Progress Report

Monthly Progress Report No. 2

Kuwait Oil Company Ahmad Al‐Jaber Oil & Gas Exhibi on Ahmadi

CONTRACT NO. 12050640 | October 2012

Designing for Life

2

CONSTRUCTION OF AHMAD ALCONSTRUCTION OF AHMAD AL--JABER OIL & GAS EXHIBITION, AHMADIJABER OIL & GAS EXHIBITION, AHMADI Progress Report No. 02 October 2012

Table of Contents 1. EXECTUIVE SUMMARY 1.1 FPLS Par culars

1.2 Overall Key Performance Indicators of Time and Cost

2. PROJECT SUMMARY 2.1 Project Profile

2.2 Scope Statement

2.3 Project Stakeholders

2.4 Project Organiza on Structure

3. PROJECT SUMMARY 3.1 Scope Management

3.2 Time Management

3.3 Cost Management

3.4 Quality Management

3.5 Human Resource Management

3.6 Communica on Management

3.7 Risk Management

3.8 Procurement Management

3.9 Safety

4. APPENDICES 4.1 Project Organiza on Structure

4.2 CMC’s Organiza on Chart

4.3 Contractor’s Organiza on Chart

4.4 Earned Value Charts

4.5 FPLS Budget Breakdown

4.6 NCR Log

4.7 JSI Log

4.8 Mee ngs Log

4.9 Risk Register Log

4.10 SVR Log

4.11 KOC Visitors Log

4.12 Project Monthly Report (PMR)

4.13 Photographs

October 2012

1 EXECUTIVE SUMMARY

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1. EXECUTIVE SUMMARY The major progress observed during the month of October for both FPLS and CMC contracts are

as follows:

Site preparation and temporary site offices and facilities Excavation 1st stage of main building Completion of site fencing and fence realignment around substation Completion of Project Signs

While the major issues and concerns can be summarized as below:

Lack of quality and safety implementation on site due to non-availability of Contractor’s QA/QC and HSE Managers.

Slow progress of establishing temporary site offices and site facilities due to lack of resources and manpower. Incomplete Contractor’s site staff and project’s resources in general. Delay in obtaining approval on Submittals & Procurement logs, Execution Plan and construction schedule Delay in submission of Training Manager. Delay in obtaining approval of major subcontractors Contractor has not taken the necessary initiatives to solve many problems raised since the

commencement date. 1.1 FPLS Particulars

PROJECT DETAILS

Project Title Ahmad Al– Jaber Oil & Gas Exhibition Ahmadi

Location Located in the North East sector of Ahmadi Township and is accessed from the main Fahaheel Ahmadi high-way 212

Plot Area 65,120 sqm

Floor Area 8,800 sqm

OWNER

Company Kuwait Oil Company

Company’s Superintendent Team Leader XIII

CONSTRUCTION MANAGEMENT CONTRACTOR

CMC Dar SSH in association with Projacs International

Exhibition Consultant Event Communication Ltd.

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1.2 Overall Key Performance Indicators of Time & Cost

CONSTRUCTION CONTRACTOR

Main Contractor Mohd. Abdul Mohsen Al-Kharafi & Sons (MAK)

