PROJECT EXECUTION PLAN

Project Title

Prepared for:

Client
Client Address
City, Province
Postal Code

Document No.:
Equinox Project No.:
Month, Year
Revision X

Project Client
Rev Date Description Prepared By Reviewed By
Manager Approval
YYYY-MM-DD

10th Floor 909 – 5th Avenue S.W., Calgary, Alberta T2P 3G5 | Tel: (403)205-3833 | Fax: (403)205-3818 | www.equinox-eng.com
 Client Name
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TABLE OF CONTENT

1.0 PROJECT MANAGEMENT PLAN ..................................................................................................................... 8

1.1 Project Execution Strategy ...................................................................................................................... 8
1.2 Scope of Work ......................................................................................................................................... 8
1.3 Project Objectives And Critical Success Factors ...................................................................................... 8
1.4 Critical Success Factors ............................................................................................................................ 8
1.5 Organization Chart................................................................................................................................... 9
1.6 Human Resources Plan .......................................................................................................................... 10
1.6.1 Staffing Management .............................................................................................................. 10
1.6.2 Manpower Loading ................................................................................................................. 10
1.6.3 Work Location and Hours ........................................................................................................ 10
1.6.4 Project Orientation and Introductions .................................................................................... 10
1.6.5 Personnel Shortage ................................................................................................................. 11
1.6.6 Equinox India ........................................................................................................................... 11
1.7 Roles and Responsibilities ..................................................................................................................... 11
1.7.1 Project Team ........................................................................................................................... 11
1.7.2 Project Manager ...................................................................................................................... 11
1.7.3 Project Engineer ...................................................................................................................... 12
1.7.4 Technical Discipline Leads ....................................................................................................... 13
1.7.5 Project Administrator .............................................................................................................. 14
1.7.6 Supply Chain Lead ................................................................................................................... 14
1.7.7 Document Control Lead .......................................................................................................... 14
1.7.8 Quality Lead............................................................................................................................. 15
1.7.9 Project Controls Lead .............................................................................................................. 15
1.7.10 Client Project Management Team........................................................................................... 16
1.8 Interface Management .......................................................................................................................... 16
1.9 Team Roles and Responsibility Matrix................................................................................................... 19
1.10 Team Alignment .................................................................................................................................... 21
1.10.1 Kick Off Meeting ...................................................................................................................... 21
1.10.2 Design Optimization and Cost Opportunity Identification ...................................................... 21
1.10.3 Project Execution Plan (PEP) rollout to the Team ................................................................... 21
1.10.4 Lessons Learned ...................................................................................................................... 21
1.11 Team Building ........................................................................................................................................ 21
1.12 Project Approvals And Authorization .................................................................................................... 22
1.13 Project Management and Project Services Deliverables ....................................................................... 22
2.0 ENGINEERING MANAGEMENT PLAN .......................................................................................................... 23
2.1 Project Specifications ............................................................................................................................ 23
2.2 Deviation from Specifications ................................................................................................................ 23
2.3 Development of Engineering Deliverables ............................................................................................ 23
2.4 Engineering Design Deliverables ........................................................................................................... 24
2.5 Design Considerations ........................................................................................................................... 24
2.5.1 Process .................................................................................................................................... 24
2.5.2 Mechanical .............................................................................................................................. 24
2.5.3 Civil Engineering ...................................................................................................................... 24
2.5.4 Drafting.................................................................................................................................... 24
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2.5.5 Critical Engineering Items ........................................................................................................ 25

2.5.6 Project Software ...................................................................................................................... 25
3.0 REGULATORY COMPLIANCE PLAN .............................................................................................................. 29
4.0 DOCUMENT MANAGEMENT PLAN ............................................................................................................. 30
4.1 General .................................................................................................................................................. 30
4.2 Document Naming and Numbering ....................................................................................................... 30
4.3 Document Deliverable Register ............................................................................................................. 30
4.4 Document Issuance ............................................................................................................................... 30
4.4.1 Controlled Documents ............................................................................................................ 30
4.4.2 Documentation to / from Client and other engineering firms ................................................ 30
4.4.3 Document Distribution ............................................................................................................ 31
4.4.4 Document Filing ...................................................................................................................... 31
4.4.5 Data Books .............................................................................................................................. 31
4.4.6 Archiving .................................................................................................................................. 31
5.0 PROCUREMENT PLAN ................................................................................................................................. 32
5.1 Project Procurement Plan (PPP) ............................................................................................................ 32
5.2 Procurement Strategy ........................................................................................................................... 33
5.2.1 Bidders List .............................................................................................................................. 33
5.2.2 Sole Sourcing ........................................................................................................................... 33
5.2.3 Standardization ....................................................................................................................... 34
5.2.3 Request for Quotation (RFQ)................................................................................................... 34
5.2.4 Bid Evaluation .......................................................................................................................... 34
5.2.5 Material Purchasing ................................................................................................................ 34
5.2.6 Inspection and Quality ............................................................................................................ 34
5.2.7 Pre-Award and post Award Kick -Off Meetings ....................................................................... 35
5.2.8 Material and Services Expediting ............................................................................................ 35
5.2.9 Transportation/Logistics.......................................................................................................... 35
5.2.10 Material Management ............................................................................................................ 35
5.2.11 Invoice Approval & Payment ................................................................................................... 36
5.3 Purchase Order Life Cycle & Close Out .................................................................................................. 36
6.0 CONTRACTING PLAN .................................................................................................................................. 38
6.1 General .................................................................................................................................................. 38
6.2 Contract Formation ............................................................................................................................... 38
6.3 Contract Administration ........................................................................................................................ 38
7.0 PROJECT CONTROLS PLAN .......................................................................................................................... 39
7.1 General .................................................................................................................................................. 39
7.2 Work Breakdown Structures (WBS)....................................................................................................... 39
7.3 Cost ........................................................................................................................................................ 39
7.3.1 Cost Estimate........................................................................................................................... 39
7.3.2 Cost Control Baseline Development........................................................................................ 39
7.3.3 Cost Control ............................................................................................................................. 40
7.3.4 Forecast ................................................................................................................................... 40
7.4 Schedule ................................................................................................................................................ 41
7.4.1 Project Milestones................................................................................................................... 41
7.4.2 Schedule Development ........................................................................................................... 41
7.4.3 Schedule Progress Update & Measurement, and Reporting .................................................. 42
7.4.4 Progress Update & Measurement ........................................................................................... 42
7.4.5 Reporting ................................................................................................................................. 42
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7.5 Project Progress ..................................................................................................................................... 42

7.6 Progress Report ..................................................................................................................................... 42
8.0 CHANGE MANAGEMENT PLAN ................................................................................................................... 44
8.1 General .................................................................................................................................................. 44
8.2 Change Management Meeting .............................................................................................................. 44
8.3 Change Identification............................................................................................................................. 44
8.4 Change Management Documents ......................................................................................................... 44
8.5 Change Management Process ............................................................................................................... 45
9.0 PROJECT COMMUNICATION PLAN.............................................................................................................. 46
9.1 General .................................................................................................................................................. 46
9.1.1 Contact List .............................................................................................................................. 46
9.1.2 Telephone................................................................................................................................ 46
9.1.3 Emails ...................................................................................................................................... 46
9.2 Communication Between Equinox And Client Personnel ...................................................................... 46
9.3 Internal Communication ........................................................................................................................ 46
9.4 Communication with Regulators ........................................................................................................... 46
9.5 Communication Plan Matrix .................................................................................................................. 47
10.0 QUALITY PLAN ............................................................................................................................................ 49
10.1 Quality System ....................................................................................................................................... 49
10.2 Quality Procedures ................................................................................................................................ 49
10.3 Quality Audits ........................................................................................................................................ 49
10.4 Quality Checks ....................................................................................................................................... 50
10.5 Facilitations ............................................................................................................................................ 50
10.5.1 Lessons Learned (LL)................................................................................................................ 50
10.6 Customer Satisfaction ............................................................................................................................ 50
10.7 Improvement ......................................................................................................................................... 50
10.7.1 Corrective Action Requests (CARs) .......................................................................................... 51
10.7.2 Non-Conformance Reports (NCRs) .......................................................................................... 51
10.7.3 Opportunities For Improvement (OFIs) ................................................................................... 51
10.8 Documents............................................................................................................................................. 51
10.8.1 Reports .................................................................................................................................... 51
10.8.2 Records .................................................................................................................................... 51
11.0 RISK MANAGEMENT PLAN ......................................................................................................................... 52
11.1 General .................................................................................................................................................. 52
11.2 Preliminary Assessment......................................................................................................................... 52
11.2.1 Establishment of Risk Matrix ................................................................................................... 52
11.2.2 Identification of Stakeholders ................................................................................................. 52
11.2.3 Planned Reviews ..................................................................................................................... 53
11.3 Risk Identification .................................................................................................................................. 53
11.3.1 Risk Identification Methods .................................................................................................... 53
11.3.2 Risk Categories ........................................................................................................................ 53
11.4 Risk Analysis and Estimation.................................................................................................................. 54
11.4.1 Estimation Methods ................................................................................................................ 54
11.4.2 Estimating Probability and Impact .......................................................................................... 54
11.5 Risk Response ........................................................................................................................................ 56
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11.6 Risk Register .......................................................................................................................................... 57

11.7 Risk Review ............................................................................................................................................ 57
11.8 Client/Equinox Input .............................................................................................................................. 57
12.0 HEALTH, SAFETY AND ENVIRONMENT PLAN............................................................................................... 58
12.1 General .................................................................................................................................................. 58
12.2 Office Safety Requirements ................................................................................................................... 58
12.3 Site Requirements ................................................................................................................................. 58
13.0 CONSTRUCTION EXECUTION PLAN ............................................................................................................. 59
13.1 Construction Management Plan ............................................................................................................ 59
13.1.1 List of proposed Contracts and Subcontracts.......................................................................... 59
13.1.2 Client supplied services ........................................................................................................... 59
13.1.3 Constructability ....................................................................................................................... 59
13.1.4 Operating Facility .................................................................................................................... 59
13.2 Staffing / Organization Chart ................................................................................................................. 59
13.2.1 General .................................................................................................................................... 59
13.2.2 Construction Organization Chart ............................................................................................. 59
13.2.3 Staffing Plan ............................................................................................................................ 59
13.2.4 Construction RACI Chart .......................................................................................................... 59
13.2.5 Contractor Construction Team Organization .......................................................................... 59
13.3 Modules ................................................................................................................................................. 59
13.3.1 Physical Restrictions for Modules ........................................................................................... 59
13.3.2 Non-Self Supporting Modules ................................................................................................. 59
13.3.3 Self-Supporting Modules ......................................................................................................... 59
13.3.4 Modularization and Pre-Assembly .......................................................................................... 59
13.3.5 Modular Yard Carry Over Plan ................................................................................................. 59
13.4 Prefabrication Plan ................................................................................................................................ 59
13.5 Transportation Plan ............................................................................................................................... 60
13.5.1 Super Loads ............................................................................................................................. 60
13.5.2 Movement of Dimensional Loads in Alberta ........................................................................... 60
13.5.3 Special Transportation Considerations ................................................................................... 60
13.6 Construction Plan .................................................................................................................................. 60
13.6.1 Construction Kick-off ............................................................................................................... 60
13.6.2 Path of Construction sequence ............................................................................................... 60
13.6.3 Pre-Assembly ........................................................................................................................... 60
13.6.4 Workface Planning Execution.................................................................................................. 60
13.6.5 Construction Supervision and Inspection ................................................................................ 60
13.7 Construction Risks ................................................................................................................................. 60
13.7.1 Risk Log .................................................................................................................................... 60
13.7.2 Lessons Learned ...................................................................................................................... 60
13.8 Special Considerations ........................................................................................................................... 60
13.8.1 Heavy lifts ................................................................................................................................ 60
13.8.2 Access Restrictions .................................................................................................................. 60
13.8.3 Difficult work conditions ......................................................................................................... 60
13.8.4 Hot work .................................................................................................................................. 60
13.8.5 Winter work ............................................................................................................................ 60
13.9 Work Shift and Schedule ....................................................................................................................... 60
13.10 Construction Reporting ......................................................................................................................... 60
13.10.1 Progressing .............................................................................................................................. 60
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13.10.2 Manpower Forecast ................................................................................................................ 60

