Sharq Approach & Bridge Contract No Yes No No Yes Yes Yes

STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME

Part 1: Stage 2 PQQ Procedures Page 22 Sharq Crossing Programme

Section IV. Stage 2 PQQ Application Checklist, Application Submission Sheet and Forms

Application Checklist

The Applicant shall include this Application Checklist at the front of each Application Pack. The Applicant Shall Submit One Application Pack for Each Project Being Applied For

Applicant Name

Project Title

Date

Documents Submitted

The Applicant shall indicate in the ‘Form Present’ column whether or not the forms have been included in the Application Pack by using the words ‘Yes’ or ‘No’. The Applicant shall indicate in the ‘Page Count’ column the number of sides of A4 paper used for each section of the Application Pack

Series No. Category Form Present

Page Count

1 Eligibility

1.1 Authority Eligibility - Application Submission Sheet

1.2 Government Owned Entity – Application Submission Sheet

1.3 Declaration of Willingness to Association or Evidence of Association – Form EL-1.1

2 Licenses and Registrations (Only applies to New Partners of an Association)

2.1 Registration - Form REG–2.1

3 Historical Contract Non-Performance (Only applies to New Partners of an Association)

3.1 History of Non-Performing Contracts – Form CON-3.1

4 Financial Situation

4.1 Financial Performance - Form FIN–4.1

4.2 Bonding Capacity – Form FIN-4.3

5 Exemplary Projects

5.1 Exemplary Projects - Form EXP-5.1

6 Construction Personnel Capabilities

6.1 Construction Organisational Structure – Form COS-6.1

6.2 Construction Personnel CV’s – Form CPC-6.2


Part 1: Stage 2 PQQ Procedures 3 Sharq Crossing Programme

Note: Only the first 250 sides of A4 paper of each Application Pack will be reviewed. All pages in addition to this will be discounted. This page count limit includes this checklist. Note: Each Application Pack shall be uploaded as a single PDF file to the Authority website from where the Stage 2 PQQ Document was downloaded. Do not submit a hard copy of the Application Packs.

7 Design Personnel Capabilities (Only Applies to Design & Build Projects)

7.1 Design Organisational Structure – Form DOS-7.1

7.2 Design Personnel CV’s – Form DPC-7.2

8 Subcontractors, Sub-consultants & Suppliers

8.1 Subcontractors, Sub-consultants & Suppliers – Form SSS-8.1

9 Project Assurances

9.1 Health, Safety & Environmental – Form HSE-9.1

9.2 Health, Safety & Environmental – Form HSE-9.2

9.3 Quality Management – Form QM-9.3

10 Resources, Plant & Equipment

10.1 Plant & Equipment – Form PE-10.1

10.2 Fabrication & Casting Facilities – Form FCF-10.2

11 Parent Companies & Relationships

11.1 Parent Companies & Relationships – Form PCR-11.1

Total Page Count


Part 1: Stage 2 PQQ Procedures Page 35 Sharq Crossing Programme

Form FIN – 4.3

Bonding Capacity To be completed by the Applicant. To be completed for each Project being applied for. Applicant’s Legal Name: Date:

Project:

Page of Pages

The Applicant certifies that it possesses, or can obtain, the following bonding capacity:

Ref Projects for Which the Applicant is Applying Required Bonding Capacity (QAR)

1 Land Based Enabling Works Contract 100 million 2 Marine Based Enabling Works Contract 300 million 3 West Bay Approach & Bridge Contract 1,300 million 4 Cultural City Approach & Bridge Contract 800 million 5 Sharq Approach & Bridge Contract 800 million 6 Immersed Tunnel & Marine Interchange Contract 2,700 million 7 Surface Street Modifications Contract 100 million 8 Systems Integration Contract 100 million 9 Operations & Maintenance Contract 100 million

Yes No If the answer is ‘Yes’ enclose a stamped confirmation letter from

the proposed bond provider(s).

STATE OF QATAR STAGE 2 PQQ DOCUMENTPUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME

Part 1: Prequalification Procedures Page 36Sharq Crossing Programme

Form EXP–5.1

Exemplary Projects

To be completed by Contractor or Partners.To be completed for each Project being applied for.

Applicant’s Legal Name: Date:

Project:

Page of Pages

Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality.

Ref Question Answer

1 Exemplary Project reference (e.g. Table 5.4 Ref 3)

2 Contract identification (Contract name and number)

3 Location (Country)

4 Role in project (Contractor, Association Partner etc.)

5 Employer’s name

6 Form of procurement (Design & build, construct only etc.)

7 Employer’s address (Address, telephone number & contact name)

8 Commencement date (day, month & year)

American Bridge Holding Company 18, Oct. 2014

Sharq Approach & Bridge Contract

1 5

Table 5.5 Ref 1

San Francisco/Oakland Bay Bridge Self AnchoredSuspension Superstructure AB Order #660110

United States of America

Joint Venture Partner

CalTrans/BATA

Design & Build / Design, Bid, Build

Dr. Brian Maroney, PE, Toll Bridge Deputy Program Manager,California Department of TransportationCell Phone: (510) 385-7648 Email: [email protected]

3 May 2006 (award date)



9 Planned completion date (day, month & year)

10 Actual completion date (day, month & year)

11 Original total project value (QAR equivalent)

12 If Association Partner, share of original total project value

13 Final total project value (QAR equivalent)

14 Project description

3 February 2014

QAR 5,220,072,632

3,564,596,033 (QAR)

7,129,192,066 (QAR)

American Bridge/Fluor Enterprises, Inc., A Joint Venture (ABFJV) was generalcontractor for the new East Bay Bridge mainspan of the SanFrancisco /Oakland Bay Bridge. This project includes the construction of anew 624m two-span, self-anchored suspension bridge. The mainspan is565m, and the structure also incorporates a 49.4m cantilevered span and a10m anchor span. The steel tower is 160m tall, composed of four legs struttedtogether. The deck is 78m wide. The 1,400m long, 784mm diameter maincable is continuous from east anchorage to tower top saddle to northwestdeviation saddle to center jacking saddle to southwest deviation saddle backto tower top saddle and back down to southwest deck anchorage.

The total weight of permanent structural steel is 51,772mt. With the exceptionof the caps for the east and west piers, this entire contract is comprised ofstructural steel fabrication and erection. Over a dozen fabricators suppliedproduct for the bridge, overseen by ABF quality control teams and scheduledand coordinated by ABF engineers. The deck is composed of twin steel boxesof 28m each, strutted together for an out-to-out width of 78m. In addition,there is a 5m wide bike path that is cantilevered from one of the 28m boxes.The deck panels are of varying lengths and weigh between 500 and 1,550mteach. The total structural steel weight of the deck is 30,907mt.

The steel cable has a weight of 4,800mt, and the hanger ropes weigh anadditional 650mt. The cable is made up of 137 prefabricated parallel wirestrands (PPWS) with 127 wires per strand compacted and wrapped with "s"wire. The cables are anchored in the deck of the structure, making itself-anchored (no gravity anchors). As a result, the orthotropic box girder deckstructure was constructed on, and remained supported by a 22,000mttemporary falsework bridge until the main and hanger cables were erected. Atthat point the entire 31,000mt load of the deck superstructure was transferredfrom the falsework to the hanger and main cable in a carefully engineered andprecisely sequenced operation.

The project completed a major milestone on Sept 2, 2013 when it opened totraffic, on schedule. Final completion was achieved February 3, 2014.



15 Complexity (provide details of any specific complexities involved in the project)

16 Methods & technology

(provide details of the specific methods & technology involved in the project)

Specialized Steel ConstructionThis was essentially a steel construction contract. In total this project consumed more than 75,000mt of structural steel of a varietyof shapes, sizes and grades, including the towers, superstructure, cables, hinges, and temporary works. Steel was procured andfabricated on a global basis. Field erection of structural steel was entirely self-performed by American Bridge Fluor, under thedirection of general superintendent Jerry Kent.

TowersThe steel towers are comprised of four pentagonal boxes strutted together with shear links that act as fuses in the seismic event,yielding to allow energy dissipation through independent movement of the four legs. The tower weighs a total of 13,592mt. Each ofthe four legs was erected in 6 stages, with individual lifts of up to 1,100mt. The splices were bolted; a total of 87,000 high strengthbolts and 400 splice plates were used. Tower skin plate thicknesses varied between 60 and 100mm. Tower steel was generallyASTM A709M, Grade 345 (345 MPa yield strength). Critical components of the Tower, including the shear link fuses, werefabricated from high performance steel, ASTM A709M, Grade 485W.

Orthotropic Box GirdersThere were two orthotropic box girders (OBG’s) 28m wide by 5.5m deep. The 30,907mt of OBG’s were fabricated in China underthe direct supervision of ABF, shipped to the site in segments. The segments weighed up to 1,550mt, and were erected using ashearleg crane and sliding methods. All of the OBG field splice welds are “full pen”, also known as complete joint penetrationwelds, and were subject to 100% ultrasonic testing. All the skin plate joints are butt joints with single V groove welds, with backingbars. Backing bars were removed and back welds made all skin plates except for the deck plate. The deck joint included a backingbar that remained. The welding encompassed both manual and mechanized processes, including gas shielded FCAW-G (gasshielded flux cored arc welding), SAW (submerged arc welding), and SMAW (shielded metal arc welding). The crucial field fitupwas prepared using improved dog and wedge techniques, and induction systems were used for all pre-heat activities. Steel platematerial in the OBG’s was generally 345MPa yield strength, and plates varied in thickness up to 20mm.

Tower shaft/Shear plate weldsThese connections involved a total of 20 vertical up to 10m tall butt welds. There were several different joint configurations and theplates joined were up to 100mm thick. . ABF engineers chose to use electroslag welding to complete these heavy welds, achievingmuch higher production rates than conventional methods. The specially configured equipment ran at approximately 1000 ampsand 35 volts with a control system developed by ABF’s team. There were approximately 150kg of weld material deposited for eachof these welds. Each electroslag weld took about 5 hours to completely weld.

HingesThe bridge utilizes pipe beams for sliding joint connections at both ends. In total there were 8 pipe beams, 4 at each end. The 1.9mdiameter pipe beams vary in length from 5m to 20.8m. The pipe beams were specially fabricated from forgings meeting therequirements of ASTM A508M, Grade 4N, Class 2 and Class 3 with yield strengths of 690MPa and 485MPa.

CablesThe single main cable utilized 137 prefabricated parallel wire strands (PPWS). Each strand was approximately 1,400m long andcomprised of 127 individual galvanized wires of 5.4mm dia, 1760MPa steel with a breaking strength of 109kN each. The strandswere shipped to the site in coils, unreeled on the bridge in swifts, and hauled using an ABF designed and built aerial tramway. The137 strands made up a cable of 784mm diameter and weighing 5,200mt. The strands were coated with zinc paste and fieldwrapped with a special interlocking “s” shaped steel wire with a breaking strength of 540MPa.

Initially, American Bridge developed concepts, preliminaryengineering, and final construction engineering for the erection meansand methods of the tower, deck, cabling and weight transfer. Thiseffort was lead by an on-site team of in-house engineers who, as theprocess matured, engaged with engineering consultants to fullydevelop the project approach.

Materials packages were procured. Required equipment was found orin some cases designed for this project alone. The staff mobilized tothe Oakland, California location and began to generate relationshipswith the local craft labor.

Simply put, the project proceeded with the construction of thetemporary works, erection of the tower and OBGs, draping of thecontinuous cables and suspenders, load transfer, installingmiscellaneous items, and demolition of the temporary works.

With regard to welding, this project had substantial weldingrequirements as the entire bridge is structural steel. ZPMC performedwelding with plate up 102mm (4”) in the fabrication shop. The shopwelding for just the OBGs totaled over 900,000 welds for a weld lengthof over 800km. In the field, Electro-slag Welding was tested and usedfor production welding on the Shear Plates at the base of the Tower.



17 Innovation, novel & unique approaches

(provide details of any innovation, novel & unique approaches, technology & materials adopted which had a positive impact on time, cost or quality of the project)

18 Subcontractors (provide details of the main subcontracted elements of work and % of the total works which was subcontracted)

The very nature of a self anchored suspension bridge dictated that AmericanBridge design and build the massive and elaborate temporary structure thatsupported the permanent bridge prior to the weight transfer from the temporaryworks to the permanent cables and tower. This effort allowed for the design andconstruction of complete marine-based foundation systems including micro-pilesand 1574mm diameter battered drilled shafts reaching depths of -65m, temporarysteel truss towers runway girders to support the special rigging and transportsystems required to erect the large orthotropic box girders (OBG).

The barge mounted, 1700 metric ton capacity shearleg crane, the Left Coast Lifterwas conceived, designed and built for this project. It enabled the erection of 28OBGs, assembled on top of the temporary bridge so that the main bridge cablecan be anchored in its deck. In the instances that the Left Coast Lifter could notreach the OBG destination, special rigging, jacking, and sliding techniques weredeveloped and utilized.

The main steel tower was erected using a 1,455mt gantry that lifted the 18 towercomponent sections, some as heavy as 1,100mt, into place. The tower saddle, ata final height of 156m, took 10 hours to lift into place.

A major strategic consideration on this project was the contracting of the maintower steel , OBGs and select temporary steel to ZPMC in Shanghai, China.Through joint efforts of the Joint Venture and ZPMC, all quality controlrequirements were maintained throughout the fabrication process. Materials werealso purchased from other vendors from across the USA, Taiwan,

The Joint Venture subcontracted approximately 19% of thecontract value:

Electrical

Consulting and Professional Services

Painting

Marine Foundations

Material suppliers – Steel bridge components, cranes andbarges, material handling equipment and machinery, cabling,mechanical design and fabrication, expansion joints



19 Justification for cost overrun

(if the final value of the project exceeded the original value of the project provide details of the justification for this)

20 Justification for time overrun

(if the actual completion date is later than the original completion date provide details of the justification for this)

Original bid: QAR 5,220,072,632. Final Cost QAR7,129,192,066. Difference was change orders approved by theclient. The major change resulted from conflicts between theroadway deck and the free-hanging (temporary) cablegeometry, resulting in a re-design of the four end sections of thedeck along with acceleration costs to keep the project onschedule. Changes were mostly initiated by owner (although insome cases based on information provided by contractor). Mostchange orders were processed quickly, in less than 60 days.

Owner changes/additions in scope of work.

Project was completed on time.



Form EXP–5.1

Exemplary Projects



Project:

Page of Pages


Ref Question Answer





5 Employer’s name




Samsung C&T Corporation 18, Oct. 2014


1 5

Table 5.5 Ref 2

Yeongjong Bridge

South Korea

Partner in an Association

New Airport Hiway Co.

Design & Build

Geomam-dong, Seo-gu, Incheon, Korea 414-16+82-32-560-6024 [email protected]. Hyung-Jin Gang

29, Nov. 1995









28, Nov. 2000

28, Nov. 2000

QAR 2.296.754.164

55% (QAR 1,287,175,088)

QAR 2.296.754.164

Incheon International Airport is located on Yeongjong Island.The Yeongjong Grand Bridge links Yeongjong Island to theKorean mainland. Samsung C&T began construction togetherwith other construction groups in November 1995 andcompleted the project in November 2000.It is a hybrid bridge of which the main suspension bridge takesup 550 meters, a truss bridge 2,250 meters and a steel boxgirder bridge 1,620 meters. In particular, the suspension bridgesection was constructed as the nation’s first road/railthree-dimensional self-anchored suspension bridge.

Total length of Marine Link Bridge: 2,050 M(Suspension Bridge 550M+Truss Bridge 1,500M)Width : 40M (Double Stair Deck)· Upper Deck : Road- 6 lanes· Lower Deck : Road- 4 lanes & Dual-Track Railway

- Suspension Bridge (550M)· Main Pylon(2 nos.) : Pneumatic caisson Method Foundation

with Double Shell(47m*18m*43m, Total 3,180 ton)Diamond Shape Steel Pylon (H=107m)

- Trust Bridge (1,500M)· Double Stair Deck WARREN TRUSS






- The maximum weight of the block was limited to 3000 tonfWhen the 3000 tonf F/C was used for erection. Each block wasassembled at the shop. Two deck barges were speciallyfabricated to secure safety during the transport and comply withthe size of the large block. Two blocks were transported fromthe shop to the site at the same time to save construction time.

- Various steels are used to fabricate bridges. The upper boxesare mainly made of SM490Y steel, lower chords are made ofSM570, diagonal members and vertical members are made ofSM520, crossing beam, lower lateral member, and lower flowersystems are made of SM400.

- Unlike the typical truss bridge, the lower chord as well as theupper chord, the steel box, of the stiffening truss are subjectedto the compression because of force transferred from the maincables.

The total length of the Yeongjong Grand Suspension Bridge is 4,420m and links Incheon andthe new international airport on Yeongjong island. The bridge is the first-ever self-anchoredsuspension Bridge with 3-dimensional cable geometry in the world and it holds the world recordon the longest self-anchored suspension bridge. Construction began in 1995 and wascompleted in 2000.

- FoundationThe tower foundation is a pneumatic caisson, which can support the heavy load from the weightof Superstructure, the live load of 10 lanes, a two track railway line and minimizes thedisturbance of the surrounding soil. The size of the foundation is 47m×18m and the height of thecaisson is approximately 42m. The pneumatic caisson foundations required complex equipmentwhich consisted of Compressing Equipment, a hospital lock and a remote excavation system tomake a bottom chamber dry condition for excavation. In this project, the remote and manningexcavation were jointly employed.

- TowerThe Towers of the suspension bridge are diamond shaped so that the two catenaries spread outfrom the top of one tower. In order to keep the uniform transmission of the reactions to thesubstructure, high precision were required for the slope (1/10000 or less) when fixing the baseplates. To meet the vertical precision of the tower, the verticality of 1/5000 was required. Thetower was divided into three large blocks for fabrication and erection: the base, the lowersection, and the upper section. The blocks were field spliced using high tension bolts.

- Deck & CableThe girder of the bridge is a double deck on top of which 6 traffic lanes run and on the lowerdeck a two track railway line runs in the center and 2 traffic lanes on both sides. A floating cranewas used for the erection of the stiffening girder. The maximum weight of the block was limitedto 3,000ton due to the capacity of the floating crane. The stiffening girder was divided into 8blocks and erected sequentially.The main cable was erected with a traditional aerial spinning method. One of the mostchallenging aspects of the cable erection was accounting for the three dimensional (3D)geometry. A unique construction method was developed by Samsung C&T’s engineers andutilized in order to successfully erect and install the 3D configuration.






YoungJong bridge utilised various new and advanced technologies due to the complexity and to save construction time &cost and improve the quality. There are three (3) special features of YoungJong Bridge.

(a) High performance steel; TMCP(Thermo-Mechanical Control Process) SM570 was used. The material properties ofSM570 are 420MPa yield strength and 570MPa-720MPa tensile strength, which was used for the first time in Korea.

(b) Four (4) 135mm thickness plates were butt welded and used as the base plate of tower. For minimizing distortion, detailand precise welding sequence was developed. The plate thickness of bottom tower was 50mm and field welded to thebase plate.

(c) Because of the extreme tidal current, depth of water, and potential threat of vessel collision the skin of the pneumaticcaisson was designed as double layer.

Other innovative and unique items are as follows:1. YoungJong Bridge is the first self-anchored bridge with 3D parallel wire system in the world. The 3D main cable is the

Mono-Duo type with a hanger connection.2. In order to enhance the efficiency of the public investment, YoungJong Bridge is designed as road and rail bridge and is

one of its kind, 3D self-anchored road & rail bridge.3. The YoungJong bridge is the world 's first self-anchored spatial suspension bridge the main cables of which are inclined

in the transverse direction. Because of this self-anchored cable system and different layout during the erection and atcompletion, an erection problem such as lateral movement of wire was expected, thus the traditional installation methodfor the cable at the pylon saddle and the splay band could not be used. Mock up test was carried out to see the degree ofdisplacement of the wires and to develop appropriate measures. Through the test, the scheme for arranging wires at thesplay bands was developed and successfully applied. This is the evidence of showing the innovative solution capabilitywhich may be required for the construction of west bay bridge safely and smoothly.

4. The dehumidification system with anti-rust treatment was used and there was no single problem during 14 years ofoperation.

5. The stiffened deck was built by large block method, in which 3000ton floating crane was used for transformation andinstallation.

6. The automatic pneumatic caisson method, including joist operational system and compression equipment, was used forthe construction of foundation. The remote system can minimize the risk of decompression sickness and excavating dayand night.

7. To suit the site condition, new construction method for the foundation which is combination of pneumatic caisson andsteel casing pile method was used.

8. Guss Asphalt, which has sufficient durability for cyclic deformation & corrosion waterproofing, was used on the steeldeck plate for the first time in Korea.

9. The dehumidification as corrosion protection system for the inside of box girder was used for the first time in Korea.10. The large scale of self-elevator barge was used to enhance the efficiency of pile foundation.11. For the first time in Korea a penetration groove weld which is designed for the fatigue strength was used for the

connection between box girder for road traffic and truss girder for the train.12. During construction, the tower was divided and required four (4) field welds, and the steel tower construction tolerance of

1/10,000 could be satisfied by Samsung's welding quality control.

32.9% of total works were subcontracted.

- Fabrication of main girders for Suspension bridge (23.5%): Samsung Heavy Industries, Korea

- Pneumatic caisson foundations (2.8%): Daejeong Mechanics, Korea

- Installation of main girders (1.0%): Daejeong Mechanics, Korea

- M&E, Piling, Pavement, etc. (5.6%)







The Yeongjong Bridge Project was successfully completed on28 November 2000, on time and under budget.

The Yeongjong Bridge Project was successfully completed on28 November 2000, on time and under budget.



Form EXP–5.1

Exemplary Projects



Project:

Page of Pages


Ref Question Answer





5 Employer’s name




Samsung C&T Corporation 18, Oct. 2014


1 5

Table 5.5 Ref 3

MCE(Marina Coastal Expressway) C483

Singapore

Sole Contractor

LTA(Land Transport Authority)

Design & build

10 Sin Ming Dr, Singapore 575701+65. 9780 7203, [email protected]. Patrick CHAN Hong Joo

Oct., 2008









28, Jun, 2013

22, Oct., 2013

QAR 2,093,446,953

N/A

QAR 2,093,446,953

Singapore’s Marina Coastal Expressway (MCE) is a gamechanging project. Built mainly in tunnel, the 5.1km long, dualfive lane highway links existing expressways in east and westSingapore with the New Downtown area in Marina Bay. The citystate has become famous for mammoth cut and cover tunnelsin the soft ground close to its reclaimed shoreline. But with awidth of 60m, this project is considerably bigger and morechallenging than anything that’s been done here before.

The Marina Coastal Expressway C483, built via design-build, isa 950m Twin Cell Box Tunnel which was made by cut & covermethod. Project includes Ventilation Building 2, Trunk LinkSewer 1,074m which was made by semi shield method,Reclamation and Sea wall. Samsung finished this projectproperly as the design & build contractor

Road Construction : Total Length 950m, 10 Lanes- Tunnel 950m (Cut & Cover / Twin Cell Box Tunnel)- Slip Road 350m, 2ea- Ventilation Building 1ea (5 floors)- Trunk Sewer Line 1,074m






C483 met many major challenges whilst working on thisreclaimed part of Singapore.

Challenges for this project were: - Deep Excavation in Soft Marine Clay - Massive Volume of the Works - Massive Heavy Equipment - Construction of 1storey basement and 4 storey ventilation

building of which height reaches 39.4m - Differential settlement of trunk link sewer

From these challenges the project is exposed to the followingrisks: - Heavy Machinery: Lifting Operation, Crushed by Machinery - Falling from Height & Falling Objects - Fire and Explosion - Electrocution - Environmental Issues (Environment Control, Vector Control)

- Ground conditions of MCE C483 is consisted of 30~40mmarine clay, underlain by firm old alluvium and capped with12~18m of fill. Cut and cover excavation involves installingTERS and then excavating the ground between TERS. But thismethod can become complicated in soft ground. Sophisticatedand robust engineering methods are called for to preventundesirable ground movement.

- Steel tubular pipe pile and 2~3 layers of strut is used andmassive volume of excavation was successfully progressed bythrough monitoring and excavation permit .C483 compared andexamined the technical performance of JGP and DSM optionsand found that DSM give better quality assurance than JGP. Bycombination of DSM and JGP, C483 achieved satisfactoryquality satisfying more than required allowable requirementwhich is critical for stability of TERS. Also by using LODIC,C483 could successfully finish ground work near public waterline by minimizing surrounding ground heave.






- The 1010 No. of bored piles with a maximum diameter of 2.5mand a maximum length of 86m were used not only to supportthe tunnel structure but also to carry the tension force during theexcavation stages and permanent stage.

Ventilation building, the height of which reaches 39.4m fromground level consists of basement and 4 storeys . To preventfall from height, any opening was sealed and customized safetybarrier was installed for area where fall from height risk waspresent. Also vibration monitoring sensor was installed tomonitor any vibration impact while ventilation construction andtubular pipe pile extractions were carried out at same time.

- Deep deposits of soft cohesive soil can take a long time toconsolidate even when pre-loaded. The low permeability ofmarine clay and long drainage paths produce slow rates ofconsolidation. So PVD (Prefabricated Vertical Drain) wasinstalled to reduce time required for consolidation.

36.3% of total works were subcontracted.

- Bored Piling Works (8.0%) : Sambo E&C, Korea- Soil Improvement (8.0%) : Tenox Kyusu Corp., Japan- Structural Works of Tunnel & Ventilation Building (3.3%): Wai Fong Construction PL, Singapore

- Steel Pipe Piles & Steel Strut works (3.6%) /Earthworks (1.9%)

- Etc. : Design, Drainage, Waterproofing, Metal works,Survey works (11.5%)







The MCE C483 Project was successfully completed on 22October 2013 under budget.

Work on the contract covered by Samsung encounteredunexpected soil conditions which heavily impacted onfoundation and other earthworks. The mitigation measures aswell as additional requirements from the Client resulted in delayto piling works. Additionally changes to approximately 50 No.ventilation buildings and slip road retaining walls were required.Samsung's worksites were also impacted by knock-on effectsfrom adjacent sites on interfacing matters.

That said, Samsung's portions of the works were completedahead of other packages and as such had no impact on theoverall delay to the tunnel opening.


Part 1: Prequalification Procedures Page 36 Sharq Crossing Programme

Form EXP–5.1

Exemplary Projects

To be completed by Contractor or Partners. To be completed for each Project being applied for. Applicant’s Legal Name: Date:

Project:

Page of Pages Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality. Ref Question Answer





5 Employer’s name






Form COS – 6.1

Construction Organisational Structure

To be completed by the Applicant. To be completed for each Project being applied for. Applicant’s Legal Name: Date:

Project:

Page of Pages

The Applicant shall submit an organisational structure in the form of diagrams with associated narrative. The submission shall:

a) Show a complete organisational structure for the Project. b) Identify key positions c) Identify specific roles and a brief list of responsibilities of each position d) Show lines of authority and reporting relationships e) Identify key positions to be held by each Partner of an Association (if applicable) f) Provide the names of the proposed candidates for the key positions

6.1 Construction Organisational Structure Page 1 of 6

The Samsung–American Bridge-AlJaber Joint Venture will establish a Joint Venture Supervisory Board which will be responsible for the overall control, administration and management of the execution and performance of the Contract. The Joint Venture Board will decide the nature, source and extent of project resources, including but not by way of limitation, personnel, labor, plant, supervision, equipment, subcontractors, material and allocation, to be provided for the execution and completion of the Contract. The Joint Venture will provide a dedicated full-time site-based project- management team for this project. The proposed project-management team will bring with it a wealth of experience and talent that can only bring success and value to the project. All members of the project-management team have track records of delivering high-quality projects, safely and on time. The site- based project-management team, which is to be led by the Project Director and Project Manager, will be supported by our extensive off-site head-office-based safety, quality, environmental, commercial and planning resources. The Project Manager will be appointed by the Joint Venture Board immediately after the award of the Contract. The Project Manager will be responsible for the whole of the works and accountable to the Joint Venture Board. The Project Manager will represent the Joint Venture in all matter’s involving the Employer, Engineer, Designated and Interface Contracts and project stakeholders, and to ensure the successful delivery of the project concerning safety, time, budget and specified standard of quality. The Project Manager will also be responsible in defining the project organization, the duties and responsibilities of the key positions within the organization. The site project management organization will effectively be split into 6 separate but totally-integrated main functional teams, namely the: 1. Construction team 2. Engineering team 3. Contract team 4. Health, Safety and Environmental team 5. Quality team 6. Administration team The construction team will be fully responsible for the execution of the construction works. The construction team will further be sub-divided into four main sections, according to the specialty of the works that the teams are responsible for. Other functional teams including the engineering team, contract team, HSE team, and quality team, will provide functional supports to the construction team to complete the construction works of the project. The key staff will be responsible for management of their subordinates within their line of reporting and for the areas of work they have been allocated, which may change from time to time to suit the progress of the works.