Sub-Contractor Refer to the Organization Chart

FPLS TIME PARTICULARS

FPLS Duration 1003 days

FPLS Commencement Date 26 August 2012

FPLS Completion Date 25 May 2015

Portion 1 Duration 638 days

Portion 1 Commencement Date 26 August 2012

Portion 1 Completion Date 25 May 2014

Portion 1A Duration 456 days

Portion 2 Duration 12 months

Portion 2 Commencement Date 26 May 2014

Portion 2 Completion Date 25 May 2015

FPLS FINANCIAL PARTICULARS

Original Construction Budget KD 18,186,655.000

Portion 1 Budget KD 15,620,194.520

Portion 1 A Budget KD 1,113,360.480

Portion 2 KD 853,100.000

Provisional Sum KD 600,000.000

Portion 1A Commencement Date 26 August 2012

Portion 1A Completion Date 24 November 2013

PERFORMANCE INDICATORS KD % REMARKS

PV Planned Value KD 334,671.100

EV Earned Value KD 145,300.537

SV Schedule Variance (EV-PV) KD (-) 189,370.562 Delayed

SPI Schedule Performance Index (EV/PV) 0.434 < 1.0 Delayed

PC Planned Cost KD 522,305.650

AC Actual Cost KD 0.000

CV Cost Variance (EV-AC) KD 145,300.537

CPI Cost Performance Index (EV/AC) ∞ No Cost

October 2012

2 PROJECT

SUMMARY

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2. PROJECT SUMMARY

2.1 Overall Key Performance Indicators of Time & Cost

The Ahmad Al-Jaber Oil & Gas Exhibition is a landmark building with a floor area of approximately 8800 square meters over basement, ground, first floor and gallery levels. The building form is circular and rises to a viewing tower floor approximately 16 meters from ground floor level and will provide a focal point to the area. The Works include 250 car parking spaces, VIP parking, disabled parking, staff parking and a coach park for 20 vehicles.

The Works include a separate children’s play area themed on oil, full security measures to enter and leave the Site with electronic barriers, road bollards and CCTV surveillance. Standalone electrical substation, chiller compound and LPG and cryogen tank store.

Project also includes new Electrical Substation for feeding the building with power.

2.2 Scope Statement The scope of execution and completion consists of (3) portions: Portion (1) is the construction and completion of Exhibition Building including civil works; structural works; architectural works including finishes; fittings and furnishings (FF&E); conveyance system; mechanical works including HVAC; electrical works including structured wiring, audio-visual and security; external works; all associated service buildings; all utilities and off-Site connections; exhibition works including displays, software production and film production; inspection; pre-commissioning; commissioning, testing and performance testing. Portion (1A) is the execution and completion of the substation and all associated works including but not limited to incoming electrical mains; permanent power supply and connections; the service tunnel from the substation to the exhibition building; construction of the substation building; all mechanical and electrical installations; all complete in all respects; plus the operation and maintenance of Portion 1.A for an initial period of eighteen (18) months. Portion (2) is the operation and maintenance works of Portion (1) for 12 months staring from the substantial completion which shall be done in two parts; Part one for building and its external works, and Part (2) for Exhibition Works by the Exhibition Subcontractor.

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2.3 Project Stakeholders

The Company: Kuwait Oil Company Construction Management Contractor (CMC): SSH International in association with Projacs international Exhibition Consultant: Event Communications Ltd Construction Contractor: Moh’d Abdulmohsen Al-Kharafi & Sons (MAK)

2.4 Project Organization Structure

The overall project organization structure for main stakeholders of the project is annexed to this report Appendix-1

October 2012

3 PROJECT DETAILS

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3. PROJECT DETAILS

3.1 Scope Management

Project scope management is primarily concerned with defining and controlling what is included in the project for successful completion and functioning of the facility for final taking over by End User (The Company) in accordance with time schedule and allocated budget.

3.1.1 Scope Planning Based on the contractual key dates, constraints and major milestones stated in contract and with respect to the Company requirements, the fast track construction approach shall be implemented by Construction Contractor during his execution and completion of the project. The construction site shall be planned to be divided to zones / areas. This approach has been conveyed to Contractor’s planning team for dividing site into zones/ Areas. The Contractor’s proposal as such; Raft foundation of the main building to be divided into two parts, the water tanks rooms and the rest of the main building. Ground floor foundation also to be divided into two parts equally. The activities of each zone shall be incorporated in construction time schedule for effective controlling, monitoring and tracking. Contractor will submit full detail construction schedule soon based on zoning the construction site. The final full detailed schedule not yet submitted as of 25-Oct-12. 3.1.2 Work Breakdown Structure (WBS) Scope of construction works has to be broken down into manageable levels of work packages/ activities for effective coordination, control and facilitate the project’s time, cost, quality, procurement and risk. WBS is part of baseline plan and it has to be approved during the mobilization period.

As per the submitted Contractor’s Project Execution Plan, WBS hierarchy composed of (9) tasks that can be completed independently and each task is broken down to maxi of (7) levels. WBS will be considered as important document for loading the schedule with cost and resources. As of today Contractor failed to obtain final approval on WBS from CMC and the Company. 3.1.3 Scope Control Subcontracting specific categories of project’s works as per the contract requirement is an important step to define scope and to create WBS for the baseline plan.

