Project Execution Plan

Karratha Life Extension (KLE) Program
Brownfield Implementation Services
Part 2.2.3 Attachment 01
Project Execution Plan

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Woodside Energy Ltd
Karratha Life Extension (KLE) Program

Brownfield Implementation Services
Project Execution Plan PEP

Document No.: KLE-PLN-001
Issue: Rev A (Issued for Tender)
Monadelphous Engineering Associates Pty Ltd Giovenco Industries (Aust.) Pty Ltd
Maintenance and Industrial Services Western Australia Project Hub & Workshop
59 Albany Highway, Victoria Park WA 6004 20 Sparks Road, Henderson WA 6166
Telephone + 61 8 9316 1255 Telephone + 61 8 9412 11 00
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KLE-PLN-001 Rev A Page 2 of 58

Karratha Life Extension (KLE)
Program Brownfield
Implementation Services
KLE-PLN-001 Rev A
REVISION DETAILS
Document Owner: John Skipsey
Prepared By: Brett Waller
Revision: A
Revised By: N/A
Approved By: Title Initial Date
th
Dev Raj Vason 10 June 2015
th
Colby Thompson 10 June 2015

KLE Program Brownfield Implementations Services
Table of Contents
1.0 Introduction ....................................................................................................... 8

1.1 Project Overview............................................................................................................................. 8
1.2 Monadelphous Giovenco Joint Venture (MGJV) ............................................................................ 8
1.3 Key Project Strategies .................................................................................................................... 9
1.3.1 Health and Safety Management ..................................................................................................... 9
1.3.2 Environmental Management ........................................................................................................... 9
1.3.3 Security Management ................................................................................................................... 10
1.3.4 Industrial and Employee Relations Management ......................................................................... 10
1.3.5 Quality Management..................................................................................................................... 11
1.3.6 Local Industry Participation .......................................................................................................... 11
1.3.7 Management Plans ....................................................................................................................... 12
1.3.8 Continuous Improvement (CI) and Innovation .............................................................................. 12
2.0 Scope of Work ................................................................................................. 12
3.0 Project Organisation Structure ...................................................................... 15
3.1 MGJV Project Organisation Structure Outline .............................................................................. 15
3.1.1 Project Management Team .......................................................................................................... 15
3.1.2 Project Implementation Team ....................................................................................................... 15
3.1.3 Project Services Team.................................................................................................................. 15
3.1.4 Project Support Team ................................................................................................................... 15
3.1.5 Work Pack Development Team .................................................................................................... 16
3.2 Personnel Responsibilities Outline ............................................................................................... 16
3.2.1 Project Manager ........................................................................................................................... 16
3.2.2 Project Controls Lead ................................................................................................................... 17
3.2.3 Site Manager ................................................................................................................................ 17
3.2.4 Health, Safety, Security and Environment Lead ........................................................................... 18
3.2.5 QA / QC Lead ............................................................................................................................... 18
3.2.6 ER / IR Advisor ............................................................................................................................. 19
3.2.7 Superintendent ............................................................................................................................. 19
3.2.8 Supervisor ..................................................................................................................................... 21
3.2.9 Lead Work Pack Developer .......................................................................................................... 22
4.0 Pre Mobilisation .............................................................................................. 22
4.1 Management Plans ....................................................................................................................... 22
4.2 Recruitment and Pre-Mobilisation of Personnel ........................................................................... 22
4.3 Plant and Equipment .................................................................................................................... 23
4.4 Subcontractors .............................................................................................................................. 24

4.5 Ready for Implementation Review ................................................................................................ 25

5.0 Site Mobilisation.............................................................................................. 25
5.1 Site Inductions .............................................................................................................................. 26
5.2 Site Establishment ........................................................................................................................ 26
6.0 Site Implementation ........................................................................................ 26
6.1 Implementation Work Packs ......................................................................................................... 27
6.2 Integrated Safe System of Work ................................................................................................... 28
6.3 Transportation and Cranage ......................................................................................................... 29
6.4 Materials Control and Logistics Management .............................................................................. 29
6.4.1 Materials Control........................................................................................................................... 29
6.4.2 Material and Equipment Preservation .......................................................................................... 30
6.5 Scaffolding .................................................................................................................................... 30
6.6 Rope Access ................................................................................................................................. 32
6.6.1 Mobilisation and Set-Up requirements ......................................................................................... 32
6.6.2 Daily Work Activities and Inspections ........................................................................................... 32
6.7 Structural Work ............................................................................................................................. 33
6.8 Fire Proofing ................................................................................................................................. 33
6.8.1 General ......................................................................................................................................... 33
6.8.2 Materials ....................................................................................................................................... 34
6.8.3 Encapsulation System .................................................................................................................. 34
6.8.4 Surface Preparation ...................................................................................................................... 34
6.8.5 Application of Fireproofing ............................................................................................................ 35
6.8.6 Inspection & Testing ..................................................................................................................... 35
6.9 Mechanical Equipment ................................................................................................................. 36
6.10 Pipework ....................................................................................................................................... 36
6.11 Testing of Pipework ...................................................................................................................... 37
6.12 Welding Requirements ................................................................................................................. 38
6.13 Insulation and Cladding ................................................................................................................ 39
6.13.1 Materials ....................................................................................................................................... 39
6.13.2 Pre-Fabrication of Metal Jacketing in Workshop .......................................................................... 39
6.13.3 Cold / Dual Insulation.................................................................................................................... 40
6.13.4 Hot and Acoustic Insulation .......................................................................................................... 40
6.13.5 Personnel Protection Shields ....................................................................................................... 40
6.14 Blasting and Painting .................................................................................................................... 40
6.14.1 Materials ....................................................................................................................................... 40
6.14.2 Shipping, Handling and Storage ................................................................................................... 41
6.14.3 Encapsulation and Dust Collection System .................................................................................. 41
6.14.4 Surface Preparation and Protective Coating ................................................................................ 41

6.14.4.1 Slurry Blasting .......................................................................................................................... 42

6.14.4.2 Inspection and Testing ............................................................................................................. 43
6.15 Electrical / Instrumentation Implementation ................................................................................. 44
6.15.1 Calibration Checks........................................................................................................................ 44
6.15.2 Loop Testing / Pre-Commissioning .............................................................................................. 44
6.15.3 Quality Assurance and Control ..................................................................................................... 45
6.16 Change Management ................................................................................................................... 45
6.17 Systems Completions and Commissioning .................................................................................. 45
6.18 Start-Up and Handover ................................................................................................................. 45
6.19 Demobilisation .............................................................................................................................. 46
6.20 Close Out ...................................................................................................................................... 47
7.0 Project Management and Administration ..................................................... 47
7.1 Management Systems .................................................................................................................. 48
7.1.1 Project Integration Management System (PIMS) ......................................................................... 50
7.1.2 Monadelphous Resource Management System (MRMS) ............................................................ 50
7.1.3 Monadelphous Award Time Entry System (MATES) ................................................................... 51
7.1.4 Monadelphous Asset Request System (MARS) ........................................................................... 51
7.2 Planning, Scheduling and Progress Measurement ...................................................................... 51
7.2.1 Schedule Development Level 4 Work Detailed Level ............................................................... 51
7.2.2 Baseline Management .................................................................................................................. 52
7.2.3 Schedule Updating and Reporting Requirements ........................................................................ 52
7.2.4 Progress Measurement and Productivity Analysis ....................................................................... 52
7.3 Cost Control .................................................................................................................................. 53
7.4 Estimating ..................................................................................................................................... 53
7.5 Scope Change Control ................................................................................................................. 53
7.6 Document and Data Control ......................................................................................................... 54
7.7 Purchasing and Expediting ........................................................................................................... 54
7.8 Progress Payment Applications .................................................................................................... 55
7.9 Project Review .............................................................................................................................. 55
7.10 Subcontract Management ............................................................................................................ 55
7.11 Project Reporting .......................................................................................................................... 55
7.11.1 Daily Reporting ............................................................................................................................. 56
7.11.2 Weekly Reporting ......................................................................................................................... 56
7.11.3 Monthly Reporting......................................................................................................................... 56
7.11.4 Other Reporting ............................................................................................................................ 57
8.0 APPENDIX A - Organisation Charts............................................................... 58

Definitions
AFC Approved for Implementation

AIP Australian Industry Participation
DFT Dry Film Thickness
EMP Environmental Management Plan
FAC Final Acceptance Certificate
FIC Field Inspection Checklist
HSSE Health, Safety, Security and Environment
ID Identification
IIF Injury and Incident Free
IR Industrial Relations
IRATA Industrial Rope Access trade Association
ISSOW Integrated Safe System of Work
ITP Inspection and Test Procedure
ITR Inspection and Test Record
IWP Implementation Work Pack
KGP Karratha Gas Plant
KLE Karratha Life Extension
MDR Manufacturers Data Report
MGJV Monadelphous Giovenco Joint Venture (MGJV)
NDE Non-Destructive Examination
NDT Non-Destructive Testing
PIMS Project Information Management System
PIR Polyisocyanurate Foam
PMI Positive Material Identification
PUR Polyurethane Foam
PWHT Post Weld Heat Treatment
QA/QC Quality Assurance / Quality Control
QMP Quality Management Plan
RFI Ready for Inspection
SMP Security Management Plan
SOW Scope of Work
SWMS Safe Work Method Statement
VOC Volatile Organic Compound
WFT Wet Film Thickness
Woodside Woodside Energy Ltd
WPS Welding Procedure Specification