13.11 Construction Equipment Plan ................................................................................................................ 60
13.11.1 Rental equipment .................................................................................................................... 60
13.11.2 Temporary equipment ............................................................................................................ 60
13.11.3 Client available equipment...................................................................................................... 60
13.12 Site Material Management .................................................................................................................... 61
13.12.1 Material Receiving ................................................................................................................... 61
13.12.2 Material Receiving Report (MRR) ............................................................................................ 61
13.12.3 Warehousing, Inventory and Return of Equipment Not Used ................................................ 61
13.12.4 Asset Tagging ........................................................................................................................... 61
13.13 Safety, Environment & Security ............................................................................................................. 61
13.13.1 Policies and Procedures .......................................................................................................... 61
13.13.2 Environment ............................................................................................................................ 61
13.13.3 Health ...................................................................................................................................... 61
13.13.4 Safety ....................................................................................................................................... 61
13.13.5 Security .................................................................................................................................... 61
13.13.6 Permits and Inspections .......................................................................................................... 61
13.13.7 Emergency Response Plan ....................................................................................................... 61
13.13.8 Training and Orientation ......................................................................................................... 61
13.13.9 Drug and Alcohol Policy........................................................................................................... 61
13.13.10Incident Reporting ................................................................................................................... 61
13.14 Field Engineering and Document Control .............................................................................................. 61
13.14.1 Red Line Drawings ................................................................................................................... 61
13.14.2 Document Distribution ............................................................................................................ 61
13.15 Request For Information ....................................................................................................................... 61
13.16 Construction Quality Control ................................................................................................................. 61
13.17 Camp Requirements and Transportation .............................................................................................. 61
13.17.1 Camp Strategy for accommodations ....................................................................................... 61
13.17.2 Camp Services ......................................................................................................................... 61
13.17.3 Camp Forecast ......................................................................................................................... 61
13.17.4 Transportation of Workers ...................................................................................................... 61
13.18 Temporary Facilities and Location Plan ................................................................................................. 62
13.18.1 General access ......................................................................................................................... 62
13.18.2 Loads Restrictions.................................................................................................................... 62
13.18.3 Signage and guides posts ........................................................................................................ 62
13.18.4 Snow removal .......................................................................................................................... 62
13.18.5 Temporary buildings................................................................................................................ 62
13.18.6 Fencing and barricades............................................................................................................ 62
13.18.7 Laydown areas......................................................................................................................... 62
13.18.8 Utilities .................................................................................................................................... 62
13.18.9 Parking ..................................................................................................................................... 62
13.18.10Fire protection and emergency response ............................................................................... 62
13.18.11Concrete batch plant ............................................................................................................... 62
13.18.12Assembly yard ......................................................................................................................... 62
13.18.13Collection and handling of recycling, garbage and waste ....................................................... 62
13.19 Security .................................................................................................................................................. 62
13.20 Operations Interface.............................................................................................................................. 62
13.21 Mechanical Completion and Turn-over ................................................................................................. 62
13.21.1 Mechanical Completion .......................................................................................................... 62
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13.21.2 Turnover Documentation ........................................................................................................ 62

13.21.3 Support of Pre-commissioning, start-up and Operations ....................................................... 62
14.0 COMMISSIONING AND OPERATION SUPPORT PLAN .................................................................................. 63
15.0 CLOSE-OUT AND TURNOVER PLAN ............................................................................................................. 64
15.1 General .................................................................................................................................................. 64
15.2 Close-out Activities ................................................................................................................................ 64
15.2.1 As-Built Drawings .................................................................................................................... 64
15.2.2 Lessons Learned ...................................................................................................................... 64
15.2.3 Contract Close-out .................................................................................................................. 64
15.2.4 Material Purchase Order Close Out......................................................................................... 64
15.3 Turnover ................................................................................................................................................ 65
15.3.1 Vendor Data Books .................................................................................................................. 65
15.3.2 Engineering Data Books........................................................................................................... 65
15.3.3 Files Turnover .......................................................................................................................... 65
15.3.4 Purchase Orders ...................................................................................................................... 65
15.4 Close-Out Report and Final Acceptance ................................................................................................ 66

ATTACHMENTS
Attachment 1A Project Management and Project Services Deliverables
Attachment 2A Technical Deviation Request
Attachment 2B Engineering Deliverables List
Attachment 2C 3D Modeling Flowchart
Attachment 2D 3D Model Review Document
Attachment 3A Project Regulatory Registry
Attachment 4A Document Distribution Matrix
Attachment 5A Project Procurement Plan
Attachment 5B Requisition Summary Template
Attachment 5C Material and Equipment Responsibility Matrix
Attachment 6A Contracting Plan
Attachment 7A Project Schedule
Attachment 8A Project Variation Notice Form
Attachment 9A Contact List
Attachment 11A Risk Matrix, Probability and Impact Scales
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1.0 PROJECT MANAGEMENT PLAN

<Add Project Overview>

This Project Management Plan provides an overview of the proposed engineering, procurement and construction
support services to be provided by Equinox Engineering Heavy Oil (Equinox).

1.1 Project Execution Strategy

Equinox’s key project delivery services include the complete design, review, planning, detailed engineering
documents, work packages, contract execution, procurement, expediting, logistical support, material management
support, construction support, Quality, HSE and commissioning support.
<Add Execution Strategy>

1.2 Scope of Work

Engineering, design and procurement services for the <Add Project Name> Project are outlined below:
• Project management including project planning, execution, monitoring and controlling costs, and closeout.
• Project services including project reporting, CAPEX forecast cost reporting, and schedule tracking.
• Prepare Total Installed Cost Estimate.
• Engineering and Design services.
• Develop and execute procurement services, contract execution, purchasing, inspection, expediting, logistical
support, and material management support on behalf of Client.
• Contract preparation, tendering and negotiation on behalf of Client as required.
• ABSA pressure piping system registration.
• Provide information when requested by Client to support regulatory submissions, approvals, licencing,
registration and permitting activities, including preparation of Audit Binder to support D56 application.
• Home office engineering during construction and commissioning.

1.3 Project Objectives And Critical Success Factors

The project objective is to deliver a design that is optimized for all disciplines as per the defined scope of work,
execution strategy and project execution plan.

1.4 Critical Success Factors

• Deliver overall project on time to meet the business requirements and project milestones dates.
• Deliver the project within the budget developed.
• Meet all applicable regulatory and code requirements.
• Meet or exceed Client Health and Safety standards.
• Identify cost saving opportunities.
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• Identify and address any risk associated with the project.

• Produce high quality deliverables in a “fit for purpose” design.
• Timely review, approval and implementation changes.
• Utilize Lessons Learned from previous similar projects and maintain and incorporate Lessons Learned as the
project develops

1.5 Organization Chart

<Insert Project Organization Chart>

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1.6 Human Resources Plan

Equinox will assemble a project team to successfully complete the project on time, with high quality, and on budget.
The Human Resource Plan will go into detail planning of staffing resources for the project.

1.6.1 Staffing Management

Equinox will make its key specialists available to Client to support the project team with executing
the project on time and to a high quality.
Equinox will evaluate the project team’s availability and current work load. It is Equinox’s intention
to maintain involvement of key individuals on this project throughout the project’s duration.
Equinox considers the following roles as key in promoting consistency through the life of the project:
• Project Manager
• Project Engineers
• Process Lead
• Mechanical Lead
• Civil Lead
• Electrical Lead
• I&C Lead
• Design Drafting Coordinator
• Procurement Lead
• Project Controls Lead
• Quality Manager

1.6.2 Manpower Loading

The discipline leads will be responsible for communicating to the Project Engineer if more or less
manpower is required for completing the given tasks. The Project Engineer will relay the requests to
the Project Manager if more/less manpower is deemed required for approval.
Equinox will notify the Client Project Engineer in situations where significant variations from the
original planned manpower are required to complete the project deliverables without compromising
schedule or deliverable quality.

1.6.3 Work Location and Hours

Equinox will provide its services from its primary offices. Core office hours are from 8:30 am to 4:30
pm, Monday to Friday. Once a month Equinox has an Earned Day Off (EDO) that takes place on a
Friday, where attendance is not mandatory.

1.6.4 Project Orientation and Introductions

To ensure each individual has a clear understanding of the project objectives and the means by
which those objectives will be achieved, informal project orientations conducted by discipline
managers are to be used for all personnel assigned to the project on a half-time basis or more. New
employees will be on-boarded to the project in accordance with the procedure and will be
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introduced to the other team members by their immediate supervisor. The supervisor is responsible
for defining performance expectations and will ensure each new employee has access to and clearly
understands their respective project work process procedures. A written record is to be kept noting
which individuals have been oriented.

1.6.5 Personnel Shortage

Equinox will assure that the level of staff manpower is suitable before engaging project. During the
project lifespan however, required staff manpower can drop/change for several reasons:
• Staff retention
• Scope modification leading to increase scope of work
• Compressed schedule calling for more manpower to meet deadlines
• Industry slowdown
Equinox addresses staffing retention through internal efforts. During industry slowdown Equinox will
maintain staff to its best of abilities.

1.6.6 Equinox India

Within the Human Resource Plan, we plan to execute the scope utilizing Mechanical and Design
Drafting resources from Equinox India.

1.7 Roles and Responsibilities

Key roles and responsibilities for engineering are described below.

1.7.1 Project Team

The Project Team is comprised of all persons, including those working for the Client, who have a role
performing work on the project. The project team needs to have a clear understanding of the work
to be completed and the framework in which the project is to be executed. Since the Project Team
is responsible for completing the work for the project, they play a key role in creating and following
the Project Execution Plan. The Project Team requires a detailed level of communications which is
achieved through day to day interactions with the Project Manager and other team members along
with weekly team meetings.

1.7.2 Project Manager

The Project Manager is responsible for accomplishing the stated project objectives and for the
successful execution of the project. The Project Manager is responsible for the activities associated
with directing and executing engineering and procurement activities, and integrating engineering,
procurement, stakeholders and the needs of construction offsite. Key project management
responsibilities include creating clear and attainable project objectives, building the project
requirements, and managing the constraints of the project.
The Project Manager focuses on managing the project scope, quality, cost, schedule, interface
management, and successful execution of the project.
The Project Manager is responsible and accountable for:
• Formal communication.
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• Planning of engineering, procurement and contract activities.

• Ensuring safety in design to ensure safety in operations and construction.
• Ensuring the scope of the project is communicated to the project team.
• Managing project engineering costs.
• Managing the project engineering and procurement schedule, and assisting in establishing
the plan for project execution and setting priorities.
• Managing and communicating change to the engineering scope, cost and schedule.
• Ensuring the project team has the support and access to the required resources, planning
for and adjusting resources to meet the project objectives.
• Coordinating internal and external weekly project meetings.
• Quality of project deliverables, ensuring that Quality Audits and Engineering Technical
Audits are performed according to plan and any technical issues that may arise from the
audit are investigated.
• Project documentation.
• Preparing and issuing weekly and month end reports.
• Project Close Out.

1.7.3 Project Engineer

The Project Engineer assists the Project Manager in the project execution of the project
concentrating his efforts in the coordination amongst various engineering disciplines. The Project
Engineer will be in communication with Client’s Project Engineer and Client’s Construction
Management Team (CMT).
The Project Engineers / Coordinators are responsible and accountable for:
• Ensuring project deliverables go through the appropriate inter-discipline reviews and
quality processes.
• Ensuring engineering deliverables adhere to applicable industry codes, standards and
specifications.
• Ensuring that the required documentation is authenticated according to the APEGA
guidelines.
• Communicating and continuous follow-up regarding Project Scope, Schedule, Design Basis,
and Project Execution Plan requirements with the project team.
• Ensuring that the quality of project deliverables meets project expectations.
• Ensuring that schedule performance is met and that the engineering disciplines are held
accountable for meeting their commitments.
• Ensuring Document Control is supporting the engineering groups with the timely issue of
documents.
• Ensuring that technical deviations are properly communicated and incorporated into the
design.
• Coordinating amongst the disciplines for setting priorities and work sequencing.
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• Ensure the squad check process is followed.