Job Descriptions and Responsibility Details for the job are following but job description is the only reference. Job description and Criteria as follows will be updated by a contractor. Project Director

Job Description: Managing the project from strategic point of view and dealing with Client relationship

※ The detailed Organization chart will be submitted at tender stage.

PERSON

96

4

19

PROJECT Director

QUALITY MANAGER

JV BOARD(EXECUTIVECOMMITTEE)

CONTRACT MANAGER

SUPERSTRUCTUREMANAGER

SUBSTRUCTUREMANAGER

CUT & COVER TUNNELMANAGER

HUMAN RESOURCE

STAKEHOLDER

ACCOUNT

ADMIN MANAGERCONSTRUCTION

MANAGER

HSE MANAGER

RISK MANAGEMENT

SAMSUNGCOMPANY

COST CONTROL

PROGRAMME

PROCUREMENT

REMARK

SUB-CONTRACTOR

ABHC

JEC

TOTAL

ENGINEERINGMANAGER

DESIGN JOINT VENTURE(ATKINS + CHODAI)

PROJECT MANAGER

M&E / TCSSMANAGER


Responsibilities: a) Directs and coordinates activities of project personnel to ensure project

progresses on schedule and within prescribed budget.

b) Reviews project proposal or plan to determine time frame, budget, procedures for accomplishing project, staffing requirements, and allotment of available resources to various phases of project:

c) Review status reports prepared by project manager and modify schedules or plans as required. Prepare and review project reports for presentation to Executive Committee and the client.

d) Confers with project personnel to provide technical advice and to resolve problems

e) To manage the project to ensure that it is completed on time based on the situation / condition of the works on site

f) Responsible for overall quality and management

Project Manager

Job Description: Overall in-charge of the whole Project Responsibilities: a) Provide top-level management for quality construction within time and budget

b) Formulate the Management Plan which will include the followings:

- Set goal for quality construction - Set goal and good practice for effective planning, construction and

administration of project - Set goal for project safety - Set goal for proper purchasing and procurement system and ensure its

efficiency - Set project schedule and ensure timely completion - Set project budget and ensure proper procedures for cost control - Establish a good communication system with client, consultants and

subcontractors - Set goal for proper compliance of ISO 9001 system

c) To implement overall management to the project with respect to contractual, budget, planning, resource, design, procurement, construction, quality and safety

d) To report to head office after reviewing all matters of the project under his control


e) To manage the project to ensure that it is completed on time based on the situation / condition of the works on site

f) To attend meetings with the Employer and Consultants, whenever requested, to ensure smooth and effective operations of project and to resolve problems, if any

g) To approve and maintain the project quality plan, method statement, Inspection and Test Plan (ITP) and related work reports, recruitment, training etc.

Construction Manager

Job Description: Overall in charge of the site construction works Responsibilities: a) To supervise and control the construction works in accordance with the

specifications, drawings, budget and time schedule

b) To review method statements and inspection and test plans which are made by subcontractors to obtain approval from the Authority

c) To supervise Civil construction works including the subcontractors which are executed in accordance with contract requirements and the project quality and safety policy

d) To forecast and allocate manpower, equipment and materials in consideration of construction schedule and qualification requirements

Engineering Manager

Job Description: Overall in charge of the design coordination with Employer, design review, temporary works’ design control and construction engineering support Responsibilities: a) To coordinate all design activities and issues with Employer

b) To prepare calculations, design drawings and detailed material and workmanship specifications

c) To manage other design consultants subcontracted for the works

d) To provide design interface with, and obtaining approval from the Employer in relation with the design

e) To co-ordinate with relevant Authorities in relation to design matters


f) To provide construction engineering support such as formwork design review, scaffolding stability, erection analysis, post-tensioning works

Contract Manager

Job Description: Overall in charge of cost & budget control, schedule review, contractual matters, project reporting and project coordination with Employer and relevant Authorities Responsibilities: a) To continually monitor project performance against targets

b) To control project cost and budget

c) To ensure compliance with contractual requirements

d) To control project commercial matters

e) To perform Programme planning

f) To monitor implementation and progress of programmes

g) To maintain & update Programme risk register.

h) To assist with planning and monitoring budgets of all programmes

i) To advise management for decisions relating to programme resources, including human, plant & material resources

Quality Manager

Job Description: Overall responsibility for quality assurances, and testing of materials or whatever is as specified in the contract in order not to make any non-conformance. Responsibilities: a) To report operational procedures which affect quality and propose

improvement to the project quality system for Project Manager’s approval

b) To ensure that the project quality system is properly established, implemented and maintained in accordance with the international standards

c) To liaise with Authority, subcontractors and external parties on matters relating to the project quality system

d) To verify that the Project Quality Management Plan established is being properly followed and that the construction works satisfy the contract/the client


quality requirements

e) To establish Inspection and Test Plan (ITP) based on the contract.

f) To exercise quality control system.

g) To test all materials in accordance with the ITP at work site or laboratory as required verifying conformation to the specified requirements.

h) To submit the report of testing to Authority and control the reports

HSE Manager

Job Description: To ensure the health, safety and environmental aspects for the project Responsibilities:

a) To review and report on all HSE matters to Project Manager

b) To establish the HSE plan, which is approved by Project Manager and Authorities related

c) To execute the HSE plan and update as required

d) To advise the project team on the measures be taken in the interests of the safety and environment for the persons employed on the project



Form CPC – 6.2

Construction Personnel CV’s


Project:

Page of Pages Ref Question Answer

1 Proposed position

2 Candidate’s name

3 Nationality

4 Country of residence

5 Age

6 Total years of experience

7 Years of similar experience

8

Academic qualifications

9

Professional memberships



10 Summary of whole career experience Including details of similar projects worked on



10 Summary of whole career experience (continued)



11 Current Employment including, job title, length of service and employer’s name & address

12 Name & telephone number of a former employer who will provide a reference.



Form CPC – 6.2


To be completed by the Applicant.To be completed for each Project being applied for.


Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age



8 Academic qualifications

9 Professional memberships

Samsung C&T / American Bridge / AlJaber JV 18, Oct. 2014Sharq Approach & Bridge Contract

1 4

Project Manager

Son, Yu Suk

Korean

South Korea

46

21

8BS, Civil Engineering, Yeonsei University

Certified Professional Engineer for Civil Construction




Mr. Yu-Suk Son has more than 21 years of experience inbridge engineering and construction. His focus has been ontechnically challenging projects including arch bridges,cable-stayed bridges, suspension bridges and extradosedbridges.He has demonstrated excellent ability to work well underpressure, adhering to tight schedules and achieving goals. Hehas outstanding problem solving skills, communicates well andhas a keen sense of detail.

[ Samsung C&T Corporation ]

Transportation Infrastructure Proposal Team, HQ, Korea(Mar.2012~Present) - General Manager for proposal for bridge project

MYOUNG GOK BRIDGE, Korea (Sep 2010 ~ Mar 2012) - Contract Type: Design Bid Build - Contract Value: $179M - Description

• Total Length:210m/ Span Length:135m• The first steel tube arch bridge in Korea• 4traffic lanes.• Total weight of steel : over 2,050 tons• Direct footings and 3 circular columns piers.• The arch ribs are 2m-diameter circular sectionsand plate girder at the upper chord.

- Role & Responsibility : Construction Manager• Successful delivery of a project within time, cost,safety, quality and environmental constraintsrequirements

• Led the constructability review on the design anddeveloped the construction plan and heavyequipment requirements needed to build thebridge

• Liaise with and manage subcontractors andsuppliers

• Ensure quality control during the assembly of archmembers

• Management of direct workforce labor• Perform design reviews for constructability and toestablish erection methods (bent crane method)

World Cup Bridge Project, Korea (Apr.2010~Nov.2010) - Contract Type: Design Build - Contract Value: $180M - Description

•Total length: 1.2 miles•Superstructure: Concrete and Steel box girder•Span length: max 738 ft•Foundation: Open caisson foundation

- Role & Responsibility : Construction Manager•Successfully delivery of a project within time, cost, safety,quality and environmental constraints requirements




Incheon Bridge Project, Korea (Oct.2003~Feb.2010) - Project Description

• Concessionaire : Incheon Bridge Corporation• Total Length : 12.343km (Sea-crossing bridge)• Width : 31.4m (6 lanes expressway)• Cable Stayed Bridge : 1,480m (Main Pylon : reverse Y shapetype, height 238.5m)

• Approach 1,778m Bridge (889m for East AB/West AB)• Viaduct 8,400m(West 5,950m + East 2,450m)• Toll Plaza 1 Unit (685m)

- Position : General Manager for Planning & Engineering - Role & Responsibility : Bridge Construction Manager

• In charge of overall construction for the cable-stayed bridgesection from design through construction.

• Developed the plan for the heavy equipment needed to buildthe bridge.

• Performed design reviews for constructability and toestablish erection methods

• Managed contract changes (including changes to designs)• Developed quality control plan and draft detailed actionsplans

• Managed and reviewed product-based construction plans(product-based specifications)

• Oversaw quality control inspection, prepare NCR/CAR andverify results and outcomes

Yeongjong Bridge Project, Korea (Mar.1996 ~ Mar.2001) - Contract Type: Design Build - Contract Value: $650M - Description

• Total length:2.75 miles• Superstructure: Self-anchored suspension bridge, Trussbridge, Steel box bridge

• Construction Method : Full span launching methodBalanced cantilevered method (BCM)Full staging method (FSM)

• Span length: 1,804 ft• Foundation: Drilled shaft

- Role & Responsibility : Construction Engineer• the suspension bridge section and oversaw qualitycontrol inspection as well as perform design reviews

Training & Education, Japan (Sep.1994~Mar,1996)

Bukbu Expressway (Feb.1993~Sep.1994) - Description

• Total Length L=3,985m (6 Lanes in two ways)• Bridge : L=2,005mP.S.C Box Girder L=1,235m, B=26m Max.Span L=50mSteel Box L=770m, B=26m, Max.Span L=74.42m

• Tunnel : TBM +NATM L=3,780m, B=13.5m,• Roadway L=90m, B=26m~45m

- Role & Responsibility : Construction Engineer





- Job title : General Manager(Overseas Proposal Team)

- Length of service : 21 years

- Employer's name : Samsung C&T Corporation

- Employer's address14, Seocho-daero 74-gil, Seocho-gu, Seoul, 137-857Republic of Korea

N/A



Form CPC – 6.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age





Samsung C&T / American Bridge / AlJaber JV 18, Oct. 2014Sharq Approach & Bridge Project


Jerry Kent

American


61

34

34High School Diploma, 1971

Ironworkers Union, No. 887833




Jerry Kent has been in the steel construction business since 1980and was first employed by American Bridge in 1987. An ironworkerby trade, he has served as superintendent on a variety of complexbridge projects throughout his career. From 2006 until 2012, Jerryworked on the iconic San Francisco/Oakland Bay BridgeSelf-Anchored-Suspension Span in California.

Relevant Experience:

U.S. 190 Mississippi River BridgeBaton Rouge, LouisianaGeneral SuperintendentJuly 01, 2012 - currentThis project involves miscellaneous steel repairs on the MississippiRiver Bridge, a 3,326’cantilever truss in Baton Rouge, LA, with2,571’ of approaches carrying one rail line and four lanes of traffic.Repairs include replacement of secondary members and bracing onthe truss and on the approaches to the truss. The scope includesreplacement of various bearings throughout the structure as well asremoval of deficient rivets and replacing them with heavy hex bolts.Work is to be performed under traffic as much as possible with ABperforming analyses of the structure for various repairs to determinewhat, if any, temporary works may be required to do the repairs. Thework is being done in conjunction with the prime contractor’scleaning and painting. Major equipment required for this projectincludes manlifts and fork trucks.

San Francisco/Oakland Bay Bridge Self Anchored SuspensionSuperstructureOakland, CaliforniaGeneral SuperintendentNovember 27, 2006 - June 30, 2012The American Bridge/Fluor Joint Venture (AB led) is primesuperstructure contractor for this new 2,051' (625m) single-tower,self-anchored suspension bridge. The steel tower is 525' (160m) tall,composed of four legs strutted together. The 1,854' (565m)suspended span includes a 1,263' (385m) main-span and a591' (180m) side span. The deck is over 197' (60m) wide. The4,600' (1,400m) long, 31.5" (800mm) in diameter main cable iscontinuous from east deck to anchorage to tower top saddle tonorthwest deviation saddle to center jacking saddle to southwestdeviation saddle back to tower top saddle and back down tosouthwest deck anchorage. Total weight of structural steel is 55,285tons (50,145mt). With the exception of the caps for the east andwest piers, this entire contract is comprised of structural steelfabrication and erection. The deck is composed of twin steelorthotropic box girders of 92' (28m) each, strutted together for anout-to-out width of over 197' (60m). The box girders have a depth of5m and contain welded U-rib stiffeners, which were fabricated inChina. Temporary works included 21,000 tons of truss fabrication. Inaddition, there is a 17' (5m) wide bike path that is cantilevered fromone of the 28m boxes. The deck panels are of varying lengths andweigh between 500 and 1,550mt each. The total structural steelweight of the deck is 34,000 tons (30,844mt). The cable has aweight of 5,720 tons (5,189mt) and the hanger ropes weigh anadditional 715 tons (649mt). The cable is made up of 137prefabricated parallel wire strands (PPWS) with 127 wires per strandcompacted and wrapped with "s" wire. Design Engineers: TYLin/Moffatt & Nichol.




Kentucky Lock Highway 62/641 and P&L Railway BridgesGrand Rivers, KentuckyGeneral SuperintendentMay 01, 2006 - November 26, 2006This project included the construction of two new bridges, oneroadway and one rail, to facilitate the widening of the navigation lockat Kentucky Dam. The two-lane roadway bridge is a 10-span,3,116' (950m) steel plate girder structure with a main span of505' (154m); with girders 14' (4.3m) deep at the haunches. Thesingle track railroad bridge is an 18-span, 3,095' (943m) deck plategirder structure with a main through truss span of 500' (153m).

RFK Triborough Bridge Rehabilitation/Deck ReplacementNew York City, New YorkSuperintendentApril 28, 2003 - October 27, 2006This project involved the complete re-decking of the existing2,723' (830m) suspension bridge with orthotropic deck panels andthe 1,568' (478m) Queens Viaduct approach spans with precastconcrete deck panels, the replacement of the 184 pairs ofsuspender ropes on the suspension bridge and the widening of theQueens viaduct. The work was completed in eight stages over 39months. American Bridge was the 60 percent managing partner inthe joint venture with Koch Skanska.

Lake Cumberland Bridge, Kentucky Rt. 90Burnside, KentuckySuperintendentMay 03, 2004 - July 28, 2006This project included a new 1,712' (522m) bridge over CumberlandLake in Eastern Kentucky. The four-lane bridge included a1,572' (479m) two span continuous steel truss that is 130' (40m) tallat the center and has a vertical clearance of 84' (26m) over normalpool elevation. The contract also included roadway approach workof 1,312' (400m) on each side, the cast-in-place concrete roadwaydeck on the bridge and the demolition of the existing 1,591' (485m),eight-span deck truss bridge and associated piers. The weight of thestructural steel was 11,850 tons (10,750mt).

Tagus River Bridge - Rail DeckLisbon, PortugalAssistant SuperintendentJanuary 01, 1997 - January 30, 1998This project involved the addition of a rail deck and the widening ofthe roadway deck of an existing 6,496' (1,980m) suspension bridge,constructed by AB in 1967. The work included the addition of newmain and suspender cables, the increase of the tower height, thereinforcement of the towers and cable bents, new anchorages, thelaunching of the steel girder railroad structure through the approachstructure, the modification of the truss to accommodate the rail trackand the installation of the track. This was a consortium of DSDDillinger Stahlbau (sponsor), American Bridge, Wayss & Freitag,and Teixeira Duarte. AB was responsible for the first ever airspinning on a loaded, fully operational bridge on this project.





Mr. Kent has been employed by American Bridgesince 1987, starting as Foreman, and advancing to hiscurrent title of General Superintendent.

American Bridge Company1000 American Bridge WayCoraopolis, PA 15108United States

References:

Brian Maroney, Principle Bridge Engineer & DeputyToll Bridge Program ManagerCalifornia Department of Transportation(510)[email protected]



Form CPC – 6.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age






1 4

Engineering Manager

Lee, Yong-Jin

Korean

South Korea

47

22

22- Ph.D. Civil Engineering, Sangji University, Wonjoo Korea,- M.S. Civil Engineering, Yonsei University, Seoul Korea- B.S. Civil Engineering, Yonsei University,Seoul Korea

- Registered Professional Engineer (PE) Soil Mechanics and Foundation- Registered Professional Engineer (PE) Civil Engineering Structures,- Registered Engineer Civil Engineering- Member of Korea Construction Engineers Association





Road & Rail Engineering Team (Jan.2014 ~ Present) - Position : General Manager - Role & Responsibility

• Responsible for the analysis and design of concrete andsteel component of bridge.

[ Dasan Consultant ]

Vamcong Bridge Construction Consultancy Service(Jun.2012~Aug.2013)- Client : MOT of Vietnam- Contract type : Detail Design and Consutancy Service- Project description

• Total Length L=2.97km (8 Lanes) with 870m long Cablestayed bridge

• Construction Method : Cable stayed bridge, Super Tgirder bridge

- Project period : 69 months including Detail Design stage(15months)

- Contract value : 200 million USD- Role and responsibility : Team Leader/Sr. Bridge Engineer

Detailed Design for Ulsan Bridge and Approaching RoadConstruction Project (Mar. 2009 ~ Aug. 2010) - Client : Ulsan City Government, Korea - Contract type : BTO - Project description. Basic and Detail Design of Ulsan grand Bridge

• Total road length, L= 8.348 km / Road width, B= 25.6 m• Main bridge: Ulsan BridgeSuspension Bridge, Main span length, L= 1,150m

• 2 underpasses and 3 tunnels• 5 intersections, 2 toll plazas

- Role and responsibility : Sr. Bridge Design Engineer

Detailed Design for Incheon Bridge Construction Project(Contractor’s Checking Engineer, May. 2008 ~ Mar. 2009) - Client : Samsung C&T Coporation - Contract type : BTO - Project Description

• Concessionaire : Incheon Bridge Corporation• Total Length : 12.343km (Sea-crossing bridge)• Width : 31.4m (6 lanes expressway)• Cable Stayed Bridge : 1,480m (Main Pylon : reverse Yshape type,height 238.5m)

• Approach 1,778m Bridge (889m for East AB/West AB)• Viaduct 8,400m(West 5,950m + East 2,450m)• Toll Plaza 1 Unit (685m)





Detailed Design and Design Management and Coordination forBusan-Geoje Fixed Link Construction Project (May. 2003 ~ Mar.2007) - Client : Busan-Geoje Fixed Link Corporation - Contract type : BTO - Project description• Total road length, L= 8.205 km / Road width, B= 20 m (4 lanes)• Lot-1 : Cable Stayed Bridge, Main span length, L= 230 m, Tunnel• Lot-2 : Cable Stayed Bridge, Main span length, L= 475 m, Tunnel• Lot-3 : Immersed tunnel• 2 service centers, 2 toll plazas, 1 information museum


[ Hyundai E&C ]

Taiwan Express Railway Construction Project Sec. No.C230/C240(Apr. 2000 ~ Apr. 2003) - Client : Taiwan High Speed Rail Corporation(THSRC) - Contract type : Design and Build - Project description• Total rail length, L= 44.24 km / Design speed, V= 300 km/h• Bridge: 32 ea (FCM, FSM, MSS)• Tunnel: 19 ea.


Singapore MRT Project C711 World Trade center station(Apr. 1997 ~ Feb. 1998) - Client : LTA Singapore - Contract type : Design and Build - Project description

• Total Length , L= 2 km• Station and Cut and Cover Tunnel

- Role and responsibility : Assistant Senior Engineer

Singapore Pasir Panjang Reclamation (Nov. 1996 ~ Apr. 1997) - Client : PSA Singapore - Contract type : Build only - Role and responsibility : Assistant Senior Engineer

Bangladesh Multi-purpose Bridge Project (Apr. 1995 ~ Apr. 1996) - Client : MOT of Bangladesh - Contract type : Design and Build - Project description

• Total Length , L= 4.8km, Bridge Width, B=18.5m• Design speed, V=80km/h• 4 carrigeway+1 train line, FCM PC box girder bridge

- Role and responsibility : Assistant Senior Engineer

Singapore MRT Woodland circle line construction Project(Jun. 1993 ~ Feb. 1994) - Client : LTA of Singapore - Contract type : Build Only - Project description

• Mass Rapid Transit construction poject• Total elevated concrete box girder Length , L= 8.6km• 4 stations / PSM construction

- Role and responsibility : Design Engineer





- Job title : General Manager(Road & Rail Engineering Team)

- Length of service : 7 months



DASAN CONSULTANTSTel : +82-2-2222-4005

Hyundai E&CTel : +82-2-746-1114Fax : +82-2-743-8963



Form CPC – 6.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age






1 4

Contract Manager

Lee, Byong Hoon

Korean

South Korea

45

18

11- B. Sc. in Civil Engineering, Inha University, Korea

- Member of Korea Construction EngineersAssociation




Mr. Byong Hoon Lee has over 18 years experience in majorinfrastructure projects including a variety of bridge and highwayprojects. Through his experience on this range of infrastructureconstruction projects has gained knowledge and a demonstratedability to control, manage and execute a project successfully.Mr. Lee’s approach to construction management is focus onmaintaining cost and time schedule with quality based on theproject baseline.

Recently he serves as Contract Manager for Lusail CP3A2Bridge in Qatar. Such experiences will ensure this projectssuccessful delivery.


Lusail CP3A2 Bridge (Nov.2011~Present) - Location : Qatar - Contract Type : Build Only - Description

• 2 nos. of Cable-Suspension bridges and 4 nos. of approachstructures.

• 5 nos. of Concrete bridges and 10 nos. of approachstructures.

• Unique design for Cable suspension bridge with3-dimensionalpylon shape & Locked coil strands for cable.

• 5879 tons of steel box girder and steel pylon fabricated &delivered from South Korea.

• Large volume of concrete pouring, precast segment,Steel box-girder & pylon fabrication/ erection• Locked coil strands for cable suspension bridges are beingused for the first time anywhere in the world.

• Unique design for Concrete bridges with Precast X-struts &1 time stressing of longitudinal tendons for full length.

- Role & Responsibility : Deputy Project Manager• Cost Control & Budget management• Planning, and monitoring performance• Coordination with Employer and Relevant Authorities• Vendor Bid Tabs• Finalize vendor pkg (Commercial/Specification/Scheduling)

[ Keangnam Enterprises Limited ]

Improvement of Padeniya-Anuradhapura Road Project(Jul.2009~Sep.2011) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Description

• Total length of the road construction : 80km• Rehabilitation of the concrete bridge 9nos

- Role & Responsibility : Project Manager• Responsible for overall management of the Project(Contract administration, budget control, planning, resourcemanagement, design, procurement, construction, Q-HSE)

• Represents the company in a professional manner to theClient, Consultants, Subcontractors and the general public.




Lunawa Drainage Project (Apr.2007~Aug.2009) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Decription

• Total length of the drainage construction : 63km• Concrete bridge 6nos with pre-stressed beam

- Role & Responsibility : Deputy Project Manager• Deputizing for the Project Manager in his absence• Report to the Project Manager

Nittambuwa-Kandy Road (Jan.2006~Mar.2007) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Desription : 75.2km Road development

• Total length of the road construction : 62km• Reconstruction of the road crossing culvert 38nos

- Role & Responsibility : Planning Manager• Responsible for the Project master schedule & progress

report.• Managing the project cost.• Managing the procurement status of major constructionmaterials and equipment.

Project Management Team HQ, Korea (May.2001~Dec.2005) - Role & Responsibility : Project Control Manager

• Overall management of the road & railway projects fromstart-up to closing-out.

• Conduct the Project surveillance (Process of ProgressReview) in terms of the achievement of Target progress,quality and safety

• Advise Project Managers in seeking solutions to projecttrouble shootings

• Monitoring the status of on-going project to providecountermeasures in advance to hedge risks of theproject.

• Report to top management the status of on-goingprojects.

Kyungboo HSR Section 7-2 (Feb.1999~Apr.2001) - Location : Korea - Description

• Total Length : 10km• Bridge 4 nos,(L=4.1km) Tunnel 2 nos (L=2.3km)

- Role & Responsibility : Planning Engineer

Seoul Isu Interchange (Jan.1996-Jan.1999) - Location : Seoul, Korea - Description

• Total Length : 2.13km• Viaducts and C&C Tunnel

- Role & Responsibility : Planning Engineer• Reporting the progress of work• Planning for material & developing vendors for obtainingtimely procurement of materials & equipments





- Job title : Deputy Project Manager(Lusail CP3A2 Bridge construction site)

- Length of service : 22 years



Keangnam Enterprises Limited - Tel : +82-2-2210-0500 - Fax : +82-2-2214-1346



Form CPC – 6.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age






1 4

Health and Safety Manager

Joseph Corvello

American


55

37

35Bachelor of Science, Civil Engineering, Arizona State University - 1989Bachelor of Science, Construction Management, Colorado State University - 1982, NEBOSH -National Diploma in Occupational Health and Safety NQV-5, City & Guilds - 2013CSCS - Construction Skills Certification Scheme (Manager) - 2013

National Safety Council MemberIOSH - Institution of Occupational Health and Safety




Forth Replacement Crossing (The Queensferry Crossing)Edinburgh, ScotlandSafety ManagercurrentThis project will replace a 3.7 miles (6km) segment of the A-90over the Firth of Forth near Edinburgh, Scotland. Approximately1.6 miles (2.6km) of this replacement represents a major bridgecrossing of two ocean shipping and military navigation channels.This bridge structure has an overall length of 8,638.5' (2,633m),including a cable supported structure of 6,627' (2,020m) (world's2nd longest). The two main navigation spans are2,132.5' (650m) each (world's 6th longest). The bridge has 14spans, three concrete towers in the center of the transversecross section up to 689' (210m) in height, two planes of staycables that anchor in the center of the structure and a compositesteel tub/concrete deck superstructure. The north and southtower foundations are excavated caissons up to 131' (40m)below the water surface, and the central tower is a directfoundation on a rock outcropping. The cable stay bridgesuperstructure will be erected mainly by deck mounted gantries.The south approach viaduct will be incrementally launched fromland, and the north viaduct will be assembled on land andlaunched in a 748' (228m) long unit. Construction began in late2011 and will be complete in 2016. The design/build contractor isForth Crossing Bridge Constructors, a joint venture of HochtiefConstruction AG (28 percent ownership), American BridgeInternational (28 percent), Dragados SA (28 percent) andMorrison Construction (16 percent).

U.S. Navy Pier 31 GrotonGroton, ConnecticutSafety ManagerSeptember 01, 2009 - February 29, 2012This design-bid-build, best value, U.S. Navy project was for theconstruction of a new navy submarine pier 67' by 550' (20m by168m). The pier is founded on 36" (914mm) steel pipe piles,some with 2' rock sockets, which were driven, excavated andfilled with concrete by American Bridge forces. The cast-in-placeconcrete deck work was also self-performed by AB. The existingpier in the same location was demolished under this contractbefore work began on the new pier. Most work was undertakenfrom temporary work trestles designed and constructed byAmerican Bridge. This best value award followed the successfulcompletion by American Bridge of Pier 6 at the same location.New Safety initiatives were developed and deployed during thisproject. Take Time for Safety" pledge was established andrecognized by all site employees, a banner was posted on thesite with each site employee's signature. This project wasselected as the pilot for the new American Bridge Stretch andFlex" program. Every day all site employees engaged in a15-minute warm-up and stretching routine that stimulates muscleflexibility and reduces soft tissue injuries. New Employee SafetySpot Award program was developed to reinforce positivebehaviors by recognizing site employees performing their worksafely and awarding them on the spot, this program quicklybecame the positive influence in safety behaviors.



10 Summary of whole career experience (continued) M-140 No. 2 Complex, Portsmouth Naval Shipyard

Kittery, MaineSafety ManagerOctober 01, 2009 - September 24, 2010This project involved the assembly of a facility additionconsisting of modular and semi-portable enclosures tosupport rail maintenance and various nuclearoperations. This is a structural steel complex withmultiple platforms, steel panel enclosure, mechanicaland electrical systems.

Drydock No.3 and Berth No. 11 Modifications (MACC)PNS, Kittery, MaineSafety ManagerMay 01, 2008 - September 30, 2009This project at the Portsmouth Naval Shipyardincluded repairs to Berth 11, including repair ofdeteriorated concrete covering structural members,repairs to failed bulkhead, and miscellaneous fenderrepairs along 1,200' length. Dry Dock 3 repairsincluded concrete and structural repairs, resurfacingconcrete deck, mechanical restoration and utilityupgrades.