WTS Weld Tracking System

1.0 Introduction
The purpose of this Draft Project Execution Plan PEP is to describe MGJVs approach, philosophy and strategy
for executing the Brownfield Implementation Services Contract for the Karratha Gas Plant Life Extension (KLE)
Program in accordance with Woodside and internal requirements.
1.1 Project Overview

Woodside are executing the Karratha Gas Plant Life Extension (KLE) Program to sustain the technical integrity
and reliability of the Karratha Gas Plant (KGP) in line with Woodside Asset Reference Plan.
The KLE Program will deliver the full development and project life cycle for KGP refurbishment and life
extension works to the lowest total cost of ownership.
Key drivers for the KLE Program are:
Integrity and reliability of the KGP;
Minimum impact to production;
Minimum total investment to the end of facility life; and
Safe, efficient and predictable work delivery outcomes.
The overarching scope for the KLE program includes, but is not limited to:
External Corrosion This will be a risk based approach to identify and rectify external corrosion issues;
Aging Facilities Address end of life issues for specific assets and equipment;
Obsolescence Replacement of assets, equipment and systems no longer supported by original
suppliers; and
Technical and reliability issues raised requiring work to be executed.
1.2 Monadelphous Giovenco Joint Venture (MGJV)

Monadelphous Engineering Associates Pty Ltd (Monadelphous), a wholly owned subsidiary of the
Monadelphous Group and Giovenco Industries (Australia) Pty Ltd (Giovenco) have joined together to form the
Monadelphous Giovenco Joint Venture (MGJV) for the Karratha Gas Plant Life Extension Program Brownfields
Implementation Services Project.
MGJV combines the proven construction, maintenance and industrial services ability and delivery track record
of Monadelphous with the industry leading specialist corrosion repair expertise, coatings and insulation
specialist capabilities and proven delivery track record of Giovenco to provide a delivery team that has the in
house capability to successfully plan and execute civil, structural, mechanical, piping, electrical, instrumentation,
scaffolding, blasting and painting, insulation and cladding and other services as may be required as part of the
Karratha Life Extension Program.
Both Monadelphous and Giovenco have a similar ethos via the respective inherent company philosophies with
regards to delivering what is promised, setting the highest standards and striving to continually improve in all
areas such as safety, quality, delivery, planning, productivity and cost. This alignment and the combined
capabilities of MGJV will provide:
A platform for delivering a safe and cost effective solution for the execution of the KLE Program.
An implementation contractor team that is thoroughly familiar with the requirements of working on
Woodsides Karratha Gas Plant assets via existing Maintenance Services Contracts on the Pluto and
the Karratha Gas Plant.
A leading industrial service provider with proven capabilities in nearly all the services required as part of
the KLE program, including broad experience in the latest corrosion under insulation (CUI) technology.
A team with strong commitment to safety leadership, the principles of Behavioural Based Safety and an
excellent safety record.

1.3 Key Project Strategies

A number of key strategies have been developed to ensure that our expectations are achieved in the execution
of the works, and these are supported by the respective Management Plans developed to address the specific
requirements of the Project.
The following sections outline a summary of the key components and strategy for execution of these works:
1.3.1 Health and Safety Management

Health and Safety Management will form the cornerstone of our approach to project execution. As such, it will
be the lead consideration in our planning and decision making process with respect to all aspects of project
execution. A comprehensive Health and Safety Management Plan has been developed which will support our
commitment and strategy to deliver the project safely. Health and Safety will be built into the Project and not
added on.
Our approach will therefore heavily focus on behaviour through leadership, training, involvement and
empowerment to achieve a health and safety conscious culture. Through the commitment of Senior
Management MGJV will ensure the following:
Embrace and promote active participation in the Incident and Injury-Free (IIF) culture via understanding
and compliance with Woodside Health, Safety and Environment Requirements for Contracts
(WM1040PF7544805) and alignment with Woodside KLE HSMP L0000AF9099489.
Pursuit of our goal of zero harm to people, property and the environment through our The Safe Way is
the Only Way philosophy;
Promote a culture in which all employees share our commitment to zero harm;
Establish and implement plans and procedures to support our goals;
Undertake thorough and systematic identification of potential hazards and, through hazard analysis,
provide control measures to reduce risk to levels As Low As Reasonably Practicable (ALARP);
Continually monitor safety performance and actively seek ways to improve performance;
Promptly and thoroughly investigate any incidents and communicate outcomes and improvements to
entire Project Team;
Promote culture where all employees are empowered and committed to reporting all incidents, however
minor in nature;
Promote active participation in risk assessments by all members of the Project Team;
Ensure all employees understand and are empowered to stop any task if they believe the work or work
environment is unsafe;
Ensure all personnel are suitably trained, experienced, and verified as competent to undertake any
tasks assigned to them on the Project.
1.3.2 Environmental Management

MGJV is committed to the preservation of our environment and to the community heritage that may be affected
during the works of this project. A comprehensive Environmental Management Plan (EMP) will be developed
which will support our strategy and commitment to deliver the Project without harm to the environment. The
intent of the plan is to describe how environmental aspects risks associated with the Brownfield Implementation
Services shall be managed to achieve the highest level of environmental performance through the systemic
elimination or reduction of risk. The MGJV Project Team and all associated work groups shall:
Ensure all decisions and practices conform to the principles of the stated Environmental Policy;
Embrace and promote understanding and compliance with Woodside Environment Requirements for
Contracts (WM1050PH7399488) and Woodside Health, Safety and Environment Requirements for
Contracts (WM1040PF7544805).
Identify, assess and promptly control all environmental hazards utilizing a consultative approach.

Thoroughly investigate all environmental incidents to identify their root cause and implement appropriate
corrective actions to mitigate risk and prevent recurrence;
Utilize key performance indicators to evaluate individual participation, commitment and performance
towards achieving environmental objectives;
Review the EMP for continuous improvement opportunities.
1.3.3 Security Management

MGJV recognizes the importance of having effective security controls in place to safeguard the security of
people, assets and information not just those of MGJV but also those of Woodside.
MGJV has developed and will implement a Security Management Plan (SMP) which addresses the above
requirements. The SMP takes into account the requirements outlined in Section 5.2: Security of the Brownfield
Implementation Services Outline Agreement as well as the minimum expectations of all MGJV employees in line
with our Code of Conduct Policy as well as our Emergency Response, Crisis Management and Information
Management Procedures.
The plan provides a guide for site based employees to help them to understand their responsibilities with regard
to their conduct whilst on site and their obligations to co-operate with Woodside Security Personnel during their
tenure. This plan will be reviewed in consultation with Woodside upon award of contract and a final plan will be
agreed prior to mobilisation to site.
As a minimum the plan will address the following:
Security roles and responsibilities
Site Access, Building Security, Prohibited Items and Visitors
Vehicle Identification and Entry
Suspicious Behaviour and Incident Investigation
Terrorism and Bomb threats
Employee and Subcontractor Code of Conduct
Asset Security
IT and Data Security, Communications and Media Strategy
Search Plan
Emergency Situations and Evacuation Procedures
1.3.4 Industrial and Employee Relations Management

MGJV recognizes that a highly skilled and competent workforce is one of the keys to achieving outstanding
project outcomes. A comprehensive Industrial and Employee Relations Management Plan has been developed
which will support our strategy of developing a strong, highly capable and cohesive Project Team totally focused
on delivering our Project expectations.
The Plan includes:
A high quality recruitment and selection process will be established to ensure MGJV recruit people with
the appropriate and tested skills, competencies and behavioural attributes to complete the work in line
with Woodside standards and cultural regime;
We will draw extensively on tried and tested, suitably qualified employees from the existing MGJV
workforce;
The desired culture will be built by ensuring all employees are advised of the MGJV contract objectives,
philosophy and Project expectations prior to commencement;
All employees will complete a comprehensive MGJV site induction;

We will communicate with employees using regular group team meetings where management and
employees communicate directly with each other. Information communicated to employees will always
be open and honest;
Employees will be encouraged to have input into general business issues that may arise which will in
turn promote ownership of these issues;
We shall work in partnership with Woodside and openly discuss all employee relation issues that have
or may impact on the Project to develop solutions that ensure best practice people management.
1.3.5 Quality Management

MGJV is committed to quality objectives that ensure a level of performance that as a minimum meets the
expectations of Woodside, our suppliers, our employees and the community. A comprehensive Quality
Management Plan has been developed which will support our commitment and strategy to deliver a world class
quality product to Woodside.
MGJV will consistently aim for levels of quality that deliver on the following criteria:
Meet or exceed Woodside performance requirements for Quality Control and Assurance for the Project
as defined by Woodside Engineering Standards Quality Requirements for Contracts
(W1000SQ8474483)
Embrace and promote understanding and compliance with Woodside quality requirements;
Comply with the provisions of the appropriate procedures, specifications and regulations;
Meet or exceed Woodside requirements and expectations outlined in the documentation.
The systems and practices employed by MGJV on this project will provide the following:
Ensure our employees are qualified, suitably trained and adequately informed to competently undertake
assigned tasks to the required quality standard;
Be subject to regular review by Senior Management to ensure continued applicability, effectiveness and
improvement.
1.3.6 Local Industry Participation