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The subcontractor’s plan is very important to define the scope of each subcontractor involved in the project and what deliverables have to be met according to contract millstones.

The delay in submitting major subcontractors is creating impact on time schedule and delaying scope defining and control. CMC and the Company repeatedly conveying its concerns to Contractor in all meeting and discussion as well as such reminders issued urging Contractor to submit subcontractors ASAP.

3.1.4. Labor & Equipment Usage

Since the contractor has failed to obtain the approval on the full detailed schedule, accordingly resource loading schedule and manpower histogram/ labor usage are not provided in this report.

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3.2 Time Management

The following section reports the current schedule status, provides information on schedule performance and also alerts the project team to issues that may cause schedule performance problems in the future, if any.

3.2.1 Summary of Work Progress Following the last month updates, Contractor has completed site fencing with realignment around substation site, almost completed sign boards, reached 75% of completion of temporary site offices installation and completed 1st stage excavation at main building.

In general, progress rate is behind schedule for temporary site facilities, construction activities and submitting contract requirements.

The major delayed items are; submittal log, procurement log, WBS, PMS & weightage, full detailed schedule, cost loading schedule, Subcontractor’s Plan, Project Execution Plan and many more. 3.2.2 Schedule Baseline Till the cutoff date of current report, Contractor failed to resubmit the construction baseline schedule on 21-Oct-12 as per his deadline given in weekly progress meeting no. 8 held on 14-Oct-12. 3.2.3 Schedule Updates Since there is no approved construction schedule, the updates cannot be run on reject-ed schedule Therefore, 3-month-look-ahead schedule is being used as unofficial tool to monitor the construction activities in the short term till the full detailed schedule is finalized and approved. The following Time Performance Indicators are estimated:

Earned Value Charts are annexed to report Appendix - 4

TIME PERFORMANCE INDICATORS

Original Time for Portion 1 638 days

Original Time for Portion 1A 456 days

Time Elapsed 61 days


PV Planned Value KD 334,674.100

SV Schedule Variance (EV-PV) KD (-) 187,370.562 Delayed

SPI Schedule Performance Index (EV/PV) .434 <1.0 delayed

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3.2.4 Delay Analysis

The major causes of delay as of 25-Oct-12 are as follows: Delay in obtaining the approval on major Subcontractors. All contract requirements are not submitted on time such as; Contract Execution

Plan, submittals logs, procurement logs and subcontractor’s Plan. Full detail construction schedule, WBS, weightage and cost loading schedule not

finalized and approved yet. Temporary site offices and facilities are delayed. Lack of key site staff and project resources. 3.2.5 Recommendation The CMC is taking the corrective action by processing the submittals and actioning them in the shortest time possible in order to help Contractor to recover his own delay caused by him due to lack of contract administration and resource management.

CMC is continuing directing the Contractor during the weekly progress meetings and through correspondence to rectify his defaults and urge him to resubmit all major subcontractors.

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3.3 Cost Management

The following section reports cost performance against cost baseline and display variance analysis and records changes. It also reports the factors that create such changes and presents recommendations on how to bring expected cost overruns within acceptable limits.

3.3.1 Cost Budgeting The budget will be managed according to approved WBS and PMS (Weightage) cost loaded schedule in order for the Company and CMC to manage the financial performance of the project. The Baseline Budget for FPLS and CMC are as follows:

FPLS budget breakdown is annexed to report Appendix-5 3.3.2 Cost Changes This section will highlight all committed changes. It will only include approved changes/variations. No approved cost changes observed as of 25-Oct-12.

FPLS Baseline Budget


Portion 1 Budget KD 15,620,194.520

Portion 1A Budget KD 1,113,360.480

Portion 2 KD 853,100.000


CMC Baseline Budget


International Project Management KD 583,245.000

Contractor KD 531,923.600

Event Consultant KD 438,855.750

Others Services KD 225,216.500


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3.3.3 Cost Control This section will cover the integrated change control and managing the cost overrun or cost saving. No potential claims or variation are observed during the month of October 2012.