Pier 6 ReplacementGroton, ConnecticutSafety ManagerFebruary 27, 2006 - April 30, 2008The work included the complete demolition anddisposal of existing piers 4, 6 and 13 and the dredgingof approximately 373,000CY of material and disposalin a Confined Aquatic Disposal (CAD) Cell. The newstructure is founded on steel pipe piles. Due to thefrequent presence of boulders in the local terrain andthe past presence of other piers and structures thatwere not fully removed, provisions were made to drillthrough obstructions during the planning stage. Thisproved enormously beneficial as numerousobstructions were encountered. The new pier structurecontains approximately 70,000CY of reinforcedcast-in-place concrete, plus bollards and shoreservices for the new class of submarines that utilizethe facility. American Bridge self performed nearly allthe work, including pile installation and reinforcedconcrete construction.





Safety Manager8 years of serviceAmerican Bridge Company1000 American Bridge WayCoraopolis, PA 15108United States of America

Carlo Germani, Project DirectorForth Crossing Bridge ConstructorsKing Malcolm Drive, Rosyth, UK KY11 2DY+44 (0) 138 342 1426



Form CPC – 6.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age





Samsung C&T / American Bridge / AlJaber JV 18, Oct, 2014Sharq Approach & Bridge Contract

1 4

QA/QC Manager

Aris Lacuna Padilla

Filipino

State of Qatar

39 yrs

15 yrs

12 yrsBachelor of Science in Civil Engineering

ISO 9001:2008 (IRCA)




• Preparing Project Quality Plans, Inspection and Test Plan (I.T.P) QualityControl Procedures (Q.C.P) and Method Statements of works, submittingand obtaining approval from Clients and Engineer.

• Participating in internal & external audits as per ISO 9001-2008.• Keeping a well-organized filing system of all QA/QC documents / recordsin line with the project specific requirements for compiling the handingover documentation.

• Inspection of all works in line with the approved ITP and as per approveddrawings, specifications, and method statements and obtaining the clientrepresentative approval on the same.

• Implementation of the Quality Assurance Programme for the project inline with the company Integrated Management System and the projectspecific requirements.

• Participating in the preparation of method statement for all activities.• Verifying and monitoring the testing reports of materials and ensuring thecompliance with the project requirements.

• Monitoring and allocating duties and responsibilities to the project QA/QCpersonnel to tally with the project requirements.

• Identifying non-conformities and notifying the concerned party andfollowing up on the agreed corrective actions.

• Conducting Quality awareness training sessions for the project personnelto enhance the overall quality awareness/performance.

• Monitor the day to day works of sub-contractors and ensuring itscompliance with the project specific requirements.

• Infrastructure works such as potable water network, storm water,sewerage water, treated effluent networks and irrigation system, byutilizing different types piping materials (i.e. D.I. HDPE, GRP, PVC,CPVC, VC, UPVC …..etc.) And pumping stations with associated civilworks.

• Micro tunneling, road works, Manhole works, and other utilities in oil &gas projects

• Road and bridge (Bridges, Post Tension Bridges) works includingearthworks, curbstones, sub-base, base course, wearing course, trafficsigns, road markings and all associated civil and hard as well as Softlandscaping works

• Earth works Excavation, Backfilling, compaction, and soil improvementworks such as dynamic compaction also surcharge with vertical drainagesystem.

• Concrete works including foundations, Manhole/chambers, pipe racks,Transformer foundations, tanks, duck banks.

• Power cables, fiber optic cables laying, trenching, bedding, cable laying,surround and backfill activities

• Power Station’s, Sub-Station’s, Desalination Plant’s, Cooling Tower ,Pumping Station’s , Oil Storage Tanks , Intake , Out Fall’s , ChimneyFoundation , Box Culverts, Roads and Infra Structure Woks ( GasNetworks, Foul Sewer networks Deep and Very Deep Man holes),Surface Drainage water networks, Electrical Cable Corridor’s,Telecommunication lines ( Fiber Optic ) Pipe Lines (VC, UPVC, DI, GRP,HDPE)

• Steel structures and large scale warehouses with all associated civil andelectromechanical works.

• High Rise building’s (Sub Structure, Super Structures & FinishingWorks )

• Works involved earth works, structural (RCC) works preparing barbending schedules, Also all finishes such as marble and granite claddingdry and wet fixing (mechanical fixing) internal and external with differentmethods, different pattern floorings false ceiling with gypsum board andGRC panels also executed internal and external paint with texture andwithout texture.

• Construction of service buildings and annexes with same features.• Pre- Concrete placement inspection works for various structuresincluding foundations for high rise buildings slab on grade, columnsbeams suspended slabs

• Different types of building including Substructure, Superstructure,Electro-Mechanical and all external works.




Period : From July 2003 to Till DateCompany : AlJaber Engineering L.L.C. – Doha, QatarPosition : Site QA/QC Manager

1) Project Title : Construction of CP7A-1B WaterfrontCommercial / Seef Lusail Infrastructure Works – NorthClient:Lusail Real Estate Development Company (LREDC)

2) Project Title : Epic for Wet Utilities Distribution Network forSupport Service Area for Ongoing Development at WestEnd Extension, Ras LaffanClient : Qatar Petroleum (QP)

3) Project Title : Qatalum Project – Under Ground System &Miscellaneous Civil WorksClient : Qatar Aluminum (QATALUM)

4) Project Title : Completion of Interchanges & Installation ofWater works for Salwa International Highway Phase-IClient : ASHGAL

5.) Project Title : Qatalum Project – Gas pipeline CrossingCulvertClient : Qatar Aluminum (QATALUM)

6.) Project Title : Qatalum Project – Installation of Cellar Fencewith DoorClient : Qatar Aluminum (QATALUM)

7) Project Title : RasGas Onshore/On plot Expansion Project -EPIC of Potable Water Pipeline to West Side Camp AreaClient : RasGas

8) Project Title : Extension of Water Distribution Mains in NorthDuhail, Phase A (Al Kheesa & B (Al Mannai) - Supply & LayGTC 15/2002Client : KAHRAMAA

9) Project Title : DRC 0054, Return Effluent Schemes, EffluentMains T5 to T7, Civil Project 288Client : ASHGAL

10) Project Title : Water Supply to Motor Cycle Race TrackClient : KAHRAMAA

11) Project Title : DRC 0098 – Return Effluent Schemes –Distribution Mains T6 to T7 – Civil Project 646Client : ASHGAL

Period: From October 1999 to February 2003Company: Department of Public Works & Highways (1st NuevaEcija Engineering District) – PhilippinesPosition: Site Engineer

Project: - Painting of Steel Bridge at Sicsican Nueva ECIJA- Three Storey District Office Building- 20km National Road at BRGY. LA Torre Nueva ECIJA- Multi Purpose Gymnasium at Penaranda National HighSchool





Company : AlJaber Engineering L.L.C. – Doha, QatarPosition : Site QA/QC Manager

Company: Department of Public Works & Highways(1st Nueva Ecija Engineering District) – Philippines



Form DOS – 7.1

Design Organisational Structure (Only Applies to Design & Build Projects)

To be completed by the Applicant. To be completed for each Project being applied for.


Project:

Page of Pages

The Applicant shall submit an organisational structure in the form of diagrams with associated narrative. The submission shall:

a) Show a complete organisational structure for the Project. b) Identify key positions c) Identify specific roles and a brief list of responsibilities of each position d) Show lines of authority and reporting relationships e) Identify key positions to be held by each Partner of an Association (if applicable) f) Provide the names of the proposed candidates for the key positions

SHARQ APPROACH AND BRIDGE CONTRACT

Form DOS – 7.1 DJV Organisation Chart description

ATKINS-CHODAI, Design Joint Venture (DJV) is proposed for the design works.

Staff based in Qatar is indicated by the Green Colour boxes, staff located offshore in design centres is indicated in blue and pink boxes.

Design staff by Chodai is indicated with purple border.

The design work will be split into two packages managed by Deputy Project Managers, one for the main Sharq Bridge and another for the Approach.

Highway, Utilities, Traffic and Geotechnical teams will support both packages.

Project wide specialist experts will support the project design works, which will include Environment, Marine, Durability, Materials, Fire Life Safety studies.

Design Management team, indicted in pink boxes, will be provided by Atkins as a Lead designer to review all design work carried out by the design teams.

Project Operations manager will report to Project Manager and will provide project Quality and support functions.

Coordination Manager, Stakeholder Interface Manager and Planning Manager will report to Project Manager and will have support team as shown in the Org Chart.

Commercial Director will report to Project Direction and will have support team as shown in the Org Chart.

CONSTRUCTION JOINT VENTURE

STATE OF QATAR

PUBLIC WORKS AUTHORITY

SHARQ APPROACH AND BRIDGE CONTRACT

DJV PROJECT ORGANISATION STRUCTURE

ATKINS – CHODAI

DESIGN JOINT VENTURE (DJV)

Deputy Proj. Director TBACommercial Director

Project Manager

Ronan Clifford

Project Director

Ed Ofiaeli

DJV STEERING COMMITTEE

Dr. Abdulatif Merii – Atkins

Dr. Gassan Ziadat – Atkins

TBA – CHODAI

TBA - CHODAI

CHODAI

QATAR

Design Mngt. Centre Offshore

Ronan Clifford

Deputy PM

Sharq Approach

HSE Manager Coordination

Engineer

Stakeholder &

Interface Manager

Dy. Stakeholder and

Interface

Coordination

Manager

Finance Manager

Project Operations

Manager

Commercial

Manager

Deputy PM

Sharq Bridge

Management

Plans

BIM/CAD/GIS EDMS

Manager

Project Secretary

IT Manager

Planning Manager

Project controls &

Reporting Manager

Design Centre Offshore

HR Manager

Government

Relations Manager

Requirement Control

Manager

Engineer Interface

Data Collection

Team

Finance

Controller

Sr. Document

Controller

Document

Controller

CAD Manager

Manager

BIM/CAD Operator

Reporting Manager

Lead Programmer

Assistant

Programmer

DESIGN MANAGEMENT TEAM

Design Management Director

SHARQ

APPROACH

SHARQ

BRIDGE

HIGHWAY TRAFFIC

& UTILITIESPROJECT WIDE SPECIALISTSGEOTECH &

SUBSTRUCTURE

QS Manager

Tech. Auth.

Architecture

Tech. Auth.

Utilities

Tech. Auth.

Highway

Tech. Auth.

Tech. Rev.

Architectur

Tech. Rev.

Highway

Tech. Rev.

Utilities

Design Management Director

Tunnel Specialist

Structures

Richard Scott

Design Manager

Principal Traffic

Engineer

Principal Highway

Engineer

EnvironmentDesign Manager

Principal Geotech

Engineer

Durability

Principal Structural

Engineer

Fire Life Safety

Tech. Rev.

Marine

Materials

Principal ArchitectPrincipal Architect

Bridge Specialist

Hitoshi Nakamura

(cum DY PM)

Design Manger

Junichi Shibui

Design Manager

Paul Groves

Tech. Auth.

Bridge

Chris Hendy

Paul Groves

Tech. Auth.

Geo./Tunnel

Paul Groves

Traffic

Tech. Auth.

Traffic

DMT Support Team

Principal Utility

Engineer

Design Team

Design Team Pedestrian

Modelling

Tech. Rev.

Bridge

Tech. Rev.

Geo./Tunnel

Tech. Rev.

Traffic

Principal MEP

Engineer

Principal MEP

Design Team Design Team

(i) Designer’s Project Organization and Structure The proposed Project Design Team organization chart shows the Project Personnel and structure. As per the Client requirements, the Designer has allocated the minimum number of staff that is able to fulfil the tasks and duties as requested by the Contract or its addendums. The philosophy is to have an overall management team controlling a matrix of Package Managers of the project and to have Design Managers supported by discipline heads producing the deliverables.

(ii) Designer’s Project Management Team Responsibilities

Key Function Duties

DJV Project Director The Project Director will have overall responsibility for the Project and will ensure that the Client requirements are fully met.

Accountable for financial performance, Project cost and commercial set up.

Ensures that adequate and appropriate resources are made available to the contracted work such that it can be executed in accordance with the responsibilities taken on.

Responsible for staff provision and contracts. Appoints Sub-Consultants. Supports the Project Manager in providing

discussion and approval to relevant proposals during the life of the project, such as change orders to the scope of work as agreed with the Client and as may affect sub-consultant involvement.

Has full authority to act on behalf of the DJV for all purposes in connection with the Contract and to direct and control the performance of the services.

DJV Project Manager The Project Manager will be responsible for the delivery of all the services to CJV. Deliverables shall be to the quality, time and cost that required by the Contract. He will be supported by the Project Services Team as it is beneficial to the project to limit the tiers of management in order to minimise the number of interfaces. The Project Manager will engage directly with the CJV Design Manager. Duties will include:

The review of the project plan which is adequate for the purpose of planning and allocating tasks for the completion of work.

The briefing of project team members and the subsequent monitoring of their performance for both

Key Function Duties

technical content and timeliness. He is in charge to advise the Project Director in regard with staffing issues and appointments.

Resolving technical issues together with the package managers and design managers in order to satisfy the Engineer. In addition to that he is responsible to apply value engineering to the design.

Signing transmittals and formal correspondence Managing the interfaces with CJV, third parties

(through CJV) and the Engineer. The review and monitoring of the deliverables,

progress and earned value. The responsibility for preparing the monthly reports

to the Client based upon factual information gathered through the installed project

DJV Commercial Manager

Manage and control the support services including commercial and change control.

Follow and register the Change Requests and all other forms which could affect the project either time or cost-wise.

Manage and follow the invoices submitted to the Client as well as those invoices received from the Sub-consultants.

Manage all DJV accounts related to the Project. Negotiate, document and agree variations with the

Client and support the CJV in assessing changes with the Engineer / Ashghal.

DJV Quality Manager On behalf of the Project Director shall develop and document the quality policy to be applied to this project through the Design Quality Plan (DQP). This DQP will be supported by project-specific project procedures which are developed to support activities on the project from time to time.

Shall prepare a schedule of quality audits and to make sure that the audits are conducted as per the planned time through the different phases of the project and covering the design groups/organizations.

Shall ensure that the correct processes are followed in relation to the review, checking and approval of all documents and drawings as per defined procedure

Key Function Duties

DJV Project Operations Manager

Responsible for the setup and management of the project controls and project reporting process for DJV.

Manage the preparation of all progress and dashboard reporting both internally and externally for the Project Managers review.

Works closely with the planning and commercial teams to support the Project / Package Management teams

Oversee the document control and QHSE teams within the DJV management team.

DJV Stakeholder Manager

Maintains the stakeholder management plan and associated database.

Provides a consistent point of contact for DJV’s dealings with external stakeholders.

Responsible for managing and recording interaction / liaison with external parties including PMC, authorities, service providers and other key stakeholders and gathering relevant data

DJV Design Management Director

The Design Management Director leads the engineering design effort across the packages and delivery centres. Core duties will include:

• Coordinating efforts of the DJV Technical Authorities and Design Managers

• Monitoring the performance of the design centres and capability to deliver with support from the Technical Authorities. Reviewing design centre budgets and resources in collaboration with the Package Managers.

DJV Technical Specialists

The Technical specialists will participate in the Value Engineering exercises, provide direction in the application of design principles and provide a third party review of design basis and key deliverables.

DJV Technical Authorities

The Technical Authorities are experienced discipline specialists with particular expertise in their fields of design. Core duties will include:

• Responsible for establishing the design basis • Lead and participate in Value Engineering • Technical review and oversight of design

consistency and application of the agreed design principles

Key Function Duties

DJV Dy. Project Managers

The Package Manager reports to the Project Manager and is focussed on delivery and interfacing with their counterparts in the CJV. Core duties will include:

• Ensuring that the Project Programme is reasonable and achievable with respect to the resources available for their package (or section)

• Carrying out coordination meetings • Managing the interfaces with both the CJV

construction managers and PMC representatives regarding scope and programme includes all the technical matters that affect deliverable schedule.

• Documenting changes and following them in coordination with the Commercial Manager till they are approved.

• Ensuring quality of design executed under their responsibility;

• Monitoring and following up the deliverables status (assisted by the commercial team).

• Follow up the implementation of the project procedure for design submissions and review.

• Reporting progress for their section • Managing the budgets for their section.

DJV Design Managers Responsible for providing technical support and overseeing design coordination for the Design Teams, and shall also be responsible for the following:

• Design checks/verification before submission. • Ensuring that the executed design work for their

deliverable is fully coordinated • Organising resources in order to meet the

deliverable programme as received from the Package Manager

• Organising co-ordination meetings and attending PM’s key design issues meetings.

• Shall initiate a request for approval before agreeing with the Engineer/CJV anything that impacts the project scope or programme.

• Design to budget for respective element of design • Monitor and report progress



Form DPC – 7.2

Design Personnel CV’s (Only Applies to Design & Build Projects)


Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age







Form DPC – 7.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age





Samsung C&T / American Bridge / AlJaber JV 18, Oct. 2014Sharq Approach and Bridge Contract

1 4

Bridge Specialist

Hitoshi NAKAMURA

Japanese

Japan

62 years old

38 years

38 years1976, Graduate from B.Sc. in Civil Engineering,Yamanashi University, Japan

Registered Professional Engineer, registrationNo.24604 (Civil Engineering)




Name of assignment or project: Study of Construction of Expressway and Bridge in New Urban Area, Hai Phong (Preparatory Survey)Year : September 2013 - January 2014 (5months)Location: VietnamClient: Ministry of Economy, Trade and Industry, JapanMain project features:The 2 purposes of the project are as below:1: Maximizing the development of rural area and the function of industrial zone by integrating new urban area into present urban area.2: Planning a combination between Lach Huyen International Port and new urban area.Position held: Project Manager (Superstructure)Activities performed:Responsible for managing team and field study as a project manager.

Name of assignment or project: The Project for Reconstruction Roads and Bridges(Detailed Design)-Funded by ADBYear : December 2012 - December 2013 (13months)Location: Papua New GuineaClient: Independent State of Papua New GuineaMain project features:The 2 project objectives are as below:;1: Improvement of transportation access and logistics between local people2: contributing a development of economics of Papua new Guinea.Position held: Structural Engineer (Superstructure)Activities performed:Responsible for design of superstructure as a structural engineer.

Name of assignment or project: Ben Luc - Long Thanh Expressway Project ( Detailed Design Appraisal)-Funded by ADBYear : February 2013 - May 2013 (5months)Location: VietnamClient: Vietnam Expressway CorporationMain project features:Ben Luc - Long Thanh Expressway has total length of 57.8km with 8 lanes connects Long An, Ho Chi Minh city and Dong Nai with the maximum speed of 120km/h.On the route, 11 bridges will be constructed (including 2 large scale cable stayed bridge, named Binh Khanh and Phuoc Khanh (each for approximately 3.8km), andthree intersections with overpasses.Bridge type: Cable-Stayed BridgeMain span: Lc=350m (Binh Khanh bridge), (Phouc Khanh bridge)Number of lane: 4Type of foundation: Steel Pile Sheet PilePosition held: Structural Engineer (Superstructure)Activities performed:Responsible for appraisal of the superstructure.

Name of assignment or project: Pearl river Delta expressway / Hong Kong - Zhuhai - Macao Cable Stayed Bridge (Detailed Design)Year : June 2011 - October 2012 (17months)Location: ChinaClient: Hong Kong - Zhuhai - Macao Bridge AuthorityMain project features:Hong Kong - Zhuhai - Macao Bridge (HZMB) is the first large scale infrastructure project to be developed jointly by the three regional governments of GuandongProvince, Hong Kong Special Administrative Region , and Macao Special Administrative Region, which connects Hong Kong at its east end to Zhuhai and Macao atits east end, will provide a significant part of the expressway in the Peral River Delta regional transportation loop and is a key project crossing the Lingdingyang andconnecting the east and west bank of the Pearl River.Bridge type: Continuous Steel Box Girder Bridge andCable-Stayed BridgeBridge length: 15.824kmMain span: 110m for Continuous Steel Box Girder Bridge and 480m for Cable Stayed BridgeNumber of lane: 6Position held: Structural Engineer (Superstructure)Activities performed:Responsible for plan, comparison and estimation of candidate bridge types for the project.

Name of assignment or project: Europe-Asia Corridor / Mikolaiv Suspension Bridge (Basic Design) - Funded by JICAYear : October 2010 - March 2011 (6months)Location: Mikolaiv, UkraineClient: State Road AdministrationMain project features:The overall goal of the project is to secure the function of the M14 as a part of the Europe - Asia Corridor ( Eurasian Corridor) and to improve the civil life in Mikolaiv.When the Project is realized, it is expected that:·Effective transportation route for cargos will be Secured·Chronic serious traffic jams will be dissolved.·Civil life in Mikolaiv will be improved.Share of traffic on the existing swing-bridge will be alleviated.Bridge type: Suspension BridgeSpan length of main bridge: 400 - 510mPosition held: Chief Bridge Structural EngineerActivities performed:Preliminary design of long span bridge, afterdetermining the applicable bridge type on the siteconsidering waterway conditions, environment ofproject site and landscape aesthetics.

Name of assignment or project: Hanoi Ring Road No.2 / Nhat Tan Cable-Stayed Bridge (Construction Supervision)-Funded by JICAYear : January 2010 - March 2010 (3months)Location: VietnamClient: Project Management Unit No.85Main project features:The project consists of road and bridges with the total length of 8.45km, and it will be an arterial road for Hanoi Ring Road No.2. The total length of bridge structureis 4.4km. The main bridge crossing the Red River is a multi-span cable-stayed bridge with the total length of 1.5km and length of main spans are 300m. The2.9km-long approach bridges consists of PC box girder and Super-T girder. The toll-gate system is also installed.Bridge type( Main bridge): Multi-Span Cable-StayedBridgeApproach bridge: PC Box girder, and Super-T girderSpan length of main bridge: 150+4×300+150mNumber of lane: 8Position held: Structural EngineerActivities performed:Responsible for construction supervision of structure as a structural engineer.

Name of assignment or project: Asian Highway No.1 / Neak Loeung Cable-Stayed Bridge (Detailed Design)-Funded by JICAYear : March 2010 - June 2010 (4months)Location: CambodiaClient: Ministry of Public Works and Transport, The Government of CambodiaMain project features:The project is to construct a road with 5km in length as a part of National Highway No.1, which is also Asian Highway No.1. The road includes a cable-stayed bridgewith concrete deck of Edge-girder type and concrete H-shaped pylons. The bridge with center span of 330m is the first cable-stayed bridge in Cambodia and it isalso located over the Mekong River at Neak Loeung.Bridge type(Main bridge): PC Cable-Stayed BridgeSpan arrangement: 155m+300m+155mPosition held: Structural EngineerActivities performed:Responsible for maneuver the detailed design team and completion of it on time.

Name of assignment or project: Second Menkong International Bridge Construction Project (Basic Design)-Funded by JICAYear : February 2009 - January 2010 (12months)Location: LaosClient: JICAMain project features:The construction of the bridge is high-prioritized as a east and west economical corridor connecting Laos and Thailand among several Menkong River Areadevelopments has been advanced since 1990's. The project will contribute to not only trade expansion between Laos and Thailand but also smooth logistics andeconomical development.Position held: Structural Engineer (Superstructure)Activities performed:Responsible for design of superstructure as a structural engineer.

Name of assignment or project: Nanjing 4th Yangtze River Bridge(Detailed Design Review)Year : May 2007- June 2009 (26months)Location: ChinaClient: Nanjing Yangtze River Fourth Bridge Co.,Ltd.Main project features:The Bridge is located in Nanjing City over the Yangtze River. It is a suspension bridge with main span of 1418m and consist a steel box girder.Bridge type: Suspension BridgeMain span: 1418mNumber of lane: 6Bridge length: 2476mPosition held: Structural EngineerActivities performed:Responsible for review and checking the detail structure of steel box girder and cable system. Recommendation of improvement for the structure was submitted.

Name of assignment or project: The Project for Construction of Bridges on Bougainville Coastal Trunk Road(Basic Design)-Funded by JICAYear : February 2008 - October 2008 (9months)Location: Papua New GuineaClient: JICAMain project features:Many bridges and roads were destroyed due to the conflict. The Project is to contribute smooth transportation access and development of economical activities byconstructing 15 new bridges and access road in Bougainville island.Position held: Structural EngineerActivities performed:Responsible for design of superstructure of 15 bridges as a structural engineer.

Name of assignment or project: National Highway No.1A / Can Tho Cable-Stayed Bridge (Detailed Design Review and Construction Supervision)-Funded by JICAYear : September 2002 - March 2003

March 2008 - September 2008 (14months)Location: Vietnam




Name of assignment or project: Shanghai-Chongqing Expressway / Edong Yangze River Bridge (Detailed Design Review)Year : October 2007 - February 2008 (5months)Location: ChinaClient: China Highway Planning and Design Institute Consultants Inc.Main project features:The Bridge is part of the national highway linking Shanghai to Chongqing over Yangtze River at Hubei Province. The main bridge is a cable-stayed bridge with mainspan of 926m. The main girder consist a steel box girder in centre span and concrete box girder in side spans.Bridge type: Cable Stayed Bridge with Y-shapedConcrete PylonMain span: 926mNumber of lane: 6Bridge length: 1476mPosition held: Structural EngineerActivities performed:Responsible for review and checking the detail structure of the girder and the concrete pylon. According to the drawing review and the calculation results,recommendation of Improvement for the steel box girder and anchor structure of cable anchor in concrete tower are submitted.

Name of assignment or project: Second Kyungin Expressway /Incheon Cable-stayed Bridge(Detailed Design)Year : January 2004 - December 2008 (60months)Location: KoreaClient: Samsung CorporationMain project features:With two-way and 6-lane, Incheon Bridge is part of the Second Kyungin Expressway (No.110 expressway). The whole bridge is 18.2km long on the sea andincludes cable-stayed bridge as its main bridge. Total length of the main bridge is 1,480m. It is arranged as 5-span continuous cable-stayed bridge with supplementanchor piers. The main bridge consists of Stream-lined steel box deck, Y-shaped concrete pylons, and concrete piers. This direct highway links the internationalairport with Incheon free economic zone. The automatic toll gates and traffic management system are installed. The project was procured by BOT(Fast-TrackDesign/Build).Bridge type: Cable-stayed bridgeMain span: 800mClearance: 74mPosition held: General Manager / Sr.StructuralActivities performed:Responsible for control the design team to submit necessary bridge design document for approval.

Name of assignment or project: Second Menkong International Bridge Construction Project (Basic Study)-Funded by JICAYear : May 2005 - September 2005 (5months)Location: LaosClient: JICAMain project features:The construction of the bridge is high-prioritized as a east and west economical corridor connecting Laos and Thailand among several Menkong River Areadevelopments has been advanced since 1990's.The project will contribute to not only trade expansion between Laos and Thailand but also smooth logistics and economical development.Position held: Structural Engineer (Superstructure)Activities performed:Responsible for basic survey as a structural engineer.

Name of assignment or project: Beijing-Zhuhai Expressway / Huangpu Bridge of Pearl River in Guanzhou(Detailed Design Review)Year : February 2004 - June 2004 (5months)Location: ChinaClient: CCCC First Highway Consultant Co., Ltd.Main project features:The bridge is part of the national highway linking Beijing to Zhuhai(Guangdong Province) over Pearl river at Guangzhou. It is also the ring road of Zhujiang delta.The main bridge includes a suspension bridge with 1108m main span and a one tower cable-stayed bridge with main span of 383m and consist a steel box girder.Bridge type: Cable Stayed Bridge with One TowerMain span: 383mNumber of lane: 6Bridge length: 580mPosition held: Structural EngineerActivities performed:Responsible for review and checking the detail structure of steel box girder, especially for the fatigue investigation of the orthotropic steel deck plate. Moreover, theseismic design is reviewed. Recommendation of Improvement for the structure was submitted.

Name of assignment or project: New Bosphorus Crossing Suspension Bridge(Feasibility Study)Year : September 2003 - March 2004 (7months)Location: TurkeyClient: Mitsubishi Corporation(JETRO)Main project features:Istanbul is the largest city in Turkey, as well as a famous historical and cultural city and leads the country in commercial and business activities. Istanbul locates onthe Bosphorus Straits where Europe and Asia contacts. In order to resolve the urban transportation problems and to develop the Istanbul metropolitan area, thefeasibility study for construction of the new Bosphorus Crossing was conducted based on the past studies and the latest information such as traffic conditions on theexisting two Bridges, and social and natural conditions of project site. As a result of, the study recommends following bridge types.Bridge type: Suspension bridgeBridge length: 1,640mMain span: 980mClearance: 64mNumber of lane: 6Position held: Senior Structural EngineerActivities performed:Responsible for selection of the route, superstructure type, preliminary design of the bridge and construction plan.

Name of assignment or project: Shanghai-Chengdu Expressway / Nanjing 3rd Cable-stayed Bridge (Detailed design-Review)Year : September 2003 - March 2004 (7months)Location: ChinaClient: China Highway Planning and Design Institute Consultant Inc.Main project features:The bridge roles an important part of the national highway linking Shanghai to Chengdu(Sichuan Province) over Chang river at Nanjing. It also joins theShanghai-Nanjing Expressway to the Nanjing-Hefei Expressway. The main bridge is a cable-stayed with main span of 648m and consist steel box girder and curvedshape shaft pylon.Bridge type: Cable-stayed bridgeMain span: 648mNumber of lane: 6Position held: Structural EngineerActivities performed:Responsible for review and checking for the connecting structure between steel and concrete of the pylon. Recommendation of improvement for the structure wassubmitted.