MGJV will utilize the services of the Industry Capability Network of WA (ICNWA) to assist it in its objectives of
increasing opportunities for Australian vendors and subcontractors to supply goods or services. Specifically,
ICNWA will provide procurement consultancy services to assist MGJV and any sub-contractors in identifying
and providing Australian industry with full, fair and reasonable opportunity to participate in all aspects of the
project.
In addition to this, MGJV consults the following sources to identify and make use of Pilbara, other Western
Australian and other Australian content in the form of labour, services, contractor equipment and materials:
Project Connect www.projectconnect.com.au
Supply base VRS www.supplybase.com.au
AusIndustry www.ausindustry.gov.au
The Australian Customs Services www.customs.gov.au
The Pilbara Business Capability Register (a.k.a. ePilbara) www.epilbara.com.au
The Western Australian Department of State Development www.dsd.wa.gov.au
The Western Australian Energy Research Alliance www.waera.com.au
The Yellow Pages www.yellowpages.com.au

1.3.7 Management Plans

The above key strategies are utilised to develop the detailed management plans required for the project. The
following management plans have been developed specifically for the Brownfield Implementation Services and
are key components to this Project Execution Plan:
Health and Safety Management Plan
Environmental Management Plan
Quality Management Plan
Security Management Plan
Industrial and Employee Relations Management Plan
Local Industry Participation Plan
Australian Indigenous Affairs Management Plan
These Plans provide specific guidance in their respective areas to ensure clear and concise guidance is
provided to the Project Team, ensuring that all MGJV Regulatory and Woodside requirements are met and that
best practice systems and methodologies are employed at all times.
1.3.8 Continuous Improvement (CI) and Innovation

MGJV recognises the strategic importance of continuous improvement (CI) and innovation to the success of the
Project. We will implement specific processes designed to create a culture which involves individuals and teams
actively seeking opportunities for improvement. Project leadership will set the direction and provide an
environment supportive of new ideas and suggestions for improvement. The process will be formalised through
the establishment of the following;
Establish robust project systems and controls to collate and measure key project metrics;
To ensure honesty and integrity of data;
Receive and review improvement proposals;
Communicate the implementation of improvement proposals to all personnel;
Provide sufficient resources to implement selected improvement proposals;
Direct participation in CI initiatives as required.
To drive down costs and improve productivity
2.0 Scope of Work

The specific services being provided under this contract by MGJV are the provision of construction, completions
and commissioning services for the KLE program as required by Woodside. Woodside will nominate the specific
services required on a call off Purchase Order basis, with each Purchase Order defining the actual scope of
services to be executed and any optional services, the applicable clauses within the scope of services for the
purchase order services, schedule due dates, milestones and constraints.
The scope of work under each Purchase Order will generally include provision of services associated with:
Overall management and coordination of the Services
Work pack and job card creation
Procurement
Fabrication
Estimating and cost control
Planning and scheduling
Scaffolding

Insulation and cladding

Painting and blasting
Passive Fire Protection
Structural, mechanical and piping
Electrical and Instrumentation
Equipment Supply/Hire
Administration, support service and document control
The works may be required to be performed online whilst the plant is operational or offline during a production
outage and as such, the works will be planned and executed in such a manner to minimise disruption to plant
operations as far as is practical.
Prior to implementation of any Purchase Order scope of work (SOW) MGJV will be required to submit to
Woodside for approval:
Key personnel;
Work packs and job cards using norms to estimate man hours;
A class 3 estimate based on norms;
A Contract Program for the services that meets the due dates and is based on man hour estimate from
norms;
Manpower histograms and S-curves;
Any suggested amendments to Contractors Management Plans included in Section 8 of the Contract
which are applicable to the services, and;
All other information specified by Woodside in the purchase order.
In delivering the construction, completions and commissioning services, this will generally include but is not
limited to:
Overall management and coordination of the services;
Work pack and job card creation;
Procurement;
Fabrication;
Estimating and cost control;
Planning and scheduling;
Scaffolding - labour only. Scaffold supply by exception only;
Insulation and cladding;
Painting and blasting;
Passive fire protection;
Structural, mechanical and piping;
Electrical and Instrumentation;
Equipment supply / hire;
Administration, support services and document control.
In delivering the construction, completions and commissioning services, listed below are indicative trades
expected to be supplied by the MGJV from time to time;
Electricians;

Instrumentation electricians/technicians;
Mechanical technicians, boiler makers, pipe fitters and welders;
Working foreman / leading hands;
Scaffolders;
Laggers / Sheet metal workers;
Grit blaster, spray painter, hand painter;
Forklift driver;
Storeman; and
Trade assistants (including rigging and crane driving).
Except as otherwise provided in the purchase order, MGJV shall supply;
All necessary labour, supervision, permanent and consumable materials, equipment, tools, testing
devices and each and every item of expense necessary to complete the specific Scope of Services in
accordance with the provisions and requirements of this Contract.
All Materials require QA/QC records where appropriate.
All Contractor equipment requires certification where appropriate.
The processes involved in delivering a specific Purchase Order scope of work are represented in the work flow
chart below.

3.0 Project Organisation Structure

MGJV has established an Organisational Chart for implementation of the works, which is shown below. It is
intended that this organisational chart will be a live document that is periodically reviewed and updated to reflect
changes in structure due to operational needs and personnel changes are identified.
A copy of the Organisation Chart is included in Appendix A.
The following sections outline the project structure and personnel responsibilities.
3.1 MGJV Project Organisation Structure Outline

In general the MGJV project organisation structure consists of a Project Management Team, a Project
Implementation Team, a Project Services Team, Work-pack Development Team and an offsite Project Support
Team.
The following outlines the indicative general role of each team. The descriptions are not intended to be
comprehensive and day to day operational requirements will override if required:
3.1.1 Project Management Team

Consists of the Project Manager and the relevant discipline leads.
Has overall responsibility for the successful execution of the project.
Will provide effective team leadership and steer each of the respective teams to success.
Be located in the Victoria Park, Perth office.
3.1.2 Project Implementation Team

Management of all onsite construction activities
Support any procurement as required
Other procurement
Identify, secure and manage subcontractors (if any)
Constructability input and reviews
Construction planning
Site engineering activities and interfaces
Site interface management
Materials and logistics
Be located onsite
3.1.3 Project Services Team

Consists of site HSE, QA/QC, Project Controls, Completions and Commissioning personnel and
Administration
Provide input into design within fields of expertise as required
Provide input and support for all procurement as required
Provide support to all teams at various stages
Be located both onsite and offsite
3.1.4 Project Support Team

Consists of all support services such as recruitment, project controls, commercial support, divisional
support etc.

Planning and reporting activities, with input and guidance from key personnel (e.g. construction)
Administration activities, contract, subcontract and general project
Provide support to all teams at various stages
Be located both onsite and offsite
3.1.5 Work Pack Development Team

Consists of Lead and Work Pack Developers for each discipline, Planning Engineers and Estimators
Responsible for the development, compilation and issue of all work packs
Responsible for producing work pack cost estimates for manpower, equipment and materials
Raising of RFIs and resolution of technical issues
Technical input and assist QA/QC in development of ITPs
Monitoring and reporting work pack implementation progress to management
Primarily located offsite but onsite as required
The Work Pack Development team will prepare Installation, Pre-Commissioning and Commissioning Work
Packs and be guided by MGJV Work Pack Development Guideline MGL-GUI-XXX which will developed
specifically for the KLE Programme and which will comply and integrate with the Woodside KLE Construction
and Commissioning Work Pack Guide (L0000PR9216828)
3.2 Personnel Responsibilities Outline

The following outlines the main roles and responsibilities of primary personnel on the project.
3.2.1 Project Manager

The Project Manager is accountable to the Joint Venture Board and Stakeholders and has the following
responsibilities, accountabilities, duties and deliverables. This position is envisaged to initially be an offsite role
with regular presence onsite:
The Project Manager (PM) is accountable to deliver all the performance requirements of the contract
and has the responsibility and authority to determine all matters affecting the implementation and
operation of the contract.
The PM provides leadership and direction and co-ordinates and manages the Project team to achieve
or exceed desired outcomes for the Project, including contractual commitments and profitability. The PM
ensures adequate resources are applied as needed to achieve the outcomes required.
The PM constantly monitors and reviews HSSE activities to ensure that a healthy, safe and secure
environment is provided for the workforce and subcontractors, and shows outstanding leadership and
commitment to HSSE.
The PM ensures that all construction, technical services, HSSE, quality, ER/IR, employee training and
development and administrative matters are managed in accordance with MGJV corporate and legal
requirements and contract requirements. The PM is the senior MGJV representative in all dealings with
Woodside and controls and co-ordinates appropriate communications with Woodside. The PM monitors
and reviews progress in all areas and takes corrective action to ensure contract deliverables and MGJV
requirements are met.
The PM initiates, monitors and reviews quality plans and activities to ensure the Woodside specified
requirements are met. Is aware of all statutory and regulatory requirements and ensures that such
requirements are made known to all managers, engineers and supervisors and are complied with.
The PM has the prime responsibility to provide team leadership and build effective teamwork to achieve
the desired outcomes for the Project. The PM manages the selection of qualified and experienced
project staff and construction labour. The PM monitors the interaction between various disciplines,
calling upon specialist knowledge when required. Frequent trips to work areas to observe employee

behaviour will be carried out to acknowledge safe behaviours, and to seek feedback from employees on
issues that affect Health, Safety, Security and Environmental performance.
The PM constantly questions current work methodology and technology in every area to seek
improvement to the work process. The PM encourages and facilitates new and improved ways of
working to raise performance levels. Practically implement the continuous improvement and lessons
learned programs on a Project-wide basis.
The PM ensures that equipment is resourced adequately to meet the needs of the construction program
and is maintained at a high level of availability and operational safety.
3.2.2 Project Controls Lead