3.3.4 Cost Monitoring The Cost Performance Indicators for the month of October estimated as follows:

3.3.5 Cost Forecast

COST PERFORMANCE INDICATORS

KD

%


AC Actual Cost 0.00 No spending

SPI Schedule Performance Index (EV/PV) 0.434

CPI Cost Performance Index (EV/AC) ∞ No Cost

FPLS - COST PERFORMANCE INDICATORS

KD

EAC-Estimate at Completion for Portion 1 KD 15,620,194.520

EAC-Estimate at Completion for portion1A KD 1,113,360.480

EAC Estimate at Completion for Portion 2 KD 853,100.000


EAC Estimate at Completion( w/ PS) KD 18,186,655.000

CMC – COST PERFORMANCE INDICATORS

KD

EAC-Estimate at Completion CMC ( w/PS) KD 1,779,240.850


EAC Estimate at Completion ( w/ PS) KD 1,957,164.935

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3.3.6 Payment Status

FPLS Payment Status

CMC Payment Status

ADVANCE PAYMENT KD STATUS

1. Advance Payment Portion 1&1A (3%) KD 502,006.650 Submitted, under review

2. Advance Payment Portion 1&1A (4%) KD 669,342.200 Not due

3. Advance Payment Portion 1&1A (3%) KD Note due

Stage Payment KD Status

Not Submitted yet 0.00 N/A

MONTHLY PAYMENT KD STATUS

Payment 1 August 2012 KD 1,412.280 Initial Processing

Payment 2 September 2012 KD 24,472.320 Initial Processing

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3.4 Quality Management

The following section reports specific project quality performance to determine whether they comply with relevant quality standards and identify ways to eliminate causes of unsatisfactory performance. The site quality management procedures to control quality standards can be summarized as follows:

Approve the different types of submissions as per contract, project quality standards and approved quality plan. Ongoing site supervision, monitoring, reporting, and recommendations for remedy

actions. Random quality inspections. Conduct preconstruction meetings prior to start of any site activity Conduct regular construction meetings. Check lists actioning. Snag list preparation and follow up Issuing quality deficiency related to NCRs and JSIs and following up on relevant

action. Substantial completion outstanding works and snagging follow up Final hand over Noncompliance notices (NCR) and job site instructions (JSI) have been issued to Contractor regarding deviations and unsatisfactorily workmanship carried out during the month of October 2012. Tables of NCR’s and JSI’s are annexed to this report Appendix-6 and 7 respectively.

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3.5 Human Resource Management

The purpose of this section is to assist in forecasting whether future human resources are required for the project or not, based on information from performance reports such as schedule and cost control, etc. Following last month updates, CMC has completed its establishment requirement by deploying key personnel to construction site for handling the assigned Management Services commenced on 26-Aug-12. Replacement of lead Structural Engineer has occurred during this month The contractor’s key personnel not deployed in full although repeated instructions issued to him to fulfill his contractual obligations. The non-availability of HSE and QA/QC Managers on site still affecting the progress of work and it considered as major cause of delay to related activities. Meanwhile a shortage of Contractor’s manpower and other resources are also impacting the time schedule of construction and may lead to potential overall changes. 3.5.1 Organization Chart of the Project Parties The Organization Structure of CMC and Construction Contractor are annexed to this report Appendix-2 and 3 respectively.

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3.6 Communication Management

The following section records and documents key contract administration paper work including correspondences, meeting minutes, submittals and transmittals that occurred during this reporting period. Following the last month updates, CMC in process of adopting and implementing professional software for document controlling and archiving that will make the communication among the Company and CMC run seamlessly and effectively for quick decision making and actions. Our Weekly , Bi-Weekly, Monthly , Potential Claims, Risk & Mitigation reports are part of project communication issued to KOC periodically for monitoring and tracking the progress, status and forecasts of time, cost and quality performance and deviation versus baselines plan. The Project Manager will take a proactive role in ensuring effective communications among all parties of project and to ensure that information and data are conveyed to the Company and Contractor on timely manner. Meetings log is annexed to this report Appendix-8

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3.7 Risk Management

Following section identifies major risks which are currently influencing or may influence the Project time, cost, quality and scope. Immediate actions must be taken to avoid negative and severe consequences. 3.7.1 Risk Register The Risk Register log annexed to report Appendix-9 is tabulating the identified critical risks with immediate actions and suggested responses. The Risk Register is continuing to be important documents during the life of project and as documented lessons learned. 3.7.2 Risk Monitoring and Control CMC is reporting the major identified project risks in relevant monthly reports. CMC will also carry over an integral risk management process which shall incorporate the following: Risk Identification Risk magnitude and assessment Risk probability and assessment Risk impact on project Recommendation Some of the current risks are summarized below: Slow progress in installing temporary site facilities Delay in fulfilling contractual requirement Poor performance Delay in obtaining approval on major subcontractors Relevant mitigation measures were implemented to reduce the impact on the project.