Name of assignment or project: Saikai Bridge Conceptual Design, Basic Design, Detail Design, Construction SupervisionYear : 1997-2002Location: Nagasaki, JapanClient: Nagasaki PrefectureMain project features:The bridge has the total length of 620m and the width of 20.2m, and consists of two types, the Midheight-Deck Brace-Ribbed Arch Bridge and the Four-SpanContinuous Prestressed Concrete Box Girder Rahmen Bridge. The upper deck is for highway with 4 lanes, and the lower deck is for pedestrian.Bridge type: Midheight-Deck Brace-Ribbed ArchLength: 300mArch span: 230mDeck width: 20.2mNumber of lane: 4Position held: Chief Bridge EngineerActivities performed:Responsible for appraisal of the Structure.

Name of assignment or project: The Design Project of Kashi Bridge(Detailed Design)Year : October 1998 - June 1999Location: Fukushima, JapanClient: Ministry of Land, Infrastructure and Transport, The Government of JapanMain project features:The Kashi Bridge is a long arch bridge on No.289 Route and across the Abukuma River valley. This bridge has the superstructure designed as steel reverse Lohsearch type to improve its seismic capacity by employing rigid connection structure. The stiffening girder was made of the structural members including prestressedconcrete slab deck and two main plate girders which gave the advantages of durability enhancement and cost reduction.Bridge type: 3-span Lohse Arch BridgeBridge length: 199mArch span: 134mDeck width: 9.7mPosition held: Structural Engineer (Superstructure)Activities performed:Responsible for design of the superstructure as a structural engineer.

Name of assignment or project: Suez Canal Cable-Stayed Bridge (Detailed Design)Year : Jun 1996 - March 1997 (10months)Location: EgyptClient: JICAMain project features:The project is to control a road that is approximately 9km in length and over the Suez canal. The main bridge over the canal is a cable-stayed bridge with orthotropicbox girder, tall H-shaped concrete pylons and high strength PPWA stay cables.Bridge type: Cable-stayed bridgeMain span: 404mClearance: 70mNumber of lane: 4Approach bridge: Concrete box girder bridgeSpan length: 40m standardTotal length: 3,371mPosition held: Lead Engineer / Structural EngineerActivities performed:Responsible for the detailed design of cable-stayed bridge with main span of 404m.





Senior EngineerDesign & Engineering SectionInternational DivisionFrom April, 1976 to PresentChodai Co., Ltd.INUI Building Kachidoki 15th floor, 1-13-1Kachidoki, Chuo-ku, Tokyo

He belongs to Chodai Co., Ltd. since he graduatedfrom Yamanashi University.



Form DPC – 7.2




Project:

Page of Pages

Ref Question Answer

1 Proposed position


3 Nationality


5 Age





Samsung C&T / American Bridge / AlJaber JV 18, Oct. 2014Sharq Approach and Bridge Contract

1 4

Tunnel Specialist

Paul Groves

British

UK

46 years old

25 years

25 years• Bachelor of Science (Hons) – Geology / Master of Science – Engineering Geology• Chartered Geologist / Chartered Professional Engineer• Fellow of the Geological Society of London

• Member of the Institution of Mining, Materials and Metallurgy, UK• Member of the Institution of Engineers, Australia• Member of the Hong Kong Institution of Engineers




(2006 to date)Dubai Metro Project : Tunnel Design Manager responsible for thedetailed design of all tunnel works associated with the Red and GreenLines comprising bored tunnel, escape/access shafts and cut & covertunnels and trough sections in sands and weak rock materials and thedesign co-ordination of multidisciplinary elements includingarchitecture, tunnel ventilation and electrical/mechanical aspects.

(2004-2006)Associate Director and Head of the Tunnels & Ground Engineering atAtkins China Limited, responsible for commercial, technical, andbusiness development aspects of underground works design andconstruction projects in Hong Kong, China and Asia, including:• MTR Corporation (MTRC) West Island Line: Review of schemedesign of new metro stations (deep box and mined), running tunnels,shafts and escalator tunnels in Western District, Hong Kong Island.• Beijing Metro, China: Design advice for TBM selection, 10.5mdiameter segmental lining design and manufacture and settlementdamage risk mitigation.• MTRC Causeway Bay Station Redevelopment Feasibility Study:Feasibility study for enhancing station and surrounding areas byconstructing an extensive concourse over existing tunnels.• Kowloon Canton Railway Corporation (KCRC) Kowloon SouthernLink, KDB200: Project Manager and Independent Checking Engineerfor permanent works.• CLP Power, Castle Peak Cable Tunnel: Project Manager for thescheme design and preparation of contract documents, tenderevaluation for a 4.5km long hard rock tunnel administered.• Makkasan Wastewater Tunnel, Bangkok, Thailand: Project review,technical advice and works inspections of five large shafts sunk usingcaisson sinking methods and large intake/outtake structures.• SMART (Stormwater Management and Road Tunnel), KualaLumpur, Malaysia: Advice on geotechnical conditions and tunnellingworks.• KCRC Contract LDB201 Sheung Shui to Chau Tau Tunnels: ProjectManager and Independent Checking Engineer for the newunderground railway line between Sheung Shui and Chau Tau.• Xiamen Eastern Corridor Subsea Tunnel, China: Design review andadvice for constructing a 4.5km subsea highway tunnel in granite andextremely weathered granite using mining methods.• KCRC Kowloon Southern Link KDB300/400: Responsible for allaspects of geotechnical engineering, temporary works design,foundation design and soft ground mining sections in the tenderdesign including more than 2km of cut & cover tunnels and sections ofmined tunnelling.• Kowloon Southern Link, KDB200: Responsible for all aspects ofbored tunnelling, shafts, cut & cover tunnels and retention/foundationsin the tender design including West Kowloon Station and tunnels toEast Tsim Sha Tsui Station.• Shenzhen Line 3, China: Responsible for geotechnical/tunnelengineering aspects of study with emphasis on risk mitigation and costreduction. In a feasibility study for proposed metro between including10km of tunnels and 6 underground stations (deep box/minedstations).• KCRC SDC400 Design Consultancy for Hung Hom, Shatin to CentralLink: Responsible for all geotechnical and tunnelling aspects ofscheme design including shallow underpassing of major railway androad structures for this section comprising Hung Hom Station and newrailway.• Contract 852, Circle Line Stage 3, Singapore: Review of contractor’sdocumentation, including design of temporary works, riskassessments and method statements for the TBM drives.




(1998-2004)Principal Engineer (previously Associate / Senior Engineer) and Manager of theCoffey Tunnels Group responsible for technical, managerial and businessdevelopment aspects of underground works design and construction projects inAustralia and Asia, including• Senoko Cable Tunnel, Singapore: Review of construction activities, informationprovided at tender and encountered conditions for the Contractor. The projectcomprised twin 4m diameter tunnels bored using an open-face, shielded TBM inrock and unexpected soil conditions.• PowerGrid Harbour Drive to Labrador Cable Tunnel, Singapore: Detailed designand construction supervision for a 2.7km long tunnel in soft ground, mixed faceconditions and rock.• Vector Power Tunnel, New Zealand: Construction assistance and claims expertadvice for a tunnel driven using a double shielded TBM in stiff soil and weak rock.• EnergyAustralia Tunnel, Australia: Detailed design and construction services fora 2km long tunnel with access shafts and decline tunnel with portal in centralSydney in residual soils, weak and hard rock.• Eagle’s Nest Tunnel, Hong Kong: Tender design and advice for twin 13m spanroad tunnels in rock.• PURD Package F, Australia: Tender stage design and advice regarding boredtunnels, deep box stations and cut & cover tunnels through stiff soils, soft alluviumand reclamation.• Hurdle Ridge Tunnel, Sydney-Canberra Rail Link, Australia: Feasibility adviceregarding twin track railway tunnel construction in hard rock.• DSD Harbour Area Treatment Scheme: Feasibility study, route selection,programme and cost estimation for tunnel, shaft and outfall construction forapproximately 20km of tunnel and 20 shafts.• Stormwater Drainage Project, Australia: Construction advice for twin 1.5mpipe-jack tunnels beneath a live mainline railway through sandy soils andembankment fill.• Circle Line MRT, Stage 3, Singapore: Detailed design of 6.5km of metro routeincluding 6 deep box station excavations, 10km of bored tunnels, cross passagesand temporary access shafts and tunnels.• Taipei to Kaoshiung High Speed Railway, Contract 220, Taiwan: Review of thedetailed design for bored NATM and cut & cover tunnels and major cutting andembankment earthworks design.• Pak Shing Kok Tunnel, Tseung Kwan O Extension, Hong Kong: Review ofground conditions, temporary support and permanent reinforced concrete liningsand claims expert advice.• Green Square, New Southern Railway, Australia: Construction advice regardingshaft excavation, founding and backfilling of a pre-cast concrete arch at the tunnelsoffit in the 12m wide, square shaft.• Marina South Common Services Tunnel, Singapore: Tender design for utilitiescut-and-cover cast in-situ tunnel to be constructed in very soft marine clay usingsheet piling and jet grouting.• Marina Line, C825, Singapore: Tender design for railway tunnels and four deepbox stations in central Singapore in soft marine soils and stiff soils adjacent tosensitive structures.

(1993-1998)• Monastiraki Station, Athens Metro, Greece: Review of ground conditions, tunneldesign, settlement prediction, construction methods, instrumentation, groundimprovement, compensation grouting and other settlement mitigation methods.• Channel Tunnel Rail Link, Contract 410, UK: Tender design for a 3.2km twintrack tunnel in weak rock including design of NATM temporary works, permanentlining and portal arrangements.• Channel Tunnel Rail Link, Contract 330, UK: Tender design for tunnel under a 6lane road using modified cut and cover/bored “Door Frame Slab” method in clayand weak rock with 2m cover.• Jubilee Line Extension – London Bridge Station, UK: Tunnelling and advice forexcavation and support, construction details, geotechnical monitoring and designverification. Detailed design of tunnels and shafts including running, access,ventilation, and station tunnels, 4.8m-11.5m span in soils.• Jubilee Line Extension – Canada Water to Canary Wharf, UK: Prediction ofsettlement and assessment of structural damage risk induced by tunnelling usingSlurry Mixshield TBM/dual mode EPB TBMs.• Jubilee Line Extension – Green Park Station, UK: Structural condition survey forthe Ritz Hotel and assessment of likely damage induced by hand miningtunnelling works.





Employer: WS Atkins & Partners Overseas

Address: P.O 5620, Dubai, United Arab Emirates

Job Title: Chief Engineer – Head of Tunnels &Ground Engineering

Length of Service: 8 years

Details to be provided on request



Form SSS – 8.1

Subcontractors, Sub-consultants & Suppliers

To be completed by Contractor or all Partners. To be completed for all Projects being applied for. Applicant’s Legal Name:

Date:

Project:

Page

of

Pages

Provide details of major elements of the Project which you are proposing to be undertaken by subcontractors, sub-consultants or suppliers and where known provide details of the proposed companies: Ref Subcontractors

1

2

3 etc.



Ref Sub-consultants

1

2

3 etc.



Ref Suppliers (only applies to Design & Build contracts)

1 Steel

2 Cable stays

3 Concrete



Form HSE – 9.1

Health, Safety & Environment

To be completed by Contractor or all Partners. To be completed for all Projects being applied for. Applicant’s Legal Name: Date:

Project:

Page of Pages Polices & Plans

Ref Question Yes No

1 Do you have a signed and dated health & safety policy statement? If ‘Yes’ provide a copy.

2 Do you have a signed and dated environmental protection policy statement? If ‘Yes’ provide a copy.

3 Do you have a signed and dated substance abuse control policy statement? If ‘Yes’ provide a copy.

4 Do you have an annual, or project, safety plan or programme? If ‘Yes’ provide the latest copy.

Training & Communication

Ref Question

5 Provide details and evidence of the health & safety training programme that is being undertaken by your managers / designers / engineers / supervisors / employees to ensure they are competent to carry out their responsibilities. This should include a programme for refresher training

Ref Question Yes No

6 Do you hold workplace HSE meetings for supervisors? If “Yes’ provide evidence and details of frequency.

7 Do you hold employee “Toolbox Talks” HSE meetings? If “Yes’ provide evidence and details of frequency.

Monitoring, Audit & Review

Ref Question Yes No

8 Do you conduct workplace HSE inspections? If ‘Yes’ provide evidence and who conducts these inspections and how often?



Subcontracting / Consulting Procedures

Design Work (Only applies to Design & Build Projects)

Risk Assessment / Method Statements

Sustainability

Ref Question Yes No

12 Do you have a Sustainability Programme, Policy or Report? If ‘Yes’ provide a summary

Ref Question

9 Provide details of your procedures for assessing a sub contractor’s HSE competency, adequate resources and their management on site as well as a copy of a completed assessment.

Ref Question

10 Provide details of your arrangements with complying with construction design and management requirements such as co-operation & co-ordination and examples of how risk will be eliminated by design.

Ref Question

11 Provide details of your procedures for assessing risk and developing a safe system of work. Sample Risk assessments to be provided.

Safety & Health PolicySamsung C&T puts the safety and health of its employees, subcontractors, clients and communities where it does business as its

first priority. If a job cannot be performed safely, it will not be performed. We respect a ‘safety first’ attitude by and for our fellow

colleagues. Good safety standards will be strictly selected and incorporated to a systematic approach to the way we work.Continuous

feedback will be encouraged to improve our safety standards. We will not accept shortcuts which circumvent safety.

Our working environment will instinctively feel safer based on the following safety principles and behaviors to promoting a safe workplace :

Samsung C&T workers are expected to protect themselves and others against accidents. All accidents and incidents are preventable.

An accident-free workplace is achieved through careful planning, close attention to hazard controls, worker involvement in task

planning, and stopping work in the face of uncertainty. Samsung C&T management will continue to promote safety throughout the

work environment. We will all take pride in doing our work to a high standard of safety and wellbeing of those who work with us or are

impacted by the work we do.

SAMSUNG C&T Corporation

CEO and President Chi Hun Choi

Safety is a first consideration when we make decisions,

Our leaders will demonstrate a day-to-day commitment to safety,

We will ‘stop and act’ to correct situations that could harm ourselves or others,

We encourage an inquisitive attitude and behavior towards challenging assumptions and considering potential adverse safety and health consequences of planned actions,

Our safety systems will be applied effectively to ensure all hazards are identified and addressed before work begins,

We will embrace organizational learning to improve the way we do things, and

We will openly examine our operations and solicit feedback from external resources.

Environmental PolicySamsung C&T believe that businesses are responsible for achieving good environmental practice and operating in a sustainable

manner. We are therefore committed to reducing our environmental impact and continually improving our environmental performance

as an integral and fundamental part of our business strategy and operating methods. We encourage our customers, suppliers and all

business associates to do the same. Not only is this sound commercial sense for all; it is also a matter of delivering on our duty of care

towards future generations.

Our aim is to :

Samsung C&T will exercise a duty of care for our environment by adopting best practice environmental stewardship, such as the waste

minimalization philosophies. Our environmental procedures and employee training programs will communicate the principles of our

Environmental Policy and provide the knowledge for our employees to deliver on our environmental commitments.

SAMSUNG C&T Corporation

CEO and President Chi Hun Choi

Plan, engineer and construct our projects in a way that is considerate to preserving ecosystem diversity and mitigating anthropogenic effects including climate change.

Take reasonable steps to purchase products and services that do the least damage to the environment and encourage others to do the same.

Apply the principles of continuous improvement in respect of air, water, noise and light pollution from our premises and reduce any impacts from our operations on the environment and local community.

Minimise energy and water usage in our buildings, vehicles and processes in order to conserve supplies, and minimise our consumption of natural resources, especially where they are non-renewable.

Minimise our waste and then reuse or recycle as much of it as possible.

Wholly support and comply with or exceed the requirements of environmental legislation and codes of practice.

PROCEDURE FOR

SUBSTANCE ABUSE CONTROL

HSEM-2117E

REV. : 0

DATE: 2011 JAN PAGE 2 OF 2

Health, Safety & Environmental

1.0 OVERVIEW

SC&T maintains a strong commitment to its employees to provide a safe workplace and to establish programs promoting excellent standards of safety. The company believes the work environment is safer and more productive without the presence of controlled substances. Therefore, the company prohibits the possession, use, manufacture, distribution, dispensation or presence of any controlled substance in the workplace without a valid prescription from a physician. Consistent with the spirit and intent of this procedure, the company expects employees to report for work in proper condition to perform their duties.

2.0 PURPOSE

This policy/procedure is intended to prevent the use and presence of drugs, alcohol, or other contraband in the working environment.

3.0 SCOPE

This procedure outlines substance abuse policy, criteria for substance abuse testing and substance thresholds.

4.0 ROLES & RESPONSIBILITIES

All employees 5.0 QUALIFICATION & COMPETENCY MANAGEMENT

N.A. 6.0 PROCEDURAL REQUIREMENT

SC&T endeavor to Substance Abuse Prevention Program and as developed by respective worksites, includes chemical screening as a condition of employment for all hourly and salaried applicants, employees reasonably suspected of using or being under the influence of controlled substances or alcohol, post-accident testing, and random testing. Each site shall formulate a site-specific Substance Abuse Prevention Policy which shall include regular test and sampling of employees. The site-specific policies are developed for each individual site using SC&T standards as a base and then addressing any client specific requirements and state/country specific regulation. As required by policy, management and employee orientation, supervisory drug awareness and administrators training will be performed by SC&T Corporate HSE as soon as possible.

7.0 METHOD OF WORK

N.A. 8.0 COMPLETION OF WORKS

N.A.

SHEMS (Safety and Health Management Plan)

SHEMS 1

HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM

Master Contents SAFETY AND HEALTH MANAGEMENT PLAN &

ENVIRONMENTAL MANAGEMENT PLAN

TABLE OF CONTENT 1 INTRODUCTION ................................................................................................. 3

2 ELEMENTS OF SAFETY MANAGEMENT SYSTEM .......................................... 4

3 SAFETY POLICY AND DELEGATION OF RESPONSIBILITIES OF SAFETY .. 5

4 SAFE WORK PRACTICES ............................................................................... 21

5 SAFETY TRAINING ........................................................................................... 25

6 GROUP MEETING & SAFETY COMMITTEE.................................................... 30

7 INCIDENT INVESTIGATION AND ANALYSIS.................................................. 33

8 IN-HOUSE SAFETY RULES AND REGULATIONS .......................................... 38

9 SAFETY AND ENVIRONMENTAL PROMOTION ............................................. 39

10 SUBCONTRACTOR EVALUATION, SELECTION AND CONTROL ................ 40

11 SAFETY INSPECTION AND AUDIT ................................................................. 41

12 MAINTENANCE REGIME FOR CONSTRUCTION EQUIPMENT AND MACHINERY ..................................................................................................... 45

13 RISK ASSESSMENT AND HAZARD ANALYSIS ............................................. 46 14 CONTROL OF MOVEMENT AND USE OF HAZARDOUS

SUBSTANCES AND CHEMICALS ………………………………………………….47

15 EMERGENCY AND FIRE PRESENTION PREPAREDNESS .…………………. 48 16 OCCUPATIONAL HEALTH PROGRAMS ......................................................... 51

17 DOCUMENTATION ........................................................................................... 52


SHEMS 2

APPENDIX

Appendix 1 Environmental Safety & Health Policy

Appendix 2 Organization Chart for HSE Management & Risk Assessment Team

Appendix 3 Position Description for Safety Responsibilities

Appendix 4 List of Safe Work Practices / Procedures

Appendix 5 First Day at Work Safety Instruction

Appendix 6 Application form for Safety Induction Course & SHE Awareness

Appendix 7 Tool Box Meeting Record

Appendix 8 Incident / Accident Investigation Report Forms

Appendix 9 Accident Reporting and Investigation Flow Chart

Appendix 10 Contractor Monthly Incident / Accident Return Summary

Appendix 11 Contractor Monthly Accident Statistics Report Form

Appendix 12 Monthly Portable Fire Extinguisher Inspection Report

Appendix 13 Daily Site Inspection Report

Appendix 14 Weekly Site Inspection Report

Appendix 15 Safety Committee Site Inspection Report

Appendix 16 Construction Equipment / Tools Inspection Schedule

Appendix 17 In-House Rules & Regulations

Appendix 18 Subcontractor Pre-Qualification Questionnaire

Appendix 19 Subcontractor HSE Performance Evaluation

Appendix 20 Maintenance Regime Plan

Appendix 21 Risk Assessment and Management Plan

Appendix 22 Work Method Statement (Sample Outlines)

Appendix 23 Register of Hazardous Substances

Appendix 24 Work Method Statement Checklist

Appendix 25 Occupational Health Programs

Appendix 26 Emergency Response Plan


SHEMS 3

1 Introduction

1.1 Purpose 1.1.1 This document describes the Safety, Health and Environment Management System

(SHEMS) by which the Contractor provides for the safety of its direct and contractor

personnel, visitors and anyone associated with its work.

1.1.2 This document serves to provide an outline on the various elements governing the use

of the Safety, Health and Environment (HSE) Management System.

1.2 Scope

1.2.1 The Safety, Health and Environment Management System shall be considered an

integral part of all construction and applied to all construction project team including sub-

contractors, Interfacing Contractors etc.

1.3 Objective

1.3.1 The objectives of the HSE Management System are :

a) To provide for safe working practices in carrying out the normal operations of the

worksite.

b) To provide for the identification of hazards and establish safeguards against

hazards.

c) To provide for response to Emergency situations.

d) To strive to continuously improve safety management skills.

e) To diffuse awareness that safety is an integral part of the work and that production

and safety are inseparable.

f) To provide thorough investigations into safety incidents and near misses and

establish safeguards to prevent recurrence.

g) To identify lines of responsibility for safety.

h) To comply with SS CP 79: 1999 Code of Practice for Safety Management System for

the Construction Industry.

i) To follow, where relevant, the requirements of OHSAS 18001 & ISO 14001.

1.4 Definition

MOM: Ministry of Manpower

Client : Name of Project‟s Client

Contractor: Samsung C&T (SC)

MOM: Ministry of Manpower

Subcontractor: Any individual or company which is engaged by the

Contractor to perform the work at the site or to provide labour,

equipment, facilities or material, to be used at the site.


SHEMS 4

SHEMS: Safety, Health and Environment Management System

WSHE: Workplace Safety & Health and Environmental

R&R: Roles and Responsibilities

Acts & Regulations: Any Acts and Regulation of Singapore that the

Contractor and its subcontractors are required to comply with

during the contract period. The following are the list of Acts,

Regulations and Codes of Practice:

- WSH(Workplace Safety & Health) Act 2006;

- All WSH Act‟s Subsidiary Legislations;

- All Prevailing Factories Act Subsidiary Legislations;

- All Approved Codes of Practice under Section 39 of the WSH

Act.

Responsibility: Obligated to undertake or alternatively delegate to authorize

and competent persons specified duties and tasks connected

with their job or position.

Accountability: Answerable for specific safety responsibility particularly

connected with tasks, objectives, and target within their area of

authority. Accountability cannot be delegated.

2 Elements of Safety Management System 2.1 In compliance with the regulations, the Contractor includes the following safety

elements:

Element 1-Safety Policy and Delegation of Responsibilities of Safety

Element 2-Safe Work Practices

Element 3-Safety Training

Element 4-Group Meetings & Safety Committee Meetings

Element 5-Incident Investigation and Analysis

Element 6-In-House Safety Rules and Regulations

Element 7-Safety Promotion

Element 8-Subcontractor Evaluation, Selection and Control of Contractors

Element 9-Safety Inspections and Audits

Element 10-Maintenance Regime for Construction Equipment and Machinery

Element 11-Risk Assessment & Hazard Analysis

Element 12-Control of Movement and Use of Hazardous Substances and

Chemicals

Element 13-Emergency Preparedness

Element 14-Occupational Health Programs

Documentation


SHEMS 5

3 Safety Policy and Delegation Of Responsibilities Of Safety 3.1 Safety Policy Statement

3.1.1 Samsung‟s Safety Policy is enclosed herewith (Appendix 1). The Safety Policy will be

communicated during each employee‟s induction training and will be posted at

prominent and conspicuous locations throughout the work site in English and other

major languages spoken on the job site. The Safety Policy will be reviewed periodically

and amended as necessary.

3.1.2 Through our continuous improvement pursuit, we have also achieved the certifications

for ISO 9001, ISO 14001 and OHSAS 18001. See our certificates in Appendix 1.

3.2 Delegation of Responsibilities of Safety

3.2.1 Objective

This section is to define clearly the areas of responsibility and accountability in regards

to safety.

Safety and Loss Prevention are line management responsibilities and a condition of

employment for all persons assigned to the project. Each person shall be familiar with

his role and those of his subordinate and ensure compliance with these requirements.

All staff‟s appointment letters state that they are to comply to all HSE rules & regulations

of the company & the project.

3.2.2 Project Organizational Chart and Position Description

For Project Organizational Chart and Position Description, refer to Project Management

Plan.

3.2.3 Procedure

Those persons with specific safety responsibilities are listed below. Everyone on site is

expected to comply with all project safety requirements and to ensure that his/her

subordinates comply also.

Project Manager


Administrative Manager

Workplace Safety & Health Officer (WSHO Officer)

Workplace Safety & Health Supervisors (WSH Supervisor)

Site Supervisors/Foremen (Construction Engineers & Construction Supervisors)

Security Personnel

First Aider

LEW / LCDW


SHEMS 6

Lifting Engineer/Lifting Supervisor

Crane Maintenance Supervisor

Crane Operator

Rigger/Signalman

Confined Space Assessor/Manhole Supervisor

Confined Space Worker/Manhole Worker

Vector Control Technician

Scaffold Supervisor / Scaffold Erector

Sub-Contractors / Workers

Machine Operator / Vehicles & Truck Drivers Project Manager

1. Familiarize himself with the Project‟s WSHE Management System and ensure its effective implementation.

2. Ensure that subcontractor, Contract Wide Contractors and their subcontractors; and all persons entitled to be on the site comply with all relevant applicable legal requirements, and all aspects of this WSHE Management System Manual for enforcing site safety rules and regulations.

3. Establish realistic Environmental. Health and Safety targets for the project and leading the Project team to achieve the set targets.

4. Organize and preside as Chairman over the Safety Committee.

5. As appropriate, giving notice of work to the relevant Authorities.

6. Promote and ensure a safe place of work for all employed on the Project.

7. Promote and ensure that public safety is not compromised in the course of the Project.

8. Promotes total job safety by employees, subcontractors, members of the public and all persons on the project in order to achieve specific Workplace Health, Safety and Environmental (WSHE) objectives.

9. Promote the setting up of Safety Procedures, In-house rules and regulations, and any other necessary Safety Procedures.

10. Promotes and maintains a high standard of feedback on safety and loss control to all relevant personnel.

11. Participates in consultations with authorities and CLIENT representatives and act on any actions, recommendations or observations made by authorities and CLIENT.

12. To officially appoint key personnel such as the PTW Approver, PTW Assessor, Construction manager, Lifting Supervisors, Scaffold Supervisors, Formwork Safety Supervisors, First-Aiders, Riggers, Signalmen and Operatives, etc. as Statutorily required.

13. Direct the project in charge site engineers, managers and other senior staff in carrying out their duties and responsibilities.

14. Advise and/or instruct the Project Team regarding any actions necessary to correct any hazardous activities, or hazardous or unhealthy work and environmental conditions.

15. Ensure that WSHE is planned into all operations.

16. Take prompt corrective actions to remove any unsafe or unhealthy work conditions and to maintain effectively such corrections made.

Uncontrolled unless endorsed as controlled by the Samsung C&T Corporation Q-HSE Management Division

Integrated Management System Procedure for Competence, Training & Awareness Reference: IMP-003 Revision: 00

Document No: IMP-003

Competence, Training & Awareness Corporate Procedure

Revision: 00 Revision Date: 09-Apr-2012 Page: 3 of 18

Title:

Contents

1 Introduction

2 Process Flowchart NA

3 Scope

4 Responsibilities

5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions

6 Process 6.1 Competence & Awareness 6.2 Define training needs 6.3 Design and plan of training 6.4 Provide training 6.5 Evaluate training outcomes 6.6 SAMSUNG C&T University

7 Records

8 Associated Forms & Templates F01 Annual Training Plan F02 Training Attendance Record F03 Training Evaluation Form -----------------------------------------------------------------------------------------------------------------------------

A Attachments/Appendices A01 Project Training Matrix by Individual Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.



Revision: 00 Revision Date: 15-Oct-2012 Page: 4 of 18

Title:

1 Introduction 1.1. To achieve stated objectives, SAMSUNG C&T requires a trained workforce, aware of their

duties and responsibilities and competent to carry them out.