The Project Controls Lead reports to the Project Manager and has the following responsibilities, accountabilities.
This position is envisaged to be offsite initially during set-up but onsite, thereafter, as required.
Lead and manage the Project Controls function for the project including planning, scheduling, re-
measurement and progress reporting/performance.
Manage the performance and development of the project controls/planning team to achieve excellent
project outcomes
Establishes mutually beneficial, long-term relationships with internal & external customers. Meet and
exceed customer expectations.
Lead planning/scheduling activities for the project.
Establish and review performance and development expectations for a team. Provide effective
performance feedback and hold people accountable for getting results
Ensures and reinforces compliance with appropriate laws, regulations, policy or guidelines for all Project
Controls activities.
Raise potential commercial or contractual risks/issues and work to resolve.
Establish plans, processes, resources and accountabilities for a project.
Identify, analyse and provide guidance and innovative solutions to cost engineering and scheduling
problems
Review Project Controls process performance and improve or implement new processes or systems as
appropriate to support the delivery of results.
3.2.3 Site Manager

The Site Manager is accountable to the Project Manager and has the following responsibilities and
accountabilities: This position is based onsite
Ensuring the completion of the works in compliance with instructions, specifications, time and cost
objectives;
Ensuring Management System requirements are understood and implemented for the Contract;
Accountable for implementing Quality and HSSE activities and practices;
Ensuring Contract Quality and HSSE standards are implemented;
Specifying and making available resources to enable execution of Quality and HSSE activities;
Implementing the continuous improvement and lessons learned programs on a Contract-wide basis;
Monitoring the effectiveness of inductions and training programs;
Showing outstanding leadership and commitment to Quality and HSSE;
Managing the selection of Contract staff, construction labour and provision of construction equipment
and site facilities;

Controlling and coordinating appropriate communications with Woodside and ensuring the contract is
completed according to Woodside specifications;
Monitoring the interaction of various disciplines and calls on specialist knowledge when required;
Managing issues as they arise;
Reporting to the Project Manager on all aspects of the Project.
3.2.4 Health, Safety, Security and Environment Lead

The HSSE Lead is accountable to the Site Manager. The HSSE Lead is responsible for all health, safety,
security and environmental aspects of the project. This position is based on site.
The HSSE Lead shall ensure that:
The project Health, Safety, Security and Environmental management systems are developed and
implemented.
Health, Safety, Security and Environmental requirements are in compliance with all current statutory
obligations.
Plans and procedures are developed in support of the plans.
Develop and oversee project audit plans.
Provide technical support to site teams and engineering on health, safety, security and environmental
issues.
Copies of relevant legislation, codes of practice, codes and standards are readily accessible.
Hazards are identified and risk assessment procedures are instigated.
Potential subcontractors have suitable experience and knowledge to conduct any potential work scope
in compliance with health, safety, security and environmental requirements.
Performance is monitored, documented and reported to senior management.
The Health, Safety, Security and Environmental management systems are regularly reviewed and
system improvements initiated.
The HSSE Lead is responsible for organising and conducting management review meetings at
predetermined levels.
The HSSE Lead is responsible for identifying and providing resources for verification activities to ensure
health, safety, security and environmental standards are implemented and maintained.
The HSSE Lead is responsible for dealing with health, safety, security and environmental issues raised
by Subcontractors including pre-award assessments and audits of potential Subcontractors to
determine their capabilities in being able to comply with the Project requirements.
3.2.5 QA / QC Lead
The QA/QC Lead is accountable to the Site Manager and supported by the Divisional Corporate QA/QC
Manager. The QA/QC Lead is responsible for all quality control and quality assurance aspects of the project.
This position is based on-site.
The QA/QC Lead shall ensure that:
The project quality management systems are developed and implemented.
Quality requirements are in compliance with all current statutory obligations.
Plans and procedures are developed in support of the plans.
Develop and oversee project audit plans.
Provide technical support to site teams and engineering on QA, QC, NDT and welding matters.

Copies of relevant legislation, codes of practice, codes and standards are readily accessible.
Potential subcontractors have suitable experience and knowledge to conduct any potential work scope
in compliance with quality requirements.
Performance is monitored, documented and reported to senior management.
The Quality management systems are regularly reviewed and system improvements initiated.
The QA/QC Lead is responsible for organising and conducting management review meetings at
predetermined levels.
The QA/QC Lead is responsible for identifying and providing resources for verification activities to
ensure quality standards are implemented and maintained. This extends to providing technical support,
as required, to the Project Team.
The QA/QC Lead is responsible for dealing with quality issues raised by Subcontractors including pre-
award assessments and audits of potential Subcontractors to determine their capabilities in being able
to comply with the Project requirements.
3.2.6 ER / IR Advisor
The ER/IR Advisor is accountable to the Project Manager. The ER/IR Advisor is responsible for the overall
management of employee and industrial relations. This position is based offsite.
The ER/IR Advisor shall:
Develop training and competency programs to ensure internal capability to execute scope/s of work.
Report Australian Industry Participation (AIP) progress to relevant stakeholders.
Implement AIP processes and outcomes.
Coordinate with stakeholders on AIP issues.
Develop and implement AIP plans and procedures.
Develop an Employee Relations Management Plan.
Conduct internal audits of Industrial Relations activities, systems and procedures.
Manage Trade Union engagement visits to sites in liaise with relevant stakeholders.
Develop labour availability plans as required.
Recruit and select workforce.
Assume responsibility for personnel and oversight on the management of sub-contractors personnel in
accordance with the stewardship model.
3.2.7 Superintendent
The Superintendent reports to the Site Manager and is responsible and accountable for the following;
This position is based on-site.
Instructing and leading all personnel on HSSE requirements and responsibilities;
Actively monitoring work practices to ensure adherence to correct procedures and standards for HSSE
performance;
Initiating action and providing solutions to prevent or remedy the occurrence of any non- conformance
or unsafe work activities practices systems, products or services;
Suspending production and service activities should there be a reason to suspect a defect in the
process and until the defect has been corrected;

Ensuring employees working under them are suitably qualified, experienced and that all licenses are
current and valid. Ensuring relevant training (including quality, health, safety, security and environment)
and inductions are current for all employees under his/her control;
Ensuring workplace inspections are performed and records maintained;
Participating in workplace inspections;
Investigating and reporting incidents;
Assisting with injury management and rehabilitation support. Facilitating and encouraging
communication with injured workers;
The quality and safety of project works directing and assisting supervisors to organise places of work
to ensure work is carried out to the required standards with a minimum of risk to personnel, the
environment, equipment and materials;
Ensuring Job Hazard Analysis (JHA) is performed where required to eliminate or control detected
hazards;
Ensuring appropriate Personal Protective Equipment (PPE) is available and used correctly;
Planning and organising work to meet contract time schedule and maximise the efficiency and
productivity of the workforce;
Identify and escalate potential production bottlenecks and assist with formulation of solutions
Overseeing the preparation and completing all necessary forms and reports by supervisors for inclusion
in the Manufacturers Data Report (MDR);
Liaising with suppliers and subcontractors;
Ensure proper maintenance of company assets used by personnel;
Monitoring progress and providing feedback on any issues that may impact on schedule, budget or
other areas of the Project or operation;
Communicating with and escalating any issues to the Project Engineer;
Overseeing the organisation of daily Pre-Start and weekly Toolbox Meetings with records maintained,
and ensure that all issues are effectively dealt with and closed out;
Verifying supervisor adherence to project ITPs;
Notifying the Project Engineer(s) of agreed inspection items;
Instructing necessary corrective action per visual inspection;
Directing supervisors and workforce to work to schedule in a safe and timely manner;
Coordinating and inspecting work of subcontractors;
Compiling equipment and material lists for procurement as required;
Monitoring the use of materials and care of tools and equipment to minimize unnecessary waste and
damage;
Assisting with preparation and updating project schedules;
Coordinating the daily short term look ahead schedules with the Supervisors and Project Engineer;
Assisting the Project Engineer(s) in the preparation of progress reports;
Providing direction to employees and contractors on quality requirements;
Identifying opportunities to improve processes and work performance;
Monitoring costs and identify ways to improve efficiency and cost effectiveness.

