and scheduling on project.
9.0 MEASUREMENT AND ANALYSIS
9.1 Client satisfaction

As part of the performance measurement of the PQMS, PROJECT monitors information relating
to COMPANY perception as to whether PROJECT has met contractual requirements and
expectations.
Such monitoring is performed, mainly through:
• Sponsors meeting(s).
• Systematic analysis of correspondence with comments and/or complaints.
• Analysis of minutes of co-ordination meetings.
• Analysis of internal management indicators.
• Analysis of the Company's satisfaction questionnaires on biannually basis.
9.2 Quality Audits
• Scheduling
A Project Audit Schedule, encompassing both Internal and External Quality Audits planned by
the Project Quality Manager, is developed and implemented for the duration of the Project.
T-4.116.974 Project Audit Schedule

F15032-SSA-0-0000-QUA-PRO-0001
The Audit Schedule is permanently updated to show the status of audits (planned / carried out /
cancelled) and may include additional audits justified by changes, such as the Project
organization, Quality Control information, non-conformity reports, subcontractor performance,
criticality rating updates.
The Audit Schedule is transmitted to PMC/COMPANY, for their review, comments and
determination of the audits they may wish to participate in or witness when receiving the audit
notification.
• Audit Management
Audit Management is under the responsibility of the Project Quality Manager.
Quality audits are performed following the principles stated in the procedure:
T-4.131.919 Audit Procedure

F15032-SSA-0-0000-QUA-PRO-0002

QATAR VSA
10.0 INSPECTION, TESTING AND QUALITY SURVEILLANCE
Inspection and Test Plans (ITP's) shall be developed for all areas of the work, to ensure that the
inspection and testing activities take place under controlled conditions and that both
construction and quality personnel are aware of the inspection and test requirements.
The ITP shall list in sequence all inspection and tests associated with an activity against each
inspection and test requirement. The following shall be identified:-
- Reference document controlling the activity

- Acceptance criteria for the activity being inspected or to be tested.
- Verifying document or record sheet
- Responsibility of Contractor towards the activity inspection.
No work shall be performed with the ITP having the approval of and a satisfactory review by
COMPANY.
Inspections, tests, test status, certificates, etc will be implemented and documentation
organised as described in the following procedure:
T-4.119.784 Inspection Procedure for Incorporated Material and Equipment

F15032-SSA-0-0000-PRT-PRO-0004
T-4.122.172 Construction Quality Control Plan
F15032-AJE-0-0000-QCS-PLA-3070
11.0 CONTROL OF NONCONFORMING PRODUCTS (NCR)

During all phases of the Project, audit deviations and non-conformities should be identified,
recorded and managed.
The control of Audit Deviations related to the activities carried out by PROJECT in the
framework of audits (non respect of a PQMS element) is regulated by the Project procedure:
T-4.131.919 Audit Procedure
F15032-SSA-0-0000-QUA-PRO-0002
All Project’s Partners, Subcontractors and Vendors non-conformities related to

PMC/COMPANY specifications or Contract requirements shall be subject to documented NCR.
Such NCR trend analysis shall be reported to Project, for review and approval, prior to
implementation of any remedial actions.
The control of non conforming product or process related to the activities carried out by
PROJECT in the framework of Quality Control is regulated by the Project procedure:
T-4.099.998 Control of Non-Conforming Product

F15032-SSA-0-0000-QUA-PRO-0003
The relevant project-specific NCR Control requirements defined in clause 6.6.10 of PS Chapter
6 (QA Requirements) shall be observed by VSA during project life time.

QATAR VSA
12.0 IMPROVEMENT
12.1 Continuous Improvement

Continuous Improvement is an on-going and pro-active initiative, achieved day by day, step by
step and capitalising on every move forward.
Continuous improvement is obtained though identification, analysis and action related to all
internal and external elements having an influence on the PQMS and to which the Project
Management has control.
Continuous improvement is driven by major progress initiatives, such as Flawless Start up

Initiative (FSI) implementation, surveillance, inspection, site visits, quality and HSE audits, co-
ordination and interface meetings, Project reviews, workshops, quality control, feed back, etc…
The following procedure:

T-4.131.918 Management of Corrective and Preventive action
F15032-SSA-0-0000-QUA-PRO-0004
describes the responsibilities and activities to be carried out regarding the identification, the
analysis, the implementation and the effectiveness of improvement actions.
In addition the PQM with support of the Project Director shall organize at least once a year a
Project Quality Workshop. PMC/ Company may attend the workshop at their discretion.
12.2 Quality Performance indicators

The Project will put in place the monitoring of the Project performance indicators, which
includes the quality indicators such as Non conformity report status, Corrective Action and
Preventive Action implementation effectiveness.
For more details, please refer to §6.3 of this document.
12.3 Lessons Learned

Lessons Learned on the previous Projects of the Contractor have been an element for the
Flawless Stat up Initiative (FSI) and for the Q-Captain to develop the Q-Book. Each Q-captain
has studied the Lessons Learned that are applicable on this Project. Lessons Learned are
continuously recorded throughout the Project through the Flawless Start-up Initiative.
Ref. Project Q-Book.
12.4 Training
Quality inductions shall be carried out to personnel involved in the Project.
Training plans and procedures are developed in the different functions of the organizations
such as HSSE, Construction.