1.2. This procedure sets out the manner in which SAMSUNG C&T shall ensure that human resources, both internal and external, are aware of:

• the importance of conformity with company policies,

• the consequences for quality, health & safety and environmental matters of nonconformity with company policies

• their individual duties and responsibilities for achieving conformity with company policies

1.3. The following figure 1 shows the training concept in SAMSUNG C&T:

Figure 1 – The training concept in SAMSUNG C&T

Training

Define training needs

Design and plan training

Provide for training

Evaluate training

outcomes

Competence & Awareness

Development of Existing

Staff

Engagement of Competent

Supply Partner's

Recruitment of Competent

Staff

- Defining organization’s needs - Defining and analyzing competence requirement - Reviewing competence - Defining competence gaps - Identifying solutions to close the competence gaps - Defining the specification for training needs

- Defining the constraints - Training methods and criteria for selection - Training plan specification - Selecting a training provider

- Providing support - Training support - End-of-training support

- Collecting data and preparing evaluation report

- Validation of the training process

1

2

3

4




Title:

2 Process Flowchart NA

3 Scope 3.1. This procedure is applicable to SAMSUNG C&T overseas projects and includes all project

personnel (including supply partner personnel where applicable), Head Office (HO) and Regional Head Office (RHO) personnel involved on overseas projects.

3.2. This procedure excludes reference to internal Auditor competence and training; this is covered within IMP-018 Q-HSE Audit procedure.

4 Responsibility 4.1. Q-HSE Management Division Executive Vice President 4.1.1 Has responsibility for the overall implementation of this procedure. She/He is also

responsible to authorize and implement annual Q-HSE training program for top management. She/He has ultimate responsible to ensure that the top management personnel including CEO have necessary understanding about Q-HSE management system.

4.2. Business Division Executive Vice President 4.2.1. Has responsibility for the allocation of sufficient time, resources and budget to enable

respective departments and project teams to fulfil their approved training programs. She/He is also responsible to ensure that the training programs are effectively implemented at project levels.

4.3. Q-HSE Management Division Team Leaders 4.3.1. Is responsible to identify training needs, prepare necessary training programs, evaluate

training results and suggest future improvements to the Q-HSE Management Division Vice President.

4.4. Business Division Q-HSE Team Leaders 4.4.1. Is responsible to identify training needs, prepare necessary training programs, evaluate

training results and suggest future improvements to the Business Division Vice President.

4.4.2. She/He will ensure that the training requirements are complied during the design and mobilisation stages.

4.5. Each Team Leader of Head Office 4.5.1. Has ultimate responsibility within her/his team for ensuring that the applicable requirements

of this procedure are effectively implemented. She/He is responsible to identify training needs, prepare necessary training programs, evaluate training results and suggest future improvements to the Business Division Vice President.

4.6. Project Director/Manager 4.6.1. Has ultimate responsibility for the implementation of the site specific training requirements

and has delegated the responsibility for planning and arrangement of training needs and training provision as required by this procedure (and/or any project specific requirements) to the relevant manager.

4.6.2. Will ensure that Supply Partners provide suitably qualified, competent resources as required by the contract requirements and/or SAMSUNG C&T requirements.




Title:

4.7. Project HSE Manager 4.7.1. Has responsibility for the effective planning and arrangement of all health and safety and

environmental training needs and training provision as required by this procedure (and/or any project specific requirements) including Supply Partners.

4.8. Project Quality Manager 4.8.1. Has responsibility for the effective planning and arrangement of all quality related training

needs and training provision as required by this procedure (and/or any project specific requirements) including Supply Partners.

4.9. Head of Human Resources (HO, RHO, Project) 4.9.1. Will provide necessary infrastructure and support conducive to the SAMSUNG C&T training

requirements stated within this procedure. Include appointment of staff (employments contracts) and initial inductions for HO/RHO staff.

4.10. Section Manager / Supervisor 4.10.1. Shall ensure staffs under their control receive the appropriate level of Q-HSE training to

allow them to undertake their work in a safe manner.

4.11. Supply Partners 4.11.1. Will ensure that all personnel under their control are appropriately trained and competent in

accordance with the contract requirements, SAMSUNG C&T training requirements within this procedure and/or industry Best Practice.

4.11.2. Will ensure that all personnel under their control attend all mandatory and other relevant site specific trainings, inductions and the like which are provided by the Customer, SAMSUNG C&T or their approved authority.

4.11.3. Will maintain records of training and competence for all personnel under their control and make them available to SAMSUNG C&T upon request

5 References, Terms & Definitions 5.1. References

• ISO 9001:2008 6.2.2 Competence, Training & Awareness

• OHSAS 18001:2007 4.4.2 Competence, Training & Awareness

• ISO 14001:2004 4.4.2 Competence, Training & Awareness

• IMM-001 Q-HSE IMS Manual

• IMP-001 Document and record control

• IMP-012 Control of special processes

• IMP-018 Q-HSE Audit

5.2. Terms and Definitions Competence Demonstrated ability to apply knowledge and skills Awareness Conscious of or having knowledge of (e.g. policies, procedures, work instructions, objectives, targets etc) Training A learning process involving the acquisition of knowledge and skills




Title:

6 Process 6.1. Competence & Awareness 6.1.1. Competence requirements for SAMSUNG C&T are led by the companies stated objectives

and the scope of current and future operational requirements.

6.1.2. Existing staff represent the future of the company and their training and development into highly competent resources is a key goal of the company. For that reason, the companywide training will be planned and coordinated through the Corporate HR Department in conjunction with SAMSUNG University (see 6.4 below), SDS or other approved providers as necessary.

6.1.3. Personnel evaluations will be arranged by 6 monthly intervals. The evaluations will include an assessment from both employee and relevant manager. The HR Team will review each evaluation and assess the need for training in consultation with the employee and/or relevant manager to arrange training if required.

6.1.4. SAMSUNG C&T shall ensure that key staff and operatives engaged by supply partner to work on SAMSUNG C&T operations are competent. This may be through a review of CV’s and certificates of competence / training or through direct observation of work in progress (refer to IMP-009 Management of Supply Partners procedure and IMP-012 Control of Special processes procedure for further details).

6.2. Define training needs 6.2.1. Each Team Leader / Project Manager is responsible to review the training needs of the

personnel within their respective department at least annually.

6.2.2. Current competence levels and the future training needs of existing staff are determined through several means, the principle being:

• team leader monitoring,

• introduction of new technology (e.g. IT systems or new equipment),

• introduction of new legislation,

• introduction of new procedures,

• general staff training requests.

• project, customer specific requirements,

• lessons learnt.

6.2.3. The minimum Q-HSE training requirements are:

Target Audience Training Course /Contents Hours (yearly) Remarks

All Management Personnel

Q-HSE Management System requirement 2

Q, HS & E Policies, Objectives and Targets 1

Management Review(s) 1

All Employees

Q-HSE Management System requirement 4

Q, HS & E Policies, Objectives and Targets 1

Q-HSE Law/Regulations/Rules 2

Q-HSE related personnel

Understanding of International Standards - ISO 9001, ISO 14001, or OHSAS 18001

etc. 8 Related

Q-HSE Law/Regulations/Rules 4

Q-HSE Best Practices, Lessons Learnt 4

Table 1 – The minimum Q-HSE training requirements




Title:

6.2.4. The project Q-HSE training requirements shall be determined by project Quality and HSE Managers based on project requirements. However, minimum Q-HSE training requirements as stated in table 1 above shall be complied. And the detailed project Q-HSE training program will be defined within the relevant Project Q-HSE plan and/or procedures. They will include all legal, statutory, project specific and SAMSUNG C&T requirements.

6.2.5. The Project Manager in conjunction with the project Quality Manager and HSE Manager will ensure that the IMP-003-A01 Project Training Matrix reference is implemented. This document sets out the minimum Q-HSE training requirements for SAMSUNG C&T project personnel.

6.2.6. The minimum project induction training requirements are:

Induction Type Target Audience

Staff Induction Management & General staff including those of partner companies and 3rd party companies (Consultant, Clients Agent).

Visitor Induction Visitors

Site Induction General workers and supervision including all partner companies and associated subcontractors.

Table 2 – The minimum induction training requirements

6.3. Design and plan of training 6.3.1. Where competence gaps are apparent and/or training needs are identified (may be in

respect to forthcoming changes/improvements) then relevant training plans and programs will be developed and realized under the direction of Q-HSE Management Division departmental manager, HR department manager or other training provider.

6.3.2. The training plan reference form IMP-003-F01 Annual Training Plan will be used by each Team / Project to define the training requirements for each Team / Project department and will be reviewed and updated on a regular basis by the Team Leader / Project Manager or the authorized nominee thereof.

6.3.3. The Team Leader / Project Manager may at any time schedule training which is not defined on the annual training plan, this may be discretionary or in respect to requests/needs.

6.3.4. It shall be the responsibility of the Team Leader, Departmental Manager & Project Manager to provide full details of training providers, costs, timescales etc.

6.3.5. SAMSUNG C&T has the capability to provide training by a number of means dependent upon the criterion, the means employed may include:

Method Summary Attendee Frequency SAMSUNG C&T University

A corporate wide training delivery tool focusing on core topics including:

Value Leadership Technology Business Global

All SAMSUNG C&T personnel

Competency and certification within SAMSUNG C&T approved training modules

External training Training program developed and delivered by an external training provider

Registered, competent staff member

When needed

In house training programs

Training programs developed by SAMSUNG C&T

All personnel As per Annual Plan

Induction training General initial awareness, may be new activity and/or procedure.

All site personnel. (Including

Before commencing work




Title:

Method Summary Attendee Frequency See 6.2 also Visitors)

Refresher training Certificate renewal training / Reinforcement training

All personnel When Q-HSE Procedures or project conditions are change

Tool box training Usually short site based training program on specific items(s) such as health and safety

Foremen, Subcontractor workforce

Daily

Special training Specific tasks/work instructions Before commencing

duties

Briefings Short awareness briefings. Typical examples include awareness training, induction training and tool box talk training

Competent staff member / Competent person from a supply partner or 3

rd party

Enhance awareness

Fire Prevention and Emergency Evacuation Training

All personnel Once every six months

Web based SAMSUNG C&T provided training course and assessment

Table 3 – The means for Q-HSE related training

6.4. Provide Training 6.4.1. Each Team Leader / Project Manager shall approve training plans in line with previously

identified current and future operational requirements within the limits of any agreed training budget.

6.4.2. The Project Quality Manager and / or HSE Manager or person delegated by the Project Manager will be responsible for updating and maintaining Q-HSE Training Records.

6.4.3. Visitors shall be made aware about site hazards, their area of access, restricted area and Personal Protective Equipments used during their stay at site.

6.4.4. Fire prevention and Emergency Evacuation Training will be given to all employees at least twice yearly.

6.4.5. The project/industry specific training requirements will be detailed within the relevant project quality plan and/or procedures/inspection and test plans, such requirements may include:

• Quality management system requirements training (ISO 9001) • welder related training/certification (ISO/ASME) • weld non destructive testing technicians (ISO/ASME) • auditors: International Register of Certificated Auditors (IRCA) • health and safety/environmental management system, LEED, ESTIDAMA etc.

6.5. Evaluate training outcomes 6.5.1. SAMSUNG C&T will place employees in jobs consistent with their abilities and level of Q-

HSE training achieved (competency).

6.5.2. The Project Quality Manager and / or HSE Manager shall review the effectiveness of training provided. The negative reviews on training courses / training providers shall be informed to HR who shall review the overall feedback on specific training providers (both internal and external). Where necessary, alternative training providers may be sourced or course content altered.




Title:

6.5.3. The training attendees shall be requested to provide feedback. A recommended form IMP-003-F03 Training Evaluation Form is included within this procedure. Training evaluation assessments shall be forwarded to Quality Manager and / or HSE Manager

6.6. SAMSUNG C&T University 6.6.1. SAMSUNG C&T University is a bespoke web based educational portal available to all

levels of staff.

6.6.2. Each year at a given time all employees in consultation with their mentors where required will have the opportunity to develop their Individual Development Plans (IDP).

6.6.3. A Team Leader, Departmental Manager may suggest to her/his staff training programs which are considered beneficial based upon training/skills gaps identified.

6.6.4. The IDP shall be approved by the applicants immediate Supervisor/Team Leader.

6.6.5. A course brochure is maintained and updated at regular intervals to determine the courses available and details are available via ‘my single’.

6.6.6. Authorized SAMSUNG C&T personnel can refer to ‘my single’ for additional information, courses available and application protocols.

Figure 2 – SAMSUNG C&T University outline




Title:

7 Records 7.1. Annual Q-HSE Training Plan and Training attendance shall be recorded using the form

IMP-003-F02 Training Attendance Record is included within this procedure.

7.2. All records pertaining to this procedure including all related correspondence, records and reports shall be retained in accordance with the IMP-001 Document and Records Control procedure.

8 Associated Forms & Templates F01 Annual Training Plan

F02 Training Attendance Record

F03 Training Evaluation Form

A01 Project Training Matrix by Individual

Form HSE – 9.1

Health, Safety & Environment

Atkins has developed a behavioural safety programme that consists of three behaviour based training component areas of focus to drive progress towards ‘natural Safety’. Atkins addresses diverse activities and different risk profiles through distinct approaches that are focussed around lessons learned and sharing knowledge. The components of our behavioural safety programme are:

Safe by Leadership (SbL) Safe by Choice (SbC) Safe by Design (SbD).

SbL: Atkins senior to middle management undergo selective Safe by Leadership training that provides a robust behavioural approach to leadership. These courses are conducted by trained behavioural safety experts, allowing the candidate to expand and develop their knowledge in their management and leadership approach. These courses are effective in providing a strong leadership and engagement. It creates the opportunity to set high standards, influence and lead industry by excelling in this area.

SbC: The group wide Safe by Choice programme promotes safe behaviours to achieve common standards of behaviour. There are different approaches to address risks within

construction, engineering and office environments. The approaches raise awareness of safe/unsafe behaviours and empowers staff to reduce risk through making the right choice.

SbD: Atkins provides Safe by Design training that covers all aspect of design from concept through to detailed design. Each discipline promotes an approach of early risk identification and detailed assessments to determine appropriate action. Atkins have Safe by Design principles, which actively eliminate or reduce risk in design for construction, in use, maintenance and decommissioning activities. The training embeds safety within the thought processes of designers, promotes safe practices, and ensures risk is communicated where it remains, through SHE boxes and risk registers.

Bid Submission: Sharq Project Question Ref 6

DATE: July 2014 PAGE 1 OF 3

a) Daily Construction Safety Cycle Samsung C&T is implementing daily construction safety cycle (HSE Activities)

Daily Morning Warm-up Daily Toolbox Talk Night-shift Toolbox Talk

Project Safety Meeting Safety induction Training Site Safety Inspection

Housekeeping practice Safety Coordination meeting

Other HSE related activities are as but not limited to:

2 Weeks - Ahead Safety Plan for all high risk activities.

Activity Hazard Analysis and Job Task Analysis being performed on site.

Periodic Site Safety Inspection

Safety Induction, Orientations, and Trainings

Competency development program (HSE Personnel)

Risk Review Inspections

Monthly Safety Statistics Reporting

Pre starts Toolbox meetings

Regular HSE Meetings on Site

HSE Survelliances (Regional HQ)



Internal Audit (HQ)

Practical on the job trainings

Rebar handling training Confined space entry training Lifting operation training

Measuring monthly HSE performance of all activities and preparing an HSE Report for a client

b) any actions raised are closed out

Samsung C&T has an integrated management procedure which provides guidelines for non

conformity controls. All nonconformities are recorded and required actions are tracked till the

time action is closed out to the satisfaction of the party raised reported the deficiency.



Here are the evidence for close out action for any HSE deficiency noticed and recommended for

corrective action:

THE PURPOSE OF WORK PERMIT SYSTEM: • Ensure that the work which is intended to take place is properly authorized. • Clarify the nature and extent of the work. • Specify which precautions must be taken and which activities are prohibited. Consideration should also be taken of the activities of other parties which may impact on or be affected by the proposed work. These activities may need to be temporarily suspended or modified. • Indicate the date, time, duration and location that the specified

activities may occur. • Ensure that all those persons who have control of or are affected by the activity are aware. • Provide a record of the work, that the specified precautions have been understood and enacted, and that the workplace and or equipment is returned to a safe condition.

PERMIT TO WORK (PTW) SYSTEM Q-HSE/SGN - 014

WORK TYPES NORMALLY REQUIRING PTW’s: • Working at height, including on roofs. • Working in confined spaces, for example, ducts, tank, etc. • Hot work. That is welding, soldering or cutting using hot flame

techniques outside of designated workshop area. • Isolation of or modification to ‘live systems’ including fire safety

systems, alarms, etc. • Live working on electricity supply systems, LOTO certificate. • Heavy lift or critical lift permit. Using a man basket. • Work in areas where there is a risk of exposure to hazardous

substances. • Excavation and the digging of trenches. • Radiography work. • Commissioning Work.

EXCAVATED WITHOUT PTW

SYSTEM:ended to take place is

Using a man basket.risk of exposure to hazardous

nches.

Issued on: 18th July 2014

PTW systems form a part of the ‘safe system of work and are normally considered suitable for the following: • non-production work (eg maintenance, repair, inspection, testing, alteration, construction, dismantling, adaptation, modification, cleaning etc); • non-routine operations; • jobs where two or more individuals or groups need to co-ordinate activities to complete the job safely; • jobs where there is a transfer of work and responsibilities from one group to another. Note: They are not a substitution for task specific risk assessments and method statements

Permits to work are a formal management system used to control high risk activities. These enable an assessment of risks to be made and to specify additional control measures which will be put in place in order to minimize the risk. Permits to work will usually be necessary for such activities as maintenance or construction work by subcontractors or Samsung C&T, in association with a task specific risk assessment. It ensures that formal validation and authority is given when hazardous work is to be undertaken. A Samsung C&T PTW system will be utilized unless a client insists their system must be used.

SAFETY GUIDANCE NOTE – HEAVY EQUIPMENT IN CONSTRUCTION SITES

Our capacity to undertake work on construction sites is greatly enhanced with the use of heavy equipment. However, heavy machines pose significant work zone hazards and risk of injury to workers. Each year, workers are crushed by equipment, struck by swinging backhoes, run over or pinned between other equipment and walls. It is, therefore, important for all jobsite personnel to be properly trained on heavy equipment operation and its safety. Ground-based workers should be trained to work safely around the equipment and how to stay clear of the dangers.

Q-HSE/SGN - 015 Issued on: 25th July 2014

COMMON SAFETY RULES FOR THE OPERATORS AND WORKERS: Good communication is essential. A standardized set of hand signals should be used by the operator and banksman. Operators should always know exactly where all ground based workers are located, and the wearing of high visibility vests will help the operator to locate them quickly. The equipment should have a back up warning alarm and hazard light(s) operating so that nearby workers can clearly hear and see the approaching vehicle.

Heavy equipment must have a rollover protective structure. The ROPS is designed to protect the operator if the machine tips over. A seat belt must be worn so that the operator will not be thrown out of the seat during a rollover or upset situation. If working on slopes, try to avoid moving across the face of the slope. Try to operate up and down the slope face if possible. Use extreme caution when operating near open excavations.

Wear hearing protection when required. If it has been determined that noise levels around the equipment could potentially cause hearing loss, always use protective plugs or muffs when working on or around the equipment.

Never jump onto or off the equipment. Operators should always use the three-point contact rule when climbing onto or off heavy equipment. The three-point rule means having both feet and one hand, or one foot and both hands in contact with the ladder.

Inspect and service the equipment regularly. Complete equipment service in accordance with the manufacturer's recommendation. Periodic safety inspections on all components of the equipment should be done regularly by qualified personnel. Inspect the steering system and brake systems carefully. A pre-shift walk around inspection by the operator.

Injury accidents involving heavy equipment on construction sites have a higher probability of resulting in a fatality than many other types of accidents. It is critical to follow all of Samsung’s safety rules and procedures when operating or working around heavy equipment.

I j id t

HEAVY EQUIPMENT POSES RISKS TO THE PERSONNEL WORKING AROUND THEM

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Integrated Management System Procedure for Management of Supply Partners Reference: IMP-009 Revision: 00


Management of Supply Partners

Corporate Procedure


Title:

Contents

1 Introduction

2 Process Flowchart

3 Scope

4 Responsibilities 4.1 Global Procurement Centre (GPC) 4.2 Project Quality Manager 4.3 Project health, safety and environmental Manager (HSE Manager) 4.4 Design/Technical Manager

5 References, Terms &Definitions 5.1 References 5.2 Terms & Definitions

6 Method 6.1 Registration of Supply partners 6.2 SAMSUNG C&T Internal Audits 6.3 Q-HSE Review meetings 6.4 Monitoring and measurement of performance of Supply Partners

7 Records 7.1 General

8 Associated Forms & Templates F01 Evaluation sheet of Supply Partners -----------------------------------------------------------------------------------------------------------------------------

A Attachments/Appendices N/A Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.

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Corporate Procedure


Title:

1 Introduction 1.1 This procedure describes the methods and controls employed by SAMSUNG C&T in the

evaluation, selection, management, and monitoring of our Supply Partners in terms of Q-HSE aspects effecting the processes and product delivery. This procedure also describes the means by which the supply partners are assessed periodically and the vendor list is updated.

1.2 Supply Partners may be selected and appointed by SAMSUNG C&T or contractually nominated by the customer and/or their appointed representatives. In the event that they are nominated by the customer and/or their appointed representatives the same processes will be applied unless otherwise determined within the relevant contract documents.

1.3 The degree of monitoring and management of Supply Partners will be consistent with Q-HSE criticality of the product/operation and with due regard to any other appraisals conducted by SAMSUNG C&T including records of Q-HSE previous performance.

1.4 Continual monitoring and assessment will provide performance related data which will be used as a basis to adjust the levels of monitoring and management and/or implement corrective/preventive action when necessary.

Figure 1 – Concept of Purchase and Supply chain Management

Supply Chain Management Purchase Management

Purchase Plan Requirements

Approved Vendor (Contractor) List

Vendor / Supplier Information

Subcontract Whole Tracking

Subcontract Picking Detail

Pre-Qualification and Approval

Request for Proposal Vendor Price /

Technical Submittal Assessment of Proposals

Purchase Order / Subcontract

Purchasing Material Production

Subcontract Material Details

Receiving Inspection

Subcontract Works Control

Documentation / Technical Support

Expedite off site Inspection

Prepare Pre-Qualification

Market Research

Material Delivery

Handling & Storage

Approval of Potential Suppliers

Factory Audit / Assessment

Assessment of Vendors / Suppliers

Logistics Control

Invoice

• Client / Suppliers



Corporate Procedure


Title:

2 Process Flowchart

Policies and Business strategy

Customer SAMSUNG C&T Suppliers

Market research

Prepare query for prequalification

Yes

- Financial information - Q-HSE program assessment - Audit or Factory visit if required

Assessment

Review and prepare prequalification and/or

SAMSUNG C&T vendor appraisal requirements

Provide project specific requirements

Register on Approved Vendor(Contractor) List

Periodic appraisals

Yes

Assessment

Pre qualification Approval

Authorize to proceed with task

Monitor and measure Q-HSE product and

performance

- Include Q-HSE Management

KPI assessments

Customer

- If required by contract

Non conformity reports Stop work notice Warning/improvement notices Meeting minutes Corrective/preventive actions General Q-HSE correspondence

Review and prepare Proposal as per the

request

Proceed and issue documents as required by the SAMSUNG C&T requirements e.g. Q-HSE plans, drawings, method statements, status reports etc



Corporate Procedure


Title:

3 Scope 3.1 This procedure is applicable to the Q-HSE management of Supply Partners for evaluation,

selection, monitoring and measurement of Q-HSE product/performance, evaluation of performance and capability upon delivery or completion to provide project related product to SAMSUNG C&T.

3.2 The term Supply Partner refers to any supplier who is appointed to supply product (including services) which have a bearing on product quality and/or a health safety and/or environmental impact.

4 Responsibility 4.1 Global Procurement Centre (GPC) 4.1.1 Is responsible for management of all International Procurement Offices (IPO’s).

4.1.2 Has overall responsibility for:

• Sourcing and management of suppliers,

• Establishment and management of a procurement system,

• Establishment of a standard procurement process

4.2 Project Quality Manager 4.2.1 He has the responsibility for effective management of quality assurance and control

aspects related to this procedure including the coordination with any independent inspection and testing authorities.

4.3 Project health, safety and environmental Manager (HSE Manager) 4.3.1 He has the responsibility for effective management of health, safety and environmental and

controls procedures related to this procedure including the coordination with any independent inspection and testing authorities.

4.4 Engineering/Technical Manager 4.4.1 Has responsibility for the management, coordination and review of any technical related

submittals. 5 References and Terms and Definitions 5.1 References

• IMM-001 Q-HSE Manual

• IMP-001 Document and record control procedure

• IMP-002 Communication, participation and consultation procedure

• IMP-008 Purchase Control procedure

• IMP-012 Control of special processes procedure

• IMP-013 Monitoring and measurement of Compliance and product procedure

• IMP-014 Nonconformity Control procedure

• IMP-018 Q-HSE Audit procedure

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Corporate Procedure


Title:

5.2 Terms and Definitions Product Result of a process

Supplier (Supply Partner) Organisation or person that provides a product

(EXAMPLE of Supply Partner - Producer, distributor, retailer or vendor of a product, or a provider of a service)

6 Method 6.1 Registration of Supply Partners. 6.1.1 Supply Partner management is a means of qualifying, selecting, measuring, and

recognizing outstanding Supply Partner (vendor or supplier) performance for the purpose of developing relationships with the preferred and key suppliers. These relationships will reduce overall costs and the inherent risks of the procurement process to supplier, clients and SAMSUNG C&T.

6.1.2 The key elements of the Supply Partner management process entail gathering relevant information, measuring Supply Partner compliance, recognizing high performance, and aligning with those Supply Partners.

6.1.3 The Supply Partner registration will be made again by each year, and evaluation grade will also be made at that time based on the average score of performance evaluation grades for the concerned period.

6.2 SAMSUNG C&T Internal audits 6.2.1 Within the SAMSUNG C&T standard terms and conditions there will be a statement which

requires the supply partner to accommodate and cooperate with SAMSUNG C&T in respect to any Q-HSE inspections and audits carried out by SAMSUNG C&T and/or their authorised representative at any reasonable time.

6.2.2 Internal audits will be planned by the Project Quality Manager/HSE Manager in accordance with the Project Quality/HSE plans.

6.2.3 The audit schedule(s) will be strategically prepared based upon the project master programme with the quality and safety/environmental critical tasks and supply partners within the audit period being prioritised for internal audit.

6.2.4 Off site quality related audits will be carried out at the discretion of the Project Quality Manager or as directed by the Project Director/Manager and/or Head Office Q-HSE Management Division.

6.2.5 Additionally discretionary audits may be carried out at any reasonable time and may be prompted by general concerns and negative trends in respect to quality or HSE.

6.2.6 The Head Office (HO) and or Regional Head Office (RHO) may carryout audits to support the project audit programme and/or under their own internal audit programmes by prior arrangement with the Project Director/Manager and Quality Manager.



Corporate Procedure


Title:

6.3 Q-HSE review meetings 6.3.1 The respective Project Quality Manager/HSE Manager will arrange for regular supply

partner quality and HSE meetings which will be defined within the project meeting schedule.

6.3.2 In preparing the Q-HSE meeting schedule consideration will be given to any mandatory customer Q-HSE meetings. Customer meetings may be deemed to address the requirements of this section of the procedure subject to the approval of the agenda by the Project Quality Manager/HSE Manager and the agreement of the Project Director/Manager. Note that reference must be made to this effect within the relevant Q /HSE Plans.

6.3.3 The Q-HSE concerns/status would generally be expected to be held as part of an overall project status meeting or similar, however they may be held separately.

6.4 Monitoring and measurement of performance of Supply Partners 6.4.1 The respective Project Quality Manager/HSE Manager is responsible for carrying out the

monitoring and measuring of each supply partners Q-HSE systems using the standard scored checklist reference form F01 Evaluation sheet of Supply Partners.

6.4.2 The evaluations will be carried out 6 monthly intervals.

6.4.3 The objective of the assessments is to provide a basis from which to identify strength and weakness with a view to implementing corrective/preventive action where necessary.

6.4.4 It is the responsibility of the respective Project Quality Manager/HSE Manager with the support of the Project Director/Manager as necessary to communicate the findings of the assessments to the Supply Partners Top Management and to agree any corrective/preventive actions where necessary.

6.4.5 The Engineering Manager/Technical Manager is responsible for carrying out the monitoring and measuring of each engineering or technical supply partners and maintaining the relevant records of all performance evaluations.

7 Records 7.1 General 7.1.1 All records pertaining to the this procedure including all related correspondence, records

and reports will be retained in accordance with IMP-001 Document and Records Control procedure.