3.2.8 Supervisor
The Supervisor (e.g. Scaffold, Mechanical, Welding, Coatings, Insulation, Piping, Electrical & Instrumentation)
reports to the Superintendent and is responsible and accountable for the following. This position is based onsite.
Instructing all personnel on HSSE requirements and responsibilities;
Actively monitoring work practices to ensure adherence to correct procedures and standards for HSSE
performance;
Initiating action and providing solutions to prevent or remedy the occurrence of any non- conformance
or unsafe work activities practices systems, products or services;
Suspending production and service activities should there be a reason to suspect a defect in the
process and immediate escalation to the Superintendent;
Ensuring employees working under them are suitably qualified, experienced and that all licenses are
current and valid. Ensuring relevant training (including quality, health, safety, security and environment)
and inductions are current for all employees under his/her control;
Ensuring workplace inspections are performed and records maintained;
Investigating and reporting incidents;
Facilitating and encourage communication with workers;
The quality and safety of work at the workface organising places of work so work is carried out to the
required standards with a minimum of risk to personnel, the environment, equipment and materials;
Ensuring adherence to safe working practices;
Ensuring all relevant and correct Permit to Work procedures are in place;
Ensuring Job Hazard Analysis (JHA) is performed where required to eliminate or control detected
hazards;
Ensuring appropriate Personal Protective Equipment (PPE) is available and used correctly;
Preparing and completing all necessary forms and reports for inclusion in the Manufacturers Data
Report (MDR);
Liaising with suppliers and subcontractors;
Ensuring proper maintenance of company assets used by personnel;
Monitoring progress and provide feedback on any issues that may impact on schedule, budget or other
areas of the Project or operation.
Organising and conducting daily Pre-Start and weekly Toolbox Meetings with records maintained, and
ensuring all issues are effectively dealt with and closed out;
Carry out and Coordinate Inspections as detailed in ITPs for the installed elements;
Carrying out the orderly execution of testing to complete according to program;
Instructing necessary corrective action per visual inspection;
Coordinating work of subcontractors;
Ordering equipment and materials as required;
Monitoring the use of materials and care of tools and equipment to minimise unnecessary waste and
damage;
Assisting the daily preparation of short term Look Ahead schedules;
Preserving and handling of materials and customer supplied items located within the work area;
Providing direction to employees and contractors on quality requirements;

Supervising and conducting visual inspections of work to ensure compliance with industry standards
and Woodside specifications;
Identifying opportunities to improve processes and work performance;
Monitoring costs and identifying ways to improve efficiency and cost effectiveness.
3.2.9 Lead Work Pack Developer

The Lead Work Pack Developer reports to the Project Controls Lead and has the following responsibilities,
accountabilities:
Take the lead role in work pack development and approval for the project and coordinate the work pack
development team. Has a detailed understanding of the scope of works and contractual understanding
of the project.
Review project documentation (Purchase Order, drawings, specifications, data sheets, 3D model etc.)
and raise technical queries as required. Follow through RFIs to resolution.
Prepare all material take-offs and support procurement activities as required.
Liaise with front end planning, scheduling and quality for the project and provide ongoing input
throughout implementation.
Quantify project resources and equipment as required to meet project requirements.
Work in accordance with quality assurance procedures, Woodside specifications and ISO requirements.
Assemble and maintain project documents and quality records as required ensuring completeness and
accuracy.
Provide advice, technical or functional information as required. Answer queries from Woodside
representatives regarding general and technical engineering issues
Liaising with the Site Manager, Project Manager and Project Control Lead on all change management,
cost and contractual matters;
Assisting in the free-issue and other materials procurement process as required.
Supervising the preparation of progress and performance reports;
4.0 Pre Mobilisation

After contract award is received, a number of key activities are to be completed prior to commencement of site
mobilisation.
Key pre-mobilisation activities will include:
4.1 Management Plans

It is envisaged that all Management Plans as listed in Section 1.3.7 will be at a stage prior to contract award to
allow submission for approval to be achieved in line with the specified requirements.
Management Plans will require Woodside approval prior to any mobilisation.
Management Plans may subsequently need to be reviewed and modified as required to suit the requirements of
Woodside issued Purchase Orders.
4.2 Recruitment and Pre-Mobilisation of Personnel

Prior to mobilisation to site, all personnel will undergo a rigorous selection process which will include a full
health check and a verification of their competency in all nominated skills to ensure suitability for the works to be
undertaken on site.
Particular emphasis will be placed on ensuring all personnel to be mobilised to site are aware of, familiar and
trained in the requirements and responsibilities of Woodside Integrated Safe System of Work
(W0000MF3661838) and the Process and Mechanical Isolations Operating Standard (WM1040SF5599279)

The following activities will be undertaken to prepare for the mobilisation of site personnel:
Recruit Project Employees as required;
Screen;
Medical Fitness Tests;
Make Offer of Employment;
Conduct MGJV off-site Inductions;
Arrange and conduct Woodside off-site Inductions;
Arrange Project mandatory training and VOC requirements, ISSOW accreditation for KLE project work,
Environmental, IIF, Site Specific, Defensive Driver etc.;
Obtain Maritime Security Identification Card MISC (If specifically required)
Procure PPE & Clothing;
Request Personnel Accommodation;
Request Flights Confirm Schedule, Times and Dates;
Conduct all Pre-Mob Leadership, HSSE and Continuous Improvement Training;
Completion of KLE Pre Mobilisation Checklist DRIMS #9328582.
4.3 Plant and Equipment

A plant and equipment requirement register will be established and updated as necessary to incorporate all
plant and equipment to be mobilised to site.
Initially the plant and equipment necessary to establish the MGJV site facilities will be sourced.
Plant and Equipment requirements to support and execute the services under the Contract will not be known
until the issue of Woodside Purchase Orders. The plant and equipment requirement register will be updated as
necessary to incorporate changes required from issue and close out of Woodside Purchase Orders.
Once Plant and Equipment requirements become known it will be secured internally in the first instance and,
where not available from MGJV internal inventory, will be sourced externally. Subcontractors, if any, will
generally provide their own plant and equipment applicable to their scope of work.
Prior to mobilisation to site all plant and equipment will undergo the following checks to ensure compliance with
legislative, MGJV and Project requirements including:
Full mechanical check by qualified person;
Certification (where required);
Cleanliness checks completed and signed off;
Current registration;
Project specific safety equipment installed;
Specific requirements for certified plant and equipment;
All plant and equipment will be regularly serviced in accordance with the manufacturers recommendations.
Usage of the plant and equipment will be monitored by the submission of the daily Pre-Start Inspections reports
to the MGJV P&E Coordinator(s) who will enter the details into a database to ensure servicing of the plant and
equipment is performed on schedule thereby reducing the risk of equipment breakdown.
Key Items of Equipment that would typically be required for the scope of work on this project are:
Blasting, painting and fireproofing equipment i.e. Blast hopper, airless spray pump, rotor stator pump,
plural pump, dust collector, blasting equipment, Torbo, compressor
Cladding/sheet-metal work equipment (guillotines, rolling machine, Lock-former, Swager, etc.)

Telehandler (s) / Forklifts / Skidsteer

Chain blocks / winches / A Frames
Cable Pulling Equipment/Cable drum jacks
Testing Equipment i.e. hydro test, dial gauges, boroscope, megger, multi meter, gas monitors, dew
point meter, spark tester, DFT gauge, etc.)
Laser Alignment system / Laser Level
Lighting towers
Distribution boards and cables
Diesel and electric welding machines and baking ovens
Oxy/Acetylene Welding and cutting gear
Diesel generators
Positive pressure welding habitat
Clamshells/Pipe threading machine / Dearman Clamps
Bolt torque and tensioning equipment
Specialist Electrical Testing Equipment
EWPs / Scissor Lifts
Mobile air compressors
Scabbler / Needle gun / Grout pump
Flatbed trucks
Fuel service trucks
Water Cart
Utility vehicles
Towable trailers
Buses
Intrinsically safe radios
Extraction fans
Dewatering pumps
Gurneys
Water Chiller (if not supplied by others)
Ice Machine (if not supplied by others)
Cranes and scaffold will generally be supplied by Woodside unless specifically required by a Purchase Order.
MGJV has a wide range of cranes including a heavy lift division and can assist Woodside in supply of any
cranage required if so desired.
4.4 Subcontractors
MGJV preferred execution methodology is to self-perform work using its own labour, plant and equipment to the
maximum extent practical, based on the commercial and practical circumstances associated with each project.
However, MGJV follows a best for project approach to ensure successful delivery of the works, and where the
need is identified, engage suitably experienced subcontractors to support the works. The following are the

potential scopes of work where MGJV may elect to engage a suitable Subcontractor where required by
Woodside issued Purchase Order and not supplied by others:
Fire Services
Chemical cleaning
NDT
PWHT
HV Certification and Testing
Fibre Optic terminations
Cathodic Protection
Surveying
HVAC
Hazardous Area Certification
Engineer Design Scaffold
In general, all structural, mechanical, insulation and coating works, electrical and instrumentation installation will
be undertaken by MGJV direct labour, along with any other scopes of work that MGJV elects to self-perform.
Where required under the contract, MGJV will notify and seek Woodside approval before engagement of any
subcontractor for the works.
In line with MGJV Sub-Contract Management procedures Sub-Contractors for onsite work will be assessed prior
to award to ensure:
Nominated personnel are suitable and adequate
Equipment is acceptable, proportional and adequate
Work Method Statements / Procedures are in place for all works
Planning has been thorough and is logical
MGJV will provide all necessary documentation for the pre-qualification assessment of all subcontractors to be
engaged on the site. MGJV will ensure that those subcontractors have IR arrangements to deliver the Project
outcomes and behaviours.
Subcontractors on site will work under MGJV control. The MGJV management system for health and safety,
security, environmental, quality, industrial relations and human resources will be adopted by the subcontractor.
The subcontractors site supervisor will report to the MGJV Site Manager, HSSE Advisor and Project Engineers.
MGJV Subcontractor Management Procedure MGL-PRO-132 Rev 3 provides full details of the methods and
procedures MGJV employ for the management of subcontractors.
4.5 Ready for Implementation Review

Prior to mobilisation of any personnel, plant, equipment or materials Ready for Implementation (RFI) reviews
will be conducted to determine each and every project is ready to proceed or not with the execution of
implementation.
The RFI reviews will be prepared and facilitated at the prescribed timelines by the EPCM Contractor and
attended by the appropriate Woodside and Implementation Contractor personnel.
RFI reviews will be conducted in accordance with KLE- Ready for Implementation Review procedure
(L0000AG9223400)
5.0 Site Mobilisation

Upon completion of all pre-mobilisation activities described above, MGJV will mobilize personnel, plant,
equipment and materials to site.