QATAR VSA
12.5 Preventive Actions
Preventive Actions shall be implemented following:
• The detection of potential non-conformities, identified all along the Project duration,
throughout all Project processes.
• The detection of improvement axes relevant to the Project Processes operation.
• Through the following activities / events:
¾ Surveillance.
¾ External and Internal Quality Audits.
¾ Inspection.
¾ Reviews, Meetings.
¾ Complaints or comments.
¾ Suggestions from Project Team...
The implemented Preventive Action will be proportional to the extent of the potential non-
conformity and the risks involved. This is performed after a root cause analysis of the potential
non-conformity.
Preventive Actions may require changes in methods, procedures and organisation applicable to
the current Project. These changes may need to be addressed immediately. Preventive
Improvement Actions may be a concern for future Projects where action may be taken
accordingly.

F15032-SSA-0-0000-QUA-PRO-0004
12.6 Corrective Actions

Corrective Actions shall be implemented following:
• The detection of actual non-conformities, identified all along the Project duration,
throughout all Project processes.
• Through the following activities / events:
¾ Surveillance.
¾ External and Internal Quality Audits.
¾ Inspection.
¾ Reviews, Meetings.
¾ Client complaints or comment.
The implemented Corrective Action will be proportional to the extent of the actual non-
conformity and the risks involved. This is performed after a root cause analysis of the non-
conformity.

QATAR VSA
Corrective Actions may require changes in methods, procedures and organisation applicable to
the current Project. These changes may need to be addressed immediately. All parties involved
shall agree upon corrective action.
Corrective Actions may be a concern for future Projects where action may be taken accordingly.
In this case, the Corrective Action can lead to the establishment of a Preventive action.

F15032-SSA-0-0000-QUA-PRO-0004
13.0 REGULATORY COMPLIANCE

The Project compliance to laws and regulations are listed in the following procedures:
T-4.118.005 Basis of Design (for information)

F15032-SSA-0-0000-PEM-PRO-0006
T-4.118.006 List of applicable codes and standards (for information)

F15032-SSA-0-0000-PEM-PRO-0007
T-4.129.005 Permits and consents Plan (Regulatory compliance)

F15032-SSA-0-0000-PMT-PLA-0004
ATTACHMENTS
None

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PROJECT QUALITY PLAN

Equipment description: N/A

Tag/Item number(s): N/A

C 13/06/2009 RJU MZI CBD IFL Issued for Implementation

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 1 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

1.0 PURPOSE ..................................................................................................................................... 4

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 2 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 3 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

3.0 DEFINITIONS AND ABBREVIATIONS

CONTRACT: Contract No. PI-099.

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 4 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

COMPANY COMPANY has the meaning ascribed to it in the preamble

PROJECT MANAGER PROJECT MANAGER means an unregistered joint venture

CONTRACTOR: CONTRACTOR has the meaning assigned to it in the

POC: Paris Operating Centre

4.0 REFERENCE DOCUMENTS

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 5 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

5.0 PROJECT DESCRIPTION

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 6 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

6.1 Project Quality Management System (PQMS)

6.2 Quality Policy

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 7 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 8 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

The Quality objectives are measured as follows:

LEADING DESCRIPTION - MEASURING PROCESS TARGET

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 9 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

The Project Procedure Manual is documented in Contractor's document system in:

7.0 PROJECT ORGANISATION

All positions have a job description with clearly defined responsibilities:

Delegation of authority and approvals within the CONTRACTOR project organisation is

8.0 PROJECT EXECUTION

8.1 Document Control and Traceability

Shell Project No.: HP-3000-QAT Contractor name: Unit: 0-0000

Contractor Project No.: 5887 VSA CONSORTIUM

Contractor Contract No.: PI-099 Sheet: 10 of 23 PCWBS: NZ

Contractor Doc No: F15032-SSA-0-0000-PMT-

T-4.099.996 Project Document Control

T-4.099.999 Project Document Identification

T-4.131.909 Project Files records

8.2 Quality Assurance