1.7.4 Technical Discipline Leads

The Technical Leads report to the Project Manager and are responsible for ensuring that all technical
aspects of the project are addressed and that the project is implemented in a technically sound
manner. The Technical Leads are responsible for the technical integrity of the deliverables
associated with the project. The Technical Leads require close communications with the Project
Manager and other members of the Project Team.
The Technical Discipline Leads are designated for the following areas:
• Process Engineering.
• Mechanical Engineering.
• Civil Engineering.
• Electrical Engineering.
• I&C Engineering.
• Design Drafting.
The Technical Discipline Leads are responsible and accountable for:
• Preparing all technical documents as per scope of work, and ensuring their respective
project deliverables are in compliance with all relevant specifications, codes, standards and
regulations.
• Attending meetings as required by the PM or PE.
• Requesting document numbers following the document control protocol.
• Creating the document list at the beginning of the project.
• Requesting the tag numbers following the document control protocol.
• Ensuring engineering calculations and deliverables go through the respective validation and
checking process.
• Reviewing internal documents and deliverables.
• Participating in design reviews and squad checks.
• Preparing technical scope and evaluations for material requisitions.
• Reviewing vendor documents and obtaining input from other disciplines.
• Be accountable for the material take off quantities used in Estimates, Material Requisitions
and EWPs.
• Ensuring timely progressing of deliverables as per Equinox’s weighted deliverable earned
value system
• Providing input to weekly and monthly reports.
• Ensuring the Technical Reviews are conducted per the Master Schedule and Quality Plan
and action items are addressed and resolutions are accomplished.
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1.7.5 Project Administrator

The Project Administrator reports to the Project Manager and supports the project as required,
including but not limited to the following:
• Assisting in the organization and preparation of presentation materials.
• Providing administrative support for project teams preparing and distributing minutes of
meetings.
• Assisting with reports as needed.
• Providing logistical support for meetings.
• Ensuring the project folder and the files therein are properly identified.
• Arranging accommodation and travel.
• Act as Squad Check Controller for internal documentation.

1.7.6 Supply Chain Lead

The Supply Chain Lead reports to the Project Manager and is responsible for the commercial
integrity of the process with which services, material and equipment are procured to meet the
project requirements. The Supply Chain Lead ensures that the entire supply chain process is
managed effectively so that all material, equipment and services required for the project are
available to meet the schedule.
In addition, the Supply Chain Lead will:
 Provide leadership to their discipline team.
 Prepare a procurement/contract strategy.
 Prepare the transportation strategy for the project.
 Prepare the materials management strategy for the project.
 Prequalify suppliers/contractors where necessary.
 Prepare bid lists for approval.
 Execute bidding, evaluation and award process in accordance with all laws and regulations.
 Prepare and administer purchase orders and contracts in accordance with all laws and
regulations.
 Ensure expediting activities are executed effectively.
 Provide regular progress reporting of their department.
 Execute according to the PEP and relevant key documents.
 Coordinate inspection and quality surveillance activities as required.
 Prepare, maintain and issue procurement, contracting and expediting status reports.

1.7.7 Document Control Lead

The Document Control Lead reports to the Project Manager and is responsible for ensuring all
documents generated by the project are coordinated and tracked according to the PEP and the
Document Control Plan.
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In addition, the Document Control Lead will:

• Process all official project engineering and design documents being received or issued for
the project. (does not include Procurement and Project Controls documents).
• Ensure documents in Axiom are up to date and properly identified.
• Maintain the document distribution matrix during the project.
• Coordinate squad checking and logging of vendor documents.
• Assemble engineering and vendor data books.
• Ensure that changes and current revision status of documents are identified.
• Ensure that documents remain legible and readily identifiable.
• Ensure that documents of external origin are identified and their distribution is controlled.
• Ensure that documents have the proper sign off and stamping requirements.
• Prevent inadvertent use of obsolete documents and apply suitable identification to them if
they are retained for any purpose.
• Coordinate the turnover and archiving of project documents.

1.7.8 Quality Lead

The Quality Lead reports to the Project Manager and is responsible for providing quality assurance
services to the project and to identify specific quality concerns and improvements.
In addition, the Quality Lead will:
• Support and co-ordinate the implementation of the quality plan for the project by applying
monitoring, measurement and reporting techniques to improve quality during project
execution.
• Conduct quality audits, issue audit reports and follow up on action items.
• Ensure client specific project quality requirements are captured in relevant execution
documents.
• Identify and act on non-conformance issues, take corrective actions and coordinate
implementation of preventive measures.
• Support the Project Manager in the facilitation of the Lessons Learned workshops.
• Support the Project Manager in the facilitation of the Risk Assessment meetings and follow
up on action items.

1.7.9 Project Controls Lead

The Project Controls Lead reports to the Project Manager and is responsible for providing project
control services to the project.
In addition, the Project Control Lead will:
• Implement the Project Controls Plan and controls systems on the project in accordance
with the guidelines established in the Project Execution Plan and Equinox Corporate Project
Controls Procedures.
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• Prepare weekly and monthly progress and cost reports.

• Coordinate with each Project Control team member for overall project reporting.
• Ensure consistency of reporting across the project.
• Provide liaison with Client Project Controls.
• Monitor and update project schedules.
• Control the baseline budgets and report costs and progress against them.
• Provide support for the change control process.

1.7.10 Client Project Management Team

Refer to item 1.9, Team Roles and Responsibility Matrix

1.8 Interface Management

Equinox understands that multiple interfaces are anticipated and will undertake a lead role in the engineering and
project management effort to coordinate the interface activities and ensure that all stakeholder concerns are
managed appropriately. Below is a list of the major design interfaces that are identified for the scope of this project:
• Mapping/ Survey.
• Earthworks Engineering Contractor.
• Pipeline Engineering Contractor.
• Electrical, Instrumentation and Automation Engineering Contractor.
• Client’s Project Team (all disciplines including procurement).
• Client’s Construction Management Team.
• Client’s Operations Representatives.
• Vendors
Interface meetings will be conducted in order to address the following:

Survey Contractor
• Mapping.
• Survey.
• LIDAR data.

Earthwork Engineering Contractor

• Site access and layout.
• Grading.
• 3D Modeling for earthwork.
• Common Survey datum points.
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Pipeline Engineering Contractor

• Hydraulic analysis.
• Battery Limit tables.
• Model sharing.
• Common stress analysis.
• Tie-Ins.
• Pigging facility locations.
• P&IDs.

Electrical, Instrumentation and Automation Engineering Contractor

A close working relationship between EI&C Engineering Contractor and Equinox is of utmost importance to the
success of the project. In order to ensure that the interface between Equinox and EI&C Engineering Contractor is as
seamless as possible, Equinox will:
• Make available a dedicated office for use at the EI&C Engineering Contractor discretion throughout the
duration of the project.
• Invite the EI&C Contractor to both internal and external weekly project coordination meetings.
• Set up a SFTP site for data sharing purposes.
• Share piping models at any time requested throughout the project.
• Involve EI&C Engineering Contractor on any piping model reviews to ensure that their past learnings and
opportunities are implemented in this project.
• Coordinate and invite EI&C Engineering Contractor to formal reviews and alignment sessions.

Client’s Project Team

• Project Execution Plan.
• Cost Opportunities.

Client’s Construction Management Team

• Constructability reviews.
• Construction Plan.
• Construction Contracting.
• Material Management.
• Procurement Planning
• Cost Opportunities.

Client’s Operations Representatives

• 3D Model review.
• Cost Opportunities.
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• Hazop.

Vendors
• Budgetary quotes
• Formal quotes
• Clarifications
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1.9 Team Roles and Responsibility Matrix

R: Responsible A: Approve S: Support C: Consulted I: Informed
* EI&C Engineering Contractor’s Scope

RESPONSIBILITIES
FUNCTION / TASK VENDOR OR NOTES
EQUINOX EI&C ENG CLIENT
CONTRACTOR
1.0 Project Management (EP)
1.1 Project Kick Off Meeting S S R
1.2 Coordination Procedures R,A S S
1.3 Reporting R S I Progress, m-hr., and
schedule
2.0 Supply Chain
2.1 Vendor Pre-Qualification I,C,S I,C,S R Handled by Client
2.2 Vendor Lists R R* C,A
2.3 Vendor Documents A A* S, I
2.4 Purchasing Forms R R* A
2.5 Purchasing R R* A
2.6 Expediting R R* C, I S
2.7 Shop Inspection R,A R*,A* C, I I
2.8 Transportation R,A R*,A* C, I I
2.9 Bids Com. Evaluations R R* A
2.10 Purchase Order R R* C,A, I I
3.0 Engineering And Design
3.1 Engineering Documents R,A R*,A*, I S, C, I I
3.2 Client Specifications and I I R,A I
Standards
3.3 Verification R,A R*,A*
3.4 Design Review R S S,C,A S
3.5 Validation R,A R*,A* C
3.8 Bids Technical Evaluations R R* C,A
3.7 Regulatory Applications S R I ERCB,AENV
3.9 ABSA Pressure Piping Design R S,I I I Registration Application
3.10 Building Permits I R I I
4.0 Construction Management

4.1 Construction Kick Off Meeting S S R S

4.2 Contract Administration S S R,A I

4.3 Material Management I I C,S,I R From Order to Delivery
 Client Name
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RESPONSIBILITIES
FUNCTION / TASK VENDOR OR NOTES
EQUINOX EI&C ENG CLIENT
CONTRACTOR
4.4 Schedule S S A,C,S R
4.5 Reports/Records I I R
4.6 Field Engineering S S A,C,R I
4.7 Vendor List R,A I
4.8 Building Occupancy Permit I R
5.0 HEALTH, SAFETY And ENVIRONMENT
5.1 Environmental Applications I R
5.2 Safety In Design R,A R*,A* C,S
5.2 Site Safety I I C,S,A R
6.0 Project Controls – Engineering And Procurement
6.1 Master Schedule R S* C,S,I I, S
6.2 Cost Control S,R S* I
6.3 Estimating I I R
6.4 Progress Measurement R R* I
7.0 Quality Assurance
7.1 Engineering and Procurement R R* I S
7.2 Construction Inspection I R
8.0 Document Management
8.1 Home Office Engineering to R R* I
Client
8.2 Documents to Construction
Contractors
9.0 Project Close Out
9.1 Data Books R R* I I
9.2 Engineering & Procurement R R* I
Turnover Package
9.3 Construction Turnover I R
Package
9.4 As-Built (Red line drawings) I I A R
9.5 As-Built (CADed drawings) R S* S S
9.6 Lessons Learned R C,S C,S C,S
10.0 Commissioning And Start-Up
10.1 Operating Manuals
10.2 Training Manuals
10.3 Commissioning Procedures
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1.10 Team Alignment

In order to ensure an understanding of roles, responsibilities and Client’s expectations, the project will employ team
integration techniques. Formal project team integration and alignment sessions involving key project personnel will
be conducted during the early stages of the project. These sessions will be preceded by inter-company alignment
sessions to ensure a complete understanding of roles and responsibilities within each organization. Equinox
encourages informal team building through team lunches, information sessions and the recognition of individual and
group accomplishments.
The following formal alignment sessions for Phase XX will take place the first month of the project:
• Kick Off Meeting
• Cost Opportunities Session
• PEP rollout to the Team
• Lessons Learned

1.10.1 Kick Off Meeting

Equinox will support Client as needed in the preparation of the Kick Off Meeting and supporting
material for the presentation.

1.10.2 Design Optimization and Cost Opportunity Identification

In order to identify cost opportunities and design optimization, a Cost Opportunities Workshop will
be conducted within 2 weeks of project start with participation of key stakeholders in agreement
with the Client’s PM. Items will be evaluated both technically and commercially by the project leads
and will be incorporated into the design, if applicable.

1.10.3 Project Execution Plan (PEP) rollout to the Team

The Detailed PEP for this Phase will be rolled out to the team within the first 2 weeks of project
start, outlining the overall execution plan and emphasizing the key success factors of the project.