Mobilisation will take place in discrete phases. The initial mobilisation phase will consist of a small core team
consisting of suitable management personnel (e.g. Superintendent, HSSE advisor and others as required), a
suitably sized work crew and the necessary, plant, equipment and materials to establish the site facilities
including communications, stores, fabrication and laydown area etc. required to support the services to be
provided under the Woodside issued Purchase Orders.
Subsequent mobilisation of personnel, plant, equipment and materials will be those required to execute the
services required under Woodside issued Purchase Orders.
5.1 Site Inductions

Once on site, and before commencing any works, all personnel will undertake MGJV and Woodside site
specific inductions to ensure they are fully briefed on the requirements of the site and any specific hazards that
may exist and have verified their understanding of the contents of the inductions.
All site personnel will be issued with the required Personnel Protective Equipment (PPE).
5.2 Site Establishment

Once all site induction activities have been completed, the core team will proceed to establish the required site
facilities to support and execute the services required under Woodside issued Purchase Orders.
All mobilisations will be coordinated to suit the approved construction program and will ensure that management
and supervisory personnel are mobilised prior to their respective work crew.
Initially, some site preparation may be required to enable site access and a suitable area for establishment of
the site facilities. If deemed necessary, short term, plug and play type facilities will be installed to support
initial works.
Site facilities will include ICT systems, stores facilities, laydown yard, fabrication workshop facilities, Plant &
Equipment maintenance facility and site security requirements. Careful consideration will be given to the
potential for interaction between personnel and vehicles with suitable barriers, barricading and one way traffic
flow wherever practical.
Woodside provided site offices will be commissioned and be fully functional wherever possible prior to
mobilisation of further personnel. ICT systems will be installed and tested.
MGJV site facilities will be mobilised as necessary to suit the scheduled manpower and P&E mobilisation.
Typically to support the scope of work envisaged the following site facilities would be required:
Container(s) for Site Stores, Fabrication and Sheet-metal / Cladding Workshop(s)
Dome shelters for Site Stores, Fabrication and Sheet-metal / Cladding Workshop(s)
Tools Container(s)
Rigging Container(s)
Refrigerated Stores Containers (if not available onsite)
Haz Chem / Dangerous goods Container(s)
Laydown yard
The above list is indicative and not exhaustive and will vary dependent on envisaged scope of works of
Woodside issued Purchase Orders.
The location and layout of the site facilities will be agreed with Woodside prior to mobilisation. The site facilities
will be serviced with Woodside supplied potable water supply, electricity and drainage.
6.0 Site Implementation

The sequence of site implementation activities will be dictated by the issue of Purchase Orders by Woodside,
area accessibility and materials availability. The contract schedule will be developed based on these constraints
and the site implementation process will follow the same sequence.

The Services to be performed under the contract may be performed online whilst the plant is operational or
offline during a production outage.
Implementation of the scope of work for a particular Purchase Order will not commence until all the necessary
information and documentation (work-pack, estimate, schedule, histogram etc.) has been submitted to
Woodside and approved and the Ready for Implementation reviews are completed.
The procedures and methodologies provided below provide an overview on how MGJV will execute the various
types of work envisaged and how we will work together with Woodside, other Stakeholders, EPCM Contractor,
Inspectors and Subcontractors to achieve a successful outcome for each of the Woodside issued Purchase
Orders.
Once the scope of work is defined by the Woodside issue of a Purchase Order the following methodologies will
be reviewed and revised to reflect the total scope of work to be undertaken.
6.1 Implementation Work Packs

Implementation Work Packs (IWP) including Jobcards will be developed for all discrete components of the
works as defined in the Woodside KLE Construction and Commissioning Work Pack Guide (L0000PR9216828).
IWPs will contain all the relevant documentation and information as defined in the Woodside KLE Construction
and Commissioning Guide including where appropriate any supplier manuals to assist with installation and
maintenance. MGJV intends to implement its in-house system Project Information Management System
(PIMS) to support this process.
IWPs for each discrete component of the works, of a suitable work volume, will be produced following MGJV
engineering review of the following:
Purchase Order, AFC drawings, relevant specifications, 3D model and documentation such as data
sheets and Vendors information
Checks and verification for clashes and inconsistencies and dimensional errors
Materials, plant, equipment, tools and laydown area requirements
Management/Supervision and labour requirements including qualifications and competencies
Shop drawing requirements (if any)
QA/QC requirements (ITRs, ITPs, FICs etc.)
Lift studies, HSE Risk Assessments (SIMOPS, Hazardous Substances, Live plant, Working at Height,
Confined Space etc.) and Constructability
Isolations reviewed and agreed with KLE Operations Coordinator
Licensing, regulation, legislation or contract approval requirements
Work Packs will be developed to provide all the information required for Supervisors to effectively, efficiently and
safely execute the designated parcel of work. Depending on the size, complexity, and scope of the project, work
packs will be discipline specific and in some cases area specific i.e. scaffolding, structural, mechanical, piping,
blasting & painting, insulation & cladding and electrical. Work Packs will be developed with input from various
Woodside, EPCM Contractor, and MGJV departments.
Woodside safety personnel, MGJV project management and HSE personnel, the EPCM Contractor and relevant
members of the construction team will assess the risk and criticality of each work order. The level of risk and
criticality identified in this assessment, which will be included in the Construction Execution Plan, will determine
the appropriate level of detail included in the Work Pack.
Work Packs will comply with Woodside requirement and the content will vary depending on the size, scope and
criticality of the Work Order. Where applicable Work Packs will typically include:
Detailed scope of work
Method sheets
Drawings, specification and standards

Bill of materials and project tooling

Specialised equipment list
Lift Studies
Project schedule
JSA/risk assessment
Isolations and permits requirements
Surveyor reports
Vendor equipment list
Technical queries / concessions
Weld procedures
Inspection and Test Plan
Hydro-test Plan
Inspection Checklists
Material Safety Data Sheets (MSDSs).
MGJV is cognisant of the issues of working on a live plant, the requirement to minimise disruption to production
and that it will be not be possible to clearly define all scopes of work until such time that some pre-inspection
works are performed. We understand that there will be inevitable unforseen issues which may impact on
planned activities. For example during replacement of some insulation and cladding some otherwise unknown
defects of piping or vessels may be revealed which could require additional mechanical/structural works to be
performed and hence prevent the completion of the insulation and cladding works as per schedule. MGJV will
during the planning stage of each work pack consider these risks and provide contingency plans for alternative
work fronts thereby maintaining high productivity
Depending on the scope of the project and if applicable, it may be advantageous to separate off-site works,
such as fabrication and subcontracted works into separate work packs from the on-site works.
6.2 Integrated Safe System of Work

Providing a safe working environment for all persons is paramount to MGJV culture and the safety of everyone
and the facility is critically dependent on the proper organisation and control or work.
A key and critical part of the work pack development will be to ensure that work is properly planned, risk
assessed, controlled, co-ordinated and safely executed.
This will be achieved by implementation and strict compliance to the Woodside Integrated Safe System of Work
Manual (W0000MF3661838).This will ensure:
The battery limits for the work to be performed are clearly defined
The appropriate level of planning and awareness has been considered with respect to carrying out the
work activities.
Persons authorised to plan, prepare, authorise and carry out work activities are defined and competent.
All necessary risk assessments have been performed and that any residual risks are considered to be
at an acceptable level
The appropriate precautions and control measures are identified and implemented.
Work-sites are adequately prepared and safe before work commences, including the implementation of
appropriate precautions such as isolations, gas testing, etc.
The permit and supporting certificates are issued prior to commencing work activities.