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3.8 Procurement Management

The following section provides documentation of all subcontractors approved by the Company and the procurement plan including the procurement log of long lead materials and equipment. A tabular listing purchase orders issued to date including the status of each PO. 3.8.1 Contract Planning Following the last month updates, the Contractor shall obtain the approval of major subcontractors in order to identify the special scope of involved subcontractors and incorporate their scope in full into the detailed construction schedule.

The process of selecting subcontractors for specific categories of works is subjected to special criteria adopted by the Company and as per Approved List of Contractors.

As of cutoff date of this report, the subcontractor’s Plan and major subcontractors are not approved.

3.8.2 Contract Administration The following contracts will be administered during the course of contract:

FPLS CONTRACT

Original duration of Portion 1 638 days

Original duration of Portion 1A 456 days

Original duration of Portion 2 12 months

Date of Enterprise 22 July 2012

Date of Commencement 26 August 2012

Revised project duration No change

Adjustment Orders None

CMC CONTRACT

Original duration 24 months

Total Planned Man Hours 79,410 man hours

Expended PMP man hours to date 3,424 man hours

Overtime man-hours to date 16 man hours

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3.8.2.1 Claims

No claims or variation orders have been submitted/ issued during the month of October 2012 and accordingly no Adjustment Orders issued by the Company.

FPLS INSURANCE / BOND DOCUMENTS POLICY NO. AMOUNT (KD)

Contractor’s All Risk Insurance Policy CAR12012/804718 KD 350,000.000

1st Advance Payment Bond (3%) OLG001-1200607 KD 502,002.000

Workmanship Insurance Policy WC/2012/412326 KD 150,000.000

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3.9 Safety Following the last month updates, the major concern of HSE is the non-availability of HSE Manager on site since the commencement date. Contractor has shown Lack of safety measures and lack of security implementation on site. In response to this CMC has issued Safety Violation Reports (SVR) as annexed to this report Appendix-10. HSE highlights and concerns are included in Project Monthly Report (PMR) for the month of October 2012 as well as the worked hours without injuries and incidents. PMR is annexed to the report Appendix 12 Contractor has submitted HSE Plan, Emergency Response Plan and HSE Schedule. However, CMC actioned the HSE Schedule and Emergency Response Plan while the HSE Plan is under review.

The Company’s HSE Representatives have been visiting the site to ensure the implementation and compliance with safety standards, refer to KOC Visitors Log as annexed to this report Appendix-11.

The following summarizes KOC concerns:

PPE not used (by supervisors)

Banksman not available

Distance from the edge of the excavation (3meters) is not respected by people/

equipment

Toolbox talk not held (by supervisor and not by HSE personnel)

No proper barricading, no warning signs, no flashing lights

October 2012

4 APPENDICES

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Appendices 4.1 Project Organiza on Chart

4.2 CMC’s Organiza on Chart

4.3 Contractor’s Organiza on Chart

4.4 Earned Value Chart

4.5 FPLS Budget Breakdown

4.6 NCR Log

4.7 JSI Log

4.8 Mee ngs Log

4.9 Risk Register Log

4.10 SVR Log

4.11 KOC Visitors Log

4.12 Project Monthly Report (PMR)

4.13 Photographs

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4.1 APPENDIX 01 - PROJECT ORGANIZATION STRUCTURE

KUWAIT OIL COMPANY (K.S.C.) CONSTRUCTION MANAGEMENT SERVICES AND RELATED ACTIVITIES FOR AHMAD AL-JABER OIL & GAS EXHIBTIONS,

AHMADI - KUWAIT

Company

(KOC)

SSHI in association with PROJACS

Int’l

Exhibition Consultant EVENT

Mohd Abdulmohsen Al-Kharafi & Sons MAK

Steel structural TBA

Finishing Works TBA

Electrical- Mechan-ical TBA

Conveying sys-tems TBA

Landscaping TBA

Exhibition Works TBA

Others

Date: 25-Oct-2012

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4.2 APPENDIX 02 - CMC’s ORGANIZATION CHART