1.10.4 Lessons Learned

A Lesson Learned session will be conducted in the early stage of the project to review and discuss
the Lessons Learned from previous Client’s projects and the combined project team experience.
Applicable lessons will be incorporated into the project. As well, a Lessons Learned session will be
conducted at the end of each project phase to discuss and record the learnings for future use.

1.11 Team Building

Team Building activities are proposed at the following project milestones:
• <add milestone>
• <add milestone>
• <add milestone>
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1.12 Project Approvals And Authorization

The following items require approval and authorization by Client:
• Engineering man-hours and budgets
• All project expenditures
• Project Variance Notices (PVN)
• Technical Deviation Requests (TDR)

1.13 Project Management and Project Services Deliverables

Refer to
Attachment 1A, Project Management and Project Services Deliverables
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2.0 ENGINEERING MANAGEMENT PLAN

2.1 Project Specifications

The project will utilize applicable Client Specifications and Industry Codes and Standards in the development of the
project.

2.2 Deviation from Specifications

Any deviations in the utilization of approved project specifications shall be requested through a Technical Deviation
Request (TDR), and shall be approved by Client.
Refer to
Attachment 2A, Technical Deviation Request Form

2.3 Development of Engineering Deliverables

All inputs will be reviewed for adequacy, completeness and to address possible ambiguities. Validation activities will
be completed prior to any formal issue of project deliverable records as per the following processes:
Engineering Calculations
All calculations that will support the design will be completed and documented to ensure accuracy and
comprehensibility for future reference.
Internal Document Checking
The validation applies to all project deliverables and is performed within the same engineering discipline and recorded
in the form of check prints which are maintained as quality records for each project.
Internal Document Squad Checking
This process applies to the documents and drawings that have an impact on other disciplines or departments. The
process ensures compatibility of drawings and documents verifying information received from other disciplines during
the design process.
Client’s Squad Checking
The document squad checking by Client will be conducted within the same time frame of the internal squad check by
Equinox, in Equinox offices.
Formal Engineering Reviews
Formal Engineering Reviews will be conducted when formal input from stakeholders is required. Those documents will
be issued IFR 5 days prior to the formal review which will be reflected in the overall project schedule
• P&IDs Reviews
• Peer Reviews
• 3D Model Reviews
• Hazop Reviews
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Document Sign Off

Sign off and authentication of engineering deliverables is carried on as a final quality assurance practice to ensure that
the engineering deliverables fit for their intended purpose and fulfill the project requirements. Only IFC drawings will
be authenticated with the APEGA stamp by a Professional Engineer.

2.4 Engineering Design Deliverables

Refer to
Attachment 2B, Engineering Deliverables List

2.5 Design Considerations

2.5.1 Process
<Add Process considerations>

2.5.2 Mechanical
Stress Analysis
The criteria for Equinox’s stress analysis shall be well defined prior to initiate the detailed stress
analysis of the system. In order to ensure full compliance with Client requirements, a review
meeting will take place in the early stages of project in order to define and agree on the following
key items:
• Sag criteria.
• Stress acceptance levels.
• Loop dimensions.
• Anchor to anchor spacing.
• Maximum loading on pipe shoes and verification of pipe shoe design.
• Center to center pipe for interference considering insulation selection and projected pipe
movements.
<Add Mechanical considerations>

2.5.3 Civil Engineering

Earthworks Design Considerations
<Add Earthwork Design Considerations>
Foundation Design Considerations
Foundations will be designed as per the Geotechnical Reports provided by Client

2.5.4 Drafting
Drawing Deliverable List
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A Drawing Deliverable List will be created at project start, as per the Document Management Plan
(refer to item 4.3).
Progress by deliverable will be maintained in a monthly basis, by the Project Design Coordinator or
his/her designated. Changes on the deliverable list shall be notified to the Project Engineer, the
Project Control Lead, and the Document Control Lead
Model Reviews
Model Reviews are key component in the design development for this project, of which there are 3
stages; 30 %, 60 %, and 90 %. The Model Reviews are an excellent forum for all stakeholders to
provide feedback into the design and to ensure that the resulting changes take into consideration
safety, operations, ergonomics, constructability and engineering requirements.
Equinox plans to have P&IDs and Plot Plan sets included in the model reviews to allow for more
thorough reviews.
For a description of each model stage, and the model status and topics for discussion for the review,
refer to
Attachment 2C- 3D Modeling Flowchart
Attachment 2D – 3D Model Review Document

2.5.5 Critical Engineering Items

Items that have a major impact on the overall design of the project need to be resolved during the
early stages of the project. Some of these items include:
• Cost Opportunities workshop to identify opportunities for cost reduction.
• Availability and prompt review of Lessons Learned from previous Client’s projects and the
combined project team experience.
• Finalized process design conditions are required as soon as possible to ensure that the module
piping is adequately sized for long lead material purchases.
• Long Lead Material Identification.
• Client approved manufacturers’ list if any (particularly for steam valves) shall be provided in a
timely fashion for the development of the material procurement plan and long lead material
purchase.

2.5.6 Project Software

SOFTWARE DESCRIPTION
Standard Company Wide Software
Windows 7 x64 Workstation Operating System
Office 2010 x64 Word, Excel, Power Point
Lync 2013 x64 Inter-office communication
Internet Explorer 10
Adobe Acrobat Standard 11
Adobe Reader X 11.0.0.6
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SOFTWARE DESCRIPTION
Adobe Flash Player 12.0.0.77
Ghost Script 9.11 Prerequisite for PDFFILL, gs to pdf converter
PDFFill 11.0 Free PDF Editing tools
Cirrato 2011.2.0 Printer Configuration and Tracking
Autodesk DWG TrueView 2013 AutoCAD DWG viewer and converter
Autodesk Design Review 2013 AutoCAD DWF review and markup
Autodesk Navisworks Freedom 2014 3D Model review software
WinSCP 5.5 File Transfer software (FTP, SFTP, SCP)

Procurement
Axiom Work Cost Control and Purchase Orders

Project Controls
Axiom Work Cost Control and Purchase Orders
Primavera P6 Enterprise Project Portfolio Scheduling, staffing plan, man-power
Management R8.3.1 loading and progress
Microsoft Project 2013 Preliminary schedules

Process Engineering
Aspentech One 8.3– 2006.5 and 7.1, 7.3, 8.1, 8.2
Process simulations, Equipment sizing
HYSYS, Flare Analyzer, Heat Exchanger Sizing
Pipeline simulation -
SPM/Neotec PipeFLO 9.5.3 single/multiphase/emulsion/transient
slugging
Process simulations - Amines/Gas
BR&E ProMax 3.2.13330.0 Plant/Aqueous systems/Sulphur plant/AG
inj./Heating medium
KG-Tower 5.1 Sizing and rating tray/pack column
Farris Sizemaster 4.3.2.12 Valve sizing checking

Civil/Structural Engineering
Angora Research DYNA 6.1R6 Foundation Design for Dynamic Loads
PTC MatchCAD Prime 2.0 Structural Calculations
RISA 3D 11.0.2 Structural Steel Analysis and Design
RISA Foundation 5.0.2 Foundation Design

Mechanical Engineering
 Client Name
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SOFTWARE DESCRIPTION
Codeware Compress 2013 Vessel Calculation
CodeCAD Caesar II 2013 r1 Pipe Stress Analysis
PRG 2011 – FE Pipe, Version 6.5
Selection or evaluation of Gas compressor
Ariel Compressor
configurations
ETank2000 Mobile User Tank design

Electrical Engineering
ETAP 12.5.0 Design & Analysis Power System
SKM Power Tools 7.0.2.6 Design & Analysis Power System

Vendor Software
Cooper B-Line, Eaton Cable Tray Sizing
CompuTrace V 5.6.2, Thermon Electrical Heat Trace Design
Trace Calc Pro2 , Tyco Electrical Heat Trace Design
Dialux V 4.12 Lighting Design
Calculux V7.6 Lighting Design

Instrumentation and Control Engineering

Sizemaster 4.3 PSV Sizing Program
Rockwell Toolkit PLC Programming Software
Instrument Tool Kit

Vendor Software
PRV Size, Pentair Instrumentation Sizing Software
Orifice Flow Calculator, Daniel Instrumentation Sizing Software
V-Cone Sizing, McCrometer Instrumentation Sizing Software
Specification Software, Fisher Instrumentation Specification Software

Automation
Enterprise Toolkit 2.13.00

Design and Drafting

 Client Name
Project Number
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SOFTWARE DESCRIPTION
AutoCAD 2012 x64 2D and 3D design and drafting
AutoPlant V8i Select Series 4
Bentley Navigator Model reviews, walkthroughs
Piping/Equipment/Raceway 3D modelling,
Plant Design
materials, isometrics
ProStructures Structural/concrete 3D modelling, materials
Piping/Equipment/Raceway/Structural 3D
AVEVA PDMS 12.0 SP6.42 modelling, materials, isometrics, 2D
drawings
AVEVA E&I 12.1 Electrical and Instrumentation Drawings
AVEVA PID 12.1.SP1 Piping and Instrumentation Diagrams
2D design and drafting (PFD's, P&ID's,
ProCAD 2D Designer - 2011-06-13
Electrical)
Raster images, aerial photography, satellite
AutoCAD Raster Design 2012
imagery, vectorization
Model reviews, walkthroughs, NWD
Navisworks Simulate 2013/2014
management
AutoTable450-for-AutoCAD2012-x64 Import Excel data to AutoCAD
TableBuilder-for-AutoCAD-x64 Export AutoCAD data to Excel
Autodesk AutoCAD Civil 3D 2012 Earthworks design and surface modelling
Kubit PointSense 9.0.5.14 3D laser scanning point cloud processing
Kubit VirtuSurv 6.0.0.18 3D laser scanning point cloud processing
Global Mapper 12 Mapping and lidar processing

Document Control
Project Management Software- Document
Axiom Work
Management Module
WinSCP 5.5 SFTP

<Note: Software in red is applicable for PDMS application and shall be deleted if not applicable>
<Delete software not applicable to the scope of work of the project>
 Client Name
Project Number
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3.0 REGULATORY COMPLIANCE PLAN

A Regulatory Compliance Plan will be prepared by Equinox in collaboration with Client during the first stage of the
project. Equinox will support Client as required in the development of the necessary applications.
Equinox will ensure that necessary permits are in place for items within Equinox’s scope of work.
Client is responsible for securing the AER Scheme Amendment Approval.
Equinox is responsible for securing all necessary ancillary permits and approvals in regards to ABSA Pressure Piping
Design Registration Application

Refer to
Attachment 3A, Project Regulatory Registry
 Client Name
Project Number
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Page 30 of 66

4.0 DOCUMENT MANAGEMENT PLAN

4.1 General
All formal issues of the documents that have been received and sent throughout the course of the project will be
controlled by Equinox Document Control to ensure proper coordinating and tracking.

4.2 Document Naming and Numbering

Deliverable documents and drawings will follow Client’s numbering and naming convention. Document and drawing
numbers will be formally requested by Equinox Document Control at, as much as possible, the start of the project.
Documents and drawings shall be issued to the client only if numbered.

4.3 Document Deliverable Register

A Document Deliverable Register, listing all planned documents for the project, complete with document numbers,
will be created at project start. This register shall be provided to Client for review and comments prior to any official
drawing or document transmittals.

4.4 Document Issuance

4.4.1 Controlled Documents

All controlled documents to be sent to Client, Subcontractors, Vendors or other third party
companies or individuals will be issued through an electronic transmittal along with the issued
controlled drawings/documents.
• Internal documents to be issued will be clearly identified by document number, revision
number, revision date, revision status, the date of revision, initials from Originator, Checker
and Approver, title, project number, and stamp for IFC documents.
• Vendor documents to be returned to vendors will clearly indicate the document status.
• Equinox Document Control will use Axiom as a primary Electronic Data Management
System.
• Draft documents shall be clearly watermarked as such.