The job starts and continues to be carried out, in a safe manner and that safety in the surrounding area
is not jeopardised.
Activities have been completed safely and worksites returned to a safe condition on completion of the
work.
6.3 Transportation and Cranage

For each IWP MGJV will conduct a detailed review of all transport and lifting requirements. This will include
traffic management plans which will identify any potential interface issues with other works.
Lift studies will be completed in accordance with the contract specifications and Woodside Lifting Operations
Procedure (W1000AG2477118).
Unless specifically required by a Purchase Order all cranage will be provided by Woodside.
6.4 Materials Control and Logistics Management

All permanent work materials will generally be free-issue by Woodside unless specifically instructed otherwise
by the Woodside Purchase Orders.
Prior to receipt of any Woodside free issue equipment or materials MGJV will carry out visual inspections for
any damage and shortages. Any such damage noticeable defects or shortages will immediately be brought to
the attention of the Woodside representative via a written condition report and the materials in question will be
quarantined. Free-issue equipment and materials will be requisitioned as per Woodside procedures and
wherever practicable to allow immediate installation, without double handling.
MGJV has well established materials control and logistics procedures that detail the methods by which MGJV
will manage and control the Contractor supply and Woodside free-issue materials required for the execution of
the works. The procedures address the requirements and provide details of how MGJV will manage:
Materials control
Transportation of materials and equipment
Procurement of materials for incorporation into the Work
Short term laydown and Warehousing
6.4.1 Materials Control

MGJV materials controls and procedures will be followed and adapted where necessary to meet the specific
requirements of the Brownfield Implementation Services. MGJV Material Control Procedure MGL-PRO-086 Rev
2 describes the methods MGJV employ to ensure that materials and consumables are correct, identifiable and
remain suitable for use.
The procedure provides information on how MGJV manages materials control including receipt, inspection,
acceptance or rejection, marking and identification, handling, storage, preservation and issue of all MGJV
purchased or customer supplied materials.
MGJV will employ a dedicated Materials Coordinator to control the site stores and laydown area. The Materials
Coordinator will be assisted by a dedicated stores team as required who will be responsible for receiving MGJV
and Woodside supplied materials, storing, verification, preservation and issuance of materials to the work faces.
Material control is integrated with the work management system, providing that critical link between work
readiness and material availability. The MGJV Materials Coordinator will work closely with the Woodside
Materials and Logistics team and with Construction and Scheduling in supporting the planning of the installation
sequence. The priority sequence will be used to determine the availability of permanent equipment and
consumables to begin construction in specific areas. The Materials Coordinator will monitor material status and
availability by WBS area.
Receipt inspection will be carried out on all material receipts by the Materials Coordinator. Reports on material
received will be collated by the Materials Coordinator and entered into the MGJV material control system
(PIMS, or other system as suitable for the works).

All materials required for the works, inclusive of free issue equipment, will be logged into the material control
system.
The Materials Coordinator shall also be responsible for the maintenance of all records and delivery notes and
will be assisted by administration staff for updating of the material control system. Nonconforming materials will
be segregated, quarantined and/or tagged accordingly to prevent use until resolved.
6.4.2 Material and Equipment Preservation

Specific details on preservation and maintenance of any free issue equipment will be supplied by Woodside and
included in the work pack. This could include but not limited to preservatives, purges, lubrication levels, space
heaters, protection from carbon contamination and sensitive surfaces. MGJV will establish a control system to
address proper material and equipment preservation is maintained from receipt through installation,
commissioning and up to handover. MGJV will perform periodic surveillance to ensure preventative
maintenance and preservation is performed to prevent/detect any deterioration to condition. Documentation of
the preventative maintenance program will be maintained by MGJV as per project requirements. Some
considerations include:
Plugs, covers and end caps to avoid internal contamination
Special crate preparation for delicate instruments, gaskets, hoses, etc.
Shrink and or bubble wrapping of certain items
All piping will be flushed or blown clean after Hydro / Pneumatic Test
Motors may require temporary power for space heaters
Preventive maintenance on rotating equipment
Particular care should be given to equipment and vessel internals
Greasing of manual valves
Machined surfaces
6.5 Scaffolding
All scaffolding operations will be performed by appropriately qualified personnel to ensure all scaffolds and
associated equipment is adequately and safely erected, inspected, maintained to a high standard, utilised as
per the design and manufacturers specifications and dismantled.
All scaffolding will be performed in accordance with MGJV Scaffold Work Practice (WEL-WP-5301). The Work
Practice has been developed on the KGP in consultation with Woodside and addresses aspects of the erection,
dismantling and use of scaffolds and scaffolding equipment. Compliance with the Work Practice will ensure that
scaffolds and scaffolding equipment are properly sited and erected, are consistently maintained in good working
order and are used correctly to minimise any adverse impact on the safety of people or loss of property.
No scaffolding work will proceed until all necessary information and documentation (work pack, estimate,
permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has
been met and Ready for Implementation reviews have taken place and signed off.
MGJV will manage all stages of the scaffolding process from design, through installation, maintenance and
dismantling. This will include:
Scaffolding Pre-Planning
Specific scaffold review to select most efficient system to suit the particular scope of work
Generate design and provide drawings , calculations, 3D model etc. where applicable for Engineer sign
off
Generate Bill of Quantities
Estimate and track scaffolding materials required (tonnage)
Establish and maintain scaffold register

Estimate and track work force requirement

Generate work-packs (permits, isolations, estimate, schedule, JHAs, method statements etc.)
Requisitioning, receipting of all scaffolding materials from Woodside yard and transporting to work area
Erect, maintain, dismantle scaffold and return to Woodside yard
Track and establish hours per m3 of scaffold with a view to improving productivity
Unless specifically required by a Purchase Order all scaffold materials will be provided by Woodside. MGJV has
well established scaffold management systems to control and track the issue and return of all scaffold materials.
Any personnel must comply with the HSE requirements MGJV Scaffold Work Practice when undertaking any
scaffolding activities or the general use of a constructed scaffold.
Further to any personnel erecting, dismantling or working from scaffolding must comply with the requirements of
MGL- WP-358 - Prevention of Dropped Object Work Practice and MGL-WP-029 - Prevention of Falls
General requirements for scaffolding are listed below and shall comply with the following;
Scaffolding shall only be erected, modified, or dismantled by persons who are holders of a current
Licence to Perform High Risk Work for scaffolding and who have been employed and deemed
competent to carry out scaffolding work;
Ensure that approved access and egress is provided for scaffolders during erection, alteration or
dismantling of scaffolds;
When erecting or dismantling scaffold, scaffolders shall be required to work off a minimum of the
following:
1.2m bay - 3 boards (690mm);
1.8m bay - 5 boards (1150mm); and
2.4m bay - 8 boards (1840mm);
Tools, materials, and debris shall not be allowed to accumulate in quantities to cause a hazard;
All scaffolding erected from grade shall be of modular or system type scaffolding materials.
Dispensation to this rule can only primarily be given by the MGJV Senior Scaffold Supervisor;
Designed to comply with AS/NZS 4576 - Guidelines for Scaffolds, AS/NZS 1576, parts 1, 2, 3, 4, 5 and
6 and amendments;
As a minimum all scaffold platforms shall be erected to the Medium Duty rating of 450kgs, SWL;
All scaffolding erected inside or adjacent to structures shall be tied to the structure. Each tie shall be
connected to not less than two standards or two ledgers with right angle couplers where ever possible.
If tying modular scaffold to structure the connection tie shall be to not less than two standards and if
connection is to the ledgers, check couplers shall be located to secure locking wedges to prevent them
from dislodging;
Ladders, kickboards and planks affixed to a scaffold shall all be secured with approved wire rope
lashing for planking or appropriate fitting/s so as to avoid possible movement during use or material
integrity damage;
Where scaffold tubes are required to be cut, they shall only be cut by a pipe-cutter, drop saw or other
abrasive cutting means after which internal and external sharp edges will be filed or ground smooth.
Note: Scaffold tubes are not to be cut with an oxy / gas-torch;
When scaffolders are hand-balling or chaining equipment at height, scaffolders will be required to work
off a minimum of the following:
1.2m bay - 3 boards;
1.8m bay - 5 boards; and
2.4m bay- 8 boards;

When mobilising scaffolding equipment by crane, only licensed riggers are to rig loads. Verification of
Competency (VOC) training must have been completed and be kept on file as per the project
requirement.
The Scaffolding Supervisor / Scaffolder shall be responsible for ensuring that the sequence of erection
complies with the site, legislative, and AS/NZS 1576 Part 1, 2 and 3 and AS/NZS 4576 requirements.
Scaffolding components shall be stored in a neat and tidy manner as close to the erection site as
possible i.e. Scaffolding will be stored in stillages, scaffold fittings in cages or prefabricated bins, metal
and timber boards on dunnage.
All personnel who are required to use scaffolding shall inspect the scaffolding prior to use and where it
is deemed to be unsafe or in non-compliance with this procedure, the scaffold shall be tagged Out of
Service and the supervisor notified, or the scaffold tag removed and the scaffold tag handed to the
scaffold supervisor for remedial action.
Scaffolds shall be inspected by a HRWL Advanced scaffolder initially and verified by the scaffolding
supervisor upon completion and before use, then every twenty eight (28) days maximum or at the
completion of any modification work/s.
SCAFTAGs and register shall be updated with the date of inspection.
Supervisors and work teams shall visually inspect all work areas including scaffolding prior to the
commencement of work each day.
6.6 Rope Access

Provided below is an outline of the procedures and methodology that would typically be employed for works
requiring rope access on a gas plant such as KGP.
6.6.1 Mobilisation and Set-Up requirements

Only IRATA qualified responsible person will be employed on the job at all times. The responsible rope access
supervisor and crew will review the scope of works; identify all hazards and necessary controls to reduce any
residual risk to an acceptable level.
This will include identification of suitable anchorage points for rope access lines in the area, double rope access
points for backup safety and rescue.
The Supervisor will also ensure that all work crew are aware of the identification of Woodside alarm system and
the emergency response plan.
The supervisor and work crew will produce a work methodology to carry out the works safely and without
causing any environmental issues and which will incorporate all necessary control measures identified.
All necessary barricading for the work zone will be erected with appropriate signage and information tags. This
will include flashing lights for night time identification.
Where appropriate a Traffic Management Plan will be implemented.
The supervisor will liaise with the appropriate Engineers, Management and Woodside to ensure that all parties
are aware of where equipment will be placed.
6.6.2 Daily Work Activities and Inspections

Prior to commencing work each day the supervisor and work crew will have a Pre-Start meeting to discuss the
days scope of work, assess any additional hazards and changes from previous days work and implement and
necessary changes to the control measures accordingly.
The supervisor and crew will daily inspect and enforce the barricaded work area and daily inspect all anchorage
points, anchor slings, rope lines, hauling lines, safety lines, harnesses, karabiners and lanyards, PPE, tools, all
tags signage and emergency air horn are place. The supervisor will be responsible for ensuring that good
housekeeping is maintained at all times and any waste materials are disposed of correctly.