8 Associated Forms & Templates F01 Evaluation sheet of Supply Partners

-END-

IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 9 of 13

Evaluation Sheet of Supply Partners ∙ Company Name : ∙ Contract Name :

∙ Evaluated by : Name Signature

[Construction]

Evaluation Category Details Point

Time Management

1.Conformance to schedule

20

Ratio of completed progress compared to Baseline schedule at PCM

Progress(%) over100 90~99 80~89 70~79 less than 70

Point 20 16 12 6 3

Resource

2.Timely start-up and mobilization of material / equipment/labor

30

No. of Problems occurred due to failure of properly deployed material/equipment/labor as scheduled

None 1 2 3 over 3

30 20 15 10 5

Construction

Implement

3.Repeat of Defect or rework instance

15

The number of cases defected and reworked(NCR, CAR)

Times 0 1 2 3 over 3

Point 15 12 9 6 3

4.Level of curing / maintenance

10

Condition of implementation of curing and maintenance

Excellent Very Good Satisfactory Marginal Unsatisfactory

10 8 6 4 2

Cooperation

5.Performance of instruction given

10

Rate of timeliness of action taken for instructions (no. of timely done / no. of instructions)

95%~ 90%~ 85%~ 80%~ less than 80%

10 8 6 4 2

6. Coordination with other trades

10

Effectiveness of the subcontractor coordination for the various trades


10 8 6 4 2

7.site work support from head office

5

Sufficient head office's support for the site work include technical matters


5 4 3 2 1

Total 100

[Strength / Weakness】 □ Strength of subcontractor

□ Weakness of subcontractor

IMP-009-F01 (1)




[Quality]


1. Quality of construction plan 20

Level of concrete and detailed description of construction plan

Excellent Very Good Satisfactory Marginal Unsatisfactor

y

20 16 12 8 4

2. Check/punch list 20

Level of quality management through detailed description in contents (method, standard)

Excellent Very Good Satisfactory Marginal Unsatisfactor

y

20 16 12 8 4

3. Compliance with construction plan

30

Compliance rate (Number of following items/total items)

Compliance (%) over95 90∼95 80∼89 70∼79 less than 70

Point 30 24 18 12 6

4. Drawing and document management

15

Condition of Management for shop drawing, document


15 12 9 6 3

5. Management of materials in site

5

Quality of the way of bringing in, taking out and maintain of materials

Excellent Very Good

Satisfactory Marginal Unsatisfactory N/A

15 12 9 6 3 N/A

Total 100

【Strength / Weakness】 □ Strength of subcontractor


IMP-009-F01(2)




[Safety & Environment]


1. Implementation . & Following Safety . Management Plan

30

How well subcontractor follows safety management plan


30 24 18 12 6

2. Performance of Safety Management Plan (70)

(1) Safety supervision activity

30

Safety related activity compared to the planned

(%) over98 90∼97 80∼89 70∼79 less than 70

Point 30 25 20 15 5

(2) Use of personal safety gear

20

How well they wear safety gear (following case / Total man·day)

(%) over98 90∼97 80∼89 70∼79 less than 70

Point 20 16 12 8 4

(3) Cleanliness of jobsite 10

No. of case to cause of complaint or disorder due to cleanliness of job site (per month)

None 1 2 3 over 3

10 8 6 4 2

(4) Disposal of waste materials

10

No. of pointing out for the poor management of waste disposal

None 1 2 3 over 3

10 8 6 4 2

Total 100

※ Further Deduction

[Following point will be deducted if applicable]

(1) Issue of safety warning

-3 ~0

The number of safety warnings issued at job site

Times 0 1 2 3

Deduction pt 0 -1 -2 -3

(2) Numbers of safety accident reported

-10 ~0

Regular Accident : -1point/accident

Severe Accident : -5point/accident



IMP-009-F01 (3)




[Procurement & Cost]


Cost Innovation

1. Activity of Cost Innovation

15

No. of the related cost innovation activity such as value engineering suggestion

Over 3 3 2 1 none

15 12 9 6 2

Claim 2. Impact from

Unreasonable Claim

25

Impact on cost increase in one's work scope (Increased amount / contract amount)

None 0 ~ 3% 3 ~ 6% 6 ~ 10% over 10%

25 22 16 8 0

Cooperation 3. Cooperation on

Requirement given 25

Rate of action taken to comply instruction (Action taken / Instructions)

100% 90~99% 80~89% 70~79% Less than

70%

25 22 16 8 2

Reliability 4. Company

Reliability 15

No. of failure case occurred in proceeding construction due to non-payment for labor/material

None 1 2 3 Over 3

15 12 9 6 2

Timeliness 5. timeliness and

accuracy of submission

10

Was the subcontractor timely in submitting schedules, reports, billings, and other contract submittal?


10 8 6 4 2

Contract 6. Management

of subcontractors 10

Did the subcontractor award sub-subcontractors in a timely manner and properly manage them?


10 8 6 4 2

Total 100



IMP-009-F01 (4)


【Strength & Weakness】

Strength

□ Possessing superior expertise and suggesting alternatives

□ Superior in self-improvement and management ability

□ Powerful driving force and headquarters' strong support

□ Active participation and high performance on hard works

□ Superior and high performing site manager

□ Possessing quality technicians and making the best use of them

□ Superior in cost reduction by VE, etc.

□ Superior in construction progress management and in reducing the term of works

□ High reliability and outstanding ability to handle problems/unexpected issues(situations)

□ Accurate and prompt settlement

□ Observing quality process and maintaining high quality level

□ Being quick of understanding working process and complying with regulations

□ Establishment of local infrastructure for the supply of labor force, equipment and construction materials

□ There is no distinct strength

Weakness

□ Inferior in expertise and alternatives

□ Delay in term of works on account of weak process control

□ Inferior in observing quality process and maintaining high quality level

□ Weak management in terms of insufficient support and the breach of agreements

□ Unqualified and low performing site manager

□ Incompetent and insufficient technicians

□ Inferior in cost reduction by VE, etc.

□ Having many factors of work deferment and noncooperative with other unit of works

□ Lack of project experience and poor construction management

□ Raising problems such as delayed payment

□ Demanding inaccurate·excessive settlement amount

□ Inferior in self-improvement and management ability

□ Being slow of understanding working process

□ Low reliability and nonfulfillment of instructions

□ Lack of local infrastructure for the supply of labor force, equipment and construction materials

□ There is no distinct weakness

IMP-009-F01 (5)

Bid Submission: Sharq Project

Question Ref 10

DATE: July 2014 PAGE 1 OF 10 Although Samsung C&T have extensive global experience in acting as principal contractor we do not

have that experience working in the UK under the Construction (Design and Management) Regulations

2007 but do understand the requirements of duties of the principal contractor under this legislation:

On Samsung C&T projects the H&S Plan is developed to meet the project requirements and the risk

profile

Identify, plan, manage and monitor construction phase in liaison with contractor and ensure

compliance with local country Law, regulation & internal rules.

Prepare, develop and implement a written plan and site rules(Initial H&S Plan, Construction Phase

H&S Plan, Traffic Management Plan, Lifting Plan, Emergency Response Plan, Risk Register, other

procedures)all of these will be kept up to date

Implement a risk management process and ensure all know risks are communicated to all duty

holders and stake holders and ensure regular updates

Implement a safe system of work process to enable risk assessment & method statements to be

reviewed and accepted/rejected as approved systems of work on the project

Update designers on changes in design

Give contractors relevant parts of the plans so as to include in their own plans & safe systems of

works

Construction phase health and safety plan is prepared and implemented

Plan sets out the organisation and arrangements for managing risk and co-ordinating work

Plan shall be tailored to the particular project and risks involved(Civil, tunneling, marine works & ME)

Make sure suitable welfare facilities are provided from the start and maintained throughout the

construction phase

Check competence of all appointees(Construction teams/H&S teams/specialist operators etc)

Ensure all workers have site H&S inductions and any further information and training needed for the

work

Consult with the workers in regards H&S(meetings/committees/notice boards/regular information)

Manage accidents & incidents and report to the necessary stakeholders including regulatory bodies


Question Ref 10


Liaise with client, design team, suppliers, contractors, regulatory offices, local authorities, public etc

through regular meetings, correspondence and reporting to ensure good coordination, consultation

and communication.

Issue safety file & O&M manuals to end user at the end of the project

Ensure a secure the site with the necessary plans & resources

Measure compliance through monitoring on a regular basis

Samsung C&T will relay on our JV partners advise and mentor our organization on the CDM

requirements due this being one of Samsung C&T’s first projects in the UK market and to their

extensive experience working under the CDM Regulations in the UK construction industry since the

regulations came into force in 1994.

The above mentioned control measures gives the basic outline which will be implemented at our

project sites however the detailed procedures will be developed by project staff in consultation with

CDM Coordinator and our joint venture partners with experience in UK.

a) Plan, manage and monitor the construction phases; 1. Design phase

Experienced Designers those who meet the qualification criteria of CDM 2007 will be employed on

this project. The Designer will work closely with the Client and CDM Coordinator to ensure that all

health and safety requirements are considered in design.

The Samsung C&T Corporate procedure IMP-005 Legal and other requirements, IMP-006 Design and

Development procedure and IMP-010 Hazard identification and risk assessment procedure will be

used as a reference document.


Question Ref 10



Question Ref 10


2. Construction phase:

Our main duties will be, but not limited to in addition to our corporate QHSE Integrated Management

system and related documentation such as project H&S plan, project procedures which are prepared

based on statutory and regulatory requirements of UK.

Samsung C&T will develop a plan to manage and monitor the construction phase to make sure that the

works are carried out without risks to health or safety. We will also ensure adequate welfare facilities

for those working on the site as per the latest HSE Executive UK guidelines.

The HS plan covers all the site regulations and it will communicated throughout the project site through

notices, bulletins, safety induction.

SITE RULES Access to Site All personnel and visitors entering and leaving site shall report to the site office. All personnel are to ensure existing access and egress routes are kept clear at all times. Personal Protective Equipment


Question Ref 10

DATE: July 2014 PAGE 5 OF 10 Personal protective equipment shall be worn whenever required by the Health and Safety at Work Act 1974, or as directed by your Employer/Supervisor. This is a Hard Hat Site Hard hats and protective footwear will be worn at all times. Drugs & Alcohol Non prescribed drugs and alcohol will not be allowed on site at any times. Any person found to be under the influence of non prescribed drugs or alcohol will be asked to leave the site immediately. Smoking Smoking will not be allowed on site. Scaffolding Only persons who have received specific training will be eligible for authorisation to erect, modify or adapt access platforms, scaffolds and handrails, ladders etc. Mechanical Plant Only trained authorised operatives will be permitted to operate mechanical plant. Housekeeping The work place is to be kept clean and tidy. Radios Radios and personal hi-fi equipment are not permitted on site. Fire Brigade Access Fire Brigade access is to be kept clear at all times. Mobile Telephones The use of mobile telephones and two-way radios are prohibited whilst operating plant. Permit to Work A ‘permit to work’ is to be obtained for the following site-specific items:- 1. Hot works 2. Live electrical works Disciplinary Procedures The following disciplinary procedure will be implemented for failure to comply with the above rules:-

First offence - Verbal Warning

Second offence - Removal from Site

The implementation of Health and safety management system will be regularly assessed based on IMP-

018 Q-HSE Audits procedure and results/findings will be communicated to interested parties.


Question Ref 10

DATE: July 2014 PAGE 6 OF 10 Project H& S team will establish a training matrix based on the project training needs and training

programs will be designed covering all the aspects of Health and safety.

Project Security plan will be developed which will cover all security requirements based on the local

guidelines. Security will be professionally managed to meet the client’s requirements.

We will make sure the site is suitably fenced and prevent unauthorized people from entering the site.

Through implementing Samsung C&T corporate procedure IMP-002 Communication, participation and

consultation, communication lines will be established with all employees, stakeholders and duty holders.

Safety Committee will be established to ensure participation of all interested parties and employees.

b) Liase with other duty holders

Site Communications We will ensure that an adequate standard of safety communication is developed on the site/project and that sufficient information and instructions are passed to the sub/contractors. Safety issues will be discussed at meetings as a priority and items specifically minuted under a safety heading for action by those identified as responsible. Where practicable site specific safety meetings will be held on a regular basis with all subcontractors and senior site representatives attending. These meetings will be minuted and an agenda produced to encompass the scope and timing of works. All site safety representatives are required to attend these meetings. Where considered necessary by the Project Manager special safety meetings will be held to discuss with subcontractors and others concerned, issues, which are of a critical safety priority. If it is considered necessary by the Project Manager any of the following may be invited to such meetings: • Company SHE Advisor • relevant senior managers • CDM co-ordinator • Enforcing authorities • Utility companies or fire service representatives Additional methods of communication will be instigated by the Project Manager to ensure an adequate flow of on-site safety information reaches all site workers and these may include: • Weekly briefings with duty holders and daily talks. • Method statement briefings • Toolbox talks • Trade Supplier/Manufacturer Safety Talks • Safety notices • Safety bulletins • Posters


Question Ref 10

DATE: July 2014 PAGE 7 OF 10 All statutory safety information and notices will be displayed in: • The Project Manager's office • The site welfare facilities on a specific Safety Notice Board • In site areas as identified by site management • On the Hazard / Risk Board located externally by the site cabins.

c) Manage the principle of prevention

Hazard Identification Areas of significant risk will be identified during the pre-construction phase as per the IMP-010 and will be considered in the project hazard identification process. Risk Assessments The Project Management Team will produce risk assessments where significant risks are identified. The process of risk assessments is explained in Samsung C&T’s corporate procedure IMP-010 and more detailed procedure will be developed for the project. Method Statements Method Statements which will be task specific, identify tasks, responsible personnel, control measures and monitoring arrangements will be developed based on project requirements. Method statements will be assessed and accepted prior to commencement of work. The contents of the method statement will be communicated to all those undertaking and associated with the work activity. Contractors undergo a method statement briefing following their induction and will hold a signed copy on site while the works are taking place ensuring all operatives have read, understood and signed stating they will comply with the Method Statement. Activities with Significant Risk Activities with significant risk will be identified which include: • Work at Height • Stability of structures whilst carrying out demolition and construction work • Working close to existing trees • Lifting Operations. High winds will be an issue and will need to be monitored closely. • Temporary Works. • Traffic Management Change Control for Systems of Work


Question Ref 10

DATE: July 2014 PAGE 8 OF 10 A change will have significant repercussions with respect to the prevention or control of major accidents if it changes the nature of the major accident risks, so requiring changes in the measures taken to ensure that those risks remain as low as reasonably practicable. Whether a change has significant repercussions will depend on the degree to which it: • Introduces a new major accident hazard; • Changes the risk from an existing hazard; • Affects control or mitigation measures (including off-site emergency plans). Changes that have a positive impact on the risk profile are also important. Fire and Emergency Arrangements Fire and Emergency Plan The likelihood of an incident can be minimised by effective planning through the development of a Fire and Emergency Plan which will be prepared and submitted for approval. Appointments Responsible Personnel should be appointed to oversee fire and emergency arrangements in accordance with the project requirements. Fire Fighting Equipment Suitable type and quantity of Fire Protection Equipment will be provided and maintained on site. Fire and Emergency training and drill Trainings and drill related to fire and emergency situation will be provided to all the employees on the project and periodic mock drills will be conducted in a planned manner. d) Cooperate in and coordinate key activities Procedures for Forwarding of Information Trade contractors shall forward any information that they require or is required by this document to be forwarded to members of the project team, including the client and any client’s representative, designers, the planning supervisor, the principal contractor, site workers and others whose health and safety may be affected. Co-operation All trade contractors, and other personnel working on site have a duty to carry out their works in such a way that does not create for themselves or any other person, risk to health and safety so far as is reasonably practical. Any person or trade contractor who believes that the work they will carry out may put themselves or others involved in the project at risk, have a duty to contact the Project Manager to discuss their works, and put into force such measures as are necessary to reduce the risk as far as is reasonably practical. Pre-contract Meetings


Question Ref 10

DATE: July 2014 PAGE 9 OF 10 All trade contractors are required to attend a pre-contract meeting to discuss their works and provision for health and safety before they carry out any works on site. Progress Meetings All trade contractors are required to attend monthly progress meetings. They will be required to report on:-

Progress

Co-ordination with other contractors

Compliance with this document

Accidents on site Statutory Notifications/Accident Reporting Form F10 (revised) will be completed by the CDM Co-ordinator and sent to the HSE. The F10 (revised) will be posted on relevant site notice boards. All accidents including those to subcontractor workers will be reported immediately to the site management and Corporate Head Office and a record entered in the site accident book. This includes all cases where first aid is provided, regardless of how minor the injury is considered. e) Provision key documentation, information and welfare Documentation will be managed as per the guidelines set forth in Samsung C&T Corporate procedure IMP-001 Document and Record control. Health and Safety File In accordance with the requirement of the CDM 2007, the Health and Safety File will be developed throughout the Project. The CDM Co-ordinator shall ensure the Health and Safety File is prepared and handed to the client on the completion of works. The format of the Health and Safety File will be discussed and agreed between all parties at an early stage of the contract. The contents of the Health and Safety File may include: • A brief description of the work carried out • Residual hazards and how they have been dealt with • Key structural principles incorporated in the design of the structure • Any hazards associated with the materials used • Information regarding the removal or dismantling of installed plant and equipment • Health and safety information about equipment provided for cleaning or maintaining the structure • The nature, location and markings of significant services, including fire-fighting services • Information and as-built drawings of the structure, its plant and equipment MONITORING AND REPORTING


Question Ref 10

DATE: July 2014 PAGE 10 OF 10 The Project Director/Contracts Manager and Project Manager shall continuously monitor SHE standards. A specific monitoring schedule will be prepared within the H&S plan for this project. Any reports or inspections must be made available to the Project Manager as soon as possible. Where appropriate, written reports will also be forwarded to the Head office. Where appropriate any identified issues of sub-standard performance by a trade contractor, will be forwarded to the contractor’s office, who must act promptly on any issue raised and verify / record that any relevant action has been carried out. Welfare and First Aid Welfare Arrangements Welfare facilities from day 1 of the project are provided in accordance with Samsung C&T Health and Safety requirements and meet the standard specified by current legal requirements and Approved Codes of Practice (ACOP). All welfare facilities provided by Samsung C&T will be maintained in a clean and orderly condition, any defects or damage shall be immediately reported to site management. First Aid Arrangements The first aid requirements at this site will be decided following a risk assessment based on; the activities, location and guidance which will be submitted in the H&S plan prior to the commencement of any activities at site. Posters are displayed stating location of first aid boxes, first aiders, appointed persons and actions to be taken in case of an incident.

The chart on the following page outlines Atkins Safety by Design Process.

Our process is based on a series of steps that starts at the design stage, through detailed design and into the construction stage, and is based on engagement, cooperation and coordination between all design disciplines, clients and key stakeholders to prioritise health and safety.

On start up, design coordination workshops are held which work to identify major risks and allow action at an early stage e.g. if the proposed route of a pipeline necessitates very deep excavation, can this route be altered to provide a safer option. Early cooperation and coordination with Client or Contractor, depending on the type of project, allows discussions on availability of land, programme and early constructability assessments which can have a big contribution to reducing ‘big’ safety risks from the outset.

As the design develops, all designers undertake Design Risk Assessments which identifies potential H&S risks, and ensures designers look to eliminate, or if not possible, mitigate the risk. An essential part of this process is coordination between different design disciplines to ensure design is not in isolation and that any changes made by one design discipline do not have adverse health and safety, economic, or constructability issues on other disciplines. This is particularly important in design and build projects, where the pace of change necessitate designers to consider and communicate impacts quickly.

On completion of design, any residual risks that have not been designed out, and should be brought to the contractor’s attention, are listed in our design risk register, and identified in Safety, Health and Environment boxes added to the relevant construction drawings to draw risks to the attention of the contractor. The Risk Register is included in the pre Construction Health and Safety Information Pack which is provided to the Contractor.

If supervising the construction, Atkins carries out regular audits on site safety and monitor implementation of the Contractors detailed H&S plan. Atkins also actively encourage any member of the site team, contractor staff or client team to raise a design challenge where there may be queries, concerns or alternatives in relation to Health and Safety.


Integrated Management System Procedure for Hazard Identification & Risk Assessment

Reference: IMP-010 Revision: 00


Hazard Identification & Risk Assessment Corporate Procedure


Title:

Contents 1 Introduction

2 Process Flowchart

3 Scope

4 Responsibility

5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions

6 Method 6.1 General 6.2 Hazard Identification & Risk Assessment Method 6.3 Step 1 – Identify Hazards 6.4 Step 2 – Assess Risks 6.5 Step 3 – Determine Controls 6.6 Step 4 – Implement Controls 6.7 Step 5 – Monitor & Review 6.8 Recording & Documenting the Risk Assessment 6.9 Communication of Hazards & Documented Control Measures 6.10 Control of Contractors 6.11 Management of Change

7 Record

8 Associated Forms & Templates F01 Risk Assessment F02 Job Hazard Analysis ------------------------------------------------------------------------------------------------------------------------

A Attachments/Appendices N/A Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.




Title:

1 Introduction 1.1. SAMSUNG C&T shall ensure that all hazards arising from the routine and non routine

activities of specific projects are identified. The risks associated with identified hazards shall then be evaluated in the manner set out in this procedure.

1.2. This process shall include the identification of hazards originating outside of the workplace that may adversely affect the health and safety of persons within the workplace.

1.3. SAMSUNG C&T shall determine the most effective control measures to implement, with due regard to legal & other requirements, in order to provide a safe workplace for all affected parties. Control measures shall be consistent with industry best practice in the relevant location and shall be realistic and achievable.

1.4. SAMSUNG C&T shall ensure that hazards, associated risks and planned control measure are effectively communicated (refer to 6.9) to all affected parties and that supply partners incorporate identified control measures into their planned works.

Figure 1 – Five steps of Risk Management

Monitor & Review

Manage Change

Assess Risks

Determine Controls

Implement Controls

Identify Hazards

Hazards

Classification

Risk Characterization

Risk Communication

Validation & Verification

Social, Technological, Economic Factors &

Regal Considerations

Hazards

Risk Management

Step 1

Step 2

Step 3 Step 4

Step 5




Title:

2 Process Flowchart

Construction Dept.

(Project)

Identify Hazards

Establish the Context Develop criteria

Decide the structure

Prepare Draft Risk Assessments &

Project Risk Register

Approve Risk Assessments & Project

Risk Register

Issue to Subcontractors

Prepare HSE Plans / MS incorporate Control Measures

HSE Department

(SAMSUNG C&T)

Carry out Works

Subcontractor

Identify Risks What can happen? How it can happen?

Evaluate Risks Compare against criteria

Set Risk priorities

Establish level of Risk

Analyze Risks

Determine Controls

Determine

Likelihood

Determine

Severity

Treat Risks Identify Treatment Options

Evaluate Treatment Options Prepare Treatment Plans

Implement Plans

Inspect Work in Progress for

Compliance with Control Measures

Technical Review & Sign off

Accept

HSE Audit

HSE Review & Sign off

Reject

Accept

(If HSE & Technical both accepted)




Title:

3 Scope 3.1. This procedure applies to all overseas projects under the management of SAMSUNG C&T.

4 Responsibility 4.1. Q-HSE Management Division 4.1.1. Responsible for development, audit and management review of SAMSUNG C&T Corporate

Procedure.

4.2. Business Divisions Q-HSE Teams 4.2.1. Responsible for ensure all relevant personnel are aware of their duties and responsibilities

as set out in SAMSUNG C&T Corporate Procedure. Responsible for the implementation, monitoring and review of the effectiveness of SAMSUNG C&T Corporate Procedure.

4.3. Project Director/Manager 4.3.1. Responsible for implementation of SAMSUNG C&T Corporate Procedure and associated

work instructions at project level.

4.4. Project QA/QC and HSE Managers 4.4.1. Responsible for implementation and operation of SAMSUNG C&T Corporate Procedure

and associated work instructions at project level.


• OHSAS 18001: 2007 4.3.1 Hazard Identification, Risk Assessment & Determining Controls

• ILO OSH: 2001 3.10 Hazard Prevention 5.2. Terms and definitions

Hazard Source, situation or act with a potential for harm in terms of human injury or ill health or a combination of these

Risk Combination of the likelihood of an occurrence of a hazardous event or exposure(s) and the severity of injury or ill health that can be caused by the event or exposure(s)

Risk Assessment Process of evaluating the risk(s) arising from a hazard, taking into account the adequacy of any existing controls, and deciding whether or not the risk(s) is acceptable

Acceptable Risk Tolerable risk, Risk that has been reduced to a level that can be tolerated by the organization having regard to its legal obligations and it own OH&S policy




Title:

6 Method 6.1. General 6.1.1. Hazards have the potential to cause human injury or ill health. Hazards therefore need to

be identified before the risks associated with these hazards can be assessed.

6.1.2. SAMSUNG C&T shall apply the process of hazard identification and risk assessment across all business divisions, utilizing the process set out below, in order to determine the controls that are necessary to reduce the risk of incidents.

6.1.3. The results of the hazard identification and risk assessment process will enable SAMSUNG C&T to prioritize resources for effective risk management.

6.2. Hazard Identification & Risk Assessment Method 6.2.1. SAMSUNG C&T shall follow a 5 step process. The 5 steps should be carried out in

sequence by a competent person familiar with the process or tasks being assessed. Where possible, general workers responsible for physically carrying out the tasks shall be consulted.

6.3. Step 1 - Identify Hazards 6.3.1. Hazard identification shall consider the different types of hazard in the workplace including

physical, chemical and biological hazards.

6.3.2. Hazard identification shall include routine and non routine activities.

6.3.3. The QHSE Management Division shall review the full scope of the company’s activities and shall develop a generic construction risk register. All construction risks will be recorded using form IMP-010-F01 Risk Assessment.

6.3.4. The purpose of the construction risk register is to highlight the typical or routine hazards repeatedly encountered. The construction risk register will specify recommended control measures.

6.3.5. The risk register and subsequent task specific risk assessments constitute a management program setting out the control measures required to achieve the stated objective of zero harm.

6.3.6. Business Divisions / project sites shall utilize the generic construction risk register when preparing project risk assessments. Risk assessments shall be recorded on form IMP-010-F01 Risk Assessment.

6.3.7. Where alternative risk assessments templates are utilized, due to legal or contractual requirements, the alternate method shall be specified in the relevant project HSE Plan.




Title:

6.4. Step 2 - Assess Risks 6.4.1. Determining who is at risk is an important step in this part of the process. The hazard

identification and risk assessment process must consider all persons likely to be affected.

6.4.2. Who is at risk shall be recorded on form IMP-010-F01 Risk Assessment. Control measures shall mitigate the risk to all identified persons.

6.4.3. Evaluation of risk, specifically the severity & likelihood of a hazard being realized is the key element of this step. Failure to correctly assess the magnitude of risk may lead to the implementation of inadequate controls.

6.4.4. Severity is the outcome and is often referred to as the consequence. The outcome may be a minor injury or at the other end of the scale the outcome may be a fatality. The likelihood is the chance of the hazard being realized or the magnitude of risk.

6.4.5. It is important to remember that only the likelihood can be affected by the implementation of control measures. For example, falling 10m is likely to result in a fatality. Through the implementation of control measures SAMSUNG C&T can reduce the likelihood of falling 10m, but not the severity.

6.4.6. This process is aimed at reducing the likelihood so that the level of residual risk, the risk remaining after control measures are implemented, is acceptable, often referred to as tolerable risk.

6.4.7. SAMSUNG C&T shall utilize a matrix of severity and likelihood to assist in the evaluation process.

Risk Assessment Matrix

Severity 1

2

3 4 5

Likelihood of Harm

1 1

2

3 4 5

2 2

4

6 8 10

3 3

6

9 12 15

4

4 8 12 16 20

5

5 10 15 20 25

Table 1 – Risk Assessment Matrix

6.4.8. The matrix shows through color coding the magnitude of risk. The key for the risk assessment matrix is shown below.

Color Code Magnitude of Risk Insignificant

Low Medium Low

Medium High

High

Table 2 – the color coding of risk magnitude




Title:

6.4.9. The matrix is designed to allow a value to be given to a hazard by allocating a hazard a likelihood value and a severity value.

Likelihood

1 Extremely Unlikely Significant incidents will only occur under extraordinary conditions.

2 Unlikely Significant incidents are unlikely to occur unless basic controls are

ignored.

3 Likely Significant incidents are likely to occur unless a safe system of

work is implemented and competent persons assigned.

4 Highly Likely Significant incidents are highly likely to occur unless a safe system

of work is implemented and competent persons assigned.

5 Certain Significant incidents are certain occur unless a safe system of

work is implemented and competent persons assigned.

Severity

1 Insignificant Injury / Insignificant Damage

Causing insignificant injuries, (e.g. scratches). Insignificant loss in terms of damage to property or plant.

2 Minor Injury / Minor Loss

Causing minor Injuries (e.g. cuts; sprains; bruise), No hospital care required. Minor loss in terms of property or plant.

3 Lost time injury / Significant Loss

Causing significant Injuries (e.g. cuts requiring stitches; significant lacerations; burns), Hospital care for less than 24 hours.

Significant loss in terms of property or plant.