4.4.2 Documentation to / from Client and other engineering firms

Equinox will set up a SFTP site for issuing and receiving documents to/from Client.
• The following folders will be created in the SFTP site:
o From Equinox
o To Equinox
• Subfolders will be created in an on-going basis, and will be named by transmittal number.
Each folder will contain the transmittal and the related documentation.
• An email notification will be sent along with the transmittal and SFTP instructions to the
recipients.
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4.4.3 Document Distribution

Document Distribution will be as per the Document Distribution Matrix.
Attachement 4A, Document Distribution Matrix

4.4.4 Document Filing

Equinox Document Control will warehouse the paper original of all formally received and issued
documents with the following exceptions:
Procurement Files.
Trends and Change Orders.

4.4.5 Data Books

At the end of the project, the required final Data Books, consisting of the final issue of drawings and
vendor documentation, will be handed over to Client as per Client Specifications.
The complete content of the Data Books is to be determined by Client, and will ensure the
requirements detailed within the Contract are fulfilled. The Data Books shall be provided in
hardcopies and/or electronic copies (as per agreement between Equinox and Client).

4.4.6 Archiving
All project documents will be archived in accordance with APEGA regulations.
 Client Name
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5.0 PROCUREMENT PLAN

Equinox will act as a limited agent to perform Procurement and Contracting Services on behalf of Client as per Service
Agreement # #####, and will use Client’s purchasing procedures, policies and forms under the guidance of Client’s
Supply Management.
Key supply chain activities include the development of the Project Procurement Plan (PPP), purchasing of material
(including request for quotation, bid evaluation and award), material management, purchase order administration,
expediting, inspection, traffic and logistic, invoice processing, contracting plan, tender preparation and award.
Long lead equipment, material and services for the project will be procured during FEED to support the project
schedule.
Procurement Activities for the project will be executed using Equinox Engineering Limited (Equinox) Procurement
Policies and Procedures.

5.1 Project Procurement Plan (PPP)

A Project Procurement Plan will be developed during DBM/EDS based on RAS (Required At Site) dates and delivery
time information available from recent Equinox similar projects.
This Project Procurement Plan will be used to define the general procurement activities required for the purchase of
the following material and equipment, which has been identified within this scope of work.

Mechanical Equipment

Piping Material

CSA Material

Electrical Material
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I&C Material

Equipment Packages and Modules

Refer to
Attachment 5A, Project Procurement Plan
Attachment 5B, Requisition Summary Template

5.2 Procurement Strategy

Procurement Strategy is based on competitive bidding, however, it will be subject to the specific technical
specifications and agreements in place with preferred vendors and Client. During EDM/EDS, the procurement strategy
will be discussed with Client on a case by case basis.
Equinox will use Client Procurement Procedures and Forms and will only solicit bids from Vendors based on the
agreed vendor lists between Equinox and Client.
Equinox will prepare during the Phase 1 an individual bid list or sole source recommendation for all identified
purchase orders for Client approval.

5.2.1 Bidders List

Client and Equinox will jointly develop a master bidders list for the project. The vendors appearing
on the list are intended to represent preferred suppliers and those who have in the past shown the
abilities, facilities, proven processes, qualified personnel, and the equipment to perform the work at
a high standard within the required schedule, cost and safety constraints.

5.2.2 Sole Sourcing

Sole sources identified within the PPP and agreed to by signatures from Client do not require further
justification. In cases where material is not covered within the PPP or material is identified within
the PPP but requires a modification to sourcing, a Sole Source Justification Form will be used to gain
formal approval from Client. Justification generally falls into one of the following categories:
• Technical – only one source can meet technical specifications.
• Standardization - equipment is already on site and standardization of work should be
maintained.
• Market conditions dictate only one supplier can meet required delivery of services by the
specified date.
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5.2.3 Standardization
Equinox Procurement in conjunction with Client and discipline leads will review of opportunities to
standardize equipment/materials, concentrating on those items and manufacturers that show a
promise in cost savings, delivery guarantees, industry certifications, consolidated spare parts and
operation and maintenance experience. Typical equipment/materials subject to this review would
encompass but not be limited to electrical equipment, control and specialty valves, actuators, fire
and gas detection, instrumentation and transmitters, specialty piping products, control equipment
and safety equipment.
Client will provide, as soon as possible, a preferred and approved manufacturers list for
commodities procured within the scope of this project.

5.2.3 Request for Quotation (RFQ)

Request for Quotation documents will consist of approved project procurement forms. From the
acceptable bids received in reply to the RFQ, the bidder offering the best overall value will be
selected for award based on the comprehensive review of their safety record and program, financial
standing, quality programs, proposed execution schedule, proposed cost and other relevant factors,
as appropriate. Evaluations will consider current and projected contractor workloads, and the status
of applicable labour agreements.

5.2.4 Bid Evaluation

Bid evaluations will be documented on approved project forms. Equinox engineering will be
responsible for completing the technical evaluation ensuring all requirements on an item by item
basis comply with the applicable technical specifications. The Equinox Procurement Team will be
responsible for completing the commercial evaluation.
Regardless of whether or not the commodities are being purchased from a sole source or multiple
bidders, complete technical bid evaluations are required because sole source cannot always meet all
of the requirements.
The Bid Evaluation and the Award Recommendation will be submitted to Client for approval.

5.2.5 Material Purchasing

Equinox Procurement, as Client representative, will prepare a Purchase Order (PO) upon receipt of
Client approval of the Award Recommendation and will forward the PO and all supplemental
documentation Client’s Supply Chain representative for final approval and signature.
All change orders with respect to open POs will be prepared for approval by Client using the Change
Order Request (COR) form.

5.2.6 Inspection and Quality

Equinox is responsible for the quality of purchased material/equipment, Supplier Quality
Surveillance or Inspection of materials and/or equipment, on behalf of Client to the extent of the
limited agency agreement.
Inspection criteria for materials will be defined by Equinox engineering, coordinated by Equinox
expediting and executed by a third-party inspection company.
A third-party inspection services contract will be set up during Detailed Engineering
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5.2.7 Pre-Award and post Award Kick -Off Meetings

KickOff meetings will be held for both the material POs and the inspection POs. The third-party
inspection Kick Off is generally held after the material PO Kick Off are complete or just prior to the
requirement for first inspection to take place. This allows for any changes or discrepancies resulting
from the material POs to be addressed prior to executing inspection.

5.2.8 Material and Services Expediting

The Equinox Expeditor will be responsible for the coordination of all equipment and material
expediting, including the expediting of all vendor required documentation as per the PO documents.

5.2.9 Transportation/Logistics
Client traffic and logistics coordinator will provide Equinox Expeditor with the approved list of
shipping companies as per their agreements, and a Transportation Contract will be prepared during
Phase 1.
The standard shipping terms for the project shall be FCA, Sellers Facility for all items purchased
within Canada and DDP + named point of arrival as per Inco Terms 2010 for items purchased outside
of Canada. Other transportation options will be managed on a case by case basis.

5.2.10 Material Management

A Material Responsibility Matrix will be prepared during FEED, to indicate the responsible
stakeholder including but not limited to:
• Equinox Engineering
• Equinox Procurement
• Other Engineering Contractors
• Construction Contractor Shop
• Construction Contractor Field
• Package Fabricator
• Field Material Management
• Supplier
• Contractor Shop
• Client Construction Management Team
The above will be executed for the following activities:
• Engineering
o Specifications
o Data Sheets
o Drawings
o MTOs
o Material requisition
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o Technical Evaluation
• Procurement / Material Management
o RFQ
o Purchase Order
o Expediting
o Shop Surveillance
o Traffic and Logistic
o Commercial Receipt
o Technical Receipt
o U. O, S&D
o Warehouse / Storage
o Inventory Control
o Material Planning
o Identify shortages
o Approve shorts
o Procure shorts
o Identify surplus
o Dispose Surplus
Refer to
Attachment 5C, Material and Equipment Responsibility Matrix

5.2.11 Invoice Approval & Payment

The Expeditor will receive, review and verify all equipment and material invoices. All cost, extensions
and tax requirements (commercial arrangements) will be reviewed for compliance by the Buyer
against the appropriate PO and any and all ancillary documentation. In all cases, identified
deficiencies will be rectified prior to invoice approval unless directed otherwise by Client.
A holdback of 5% will be held until receipt of approved Vendor Data Books.

5.3 Purchase Order Life Cycle & Close Out

The PO life cycle encompasses the ordering and completion of all contents of a PO and any related PO change orders.
This includes, but is not limited to, all materials, services, documents and datasets.
POs will be monitored through-out the entire life cycle and ultimately closed off once all deliverables are rendered. A
close-out report is issued to conclude the life of an active PO
Equinox will issue to the Client Supply Chain Lead the following purchasing status report:
• Material Requisition Services Report (MSR)
• Expediting report
• Summary of Committed Cost issued weekly
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• Back charge Status Report issued as applicable

• Summary of Cancellation charges as applicable
• Significant activity dates including:
o MSRQ & MSRP Issue
o Quote/Bid duration
o LOR/COR approval
o PO Issue
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6.0 CONTRACTING PLAN

6.1 General
Equinox, on Client’s behalf, will inquire, evaluate, recommend, prepare and award contracts for all construction work
as applicable for this project.
All documentation will be prepared by Equinox using either Client templates or Client approved forms with Client’s
Technical Requirements and Terms and Conditions. All contracts will be provided to Client for review.
Equinox will be responsible for ensuring that all contract documentation is executed and fully distributed in a timely
manner to all parties, and will be responsible for transferring all related contract documentation to Client.
A Contracting Plan will be developed during Detailed Engineering in conjunction with Client Construction
Management Team (CMT).
The plan will list the construction contracts, potential bidders, type of contract, and planned days for tender
preparation, bid evaluations, negotiations and award.
The following contracts are anticipated for the execution of the projects:

NO DESCRIPTION BY TYPE *
TBD Field Earthworks Contract Client Unit Rate
TBD Construction Survey Contract Client Reimbursable
TBD Module Mechanical Shop Inspection Client Reimbursable
TBD Site Crane Services (if required) Client Reimbursable
TBD Site NDE Services Contract Client Reimbursable
TBD-0101 Freight & Hauling - Major Equipment Equinox Reimbursable
TBD-0102 Engineering Procured Material Inspection Contract Equinox Reimbursable
TBD-0103 Field Piling Contract Equinox Unit Rate
TBD-0104 Field Mechanical Contract (excludes Insulation) Equinox Reimbursable
TBD-0105 Field Insulation Contract Equinox Unit Rate
TBD Field EI&C Contract Equinox Reimbursable
TBD Field Fiber Optic Contract Equinox Unit Rate

* Type of contract to be validated by the CMT, during FEED

Refer to
Attachment 6A, Contracting Plan

6.2 Contract Formation

Contracting process will follow Client Contracting Procedures and Templates.

6.3 Contract Administration

Contract Administration will be undertaken by Client.
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7.0 PROJECT CONTROLS PLAN

7.1 General
The primary objectives of the Project Control Plan are to:
• Establish systems that provide accurate and timely information and analysis for proactive management
decision making.
• Support Client in effective cash flow management.
• Develop and monitor detailed plans of action that will enable the project to be completed within schedule
and budget.
• Provide methodologies for identifying and managing risks to the project.
• Provide methodologies for identifying, reviewing, estimating and approving project variances.

7.2 Work Breakdown Structures (WBS)

The Integrated Work Breakdown Structure (WBS) will be developed during FEED in conjunction with Clients and
aligned with the execution strategy for the project. The WBS will reflect the lowest level of detail required to ensure
integration of engineering, procurement and construction, with turnover and start-up requirements.
With a cross-reference to the Client WBS for the Project, the Equinox Integrated Work Breakdown Structure will be
developed to support the Equinox’s Cost/Progress Management System (Axiom Works).
Engineering Work Packages (EWP) development will form the initial planning and execution base for engineering.
They will consist of all documents (drawings, line lists, ISO’s and P&IDs) required to document the work.

7.3 Cost

7.3.1 Cost Estimate

<Add Cost Estimate Scope>
The AFE Estimate will be used in populating the Axiom Works cost code structure, which supports
the Cost Breakdown Structure (CBS) at the appropriate level. The AFE Estimate will be structured
immediately following approval by the owner in accordance with the WBS and project execution
strategy to provide a cost control baseline.