KUWAIT OIL COMPANY (K.S.C.) CONSTRUCTION MANAGEMENT SERVICES AND RELATED ACTIVITIES

FOR AHMAD AL-JABER OIL & GAS EXHIBTIONS, AHMADI - KUWAIT

KOC

Project Control Engineer

Lead Cost Engineer

Lead Planning / Schedule Engineer

Lead Contract Ad-ministrator

Lead HSE Engineer

Construction Man-ager

Lead Mechanical

Lead Electrical

Lead Civil / Structur-al

Lead Architectural

Lead Commission-ing Engineer

Exhibit Construction QA / QC Engineer

Project Manager

Exhibit Interpreter

Exhibit Creative

Exhibit Designer

Exhibit Project Engi-neer

Exhibit Associate Project Engineer

Exhibit Quantity Surveyor

SITE DEPARTMENT

Exhibit Senior Mas-ter Planner

INTERNATIONAL CONSTRUCTION MANAGEMENT COMPANY

OPERATIONS EXHIBITION CONSULTANT

EXHIBITION CONSULTANT UK

UK OFF SITE DEPARTMENT

KOC REPRESENTATIVES

CONTRACTOR

INTERNATIONAL CONSTRUCTION MANAGEMENT COMPANY

BUILDING CONTRACTOR

Date: 25-Oct-2012

Construction Contractor

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4.3 APPENDIX 03 - CONTRACTOR’S ORGANIZATION CHART

Project Manager

Project Planner

HSE Manager PM Exhibition Project

Engineer Training Manager

Project QS Material

Technician

Assistant QS

QA/QC Manager

HSE officer /Eng.

Project Secretary

Foremen Exhibition

Audio-Visual Eng.

HSE Environ-Specialist

Store Keeper

Document Controller

Time Keeper

Snr. Mechanical HVAC

Structural Engineer

Snr. Elect. Eng. Snr. Mechanical

Plumbing Civil Eng.

Arch. Works Arch. Eng.

External Works

Snr Elect. Eng. HV

Civil Eng. Finishing Works

Land Building Surveyor

IT Engineer BMS

Engineer Commissioning

Engineer

Forman Arch

Draftsman Structural

Forman HVAC

Draftsman HVAC

Forman Plumbing

Draftsman Plumbing

Forman Acrh

(2) Forman Finishing

Draftsman Arch

(3) Forman External

Draftsman External

Elect. Eng.

Draftsman Elect.

Forman Elect.

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4.4 APPENDIX 04 - EARNED VALUE CHARTS

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4.4 APPENDIX 04 - EARNED VALUE CHARTS (CONTD)

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4.5 APPENDIX 05 - FPLS BUDGET BREAKDOWN

BOQ01 Substructure 540,183.470 2.97%

BOQ02 Superstructure 3,506,874.670 19.28%

BOQ03 Internal finishes 985,317.300 5.42%

BOQ04 Fitting and Furnitures 431,676.300 2.37%

BOQ05 Services 3,550,996.090 19.53%

BOQ06 External Works 2,007,672.000 11.04%

BOQ07 Exibition Fit-out 4,597,474.470 25.28%

BOQ08 Adjustment Schedule 0.000 0.00%

BOQ09 Substations and Associated Works 1,113,360.480 6.12%

BOQ10 Adjustement Schedule 0.000 0.00%

853,100.000 4.69%

600,000.000 3.30%

18,186,654.780 100.00%TOTAL FPLS BUDGET KWD

BUDGET BREAKDOWN

CONSTRUCTION CONTRACTOR (FPLS)

Portion 1 (Main Building)

Portion 1A ( Substation)

Portion 2 (Operation and Maintenance)

Provisional Sums (designated for execution of additional works and services )

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4.6 APPENDIX 06 - NCR LOG

NON COMPLIANCE REPORT LOG

Ref No.

NCR Subject Compliance Status

001 Floor Levels on temporary site offices No Open

002 Temporary offices and its facilities No Open

003 Temporary Offices doors No Open

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4.7 APPENDIX 07 - JSI LOG

JOB SITE INSTRUCTIONS LOG

Ref No.