4 Major Injury / Major loss Causing major injuries (e.g. such as broken / fractured bones, loss of sight; major burns, unconsciousness); Hospital care in excess

of 24 hours. Major loss in terms of property or plant.

5 Major Injury or Death / Catastrophic Loss

Death. Catastrophic loss of a facility or major plant.

Table 3 – the hazard allocation for likelihood value and severity value

6.4.10. Multiplying the two values gives a risk rating. For example, a hazard with a likelihood of 3 and a severity of 5 will have a risk rating of 15 (3x5).

6.4.11. On the matrix this would put it in the red category – a high priority item. Definitions for the ratings are shown in the key to the table 3 above.

6.5. Step 3 - Determine Controls 6.5.1. Selection of appropriate control measures is a key step in the process. Controls measure

shall be realistic and achievable. The term ‘reasonably practicable’ is often used to determine control measures. This basic principle is that the cost and complexity of the control measures selected should be balanced against the risk. It would not be reasonable to commit significant time and resources to control a low risk but may be necessary for an activity deemed high risk where the likelihood of a fatality is high.




Title:

6.5.2. It is important that those involved in the selection of control measures are experienced in the work activity being undertaken. Experienced personnel should always be consulted where possible.

6.5.3. Controls measures shall consider the hierarchy of risk control.

Figure 1 – The Hierarchy of Risk Control

6.5.4. Risk may be ‘eliminated’ by redesigning a job sequence and removing a hazardous step.

6.5.5. Risk can be reduced through, for example, the ‘substitution’ of hazardous materials / substances for less hazardous materials / substances.

6.5.6. ‘Engineering Controls’ are an effective means of managing risk. Engineering controls use physical measures to separate workers from hazards. Typical examples include barriers or guarding of machinery. The use of local exhaust ventilation in a workshop is another example of engineering controls. In construction, the use of engineering controls is a major factor in the development of a safe place of work. Much construction equipment has built in engineering controls such as automatic cut off switches, interlocks etc.

6.5.7. ‘Administrative Controls’ include the development of procedures, method statements, risk assessments etc. Administrative controls also include training. Administrative controls can be effective as workers become more aware of hazards and more competent in carrying out their duties in a safe manner. Administrative controls may also include work scheduling. For example, reducing shift times may reduce workers exposure to hazards.

6.5.8. ‘PPE’ is the final element in the hierarchy of risk management. PPE should be used where no ‘reasonably practicable’ alternative is available. PPE will include general personal safety equipment and RPE.

Elimination

Substitution

Engineering Control

Administrative Control

Behavior

PPE

Increasing Effectiveness and

Sustainability

Increasing Participation and

supervision needed




Title:

6.5.9. For SAMSUNG C&T purposes, control measures for routine activities have been reviewed and required controls set out in company SWP (Standard Work Procedures). Refer to SWP for additional guidance.

6.6. Step 4 - Implement Controls 6.6.1. Implementation of the planned arrangements is the responsibility of senior management.

Compliance with planned arrangements is the responsibility of every person involved in the activity.

6.6.2. For project sites, the SAMSUNG C&T Project Manager and the supporting project team (construction managers, engineers, and supervisors) are directly responsible for the implementation of planned arrangements. The Project Manager shall be supported by an onsite HSE team who shall assist in the implementation process.

6.7. Step 5 – Monitor and Review 6.7.1. For project sites, the SAMSUNG C&T project manager and the supporting project team

(construction managers, engineers, and supervisors) shall monitor compliance with planned arrangements on a daily basis and intervene where unsafe work is taking place.

6.7.2. The onsite HSE team shall monitor both compliance with planned arrangements and determine the effectiveness of those arrangements. The onsite HSE team shall feedback improvement recommendations to the Project Manager / project management team. The manner in which this is achieved is set out in IMP-015 Monitoring & Measurement of Process & Performance procedure and specific project HSE plans.

6.8. Recording & Documenting the Risk Assessment 6.8.1. Risk assessments shall be recorded on form IMP-010-F01 Risk Assessment. Documented

risk assessments shall be included in planned arrangements, set out in project method statements, executions plans etc.

6.8.2. Work should not proceed until a method statement has been prepared and approved in line with the project approval process.

6.8.3. Risk assessments shall document the necessary control measures that result in an acceptable risk rating. For SAMSUNG C&T, a risk rating of 10 or below (tolerable risk), using the process set out in this procedure, is deemed acceptable. Identified control measures shall be fully implemented prior to the commencement of work.

6.8.4. Where a risk rating of 12 or above (intolerable risk) is generated, the risk controls shall be re-evaluated / redesigned until a tolerable risk rating is achieved.

6.8.5. Where work is of short duration it shall be acceptable to utilize the SAMSUNG C&T JHA (Job Hazard Analysis). It may not be practical to produce a detailed risk assessment and method statement for a planned activity.




Title:

6.8.6. The JHA format is a shorthand risk assessment / method statement and is designed to be filled out by a Construction Manager. The JHA can be produced quickly is an effective tool for identifying & recording hazards in determining control measures.

6.8.7. The JHA format, form IMP-010-F02 Job Hazard Analysis, included within this procedure, is limited to short duration works, typical of 1 to 2 days. It shall not be used as a substitute for the risk assessment / method statement process as a matter of routine. Note that the use of the JHA may require the approval of the client / client’s agent.

6.8.8. Prepared JHA should be passed to the onsite HSE team for comment prior to commencement of work.

6.9. Communication of Hazards & Documented Control Measures 6.9.1. Project staff and site workers shall be briefed, utilizing documented risk assessments or

method statements, on the hazards associated with planned site works. Briefings shall be carried out prior to the commencement of works.

6.9.2. Hazard communication shall be via induction, site training and daily briefings such as tool box talks. Communication to site workers shall be in the principle languages preferred by the workforce. Records of such instruction shall be retained on site.

6.10. Control of Contractors 6.10.1. All Supply Partners shall prepare risk assessments covering the scope of their works. Such

assessments shall be reviewed by the SAMSUNG C&T project team prior to commencement of work. Supply Partners shall not be permitted to commence work until identified control measures have been implemented.

6.10.2. Supply Partners shall be guided by the SAMSUNG C&T Project HSE team to ensure that risk assessments are comprehensive and that planned arrangements are in line with legal and other requirements.

6.10.3. All supply partners (subcontractors) shall be issued the project ‘risk register’ prepared by the SAMSUNG C&T project HSE team to assist in the development of risk assessments in line with identified hazards and risk control measures.

6.10.4. Supply Partner compliance with stated control measures shall be continually monitored by the SAMSUNG C&T project team.

6.11. Management of Change 6.11.1 Changes to approved specifications, design, materials, or work methods are required to be documented, analyzed, and approved before such changes are adopted. Following their implementation, all management processes are subject to continuing monitoring and review.

6.11.2 In SAMSUNG C&T the Management of change is managed in accordance with this procedure. This procedure will ensure that the change is carried out in a controlled manner generally on a PDCA basis with suitably competent personnel being allocated to lead, coordinate and effectively implement the change process.




Title:

6.11.3 Measures will always be implemented to ensure that no additional risk is likely during the change process and close monitoring and measurement (where necessary) will be implemented accordingly.

6.11.4 Initial requests for changes shall be submitted in writing and approved within the context of the workplace or contract. Approval of such changes shall subsequently also be given in writing. Resultant changes to “permanent” plant/equipment shall be recorded in “as built” documents. Change requests shall be analyzed by the project management before the changes are approved. The analysis will review the proposed change for effects on:

System integrity;

Level of risk exposure;

Work scope;

Impact on HSE requirements;

Schedule; and

Cost.

6.11.5 The status of approved changes is subject to regular review until completion of the contract.

7 Records 7.1 Records of Risk Assessment and Job Hazard Analysis shall be maintained in accordance

with IMP-001 Document and Record control procedure.

8 Associated Forms & Templates F01 Risk Assessment

F02 Job Hazard Analysis

Sustainability Programme

Page 1 of 5

1. Management Philosophy

Compliance Samsung C&T tries its to comply with ethical management in order to contribute to reach sustainable management by improving transparency of corporate dealings and thereby helping the company’s sound development and gaining customers’ trust. It’s not restricted to rules and regulations, but includes internal rules and corporate ethics.

Environmental Friendliness Samsung C&T has made and is keeping its commitment to sound environmental stewardship through our ongoing dedication to environmentally friendly management. Samsung C&T considers each project’s environmental impact from the planning stage to design, purchasing, and actual construction stage.


Page 2 of 5

2. Technology Management

Quality Management Samsung C&T is committed to achieving quality management as a means of improving technology management. Samsung C&T is committed to providing products and services that we are proud of, which meet the finishing and functional standards that we committed to with our clients. We shall comply with our Quality Management System, which shall be based on established processes and systems. The system shall be updated as appropriate to comply with our business requirements, statutory and regulatory requirements and recognized industry best practice. Working with our clients and suppliers, we shall:

• Listen to our customers and understand their needs to find appropriate quality solutions.

• Learn from industry experience and best practice, and then tailor our products and services in an effort to optimize the quality of what we provide.

• Ensure our Quality Management System is properly communicated and understood.

• Enhance our knowledge and experience through reviews and implement appropriate improvements.

• Take the initiative to identify and implement practical ways of working with our suppliers to increase the value and sustainability of our products without compromise to the standard of quality we have committed to our clients.

• Ensure our suppliers qualify and continue to meet the quality standards agreed with Samsung C&T and our clients.

• Establish plan to prevent safety incidents that can arise from quality issues and continuously improve it.

Safety Management Samsung C&T is committed to achieving quality management as a means of improving technology management . Safety management is one of the most important obligations a company must fulfill for society. Samsung C&T must lead the initiative to create a corporate culture that exemplifies a company-wide commitment to safety through compliance with all safety processes.

• Prevention of serious accidents through safety/health management system • Creating a culture valuing safety and health • Accident prevention for the general public


Page 3 of 5

Construction Cycle Intention

• Systemize all safety • Related activities through safety

construction cycle • Eliminate potential risk factors with

participation of all employees including those of partner firms

Effect • Systemization of safety activities

possible through organization-wide participation

• Preventive activities including regular and self-initiated checks and feedback

Implementation • Run sagety construction cycle daily,

weekly, and monthly • Assign those responsible participants in every safety project

Environment Management Samsung C&T believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner. We are therefore committed to reducing our environmental impact and continually improving our


Page 4 of 5

environmental performance as an integral and fundamental part of our business strategy and operating methods. We encourage our customers, suppliers and all business associates to do the same. Not only is this sound commercial sense for all; it is also a matter of delivering on our duty of care towards future generations.

3. Social Contribution

Habitat Habitat, lexical-semantic of a living space or a place to settle, provides homes to low-income families. Samsung C&T has engaged in the Habitat homebuilding activities since 2000, providing a total of 271 homes to low-income families. From 2000 to 2008,


Page 5 of 5

we donated 4.48 billion won with a total of 4,683 volunteers. In addition to monetary support, we participate in homebuilding projects through the labor-management consultation body and construction advisors. Today, the volunteer program has become so popular among our employees that many use their summer vacations to work on Habitat building projects. In some cases, a whole department or families volunteer at work sites. We began our Habitat activities in far-flung locations such as the United States, Mongolia, and Indonesia. It was followed in 2006 by a project in Mumbai, India, where our volunteers worked with those from all over the world to build 100 homes for slum dwellers. In 2011, we sent ten employees from partner firms and our own company to Jakarta, Indonesia, to build homes. Since 2005, we have been selecting partner firm employees with excellent work records and dispatching them to overseas locations for volunteer activities.

Cheonan Hope Village Samsung C&T donated the entire amount needed to purchase the plot of land to build the Hope Village near Mokcheon-up, Dongnam-gu, Cheonan City. Since then, we have covered partial expenses for the construction project. In 2006, we completed three residential buildings (for 12 homes) and a village rec center, followed the next year with three buildings and a learning center. In 2009, we completed four residential buildings (16 homes). The Hope Village is not just a space for living. It is a community where hundreds of proud people live happily. We created a variety of annex facilities including a school, rec center, park, and playground, in addition to homes. These are not simply low-cost living spaces, but a settlement for comfortable living and for growing dreams. We at Samsung C&T are with the people every step of the way.



Form QM – 9.3

Quality Management

To be completed by Contractor or by all Partners. To be completed for all Projects being applied for Applicant’s Legal Name: Date:

Project:

Page of Pages

Ref Question Yes No

1 Do you have a signed and dated Policy for quality management? If “Yes” provide a copy of the quality management policy and evidence that your organisation implements the quality management policy.

2 Do you have an independent quality department within your organisation? If “Yes” provide a copy of your latest organisation chart including your quality department.

3 Do you have a QMS compliant with the ISO 9001:2008 “Quality Management Systems – Requirements” or similar? If “Yes” provide a copy of your ISO9001:2008 certificate and a brief description of the scope.

4 Does your QMS have procedures that ensure a good purchasing process (Chapter 7.4 Purchasing ISO 9001:2008)? If “Yes” provide your purchasing procedure and evidence (documentation) that it meets current good practice,

5

Does your QMS have procedures for ensuring good quality practice of your suppliers and subcontractors (Chapter 4.1 General requirements)? If “Yes” provide evidence for monitoring suppliers and subcontractors quality performance to ensure the quality throughout the whole of the supply chain.

Civil QCivil Q HSEHSE

Quality Objective Control for DFOW (Work Type)

Achievement of zero defect on all the definable feature of work (work type) through quantitative quality goal control

Continual improvement of Quality Management System

Internal Quality Auditp y g y

being operated in project site and head office

Quality Innovation CommitteeImplementation of a quarterly Quality Innovation Committeefor the management review

Slide 13 of 47


QA/QC management team educates employees when they enter the Site, inculcating on the quality policy and PQP as well as management policy, organization and those activities and other relevant information

Project Technical Study Pre-Construction Meeting

The training includes the partners and venders to understand and achieve its quality targets . The QA/QC manager will conduct periodic review of the validity of information utilized in the provision of product and service.

Slide 14 of 47

Training for working group – Quality guideline & documentation


Slide 17 of 47


1) We are proud of our functional & effective IMSManyContractors:y

• Complicatedandduplicatesystemsi i ll lrunninginparallel.

• Manystepstofollow.• Technicalwordingnoteasytounderstand.• Theoreticalsystemstosuitthe

CertificationBodies.• GoodforQualityProfessionals• GoodforQualityProfessionals.• Poorforeverybodyelse.

Slide 18 of 47


TheSAMSUNGIMS:1) We are proud of our functional & effective IMS

IMP 006: Design & Development

• Simplesystemstosuittheneedofourbusiness.

• AsingleintegratedsystemforourAsingleintegratedsystemforourbusinesstofollow

• Presentedineachprocedureasaeasystepbystepflowchart

• WritteninsimpleEnglish• Designedtocontrolouroperationsg p

properlytoachieve2simpleobjectives:

Quality ProductsQuality Products&

Satisfied Clients

Slide 19 of 47


1) We are proud of our functional & effective IMSIMP 008 & 009: Purchasing and Suppliers IMP 003: Competence, Training and Awareness

Slide 20 of 47


2) Early QA/QC Mobilization and StaffingOurCivilQHSETeamhaveQA/QCexpertsreadytoset uptheproject:

Quality Control ExpertQuality Management Expert

• Ensurecontractrequiredqualitydeliverablesarecarefullypreparedand

• EnsureQCrequirementsareunderstoodandaddressed.

• ConcreteMixDesign&Trialscarefullypreparedandsubmittedontime.

• ClientLiaison.• EstablishtheSamsungIMS

• ConcreteMixDesign&Trials.• PreparationofITPand

Inspectionsystems.• SetupoflaboratoryandEstablishtheSamsungIMS

immediately.• ProvidetrainingontheIMSto

alldepartmentsandstaff.

Setupoflaboratoryandcheckingof3rdPartyLabs.

• Verificationofmajoroff sitesupplierssuchasprecast&

Slide 21 of 47

p pp psteelwork.

Civil QCivil Q HSEHSE Quality AssuranceQuality Assurance

2) Early QA/QC Mobilization and StaffingThisexpertsaredeployedONSITEfromDAY1toestablishtheQualityManagementSystemsandensureall

li l i i d d f ll dQualityControlissuesarereviewedandcarefullycovered:

Slide 22 of 47


3) Strict Quality BenchmarkingIntroducingtheSamsungProjectQualityBenchmarkingsystem:

UU RR CC TUALITUALIT

RODROD

CHIECHIE

TANDITYITY

DUCTDUCT

EVEMEVEM

DARDTT MENTMENT

RD

Slide 25 of 47

NTNTSamsung have developed a stringent

Electronic Auditing & Benchmarking System


3) Strict Quality BenchmarkingAllprojectsareauditedstringentlyeverysixmonthswiththefollowingscoring:

40%+

40%QualityControl&RightFirstTime +

30%+ &RightFirstTime

30%+

30%ManagementSystem

30%FinishedProductg y

Implementation Quality

Slide 26 of 47


3) Strict Quality BenchmarkingAuditresultsareanalyzedandbenchmarkedbytopmanagementandstrongenforceactionistakentoprojectsproducingsubstandardworkmanship.

Poorqualityperformancegivesrisetosanctions:

• RetrainingofstaffRetrainingofstaff• QualityStopWorksOrder• ProjectQualityStopWorkOrder• StaffReplacement

Qualityisourreputationandisourtoppriority!Q y p pp y

Slide 27 of 47


4) Control and Partnering with Subcontractors & SuppliersSubcontractorKeyPerformanceIndicatorsystemtoencouragesubcontractorstoproducequalityworkmanship:

Quarterly(orhalfwaythroughcontract)formalassessmentsforallSubcontractorsassessmentsforallSubcontractors

PenaltiesforPoorPerformance

Slide 28 of 47

RewardsforExcellentPerformance inQuality


4) Control and Partnering with Subcontractors & SuppliersSixmonthlysubcontractor&supplier gatheringsareheldtodiscuss QHSEmattersandlistentoourpartnersandimprove:

•Veryinformaldinner/shortmeetingsareQ li

Wethinkitheldbetweentopmanagementandsubcontractors representativestoget theirhonestfeedback. Idonothaveenough

YourQualitysystem

is toodifficult.

wouldbebetterif…….

Idonothaveenoughtimenoticeforchanges!•QualityManagementandSafetyare

akeytopicatthegatherings.y p g g

• Feedbackisrecordedonsubcontractorfeedbackquestionnaires(normallybeforetheeventwithresultsdiscussedduringthe gathering)andfollowedupasveryimportantissues

Slide 29 of 47

veryimportantissues.

Civil QCivil Q HSEHSE Quality AssuranceQuality Assurance

5) In-depth Quality Training ToensuregoodexecutionoftheQualityAssuranceandQualityControlsystemsSamsunghavedevelopedindepthtrainingcourses:

•Allnewprojectsareprovidedin depth3 5day•Allnewprojectsareprovidedin depth3 5daytrainingbyourGlobalQA/QCexperts ontheIMSsystemandimportantQAandQCtopics.

•AdditionalspecifictrainingmoduleshavebeendevelopedforspecifictopicsespeciallybeendevelopedforspecifictopicsespeciallyrelatedtoQualityControlandProductQuality.

Slide 30 of 47


6) Use of the Latest Quality InitiativesAnnualqualityfocusmeetingsarearrangedtoupdateourqualitymanagementprofessionalsandotherstaffonthelatest techniques,toolsandstandardsrelatedtoQA/TotalQualityManagement:

Slide 31 of 47


7) Focus on Quality ControlAhighfocusisplacedonQualityControlissues, inparticular,off sitefabricationandmaterialssupply.Allmajorsuppliersaresubjecttoastringentsitevisitandreviewofplantandequipment/qualitycapabilitybeforebeingawardedanysupplyor subcontracts.Plant & Equipment

ReceivingPlant & Equipment

CheckInspection

Raw MaterialControl

Slide 32 of 47Quality Control Checks


SamsungC&Trealizetheimportanceofpastmistakesandachievementsandkeepalibraryofbestconstruction8) Zero Defects Policy and Culture

Best Practice

practicesandendofsitesreportssowecanalwaysprovideourClientwiththebestqualityofworkmanship.

Best PracticeGuides

Slide 43 of 47


TypicalDefectsPreventionSlide/SitePosters:8) Zero Defects Policy and Culture

Honeycomb on the in-situ wall.

Slide 44 of 47


Wealsopromotereportingandcomplianceaftersitebriefingstosupportreporting8) Zero Defects Policy and Culture

ofqualitydefectsandpoorworkmanshippractices:

Slide 47 of 47


9) Customer FocusLastbutnotleastweconsiderCustomerFocusasourtoppriority.

•Aformalfeedbacksurveyisrequestedf h Cli /Cli ifromtheClient/Clientrepresentativeevery6 months.

• Surveysarenormallyfacetofacewith• SurveysarenormallyfacetofacewithaSamsungC&Tstaffwhoisnotdirectlyinvolvedintheproject.

• Surveyscoveraspectsinallareasfromtenderphasetoprojecthandoverand

i i dmaintenanceperiod.

• Resultsaretakenanalyzedandcommentsseriouslyconsideredbytopmanagement

Slide 48 of 47

seriouslyconsideredbytopmanagement.


UAE S2 Project 2008 Safety Site of the Year•Awarded the grand prize from Borougefor being the best contractee for EPC projectsin May and November of 2008

•Awarded the HSE Culture award in Safety CultureCompetition

•Awarded Safest Site of the Year in December 2008•Awarded Safest Site of the Year in December 2008

•Achieved zero accident record for 8 million hours(since December 2007)

• Burj Khalifa project achieves 35 million zero accident hours

UAE Burj Khalifa, Egypt AUC Project Zero Accident Recordsj p j

(June 2009 to August 2010)

•The AUC project in Egypt achieves 20 million zero accidentHours (August 2007 to October 2008)

Slide 49 of 47

Hours (August 2007 to October 2008)


Singapore Subway ProjectSingapore Subway Project2008 Safety Performance Award by LTA

Singapore Kallang Paya Lebar Highway Construction SiteA d d h d i f h iAwarded the grand prize for three consecutive yearsin the Safety Activity Competition

Singapore Highway ProjectSingapore Highway ProjectService Award for the environmental control

Slide 50 of 47

CORPORATE Q-HSE ORGANIZATION CHART

CORPORATE Q-HSE ORGANIZATION CHART

Legend: PM - Project Manager PQM - Project Quality Manager SM - Site Manager or Field Manager SPM - Site(Field) Procurement Manager SQM - Site (Field) Quality Manager HSEM - Health, Safety & Environmental Manager SAM – Site Administration Manager SCM - Site(Field) Control Manager SCSM-Site Construction Manager SEM - Site(Field) Engineering Manager

Q-HSE Mgmt. Div

HSE Mgt. Team

OverseasHSM Part

Regional Q-HSE offices RHQ SEA (Singapore)

RHQ MENA (Abu-Dhabi)

Admin/ Mgt Part

EM Part Equip. Part

Civil Business Unit

Civil Business Q-HSE Team

Leaders

Strategy/Planning

Part Engineering

Director

CEO

Engineering Team (PEM)

Procurement Director

Procurement Team (PPM)

Direction

Coordination

Q-HSE

Procurement

Construction

Engineering

Quality Mgt Team

Dom. HSM Part

Dom. QM Part

Overseas QM Part

Audit part

PR part

PM

Project Director/PM

PHSEM PQM

Global Procurement Center

Project Site:

BUSINESS UNIT & PROJECT Q-HSE ORGANIZATION CHART

Site:

Project Manager

Project Construction

Manager

Site Manager

Project Control Manager

Project Admin

Manager

Project Procurement

Manager

Project Engineering

Manager

Project HSE

Manager

Project Quality

Manager

Civil Q-HSE Team Project Director

Site HSE Manager

Site Construction

Manager

Site Control Manager

Site Quality Manager

Site Admin Manager

Site Procurement

Manager

Site Engineering

Manager

AdministratorH&S Officer

QA/QC Engineer

Construction Engineer

Cost Controller

Material Controller

Document Controller

Planning & Scheduling QC Inspector Customs &

Traffic

Local Purchaser

Warehouse Controller

Engineering Engineer

Legend:

Direction

Coordination

Q-HSE

Procurement

Construction

Engineering

Environment Officer

CIVIL Q-HSE TEAM ORGANIZATION CHART

Civil Q-HSE Team Organization Chart

Quality Assurance and Quality Control Program

Page 1 of 1

SAMSUNG C&T Corporate Quality Assurance and Quality Control management system has been carefully designed to accommodate and effectively manage the requirements and risks associated with the diverse and challenging projects delivered by SAMSUNG C&T around the world. Various processes within our system are designed such a way in order to collect and analyse Key Performance Indicators (KPI) data essential to our continual improvement efforts. SAMSUNG C&T Quality Management system has been certified by Lloyd’s Register Quality Assurance to comply with ISO 9001:2008 Quality management system standards. Corporate Quality Manual was developed and revised along with procedures and instructions to ensure compliance of the management system with ISO 9001:2008. This system is able to provide the versatility such that our dedicated project teams are able to adapt and develop it to accommodate their project specific requirements along with the country’s legal and other requirements, whilst maintaining the high standards of quality management traditionally associated with SAMSUNG C&T and demanded by our Customers. Project teams have freedom to develop specific instructions, method statements and formats to comply with project requirements. However, these documents shall be reviewed and approved by authorized personnel before its application at site. Our projects are staffed by professional QA/QC Managers with their teams who are familiar with all aspects of quality assurance and control. They have a reporting line back to Head Office Q-HSE Management Division in Seoul, South Korea and two regional head offices located in Abu Dhabi, UAE for MENA and Singapore for SEA regions respectively. They are empowered to stop the works in the event of nonconformity and/or potential nonconformity. The two Q-HSE outposts support project QA/QC teams to meet the customer requirements from tender appraisal/contract review of a given project to its final handing over and operation to the customer to meet the highest quality standards. All projects are subjected to project based and Head Office audits at regular intervals. Project internal audits are conducted based on approved project quality plans as per customer’s quality requirements or SAMSUNG C&T’s internal audit procedure. Overall project performance against corporate and project specific objectives and KPI’s is continually assessed in order that any deviations and/or opportunities for improvement can be promptly identified and acted upon. SAMSUNG C&T’s Quality management system and related procedure defines the means by which Top management will review the Quality management system performance at planned intervals to ensure their continuing suitability, adequacy and effectiveness. The prime objective of management reviews is to identify opportunities for improvement and the need for changes including policies and objectives. Quality management reviews are carried out once a year as stipulated in our manual.


Integrated Management System Procedure for Purchase Control

Reference: IMP-008 Revision: 00


Purchase Control Corporate Procedure


Title:

Contents 1 Introduction 2 Process Flowchart 3 Scope 4 Responsibility 4.1 Project Director/Manager 4.2 Corporate Procurement Office (CPO) 4.3 International Procurement Office 4.4 Project Procurement Manager 4.5 Project Planning Manager 4.6 Project Construction / Design Manager 4.7 Project Q-HSE Management team

5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions 6 Method 6.1 Project Procurement Plan 6.2 Purchase Requisitions 6.3 Request for Quotation (RFQ) 6.4 Quotation Receipt and Opening 6.5 Sub Contract Agreements 6.6 Pre-start Review 6.7 Technical services 6.8 Site construction and off site manufacture 6.9 Traffic and Logistics 7 Records 7.1 General 8 Associated Forms & Templates F01 Technical Bid Evaluation F02 Material Inspection and Receiving report ------------------------------------------------------------------------------------------------------------------------ A Attachments/Appendices N/A Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.




Title:

1 Introduction 1.1. This procedure defines the management methods and controls employed by SAMSUNG

C&T to ensure that project related purchasing operations are carried out effectively and in line with the Customer requirements, Corporate policies including moral and ethical, and International/local statutory/governing requirements where determined.

1.2. The procedure additionally ensures that product is purchased:

• from approved sources including due consideration and assessment of Supply Partner Q-HSE performance,

• with the maximum commercial advantage to SAMSUNG C&T,

• with due consideration to health and safety and environmental risk/impact (e.g. noise levels/emissions/vibration).