7.3.2 Cost Control Baseline Development

The cost control baseline will be developed from the approved AFE estimate by assembling line
items into groupings defined by the WBS and the cost coding structure. The Project Controls Team
will structure the AFE estimate immediately after approval, to reflect the project execution strategy
and to establish budgets for planned commitment packages. Changes to the cost control baseline
will be controlled through the change management program (refer to section 8 of the PEP). The
budget module within the Axiom Works Cost program will be used to track approved changes and to
provide the current budget for reporting purposes.
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7.3.3 Cost Control

Monitoring of project costs will be a continuous process, consisting of recording incurred costs and
payments against the baseline budgets using the actual cost module of Axiom Works. Cost reports,
following the format approved by Client, will be issued with the monthly progress report.
Cost analysis and forecasting is an ongoing process, performed by the Project Controls Team and
based on using data received to date, to project future results. Cost analysis will be performed as a
minimum in the following areas:
• Compare incurred and forecast costs against baseline budget amount, document deviations
and note potential impacts
• Prepare an analysis of progress earned to-date with corresponding performance and
project requirements to complete.
• Monitor actual labour rates (both direct and indirect) against baseline budgets and project
impact on to-go budgets
• Review contractor planned and actual performance
Equinox procurement cost will be monitored using an “incurred cost” basis, to reflect the fabrication
and delivery of bulk materials to site.

7.3.4 Forecast
Forecasting is the method of predicting the final man-hours, costs and completion dates of a project.
The Change Management Program (refer to section 8) will be the primary tool for maintaining the
current forecast of Total Installed Cost (TIC) and Scheduled Project Completion.
Deviations from the Equinox Control Budget will be identified to the project management team by
way of a Trend.
If approved by the Project Management Team, a Change Request will be prepared covering the
cause of the Trend and the impact to TIC costs and schedule for processing through the Equinox and
Client approval cycle.
All approved Trends, either scope or non-scope, will be included in the Equinox Current Budget.
The latest approved estimate / forecast, will always form the Trend base from which Trends will be
identified.
For budget reporting purposes the following definitions will apply:
• Equinox Control Budget = AFE + CO + Budget Shifts
• Equinox Current Budget = Equinox Control Budget + AT
• Equinox Forecast ($, Low End) = [(BAC - EV) / CPI] + IC + Pending Trends + Rejected Trends
• Equinox Forecast ($, High End) = [(BAC - EV) / (CPI * SPI)] + IC + Pending Trends + Rejected
Trends
• Equinox Forecast (MH) = [(BAC - EV) / SPI] + Actual Hours + Pending Trends + Rejected
Trends
Wherein:
• AFE = Approved For Expenditure = Original Budget
• AT = Approved Trends (Scope and Non-scope)
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• BAC = Budget At Completion = Equinox Current Budget

• CO = Change Orders
• EV = Earned Value (To-date) = % Complete * BAC ($ or MH)
• IC = Incurred Cost (To-date)
• CPI = Cost Performance Index (Cumulative average) = EV ($) / IC ($)
• SPI = Schedule Performance Index (To-go) = Earned Value (MH) / Planned Value (MH)
The change management program is a continuous function, which provides a current forecast of the
project on an on-going basis, as trends are identified and resolved. Project forecasts will be
prepared on a monthly basis, as of the cut-off date, and presented in the monthly progress report.

7.4 Schedule

7.4.1 Project Milestones

The project Schedule has been prepared based on the following milestones:

MILESTONE DATE

Refer to
Attachment 7A, Project Schedule

7.4.2 Schedule Development

• A planning workshop with the integrated team ( Equinox, EI&C Contractor and Client) for
the phase X will be conducted during phase XX
• The overall schedule will be developed using Primavera software and in accordance with
the WBS.
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• The approved schedule will be used as a baseline for progress control.

7.4.3 Schedule Progress Update & Measurement, and Reporting

The following sections describe how the Progress will be measured and reported.

7.4.4 Progress Update & Measurement

The schedule will be updated to include the actual progress, forecast start and completion dates,
actual start and completion dates, baseline start and completion dates, and variance
(actual/forecast/ to baseline completion dates). Forecast will be estimated using progress from
Equinox’s weighted deliverable earned value system. Progress will be analyzed against the spent
hours but these spent hours will not be incorporated into the schedule.

7.4.5 Reporting
The schedule will be updated and maintained on a monthly basis and will be issued in pdf format
along with the monthly report.

7.5 Project Progress

Progress will be established by Equinox in the Axiom Works System using an earned value approach based on
completion of engineering and procurement activities against defined milestones. Actual progress will be monitored
against plans by disciplines, on a monthly basis and deviations flagged for corrective action by the project team.
Progress curves reporting actual against planned, will be included in the monthly progress report. Progress will be
tracked by document type and reported by discipline.

7.6 Progress Report

A project progress report will be prepared each month and will be issued a week after Client’s specified calendar date
for “third party Monthly cost forecasts”. The progress report will summarize and consolidate the cost, progress, status
of the project, and will include the identification of any major items of concern. Format of the report will be agreed
upon in Phase1, prior to the first monthly report.
The proposed progress report breakdown will contain the following sections:
• Executive Summary
o Project Status To-Date
 Man-hours
 Schedule
 Cost
o Key Meetings
• Key Highlights (per discipline, including Projects, Process, Mechanical, Civil and Structural)
o Engineering progress to date
o Progress earned during the reporting period
o Key achievements
o Activities completed or started over the reporting period
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o Activities planned to start the next reporting period

o Areas of concern
• Project Controls
o Overall Progress Curve & Table by discipline, indicating
 original approved budget (hours)
 approved changes (hours)
 revised budget (hours)
 forecast (hours)
 actual hours to date
 actual hours this period
 earned hours (cumulative)
 earned hours this period
 planned progress (cumulative)
 actual progress (cumulative)
 actual progress this period
 performance factor (period)
o CAPEX Flow Curve & Table
 Monthly planned, incurred and forecast CAPEX
 Cumulative planned, incurred and forecasted CAPEX
 Total project planned, incurred and forecast CAPEX
o Staffing Chart & Table
 Showing Planned, Actual and Forecast Staffing levels by Month
o Schedule update
o Project Controls Dashboard
• Change Management
• Procurement And Contracts
o Purchase Order / Invoice summary
o Requisition & Expediting reports
o Contracting report
• Quality
o Key Highlights
o CARs and NCRs issued to the project
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8.0 CHANGE MANAGEMENT PLAN

8.1 General
Equinox Change Management Plan is intended for the continuous change identification, notification, evaluations and
subsequent mitigation throughout the project.
The Change Management Program will be used to initiate and control changes to the cost control baseline due to but
not limited to the following conditions:
• Additional scope not originally defined in the AFE budget
• Budget shift, including transfers to other contractors
• Deletion from original contract scope
• Introduction of third party
Types of changes are to be categorized as scope vs. non-scope.
Rework, if it occurs, will be identified, characterized and quantified through the efforts of the Project Manager, Project
Engineer and any applicable discipline leads. Rework will be captured on Non-Conformance Reports (NCR) and on
Project Variance Notices (PVNs) for communication to Client.

8.2 Change Management Meeting

The Project Management Team will conduct a Trend Meeting in a bi-weekly basis with the purpose of timely
identification of trends and changes in the project scope.

8.3 Change Identification

Change management will be an on-going activity and any project changes identified that may impact scope, cost or
schedule will be brought to the attention of Client.

8.4 Change Management Documents

Technical Deviation Notice: A written notification approved by Engineering and the Project Management Team to
deviate from an approved Project Specification.
Equinox intends on using the standard Client forms for Technical Deviation Requests, and Specification Deviation
Records. Equinox will log and track all queries and deviation notices accordingly. Any queries or deviation notices
shall be communicated through the Client Project Engineer that is requested to disseminate to the appropriate
personnel at Client for review purposes.
Design Change Notice: A written notice of an approved technical change to a project scope, DBM, or after the
document has been issued for use by other parties (i.e. changes in key documents as P&ID, Plot Plan, Process Design
Basis, line sizing, etc. after IFC, that must be communicated to all parties in a timely manner). A DCN is the formal
document to notify all the stakeholders of the change.
Trend: A formal recognition of work required that is considered to be different from the contracted scope of work; a
recognized difference between the assignment and the scope/budget resulting in budget or schedule revision. A
trend can be initiated by the following:
• A Design Change Notice
• 3D Model review action items
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• Technical Deviation Notice

• HazOp action items
• Project Variation (scope, cost, schedule)
• Construction support (RFI/ESI)
Project Variance Notice: an official communication of the project trend that quantify the scope, budget or schedule
change, and can be classified as:
• Project Change Notice
• Forecast Change Notice
Project Change Order: an official communication from the client, which incorporates the approved PVN to the
Equinox Engineering Contract.

Refer to
Attachment 8A, Project Variation Notice (PVN) Form

8.5 Change Management Process

• A Trend Register will be maintained by the Project Control Lead. Trends shall identify the order of magnitude
of the change, related to the range of the impact in the man-hours and in the schedule.
• A Trend Meeting will be conducted with Client in a bi-weekly basis to review the Trend Registry and obtain
approval on proceeding with the detailed assessment of the trends.
• The approved trends will be assessed and a PVN will be prepared with the details of the scope change, the
man-hours and the schedule impact.
• PVNs will be reviewed in the bi-weekly Trend Meeting. Approved PVNs by the client will be incorporated to
the project budget and reflected as “Current Budget”.
• A Change Order will be issued by Client as the official document for contract amendment incorporating the
approved PVN(s).
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9.0 PROJECT COMMUNICATION PLAN

9.1 General

9.1.1 Contact List

Equinox will develop a Contact List for this project with a list of names, emails and phone numbers
which will be maintained during the lifespan of the project.
Refer to
Attachment 9A, Contact List

9.1.2 Telephone
Phones calls with critical information discussed shall be documented with a follow up email between
the parties as required if major decisions are made.

9.1.3 Emails
All project emails sent will be carbon copied to the project email address, which in turn will store the
emails on a server. The Equinox project email is xxx-xx-xx@equinox-eng.com where xxx-xx-xx is the
Equinox project number.

9.2 Communication Between Equinox And Client Personnel

All communication “From” and “To” Equinox regarding technical information on the project will be communicated
through the Projects Engineers (Equinox and Client), with copies to the Project Manager (Equinox and Client). Equinox
and Client Project Engineers will be responsible for the distribution to the engineering leads within each organization.
At the discretion of both Equinox and Client Project Manager, direct communications from Equinox Project Engineers
and Engineering Leads may be allowed to various stakeholders as long as the project teams are Cc’d accordingly.
Equinox’s Project Manager will be responsible for the communication of any information that may have impact on the
project scope, cost or schedule or vice versa.
Equinox’s Project Manager will be responsible for the communication of any contractual items to Client Project
Manager, or vice versa.

9.3 Internal Communication

The project team approach to internal communication is flexible, allowing information dissemination to vary
according to each phase and component of the project.