NCR Subject Compliance Status

001 Non-compliance with HSEMS Procedure No Open

002 HSE Requirements Yes Closed

003 Delays to Site Offices No Open

004 Signboard Frame No Open

005 Temporary Office External Sandwich Panel Height No Open

006 Welding to Temporary Fence Bracing No Open

007 Erection of Temporary Elevated Water Tank No Open

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4.8 APPENDIX 08 - MEETINGS LOG

Ref No. Meeting Type Date Held Recorded by

006 Weekly Progress Meeting 30-Sep-12 CM

007 Weekly Progress Meeting 07-Oct-12 CM



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4.9 APPENDIX 09 - RISK REGISTER LOG

Ref No.

Risk Register Priority Level

Risk Impact

Risk Owner

Risk Response Status

1 Time constraints. Contractor had not submitted procure-ment long lead items such as Transformers & Generators

High Project delay MAK Contractor had been advised to remedy the issue

CMC to fol-low up with MAK

2. Delay in obtaining approvals on major subcontractors

High Project delay MAK Contractor had been advised to remedy the issue

CMC to fol-low up with MAK

3. Delay in resubmitting and approving the project con-struction schedule

High Project delay MAK Reminder issued CMC to fol-low up with MAK

4. Submittal and Procurement logs delayed

Medium Project delay MAK Reminder issued CMC to fol-low up with MAK

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4.10 APPENDIX 10 - SVR LOG

SAFETY VIOLATION REPORT LOG

Ref No. SVR Compliance Status

001 Entering the site without proper PPE No Open

002 No answer to JSI no. 2 & 3 No Open

003 Excavator & Crane

No Open

004 Excavator with No. 8273 No Open

005 Toilets, Kitchen, Mobile Equipment, Fire Extinguisher No Open

006 Diesel Generator Maintenance Team No Open

007 Welding No Open

008 Welding No Open

009 Mobile Equipment

Yes Closed

010 Excavation Yes Closed

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4.11 APPENDIX 11 - KOC VISITORS LOG

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4.12 APPENDIX 12 - PROJECT MONTHLY REPORT (PMR)

SSH & PROJACS

PROJECT DETAILS Project No.: EA/1703 KPC Ref. No. : Group/ Item No.:

Title: EA/1703 Ahmad Al‐Jaber Oil Exhibition

Description : Oil & Gas Exhibition

Contractor : MAK

AFE No. : Requesting Team Budget Bk Compl. Date

AFE Rev: Date Controlling team Draft B/Bk Compl. Date

PHYSICAL PROJECT PROGRESS Planned Forecast Actual

% % %

0.00 % % 0.00 % None

2.00 % % 0.90 %

1.5 % % 0.675 %

Achievement during : October 2012

1 Site investigation and bore holes completed

2 Excavation of 1st stage of main building completed

3 CMC Lead Structural Eng. replaced

4 CMC Document Controller replaced

5 Site fence completed

6

Planned Achievement during : NEXT MONTH

1 Forecast date of completion temporary site facilities is 25‐Nov‐12

2 Excavation 2nd & 3rd stages of main building and substation commenced

MAJOR AREAS OF CONCERN ( Snr. Mgt. Directive req'd ) RECOMMEDED SOLUTIONS

1 Slow progress of Temporary Site facilities CMC following up the root cause of delay with contractor

2 HSE and QA/QC Managers are not available at site CMC reminding contractor in meetings to comply with contract req't

3 Safety measures to be improved CMC issued many safety violation reports

4 Delay in obtaining approvals on subcontractors CMC is following up the issue with contractor

5 Delay in obtaining approval on contractor's construction schedule CMC is following up the issue with contractor

HSE HIGHLIGHTS HSE CONCERNS

1 Poor Hygiene on water provision 1 No Contractor's HSE manager available on site

2 No arrangements for eating facilities 2 No scaffolding/banksman competent persons on site

3 Lack of fire extinguishers on new offices construction area 3 Poor compliance with PPE usage

4 MAK Certification of Mobile Equipment (trucks) is still pending 4 Improper policy of choosing subcontractor

MILESTONE DATES AFE ( KDx 1,000) Construction project HSE STATICS

ORIGINAL CURRENT ACTUAL FORECAST BUDGET EXPENDED 19136

01‐Jan‐07 12‐Jul‐06 12‐Jul‐06 0 0 19136

01‐Jan‐07 12‐Jul‐06 12‐Jul‐06 16,845 0

31‐Aug‐07 07‐Nov‐08 07‐Nov‐08 0 0

01‐Sep‐07 21‐Nov‐10 22‐Mar‐11 1,495 215 0

01‐Nov‐07 06‐Mar‐11 17‐Jul‐11 5,110 3,519 0

01‐Jan‐08 21‐May‐11 23‐Oct‐11 176 103, 0

01‐Mar‐08 21‐Jun‐11 08‐Feb‐12 600 0

30‐Apr‐09 15‐May‐12 22‐Jul‐12 TOTAL 24,226 3,837 0

31‐Sep‐09 01‐Mar‐14 25‐May‐14

31‐Dec‐09 30‐Mar‐15 16‐Apr‐15 0

0

PROJECT MONTHLY REPORT ‐ October 2012 Major Projects Group III TL XIII

Rec. for Award :

MILESTONES ITEM

ENIGINEERING

PROCUREMENT

CONSTRCUTRION

OVERALL

Contract Award :

Turnover :

Financial Closure :

Raise CR :

Materials:

Contract ‐EPC:

Contract ‐IOC:

Contract‐Other:

Contract‐PMC:

PROJECT Start :

FEED Start :

FEED Complete :

Issue Tender :

Bids Closing : KOC sal/ Sundries:

Contract Provision:

near Miss :

ind. Disabling Inj. ID :

Incidents

Planned This Year :

To Date :

SOCs

leaks/ Spills :

INVOICED PROGRESS

Hours Worked:

Hrs w/out LTI :

Property Damage :

vehicle Incident :

0716 1/08

02‐ Dec‐

30‐Nov‐

39

40 MPGIII TL XIII

Pub. Rel. & info Grp. ADMI 8446

2 01‐Apr‐12

EA/1703 Page 1/2

39


Project K

ey M

ileston

es

11Ac

tivity

Descriptio

nsSTAR

TFIN

ISH01

0203

0405

0607

0809

1011

1201

0203

0405

0607

0809

1011

1201

0203

0405

0607

0809

1011

1201

0203

0405

##

##

##

#

FEED

01‐Ja

n‐07

22‐Nov‐07

Revised AF

E App

roval ( Afte

r Bid

Closing for Re‐Tend

er)

24‐Oct‐11

01‐Apr‐12

FPLS Con

tract Action (Re‐Tend

er)

22‐M

ar‐11

19‐Ju

l‐12

FPLS Con

tract ( excl.

Commiss

ioning

26‐Aug

‐12

24‐Feb

‐14

Commiss

ioning

25

‐Feb

‐14

24‐M

ay‐14

Turnover Date

25‐M

ay‐14

Finan

cial Closure

26‐M

ay‐14

16‐Apr‐15

1213

1415

40


Overall progress

Monthly Cumulative Capital Expenditures KD (million ) 2012/2013

PMC cumulative Man‐hours x 1,000 ( I Year )

0

0.2

0.4

0.6

0.8

1

1.2

Mar‐12 Apr‐12 May‐12 Jun‐12 Jul‐12 Aug‐12 Sep‐12 Oct‐12 Nov‐12 Dec‐12 Jan‐13 Feb‐13 Mar‐13

Plan % base Plan % Forecast Actual %

Construction Contractor's detail schedule not approved yet

0

0.5

1

1.5

2

2.5

3

3.5Plan 0 Actual

0

5

10

15

20

25

Mar‐12 Apr‐12 May‐12 Jun‐12 Jul‐12 Aug‐12 Sep‐12 Oct‐12 Nov‐12 Dec‐12 Jan‐13 Feb‐13 Mar‐13

Plan Actual

41


4.13 APPENDIX 13 - PHOTOGRAPHS

EXCAVATION OF THE FOUNDATION FOR THE MAIN BUILDING

EXCAVATION OF MAIN BUILDING’S BASEMENT FOUNDATION

42


INTERNAL VIEW OF TEMPORARY SITE OFFICES

EXTERNAL VIEW OF TEMPORARY SITE OFFICES

43


SIGN BOARD

Progress Report

Documents

Transcript of Progress Report