Figure 1 – Concept of Purchase and Supply chain Management

Supply Chain Management Purchase Management

Purchase Plan Requirements

Approved Vendor (Contractor) List

Vendor / Supplier Information

Subcontract Whole Tracking

Subcontract Picking Detail Pre-Qualification

and Approval

Request for Proposal Vendor Price /

Technical Submittal Assessment of Proposals

Purchase Order / Subcontract Purchasing Material

Production

Subcontract Material Details


Subcontract Works Control

Documentation / Technical Support

Expedite off site Inspection

Prepare Pre-Qualification

Market Research

Material Delivery

Handling & Storage

Approval of Potential Suppliers

Factory Audit / Assessment

Assessment of Vendors / Suppliers

Logistics Control

Invoice

• Client / Suppliers




Title:

2 Process Flowchart

Project requirements Requirements

Customer SAMSUNG C&T

Approval of potential suppliers when

required by contract

Request for Proposal

Suppliers

Project Procurement Plan

- Consider potential Suppliers (SAMSUNG C&T approved list)

Pre qualification and approval

Expedite and Gather Proposals

Yes

Assessment

Comparison, negotiation and

decision

Place order / subcontract / letter of

intent

Handling & storage to preserve quality

Expedite off site inspection as specified


Joint inspection when required by contract

- Financial information - Q-HSE program assessment

Assessment

Includes: Main Contract/specification

requirements Specific type, grade, quantity

etc Inspection and test

requirements Certification requirements/

approvals Special HSE requirements if

any (noise levels, vibration (HAVS), intrinsic safety factors etc,

Sustainability requirements (e.g. LEED)/special sourcing approvals such as FSC timber

Delivery requirements SAMSUNG C&T right to

inspection/validation etc

Prepare Proposal as per the request

Prepare prequalification and/or SAMSUNG C&T

vendor appraisal requirements

Proceed and issue documents as required by the SAMSUNG C&T requirements e.g. Q-HSE plans, drawings, method statements, status reports etc

Yes

Including Project quality plan, Project HSE plan, Competence of proposed key personnel, Inspection and test plans (including off site manufacture), Risk/impact assessments, Proposed inspection and test authority (of supply partner), Technical data such as design, drawings, method statements

- compliance to the requirements, technical content and price




Title:

3 Scope 3.1. This procedure is applicable to all process related to procurement and management of sub

contracted services, materials and equipment for Samsung C&T overseas projects.

3.2. The procedure does not apply to heavy plant and equipment, light weight vehicles, office supplies, general stationery and other products which have no bearing on the quality of the finished product.

4 Responsibility 4.1. Project Director/Manager 4.1.1. Has overall responsibility for the purchasing operations for the project.

4.1.2. Will ensure that an infrastructure is established to promote Q-HSE involvement within the project related purchasing process.

4.2. Corporate Procurement Office (CPO) 4.2.1. Is responsible for management of all International Procurement Offices (IPO’s).

4.2.2. Has overall responsibility for:

• Sourcing and management of suppliers,

• Establishment and management of a procurement system,

• Analysis of procurement risk in emerging markets,

• Establishment of a standard procurement process,

• Monitoring and forecasting of raw material market conditions,

• Issuance of global P-MI(Procurement Market Intelligence) bulletin,

• Human Resource management and development,

4.3. International Procurement Office 4.3.1. The individual IPOs are responsible for all procurement and management of materials at

their designated overseas project locations.

4.3.2. The IPO manage the import and export of all material/equipment deliveries, material management support, labour issues and facility security control at designated regional Material Warehouses. As delegated by the CPO, IPOs are authorized to perform procurement duties and functions for designated regional locations.

4.3.3. The IPOs shall carry out procurement roles and responsibilities within the designated work scope, which is delegated by the Corporate Procurement Office.

• Proposal Support

− pricing estimates, − procurement resource research including material pricing and supplier information, − procurement market intelligence analysis, − material market condition forecasting, − procurement performance management,

• Supplier Relationship Management

− Supplier sourcing, − Supplier evaluation, − SRM relationship.




Title:

• Procurement

− purchasing integration (including expediting, supplier quality surveillance, traffic and logistics),

− global procurement support,

− setup project material procurement plan,

− management of idle materials at the site.

4.3.4. The Head of CPO will delegate a regional site material office to perform overall purchasing duties if an IPO is not assigned.

4.4. Project Procurement Manager 4.4.1. Will be responsible for coordination between the Samsung C&T IPO, The Project

Director/Manager, the Project Planning Manager and Supply Partner.

4.4.2. He/she will additionally coordinate receipt of site delivered product and ensure that the necessary verifications and approvals are obtained from the Customer and/or the authorised representatives thereof.

4.5. Project Planning Manager 4.5.1. Will be responsible for ensuring that procurement activities are integrated within the key

programmes for construction. Due regard will be given to any necessary lead in times prior to site delivery. This will include but may not be limited to; design/drawing approvals, material procurement and associated approvals, manufacture, validation, inspection, testing and commissioning, shipping and transportation.

4.6. Project Construction / Design Manager 4.6.1. Will be responsible for the necessary coordination with the Project Procurement and Project

Planning Managers in order to ensure that the procurement plans and any necessary contingency plans are effectively implemented.

4.7. Project Q-HSE Management team 4.7.1. The Project Q-HSE management team will provide the necessary support to the purchasing

division particularly in respect to the Q-HSE requirements at request for quotation/proposal and review of Q-HSE requirements at receipt of quotation/proposal from Supply Partners.

4.7.2. The project Q-HSE department will support the relevant Engineering department in conducting any required pre delivery inspections/general vendor assessments.

4.7.3. The project Q-HSE department will be responsible receipt inspection and verification in accordance with SAMSUNG C&T procedures and project specific Inspection and Test Plans.




Title:


N/A

5.2. Terms and definitions Product Result of a process

Supplier Organisation or person that provides a product (EXAMPLE 1- Producer, distributor, retailer

or vendor of a product, or a provider of a service for information)

CPO Corporate Procurement Office- refers to a division that is located in corporate headquarters

in Seoul, Korea and manages overall material procurement of all overseas projects.

IPO International Procurement Office - refers to an overseas division that manages material

procurement for designated overseas projects with authorities and responsibilities given by the CPO.

Material Purchasing Refers to all corporate activities related to the purchasing, expediting, inspecting, logistics,

field control and warehousing of materials and equipment on projects.

Purchasing Management Refers to all corporate activities related to asset management (i.e. planning, process

improvement, system integration, etc.)

Raw material Refers to material that is directly utilized for construction (i.e. rebar, ready-mixed concrete,

cement, etc.).




Title:

6 Method 6.1. Project Procurement Plan 6.1.1. The purpose of the Project Procurement Plan is to realize stable material sourcing and cost

reduction. In addition, the plan is a basic standard for detailed procurement strategy.

6.1.2. IPO should complete the Project Procurement Plan before the Kick-Off Meeting (KOM) based on the initial budget (or proposal package) and Material Responsibility Matrix.

6.1.3. For project sites without any IPOs assigned, the CPO and the Site Procurement Team will complete the Project Procurement Plan.

6.1.4. The Project Procurement Plan shall be communicated to Project Quality Manager for him to carry out necessary planning in terms of arranging manpower and resources to carry out inspection and testing in supply partner’s premises in on-site and off-site manufacturing facilities premises. Project Quality Manager has primary responsibility to ensure that the necessary inspection and tests are carried out and certification is obtained from the Customer/his representative to proceed with packing/shipping.

6.2. Purchase Requisitions 6.2.1. The Project Procurement Manager, Engineering Manager or Lead Discipline Engineer shall

classify each total material quantity as per required-at-site dates and request the Site Material Office (or IPO) for purchase. In case when considerable change in its quantity or price is expected due to change order or market conditions, the Site Material Office (or IPO) may request partial purchase, in which lead-time should be considered.

6.2.2. Material Requisition issued by Project Procurement Manager, Engineering Manager or Lead Discipline Engineer shall be approved by Project Manager and be submitted to Project Administration Manager.

6.2.3. The Material Requisition will clearly define the agreed price/rates and include the data referred to within section 6.3.4 below. The material requisition will include: current specifications, design drawings, samples and other necessary documents.

6.2.4. Project Procurement Manager, Engineering Manager or Lead Discipline Engineer should issue Purchase Requisition through the company's IT system with a softcopy of Purchase Requisition sheet approved by the Project Manager. If electronic request cannot be executed, hard copy requisitions are allowed.

6.3. Request for Quotation (RFQ) 6.3.1. The Buyer will develop the Bidder List within the following supplier categories. Non-

registered suppliers will be assessed and registered in accordance with the IMP-009 Management of Supply Partners Procedure.

• Samsung C&T registered companies,

• Companies that have supply records,

• Companies that are recommended by clients and subcontractors

6.3.2. The request for quotation must include all information pertinent to the required product in unambiguous manner. This shall include:




Title:

Category Requirement

Client

relevant main contract extracts, relevant technical related extracts, Q-HSE requirements e.g. specifications, mock ups/samples, environmental

impact assessment, Legal and other requirements.

Quality

inspection, test and any validation requirements (including manufacture and site installation),

other certification required, SAMSUNG C&T Quality Policy SAMSUNG C&T Project Quality Plan if available

Health, safety and

environmental

any specific requirements including any safe purchase requirements such as maximum permitted noise and vibration levels (plant, tools and equipment etc), standards for personal protective equipment/rescue equipment and certifications for monitoring related equipment (e.g. noise, dust, gas),

any sustainability requirements such as LEED/ESTIDAMA, any sustainable procurement requirements such as FSC timber, ozone

depletion material prohibitions etc, SAMSUNG C&T HS & E Policies SAMSUNG C&T project HSE Plan if available, SAMSUNG C&T polices relating to HSE e.g. drugs and alcohol.

Organisation and

competence

any requirement/approvals for key management personnel, any specific training, competence and/or organisational reporting requirements

for staff e.g. Management/Q-HSE personnel/special process related staff, plant operators/other high (HSE) risk personnel.

Product details

design input criterion, drawings and registers, bills of quantities, proprietary items; catalogue/reference type etc, value engineering requirements required/reference standards (BS/ISO/ASTM etc) and/or any other technical

reports/supporting information.

Other

SAMSUNG C&T Q-HSE requirements including rights to inspect and audit. delivery requirements/programme milestones. details of tender submission conditions and requirements. SAMSUNG C&T standard/special terms and conditions.

Table 1 – information needed to include in a request for quotation

6.3.3. For RFQ solicitation, the Buyer must receive quotation documents from at least two suppliers with the same terms and conditions.

6.3.4. Non competitive or sole source bidding may occur under the following circumstances:

• If the last purchase date is within 3 months, and same terms and conditions are applied with the same supplier (not applicable when 6 months have passed since the first purchase of the item)

• If the item cannot be provided by other suppliers (i.e. patent, utility/design patent, exclusive item, etc.)

• If the supplier is designated by client and that supplier replacement or change is not possible

• If there is no supplier that is comparable in terms of technology and facility perspectives

• If it is necessary due to certain security & confidentiality related issues

• If it is necessary due to urgent repair and maintenance issues




Title:

• In case of quantity distribution for unit price contract suppliers

• In case the supplier and its conditions are approved before project award

6.4. Quotation Receipt and Opening 6.4.1. The Buyer should discuss the opening quotation arrangements with the Head of

Procurement division (Project Planning Manager or Project Administration Manager in case of on-site procurement) about the "Solicitation Plan" in the following cases:

• If the budget per RFQ package exceeds US$3,000,000,

• other special cases (e.g., client-designated supplier, urgent delivery, etc.)

6.4.2. Quotations should be received by SAMSUNG C&T as determined within the request for quotation with respect to the receipt method (envelope, e-mail, fax etc), date and timing.

6.4.3. Under a sealed bidding solicitation plan, receipt of RFQ's via E-mail is not permitted. However, E-mail may apply to other methods of solicitation in the following circumstances only:

• If receipt of quotations via the Internet e-Procurement is not possible

• If the CPO provides approval

6.4.4. Unless otherwise stated and approved by the Head of Procurement division (Project Planning Manager or Project Administration Manager in case of on-site procurement) all received quotations should be opened simultaneously by the head of procurement division via e-Procurement system. In case of using the off-line approach, the quotation should be opened by the witness of at least 3 people including the head of procurement division, officially signed and registered in the IT system.

6.4.5. For those items that are agreed through the unit price agreements do not require separate the RFQ process and can be simply purchased at the agreed unit prices.

6.4.6. After opening a quotation, the buyer should compare product specifications and pricing with the formats provided under the RFQ package.

6.4.7. The Q-HSE related submittals will be passed to suitably competent personnel (Divisional and/or Q-HSE Management Division) for review and assessment.

6.5. Sub Contract Agreements 6.5.1. Sub contract agreements are generated on the same/similar principles as purchase

requisitions and are generated where there is a requirement for the Supply Partner to provide/include services such as design, drawing, installation maintenance etc.

6.5.2. The subcontract agreement may be generated using generic legal forms which can be completed by interested parties these may be specific to the relevant market location norms and or may be specifically developed by SAMSUNG C&T Purchasing Division in consultation with the SAMSUNG C&T legal department and/or an independent law firm/consultant.

6.5.3. Upon appointment of Supply Partners a copy of all subcontract agreements, purchase Orders, letters of intent and any other purchasing related documents/agreements will be maintained by the Project Director/Manager or the appointed representative thereof and will be made available to the Project Quality Manager/HSE Manager upon request.

6.5.4. Where determined within the terms and conditions of the contract any necessary Supply Partner and/or product approvals will be sought from the Customer and/or their appointed representatives.




Title:

6.6. Pre-start Review 6.6.1. Prior to commencement of each supply partner activities (off site manufacture and/or site)

and with a due allowance period of time for addressing any deficiencies that may be identified, the respective Project Quality Manager/HSE Manager will review the status of the supply partner preparation in accordance with form IMP-002-F01 Technical Bid Evaluation. The review must include the supply partner Q-HSE management staff as a minimum. Records of the review will be issued to the supply partner and interested parties within SAMSUNG C&T including the Project Manager/Director and all senior management.

6.6.2. The respective Project Quality Manager/HSE Manager will actively expedite any issues which may jeopardize the proposed supply partner start date ensuring that the Project Director/Manager is kept informed of the situation. Such issues include:

• Failure to obtain approval for:

− Project Quality Plan,

− Project HSE Plan,

− competence of proposed key personnel,

− Method Statements for initial works,

− Inspection and Test Plans for initial works (including off site manufacture)

− risk/impact assessments for initial works,

− proposed inspection and test authority (of supply partner)

− failure to provide necessary no objection certificates (NOC) from local authorities

6.6.3. Note that the review should consider any necessary Customer related and other external approvals.

6.6.4. The Project Quality Manager/HSE Manager will inform the Project Director/Manager of the Q-HSE prestart status in the event that any of the key submissions are likely to affect the proposed start date. The Project Director/Manager will investigate and take the necessary action to eliminate/mitigate any potential delay.

6.7. Technical services 6.7.1. The Engineering Manager/Technical Manager will establish a communication and review

infrastructure in order that the quality and progress of the product can be monitored and managed against the requirements.

6.7.2. The Engineering Manager/Technical Manager will ensure that the necessary planning is carried out and documented in order that progress and quality can be monitored and measured during planned reviews and/or meetings.

6.7.3. The Engineering Manager/Technical Manager will ensure that detailed records of all reviews and any other related issues are maintained in accordance with SAMSUNG C&T requirements/procedures.

6.7.4. In the event of deviation from the specified requirements by a supply partner then the Engineering Manager/Technical Manager will ensure the necessary corrective actions are agreed with the supply partner and implemented.




Title:

6.8. Site construction and off site manufacture 6.8.1. The Project HSE Manager will ensure that all supply partners comply with the requirements

set out in the SAMSUNG C&T Project HSE Plan. Additionally they will be provided with the SAMSUNG C&T Standard Work Procedures (SWP) which will be deemed to be the minimum standards unless otherwise defined within the Project HSE Plan. (Project Quality Manager will ensure that all supply partners comply with the requirements set out in the SAMSUNG C&T Project Quality Plan)

6.8.2. Notwithstanding the above supply partners are ultimately responsible for the management and effective implementation of their HSE management systems and it should be clearly stated that any HSE documents provided by SAMSUNG C&T or under the contract does not relieve the supply partner of their duties and obligations in respect to HSE management.

6.8.3. The Project Quality and HSE Departments under the direction of their respective Managers will conduct the necessary quality control (QC) and HSE inspections to enable them to verify the supply partner Q-HSE performance. Quality control inspection and testing will include off site manufacturing facilities where defined within the Project Quality Plan and/or the relevant Inspection and Test Plans.

6.8.4. The output of such inspections will include those defined below:

• Inspection and test reports and checklists

• Verification of hold and witness points including requests for inspections Joint inspections (SAMSUNG C&T, and supply partner (may include Customer)

• Nonconformity reports

• Corrective/preventive action requests

• Warning/improvement notices

• Meeting minutes or

• General correspondence

6.9. Traffic and Logistics 6.9.1. The Traffic Coordinator under the supervision of Project Procurement Manager (PPM) will

provide routing, coordination and documentation for shipments of Equipment and Materials from Vendor’s shops to the Jobsite.

6.9.2. The Forwarder shall establish overall shipping and transportation program for the cargo including followings;

• World wide organization and communication channel

• Ocean transportation plan

− Using liner vessel or chartered vessel

− Sailing route including loading/discharging port

• Discharging plan

6.9.3. Samsung will receive all shipping and commercial documents prior to vessel arrival, scrutinize the received documents on completeness and correctness, and will notify the Customs Coordinator who shall perform customs clearance.




Title:

7 Records 7.1. General

7.1.1. All records pertaining to purchasing will be retained in accordance with IMP-001 Document and Records Control procedure.

8 Associated Forms & Templates F01 Technical Bid Evaluation

F02 Material Inspection and Receiving report


RFP Number: Package Title: Date: Revision: Rev00

Technical Bid Evaluation

Contract Pricing Type: □ Lump Sum □ Unit Price □ Multiple Pricing □ Other

Technical Summary Scope of Work Description

Bidders Evaluated

Alternative Proposals (If any)

Review Criteria Used

Summary Comments

Final Recommendation

APPROVAL SIGNATURES NOTE: Approval signatures may varying depending on project requirements

ORIGINATOR ENGINEERING MANAGER

PROJECT MANAGER

Print Name: Print Name: Print Name: Signature: Signature: Signature: Date: Date: Date:

PROJECT ENGINEER CONSTRUCTION

MANAGER OWNER (IF

REQUIRED)

Print Name: Print Name: Print Name: Signature: Signature: Signature: Date: Date: Date: IMP-008-F01 (1/2)


RFP Number: Package Title: Date: Revision: Rev00

Technical Bid Evaluation

Detailed Analysis

ITEM Description Units SOW/Spec. Requirement(s)

BIDDER A [ON:ADD NAME]

STATUS (See

Notes)

BIDDER B [ON:ADD NAME]

STATUS (See

Notes)

BIDDER C [ON:ADD NAME]

STATUS (See

Notes) COMMENTS

1.0 Compliance with Scope of Work

1.1

1.2

1.3

1.4

2.0 Review Bidders Technical Exceptions/Deviations/Qualifications - Resolutions If Any

2.1 Scope of Work

2.2 Technical Specifications

2.3 Data Sheets

2.4 Drawings

2.5 Document Submittal Requirements

2.6 Quality Requirements

2.7 Owner /Samsung C&T Provided material/permits

3.0 Review of Alternative Bids (If Any)

……

IMP-008-F01 (2/2)


Material Inspection and Receiving Report 1. PROJECT::

2. SUPPLIER:

3. DELIVERY DATE:

4. DELIVERY ORDER NO.:

5. PAYMENT TO BE MADE BY □ Project Office □ Regional Head Office □ Head Office, Seoul, South Korea

ITEM NO. ITEM DESCRIPTION QUANTITY UNIT UNIT PRICE AMOUNT

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INSPECTION RESULT □ Received in correct quantity and good condition

□ Discrepancy in quantity and/or specification

□ Received in damaged condition

Discrepancy / Damage Report

Received & Inspected by Checked by Approved by

Name: Position: Name:

Position: Name: Position:

IMP-008-F02

9.3 Ref.5 Procedures for suppliers and subcontractors

Please refer to the attached answer Form HSE - 9.1 Ref.9

- 24 -

3. Registration Evaluation &Re-evaluation

Materials, Equipment, and Logistics (Overseas vendors)

Mega Process

Procedure

- 25 -

Menu PathVendor Mgmt > Material Supplier[Overseas] > Registration Evaluation (1/4)

Submitter

Program SummaryCheck registration (evaluation) of overseas material vendors. Registration (evaluation) is available when vendors have first registered or vendor information has been updated after evaluation completed.

[User]Representatives of Suppliers

[Directions][Search] Check candidates of

Registration Evaluation[Submit] Apply registration approval

of selected vendor [Close] Exit current page• Detailed directions

Save ‘Business Unit’ before clicking ② Evaluation buttonMove to registration evaluation sheet search page. If saving registration evaluation, score will appear before approval request. Confirmed score after approval. Evaluation sheet will open when score is clicked. Vendor detail Info. Page will pop up if company name is clicked.

System Processing ProceduresMega Process Vendor Mgmt

Procedure

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Menu PathVendor Mgmt > Material Supplier[Overseas] > Registration Evaluation (2/4) : Search Evaluation Sheet

Submitter

Program Summary Select the registration evaluation sheet for overseas material vendors


[Directions][Close] Exit current page

• Detailed directionsClick evaluation icon under registration evaluation. It is linked to registration evaluation sheet searching page.

Categories of Evaluation Sheets:Click the line in accordance with the supplier’s Main Business Type (Choose between Manufacturer and Distributor/Rental/Logistics)


Procedure

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Menu PathVendor Mgmt > Material Supplier[Overseas] > Registration Evaluation (3/4) : Regular registration (evaluation)

Submitter

Program Summary Registration (evaluation) of overseas material vendors (General)


[Directions][Sheet select] Move to search for evaluation sheet[Save] Save the evaluation results[Close] Exit current page

• Detailed directionsClick the general registration evaluation sheet, which links to the evaluation sheet page.Vendor registration information regarding each evaluation category.Score scale regarding each category distributed. Evaluation score can’t be selected.Click Save to complete evaluation.


Procedure

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②③

④

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Menu PathVendor Mgmt > Material Supplier[Overseas] > Registration Evaluation (4/4)

Submitter

Program Summary Approval Request for registration evaluation of overseas material vendors


[Directions][Search] Check candidates of

Registration Evaluation[Submit] Request for evaluation approval of selected vendor [Close] Exit current page• Detailed directions

When registration evaluation is saved, score will appear before approval. The score will show up in the Score column upon approval.

Select company for approval. Request for approval of evaluation to Part leader will pop up. This will interface to my single approval.Score will appear upon approval. Evaluation sheet will show up if the score is clicked.Approval status: Proceed/ Approve/ Reject/ Cancel


Procedure

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ㅇ Approver : Head of IPOor site managersor part leaders of purchasing team

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Menu PathVendor Mgmt > Material Supplier[Overseas] > Registration Evaluation (1/1) : Re-evaluation

Submitter

Program Summary Re-evaluation after information update for overseas material vendors (General)


[Directions][Company Information] Update application information[Evaluation] Proceed with re-evaluation

• Detailed directions[Company Information] Upon finding the vendor, click on the vendor name. Save after completing update.[Registration Evaluation] Follow same steps as #1 to process re-evaluation after searching the vendor.


Procedure

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②

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②



Form PE – 10.1

Plant & Equipment


Project:

Page of Pages

Provide details of major construction plant & equipment owned or on long term lease by the Applicant which will be utilised on the Project being applied for.

Ref Plant & Equipment Type No. to be Utilised

Current Location (Country)

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Form PE – 10.1

Plant & Equipment

To be completed by Contractor or by all Partners.To be completed for all Projects being applied for


Project:

Page of Pages




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American Bridge Holding Company 18, Oct. 2014Sharq Approach & Bridge Contract

1 1

Crawler Cranes 15 USA , ARUBARough Terrain Cranes 9 USA

Push Boats 7 USA , ARUBA, ST KITTS

Barges 5 USAPontoons 91 USA

Compressors 35 USA, ARUBA , ST KITTS

Welding Machines 95 USA, ARUBA , ST KITTS

Heavy Trucks 25 USALight Trucks and Autos 134 USA,ARUBA ST KITTS

Pile Hammers 11 USA, ARUBAS1 120t Stiffleg Derrick 3 USACable Spinning Units 2 USA

Heavy Trailers 21 USAClam Buckets & Grapples 7 USA, ARUBA

Concrete Finishers 5 USAHoist Engines 15 USA

Fork Lifts & Telehandlers 17 USA , ARUBABoom & Bucket Trucks 2 USA

Generators 6 USA, ARUBA

Examples of Equipment on American Bridge Projects

Marine Equipment Queensferry Crossing Scotland

Floating Batch Plant Tappan Zee Bridge New York, United States

Marine Equipment Tappan Zee Bridge New York, United States



Form PE – 10.1

Plant & Equipment

To be completed by Contractor or by all Partners.To be completed for all Projects being applied for


Project:

Page of Pages




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AlJaber Engineering 18, Oct. 2014Sharq Approach & Bridge Contract

1 1

Tipper Trucks (19m3, 23m3, 32 m3) 212 QatarArticulated Dump Trucks 16 QatarLoaders / Uni-Loaders 81 Qatar

Excavators 130 QatarTankers (Water & Diesel) 28 Qatar

Rollers 52 QatarCompactors 66 Qatar

Graders 17 QatarBulldozer 14 Qatar

Back Hoe (JCB) 21 QatarTrailer (Low Bed ,Flat Bed, Breakdown) 22 Qatar

Mobile Cranes 22 QatarTower Crane 3 Qatar

Man Lift, Forklift & Self Loaders 36 QatarGenerators 166 Qatar

Dewatering Pump 156 QatarWelding Machines 27 Qatar

Air Compressor 19 QatarConcrete Mixer, Transit Mixer 18 Qatar

Trenchers 7 Qatar

SL. # DESCRIPTION TOTAL

1 LIFTING EQUIPMENT 61

1.1 Mobile Crane 22

1.2 Tower Crane 3

1.3 Man Lift 3

1.4 Forklift 14

1.5 Self Loader 19

2 EARTHMOVING EQUIPMENT 637

2.1 Bulldozer 14

2.2 Back Hoe (JCB) 21

2.3 Excavator 130

2.4 Loader 55

2.5 Uni Loader 26

2.6 Tankers (Water & Diesel) 28

2.7 Roller 52

2.8 Compactor 66

2.9 Grader 17

2.10 Tipper Truck 19m3 127

2.11 Tipper Truck 23m3 39

2.12 Tipper Trailer 32m3 46

2.13 Articulated Dump Truck 16

3 TRANSPORT EQUIPMENT 22

3.1 Trailer (Low Bed & Flat Bed) 19

3.2 Breakdown 3

4 OTHERS 424

4.1 Generator 166

4.2 Concrete Mixer 17

4.3 Air Compressor 19

4.4 Dewatering Pump 156

4.5 Welding Machines 27

4.6 Power Screen & Vibratory Screen 17

4.7 Crusher & Batching Plant 13

4.8 Transit Mixer 1

4.9 Trenchers 7

4.10 Clampshell 1

1,144

SUMMARY OF PLANT & EQUIPMENT

GRAND TOTAL



Form FCF – 10.2

Fabrication & Casting Facilities


Project:

Page of Pages Fabrication Facilities Provide details of fabrication facilities which will be utilised on the Project being applied for.

Ref Fabrication Facilities & Country of Location Details of Proposed Utilisation

1

2

3

4



5

Casting Facilities Provide details of casting facilities which will be utilised on the Project being applied for.

Ref Casting Facilities & Country of Location Details of Proposed Utilisation

1

2

3

4

5

Supplement to Form FCF 10.2 – Fabrication & Casting Facilities We would envision that any major casting would be undertaken at a purpose built facility operated by the joint venture partners. The partners have extensive experience operating such facilities. Examples include (for ABI): Queensferry Crossing Precast concrete deck components for the bridge Location: Rosyth, Scotland Operator: Forth Crossing Bridge Constructors (American Bridge – 28%) Woodrow Wilson Bridge Precast segmental trapezoidal shapes for the piers Operator: Potomac Constructors Ltd. (American Bridge -33%) Location: Potomac, Maryland, USA.

Tappan Zee Bridge Pilecaps, deck segments Operator: Coastal Precast Systems Location: Chesapeake, VA, USA

Chesapeake Bay Bridge Deck segments Location: Sparrows Point, Maryland, USA Operator: American Bridge Company



Form PCR – 11.1

Parent Companies & Relationships


Project:

Page of Pages

Ref Question Yes No

1 Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent company and the ultimate parent company (if applicable) together with details of the percentage shareholding

2 Is your company affiliated or associated with any other company which would be capable of tendering for the Project being applied for? If ‘Yes’ provide the name and registered office address



Form PCR – 11.1


To be completed by Contractor or by all Partners. To be completed for all Projects being applied for


Project:

Page of Pages

Ref Question Yes No

1

Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent company and the ultimate parent company (if applicable) together with details of the percentage shareholding

2Is your company affiliated or associated with any other company which would be capable of tendering for the Project being applied for? If ‘Yes’ provide the name and registered office address

18, Oct. 2014American Bridge Holding Company

Sharq Approach & Bridge Contract1 1

V

V



Form PCR – 11.1


To be completed by Contractor or by all Partners. To be completed for all Projects being applied for


Project:

Page of Pages

Ref Question Yes No

1

Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent company and the ultimate parent company (if applicable) together with details of the percentage shareholding

2Is your company affiliated or associated with any other company which would be capable of tendering for the Project being applied for? If ‘Yes’ provide the name and registered office address

18, Oct. 2014AlJaber EngineeringSharq Approach & Bridge Contract

1 1

V

V

Sharq Approach & Bridge Contract No Yes No No Yes Yes Yes

Documents

Transcript of Sharq Approach & Bridge Contract No Yes No No Yes Yes Yes