9.4 Communication with Regulators

All communication with AER will be transmitted through Client’s Regulatory Approvals Group with copies to Equinox’s
Project Management Team unless directed otherwise by Client Project Management.
Communication with the Alberta Boilers Safety Association (ABSA) will be conveyed directly by Equinox. Client will be
immediately apprised of any issues with the registration of pressure equipment and/or pressure piping and will be
consulted for input in the resolution of any such issues.
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9.5 Communication Plan Matrix

A preliminary Project Communication Plan Matrix is presented below:
STAKEHOLDERS METHOD OF
COMMUNICATION
TOPICS FREQUENCY COMMUNICATION
ITEM Equinox Client Other
/ OUTCOME
MEETINGS
Overview project scope,
milestones and objectives
Meeting
Near Project ****
Project Kick Off Overview key procedures X X
Start Date Kick Off
Introduce project team
presentation
Encourage communication
among stakeholders
Project status update
Meeting
Specific concerns
Sponsor’s Meeting Monthly X X ****
Project related issued
Meeting Minutes
Open discussion
Meeting
Dependencies impacting others’
Project Team Weekly ****
work that need immediate action X X EI&C
Meeting Action item list c/w
by any of the disciplines
minutes of meeting
Meeting
Project Trend Discuss Trends ****
Bi-Weekly X X
Meeting Sign off VPN Trend and VPN
Register
Meeting
Update on procurement, ****
Procurement Weekly
expediting, and contracting X X Procurement Plan
Meeting (Phase 2)
Expediting Report
Contracting Plan
Dependencies impacting
Project Meeting
construction that need CMT
Construction Weekly Conference Call
immediate action by X X Contrac
Management (Phase 2 &3) *****
management, engineering, tors
Meeting Meeting Minutes
procurement, CMT or contractors
Meeting
Conference Call
Formal Reviews and As per
As per review topic X X X *****
Alignment meetings schedule
Meeting Minutes
Action Items List
REPORTS
Major events and
accomplishments in the past Email
Weekly Status
week and upcoming week’s key Weekly R I *****
report
events Report in pdf
Open issues impacting work
Email
Monthly Progress Update stakeholders on progress
Monthly R I *****
Report
Report in pdf
Email
Procurement Update on material requisition
Weekly R I *****
Reports and status
Report in pdf
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STAKEHOLDERS METHOD OF
COMMUNICATION
TOPICS FREQUENCY COMMUNICATION
ITEM Equinox Client Other
/ OUTCOME
FORMAL COMMUNICATION
Project Execution As per Controlled
R I
Plan (PEP) schedule Document
As per Controlled
DBM/EDS R I I
Schedule Document
Drawings
Engineering Data Sheets As per Controlled
R I I
Deliverables Technical Reports Schedule Document
Studies
Report Before IFC Controlled
HazOp R A I
Action items P&IDs Document
Issued at
Document Distribution of controlled project start Distribute
R I I
Distribution Matrix documents and update electronically
when changes
Deviation from Client
Technical Deviation Controlled
specification or industrial As needed R A I
Notice (TDN) Document
standards
Request For Request for information or
Distribute
Information clarification on engineering issues As needed R I I
electronically
(RFI) Log listing status of RFI
Distribute
Request for Quotation
Purchase As per electronically for
Request for Proposal R A I
Documents Schedule approval
Purchase Orders
Bids sent by
As per
Bids (Contracts) I I R vendors via
Schedule
hardcopy
All formal communication regarding technical information on the project will go
Technical Email
through the Project Management Team or through the Technical Leads with copies
Information
provided to the Project Management Team.
All formal communication regarding contractual items (including VPN and Change
Contractual Email
Orders ) will go through the Project Management Team to Client’s Commercial
Information
Contract Lead
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10.0 QUALITY PLAN

10.1 Quality System

The Equinox Management System (EMS), which governs the company’s Quality program and holds the policies,
procedures, manuals, plans, and forms used by the company to go about its business in a clear, consistent and
efficient manner, will be engaged and enforced on this project.

10.2 Quality Procedures

The key EMS procedures sanctioned for use on this project are listed below. The latest revision of each at the time of
project inception will apply throughout the duration of the project unless otherwise changed via a project decision or
variance notice.

PROCEDURE DOC. ID
Executor and Reviewer QC Checks EP-Q-200-A
Inter-Department Squad Checks EP-Q-200-B
Document Sign-Offs and Stamps EP-Q-200-C
Non-Conformance Management EP-Q-200-F
Control of Project Documents EP-Q-200-G
Cold Eyes Technical Reviews EP-Q-200-H
Department Deliverable Spot Audits EP-Q-200-I
Project Quality Audits EP-Q-200-J
Key Performance Indicators (KPIs) EP-Q-200-K
Lessons Learned EP-Q-200-L
Control of Project Records EP-Q-200-M
Corrective and Preventive Action EP-Q-200-N
Risk Management EP-Q-200-O
Competency, Awareness & Training EP-Q-200-P
Measuring Client Satisfaction EP-Q-200-Q

10.3 Quality Audits

The Quality Lead will conduct audits based on assessed risks, lessons learned, customer preferences and hours
budgeted. The following audits are planned:

DISCIPLINE DBM/FEED DE
PM /PE Yes Yes
Project Controls Yes Yes
Document Controls Yes Yes
Process Engineering Yes Yes
Mechanical Engineering Yes
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DISCIPLINE DBM/FEED DE
Civil and Structural Engineering Yes
Design and Drafting Yes
Procurement Yes

10.4 Quality Checks

In addition to the aforementioned controlled audits, the Project Team will perform Quality Checks consisting of:
• Compulsory QC Checks – using QC Checklists -- aimed at ensuring the key deliverables have been vigilantly
verified against a pre-set list of criteria;
• Impromptu Spot Checks – using current risk-based concerns -- aimed at ensuring the design endures good
engineering practice, the deliverable meets requirements, and the project tools and files are continually
managed appropriately.

10.5 Facilitations

10.5.1 Lessons Learned (LL)

Lessons Learned workshops will be facilitated by the Quality Lead, as follows:
 At the beginning of each phase to gather relevant LL records from previous projects, plus
the expertise and experience of selected participants. This will be a baseline register of
lessons to be looked into during project execution.
 At the end of each phase to gather recent project experiences and set the LL register for
future use. This will be part of the DBM/EDS document and the turnover file at the end of
Detailed Engineering.

10.6 Customer Satisfaction

Formal feedback will be acquired by the Equinox PM from the Client PM using Equinox procedure and associated
questionnaire every 6 months or at the end of each project phase, whichever is shorter.

10.7 Improvement
Improvement is acquired in good measure through the resolution of findings identified during audits and facilitations
(see above). Findings of considerable risk in terms of consequences and probability are turned into corrections and
improvements via:
• CAR -> Corrective Action Request
• OFI -> Opportunity For Improvement
• NCR -> Non-Conformance Report
CARs, OFIs and NCRs are managed by the Quality Lead using the associated procedures and a system of forms and logs
for the purpose of effectively tracking and resolving the issues and opportunities therein. These issues and
opportunities can be identified by anyone (employee, client, vendor…) at any time whether as part of an audit or not.
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10.7.1 Corrective Action Requests (CARs)

A CAR is for correcting the occurrence and preventing the recurrence of a non-conformity found on
a product or service before its delivery to the customer.

10.7.2 Non-Conformance Reports (NCRs)

An NCR is for correcting the occurrence and preventing the recurrence of a non-conformity found on
a product or service delivered to the customer or received from a vendor.

10.7.3 Opportunities For Improvement (OFIs)

OFIs are a risk reducing measure aimed at capturing improvement opportunities and preventing the
occurrence of potential non-conformities.

10.8 Documents

10.8.1 Reports
Quality will track the following Quality Performance Indicators (QPI) and report them at least
monthly to the PMT.
• Audits performed on time.
• Action Requests (CAR and NCR) resolved on time.
Quality will track the following Quality metrics and report them monthly for inclusion in the monthly
project report or dashboard coordinated by the Equinox Project Controls group.
REPORTED REPORTED CLOSED CLOSED
THIS MONTH CUM-TO-DATE THIS MONTH CUM-TO-DATE
CARs
NCRs
Key Issues and Concerns

10.8.2 Records
The term quality records pertains to all records prepared for or required by a project that provides
evidence of conformity to requirements and the effective operation of the EMS. Project Quality
Records will be legible, readily identifiable and retrievable.
Project records will be retained as per APEGA regulations.
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11.0 RISK MANAGEMENT PLAN

11.1 General
Equinox’s Risk Management Plan engages continuous risk identification and mitigation throughout the project. Risk
review will be an on-going activity and any project risks identified that may impact scope, cost, schedule, safety or
quality will be brought to the attention of Client.
The Risk Management Plan describes how risk identification, qualitative and quantitative analyses, response planning,
monitoring and control will be structured and performed during the project life cycle. It includes the following
measures:
• Identify those risks which might impact the project.
• Ensure each risk is analyzed for probability and impact.
• Ensure that there is an agreed containment plan for each risk (the plan may show not action for identified
risks).
• Identify an appropriate contingency plan (as part of the containment plan) for high risks.
• Allocate ownership for the risks and its containment plan to the responsible Manager.
• Establish and monitor a procedure for reviewing and evaluating risks on an on-going basis.
• Report the status of current risks.
Common risks – found on similar projects -- that Equinox will investigate are as follows:
• Material delivery and price escalation.
• Contracting strategy (qualified welders, projected loading).
• Process hazard (commissioning and operating procedures).
• Constructability.
• Cost.
• Operability.
• Construction schedule planning.
• Interfaces.

11.2 Preliminary Assessment

11.2.1 Establishment of Risk Matrix

The Risk Matrix is customized for the project based on the Total Installed Cost and Overall Project
Schedule and will be used for the Risk Assessment prior approval by Client

11.2.2 Identification of Stakeholders

All project team members will be involved in risk identification.
The following Stakeholders will be involved in the risk evaluation and management process.
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• Equinox: Project Manager, Project Engineer, Project Controls Lead, Supply Chain Lead,
Quality Lead.
• Client: Project Manager, Project Engineer, Quality Lead.

11.2.3 Planned Reviews

The purpose of doing reviews on a regular, scheduled basis is to proactively gather data, do
statistical and trend analyses, and foresee and manage potential problems for the professional
practice. This ensures that the risk management for activities or projects is maintained as current.
Risk identification will be assessed in a regular basis, in the weekly project team meetings.
Risk evaluation will be conducted in a monthly basis.
Risk Management meetings will be facilitated by the Quality group at Equinox.

11.3 Risk Identification

11.3.1 Risk Identification Methods

There are different methods of determining possible hazards and assessing the consequences of
planned or existing processes. These methods are listed in order of increasing complexity and
formality:
• Personal observations may be as informal as taking a walk around the work offices or more
formal through planned task observations/analysis or workplace audits.
• Checklists can be used during a workplace audit, to draw attention to where conditions
deviate from standards.
• Professional judgments of internal or external panel of experts to do audits, which can be
very effective in identifying hazards. Past experience is a powerful means of identifying a
hazard since the consequences and actions may be already known.
• Analysis of historical data from comparable activities or projects to determine a general
level of risk for a particular activity. Similarly, if it is available, the historical record for
comparable organizations or industries can provide benchmark assessments of risks. Some
insurers will provide technical support for the assessment of risk for particular activities.

11.3.2 Risk Categories

Risks will be grouped into four general categories: Project Management, Technical, External, and
Construction
• Project Management
o Estimating
o Planning
o Controlling
o Communication
o Project Dependencies
o Resources
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o Funding
o Prioritization
• Technical
o Requirements
o Technology
o Complexity and interfaces
o Performance and Reliability
o Quality
• External
o Subcontractors and Suppliers
o Regulatory
o Market
o Customer
o Weather
• Construction
o Resources
o Weather

11.4 Risk Analysis and Estimation

11.4.1 Estimation Methods

The risk estimation method used is qualitative and quantitative. The choice of method and the level
of detail in the implementation must be compatible with the available information, the magnitude
of the risk, and the resources available to perform the analysis.

11.4.1.1.1 Qualitative Risk Estimation

The Qualitative Risk Estimation process prioritizes risk for further analysis or action by
assessing and combining their probability of occurrence and impact, with the purpose of
focusing on high-priority risks.

11.4.1.1.2 Quantitative Risk Estimation

The Quantitative Risk Estimation process numerically analyzes the effect of identified
risks on overall project objectives, with the purpose of supporting decision making in
order to reduce risk uncertainty.

11.4.2 Estimating Probability and Impact

Risk identified and estimated will be evaluated in terms of acceptability or tolerability vs. regulatory
and other standards, the benefits and costs of the activity, and the needs and concerns of
stakeholders.
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11.4.2.1. Estimating Probability

The probability or frequency of an incident occurring may be based on several means
such as historical performance, manufacturer’s data, experience, or general statistical
data. Data may be available generically, however, if there are specific historical data
related to the specific project or activity, these are often the better data to use. The
assessment of probability is the likelihood that an event happens, and is classified as
follows:

Improbable <10% Event has happened 1 time in 10 years

Remote 10% -30% Event has happened up to 3 times in 10 years
Conceivable 35%-65% Event has happened up to 6 times in 10 years
Probable 65%-90% Event has happened up to 9 times in 10 years
Expected >90% Event has happened 10 or more times in 10 years

11.4.2.2. Estimating Impact

One important component of assessing the consequences of a particular risk is the
process of identifying the possible routes of exposure to the consequences associated
with the occurrence hazards.
Risk impact assessment investigates the potential effect on a project objective such as
• Cost
• Schedule
• E&HS
• Environmental
• Social
This assessment requires the specification of the consequences in regards to
• Cost
o Critical (> 0.50% TIC)
o Serious (0.10% TIC < C < 0.50% TIC)
o Tolerable (0.05% TIC < C < 0.10% TIC)
o Low (0.01 % TIC < C < 0.05 % TIC)
o Negligible (C <0.01 % TIC)
• Schedule (based on the impact on the Total Duration (TD) of the project)
o Critical (> 2% of total project duration)
o Serious (1.5% TD < S < 2 % TD)
o Tolerable (0.5% TD < S < 1.5 % TD)
o Low (0.25% TD < S < 0.5 % TD)
o Negligible (S < 0.25 % TD)
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• E&HS
o Fatalities – irreversible illness
o Long Term Disability
o Medical Treatment
o First Aid
o No treatment
• Environmental
o Massive damage and material corporate liability.
o Significant damage / extended exceedances of emission limits.
o Limited impact requiring cleanup / several exceedances of emission limits.
o Minor Impact / small offsite containment / single exceedance of emission
limits.
o Immediate containment / impact confined to site / below reportable
limits
• Social
o Extended national media coverage and punitive action taken by
stakeholders.
o National media coverage and significant stakeholder attention.
o Provincial Media coverage
o Regional media coverage and community concern.
o No media coverage or attention.

Refer to
Attachment 11A, Risk Matrix -Probability and Impact Scales

11.5 Risk Response

Response to identified and evaluated risks will fall into the following
• Acceptance: accepting the consequences.
o Active: by developing a contingency plan to execute
o Passive: by accepting a lower profit if some activities overrun
• Mitigation: reducing the expected monetary value of a risk event by reducing the probability of occurrence,
reducing the event value, or both.
• Avoidance: eliminating a specific threat, usually by eliminating the cause.
• Transfer: transferring the eventual risk to another party
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11.6 Risk Register

A Risk Register will be created at project start to record the identified project risks and opportunities, the assessment
(i.e. risk ranked), the priority, and the agreed response.
The Risk Register will be updated on a monthly basis during the project risk management meetings.

11.7 Risk Review

Monthly Risk Management review sessions will be scheduled in order to ensure timely assessment, response,
monitoring and controlling of the identified risks.
The first risk session will be a brainstorming session to identify the risks, which will be conducted within the first 2
months of project start. The session will include key project team representatives from all disciplines and Client
personnel in order to brainstorm project risks as a team. During the risk identification meeting, the facilitator will
capture the risk descriptions, categories and risk triggers on the risk register. The team will begin to rank the risks and
develop action plans and evaluation of the residual risks.
Monthly risk sessions will be held with the Project Managers, Project Engineers, Procurement Leads, and Project
Control Leads from both Client and Equinox.
The sessions will be conducted with the purpose of:
• Assessing the identified risks, including a detailed risk description and identifying the specific consequence.
• Discussing and agreeing on the risk response plan
• Prioritize the risk
• Assign the risk response
• Monitor and evaluate the Residual Risk
In the event where residual risks are not mitigated to a tolerable or low risk level, these risks should be properly
communicated to senior management and approved or acknowledged.

11.8 Client/Equinox Input

Client may decide to conduct separate risk sessions without Equinox. Separate meetings and risk registers may be
necessary as Client’s risks may be sensitive, confidential and not to be shared.
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12.0 HEALTH, SAFETY AND ENVIRONMENT PLAN

Health, Safety and Environment (HSE) requirements will be considered in the design of the facilities to ensure the
ultimate objectives of no accidents, no harm to people, and no damage to the environment.
This includes designing for zero environmental damage, minimizing safety HAZARDS through good engineering design,
and achieving zero injuries and incidents on the project.

12.1 General
Equinox has developed a Health & Safety manual with procedures for the Calgary office. All work carried out in the
Calgary office shall comply with the Equinox’s HSE Manual and associated procedures.
Any accident or incident in Equinox’s Calgary office, resulting in a lost time injury, death, or damage to property or
equipment, will be investigated by Equinox. Each incident will be documented promptly and will include results of the
investigation along with recommendations for preventive action.
Equinox health and safety goals, which are further detailed in the HSE Manual, include:
• Demonstrate leadership and create awareness and commitment to deliver our HSE principles
• Protect and promote the health and safety of personnel
• Deliver and inherently safe, operable system using proven technology
• No exposure of personnel or the public to hazards
• Deliver effective plans and processes for management of all foreseeable emergencies
Equinox will communicate to the Client’s Project Manager when Client HSE requirements are unable to be met, and
Client will be responsible for evaluating the decision and applying for a deviation from the management system, if
warranted.

12.2 Office Safety Requirements

Equinox shall meet all the HSE requirements in according to Client’s HSE Plans, Programs, Practices and Procedures.

12.3 Site Requirements

All field-based site visits by all Equinox employees to Client location will comply with Client’s HSE Plans, Programs,
Practices, and Procedures. Equinox shall review the applicable procedures prior to organizing the site visits.
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13.0 CONSTRUCTION EXECUTION PLAN

The Construction Execution Plan will be developed by the Construction Contractor, Client Construction Management
during Detailed Engineering.
Equinox will provide input to the plan as required.

The Construction Execution Plan will be developed by the Construction Contractor, Client Construction Management
during Detailed Engineering.
Equinox will provide input to the plan as required.
As a minimum, the following items should be addressed

13.1 Construction Management Plan

13.1.1 List of proposed Contracts and Subcontracts
13.1.2 Client supplied services
13.1.3 Constructability
13.1.4 Operating Facility

13.2 Staffing / Organization Chart

13.2.1 General
13.2.2 Construction Organization Chart
13.2.3 Staffing Plan
13.2.4 Construction RACI Chart
13.2.5 Contractor Construction Team Organization

13.3 Modules
13.3.1 Physical Restrictions for Modules
13.3.2 Non-Self Supporting Modules
13.3.3 Self-Supporting Modules
13.3.4 Modularization and Pre-Assembly
13.3.5 Modular Yard Carry Over Plan

13.4 Prefabrication Plan

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13.5 Transportation Plan

13.5.1 Super Loads
13.5.2 Movement of Dimensional Loads in Alberta
13.5.3 Special Transportation Considerations

13.6 Construction Plan

13.6.1 Construction Kick-off
13.6.2 Path of Construction sequence
13.6.3 Pre-Assembly
13.6.4 Workface Planning Execution
13.6.5 Construction Supervision and Inspection

13.7 Construction Risks

13.7.1 Risk Log
13.7.2 Lessons Learned

13.8 Special Considerations

13.8.1 Heavy lifts
13.8.2 Access Restrictions
13.8.3 Difficult work conditions
13.8.4 Hot work
13.8.5 Winter work

13.9 Work Shift and Schedule

13.10 Construction Reporting

13.10.1 Progressing
13.10.2 Manpower Forecast

13.11 Construction Equipment Plan

13.11.1 Rental equipment
13.11.2 Temporary equipment
13.11.3 Client available equipment
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13.12 Site Material Management

13.12.1 Material Receiving
13.12.2 Material Receiving Report (MRR)
13.12.3 Warehousing, Inventory and Return of Equipment Not Used
13.12.4 Asset Tagging

13.13 Safety, Environment & Security

13.13.1 Policies and Procedures
13.13.2 Environment
13.13.3 Health
13.13.4 Safety
13.13.5 Security
13.13.6 Permits and Inspections
13.13.7 Emergency Response Plan
13.13.8 Training and Orientation
13.13.9 Drug and Alcohol Policy
13.13.10 Incident Reporting

13.14 Field Engineering and Document Control

13.14.1 Red Line Drawings
13.14.2 Document Distribution

13.15 Request For Information

13.16 Construction Quality Control

13.17 Camp Requirements and Transportation

13.17.1 Camp Strategy for accommodations
13.17.2 Camp Services
13.17.3 Camp Forecast
13.17.4 Transportation of Workers
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13.18 Temporary Facilities and Location Plan

13.18.1 General access
13.18.2 Loads Restrictions
13.18.3 Signage and guides posts
13.18.4 Snow removal
13.18.5 Temporary buildings
13.18.6 Fencing and barricades
13.18.7 Laydown areas
13.18.8 Utilities
13.18.9 Parking
13.18.10 Fire protection and emergency response
13.18.11 Concrete batch plant
13.18.12 Assembly yard
13.18.13 Collection and handling of recycling, garbage and waste

13.19 Security

13.20 Operations Interface

13.21 Mechanical Completion and Turn-over

13.21.1 Mechanical Completion
13.21.2 Turnover Documentation
13.21.3 Support of Pre-commissioning, start-up and Operations
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14.0 COMMISSIONING AND OPERATION SUPPORT PLAN

The Commissioning and Operation Plan will be developed by Client during Detailed Engineering.
Equinox will provide input to the plan as required.
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15.0 CLOSE-OUT AND TURNOVER PLAN

15.1 General
The Project Close-out Plan defines the guidelines to be followed in executing the close-out and turnover activities of
the project between Equinox and Client and ensures that contracted deliverables are transferred to the Client and
that no unresolved technical or commercial issues remain.
The Project Manager is responsible for ensuring the project is closed out to the specifications of the contract and the
expectations of the customer.

15.2 Close-out Activities

15.2.1 As-Built Drawings

• Redlined as-built drawings will be provided by Client at the completion of Construction, and will
include:
o PFDs
o P&IDs
o LDTs
• Equinox will CAD the as-built drawings as per the information provided.
• Drawings will be developed following the “Development of Engineering Deliverables” process
(see 2.3) .
• Drawings will not be stamped.

15.2.2 Lessons Learned

• A Lessons Learned session to collect the lessons from Engineering and Procurement will be
conducted at the end of phase 2.
• A Lessons Learned session to collect the lessons from Construction will be conducted at the end
of phase 3.

15.2.3 Contract Close-out

Contract administration is not included in the scope of this project. Client will be responsible for the
contract close-outs associated with this project.

15.2.4 Material Purchase Order Close Out

Equinox plans on utilizing PO zero balancing for Purchase Order close-outs. Equinox will review the
Purchase Order values at the end of its life cycle and if the struck PO value will not net zero to the
summation of all valid invoices, a change order will be mandatory to ensure the PO value is current
to the “actual” committed value. This policy is in effect for both credits and debits.
Equinox will produce 4 key close-out documents reconciling the procurement activity of the project:
• Requisition Summary
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• Expediting Report
• Invoice History
• Purchase Order Reconciliation

15.3 Turnover

15.3.1 Vendor Data Books

A Vendor Data Book Table of Contents will be prepared during the Detailed Engineering stage of the
project.
The Vendor Data Books will be issued and distributed to Client in electronic format (pdf)

15.3.2 Engineering Data Books

An Engineering Data Book Table of Contents will be prepared during the Detailed Engineering stage
of the project.
The Engineering Data Books will be issued and distributed to Client in electronic format (pdf)

15.3.3 Files Turnover

The latest revision of the drawings and data sheets issued to Client will be turned over at Project
close-out in their native file format.
Additional Engineering records, to be turned over in pdf format, include:
• PEP
• DBM
• Regulatory Report
• Construction Support Documentation
• Process Calculations
• Mechanical Calculations
• Civil Calculations
• 3D Model
Project Management records to be turned over include:
• Project monthly progress reports
• Project change management notifications
• Project Quality audit reports

15.3.4 Purchase Orders

Purchase Order files will be turned over to Client in a Hard Copy (Binders). Information required by
Client is to be agreed upon during Detailed Engineering.
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15.4 Close-Out Report and Final Acceptance

A Close-Out Report will be prepared by Equinox’s Project Manager at close-out and will require Client’ Project
Manager sign-off as a formal acceptance of the project.
The Close-Out report will contain a summary of the project, including:
• Executive Summary
• Project Description and Scope
• Project Execution
• Contract
• Health and Safety
• Engineering
• Procurement
• Construction
• Quality
• Man-hours and Staffing
• Cost
• Schedule
• Change Orders
• Regulatory
• Customer Relations
Final acceptance by Client will be in writing.