There will be a safety watch at all times whilst rope access works are undertaken to ensure no unauthorised
access into the barricade zone occurs.
All tools, equipment and materials will be connected to the harness at all times via lanyards.
The Supervisor will monitor the weather conditions throughout the shift and ensure early warning is
communicated to the work crew should poor weather or high winds be predicted.
The Supervisor will ensure effective daily communication and liaison with Woodside to ensure that all parties
are aware that work is being undertaken and that any potential interfaces for the day are identified.
6.7 Structural Work

The typical structural work that could be anticipated could range from replacement or modification to structural
steel beams, columns, girders, braces, supports etc., replacement of structure bolts/nuts/washers, renewal of
sections/nozzles or internals of vessels to replacement of complete structures and vessels. The extent of some
of the structural works required may only become known following inspection and a condition assessment made
of the integrity of existing structural facilities.
No structural work will proceed until all necessary information and documentation (work pack, estimate, permits,
isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met
and Ready for Implementation reviews have taken place and signed off.
Prior to receipt of any Woodside free issue structural steelwork MGJV will carry out inspections for any damage
and shortages. Any such damage noticeable defects or shortages will immediately be brought to the attention of
the Woodside representative via a written condition report and the materials in question will be quarantined.
Structural steelwork will be requisitioned wherever practicable to allow immediate installation, without double
handling.
All structural steel installation works will be completed in accordance with AS4100 and Woodside contract
specifications for structural steel erection.
IWPs will identify all steelwork mark numbers required to complete a given structure.
The IWP will contain as applicable a detailed removal and/or installation sequence that will maximise the level of
preassembly that can take place at ground level in order to minimise works taking place at heights. The IWP
will also identify requirements for cranage, EWPs, scaffold structures, road closures, traffic management plans
and rigging studies.
All items will be requisitioned and received on site prior to works commencing.
Once steelwork has been erected and location checks completed, bolts will be tensioned in accordance with in
accordance with AS4100 and Woodside contract specifications for structural steel erection.
Once this has been completed and verified by QC personnel, a final survey will be completed to verify that the
steelwork is within tolerance. The final survey reports will be included in the MDR.
6.8 Fire Proofing

Fire Proofing has been identified as a potential scope of work. The extent of the fireproofing scope of works may
include removal and repair of existing fireproofing to the same specification or removal and replacement with
alternative specification fireproofing. The extent of the fireproofing requirements may not become known until
initial removal and assessment of the condition of existing fireproofing has been made.
Provided below are the procedures and methodology that would typically be employed to perform fire proofing
works on a gas plant such as KGP.
6.8.1 General
The minimum thickness of intumescent fireproofing and reinforcing fibre net shall be based upon fire loading
assessment for pool and jet fires as appropriate for releases of flammable gas, condensate / light hydrocarbon
liquids, LNG, and LPG.

The design basis for passive fire protection is exposure to 2 hours for hydrocarbon pool fires and 30 minutes for
jet fires. To protect pressure vessels against potential failure, the substrate temperature must be maintained
below 400C.
Fireproofing placement shall be as indicated on the data sheets and equipment/vessel drawings. Equipment
skirts and saddles requiring fireproofing are indicated on equipment drawings, equipment data sheets, or
equipment lists. The datasheet shall include the type and thickness of the fireproofing material.
All Surface preparation , materials and coatings work shall comply with applicable environmental and safety
provisions, laws, regulations of Australia, West Australian Occupational Safety & Health Act 1984: the
Occupational Safety and Health Regulations 1996: the Work safe WA .
Material Safety Data Sheets (MSDSs) shall be available for review at the jobsite.
The volatile organic compound (VOC) content of all materials shall meet Federal, State, and Local or other
Regulatory requirements whichever is most stringent.
6.8.2 Materials
The assessed thickness of intumescent fireproofing material shall consider metal substrate thickness, the
operating temperature, and potential fire intensity. The material shall satisfy both H120/J30 rating requirements.
Intumescent passive fireproofing materials shall be approved as a minimum in accordance with UL 1709
hydrocarbon pool fire exposure application and shall have UL certification for at least a two hour fire resistance.
Intumescent passive fireproofing materials shall be tested in accordance with ISO 22899-1 to determine
required thickness for resistance to jet fire exposure for at least thirty minutes and certified by a 3rd Party,
(Lloyds or DNV).
Reinforcement shall be in accordance with the intumescent fireproofing material manufacturers instructions for
the LNG acceptance testing
Abrasives for blast cleaning shall comply with AS 1627.4, or SSPC AB1 (mineral and slag abrasives), or SSPC
AB3 (steel abrasives), and be clean, dry, and free of oil and contaminants. The particle size shall be capable of
producing the specified surface profile. Silica sand abrasives shall not be used at the construction site. Carbon
steel and iron abrasives shall not be used on stainless steel.
Thinners, solvents, and cleaners shall be as manufactured or recommended in writing by the coating material
manufacturer, and shall be identified on the Standard Coating Data Sheet by the product name and number.
Materials for touch-up of damaged areas shall be the same as those originally applied unless otherwise
specified.
External coating materials shall be a clear epoxy sealer or other coating as specified in the referenced coating
specifications.
Fireproofing materials shall be delivered to the place of application in the manufacturer's unopened, original
containers bearing a legible product designation, batch number, and date of manufacture. Containers that are
damaged shall not be used. The coating material shall be handled and stored in accordance with the
manufacturer's latest published instructions and shall be protected from damage, moisture, direct sunlight, and
temperatures colder than 5C (40F) or warmer than 32C (90F).
The materials shall be used within the manufacturer's published shelf life. Containers of coatings that have
exceeded the published shelf life shall be segregated from other material and disposed of in accordance with
local regulations. Containers of coatings or components shall not be opened unless for immediate use.
6.8.3 Encapsulation System

All areas requiring abrasive blasting and fire proofing will be encapsulated. The spent abrasive material will be
removed after blasting and emptied into enclosed site bins for disposal.
6.8.4 Surface Preparation

Surface preparation shall be carried out as per the project specification.

6.8.5 Application of Fireproofing

Mixing, applying, and curing of the Fireproofing material shall be in accordance with the manufacturer's latest
published instruction and the requirements specified herein. When multiple component units are mixed, each
component shall be mixed separately prior to the mixing of the combined materials.
Only complete kits of multi-component Fireproofing coatings shall be mixed. No partial kits will be allowed at any
time. Mixed material shall be used within the manufacturers published pot life. Material that has exceeded its
pot life shall be discarded. The coating shall be completely removed and the surface restored to the original
degree of cleanliness specified if it is found that material from a partially mixed kit or material that has exceeded
its pot life was used. The prepared surface shall then be coated with material from a fully mixed kit within its pot
life.
Fireproofing / Coating materials shall be thoroughly mixed until they are smooth and free from lumps, and then
strained through a 30 meshes or finer screen. Material shall be agitated to keep the solids in suspension.
Inorganic zinc coatings shall be mechanically continuously agitated.
The cleaned surface shall be primed within 4 hours of cleaning, and before any visible rust forms on the surface.
Coating material shall not be applied when there is moisture on the surface, dust is present that can
contaminate the freshly coated surface, or when dirt or other detrimental material has re-contaminated the
surface. No coating material shall be applied closer than 6 inches from adjacent non-cleaned surfaces.
The application of the coating shall be performed only when the steel surface is at least 3C (5F) above the
dew point. Both ambient and surface temperature shall be in accordance with the manufacturers latest
published requirements.
Over-coats/topcoats shall be applied within the manufacturer's minimum and maximum recoat times. Coating
shall be free of defects. Coating shall be applied using clean equipment.
6.8.6 Inspection & Testing

The following steps are subject to inspection:
Following surface preparation and immediately prior to the coating application.
Following the application and curing of each layer of primer / Fireproofing / topcoat
Final inspection and sign-off, in accordance with the project requirements.
The necessary testing and inspection instruments will be properly calibrated and maintained.
Prior to using compressed air, the quality of the air downstream of the separator shall be tested in accordance
with ASTM D 4285. The test shall be performed at the beginning of each shift and at approximately four-hour
intervals. The air shall be used only if the blotter test indicates no visible contamination, oil, or moisture. If
contaminants are evident, the equipment deficiencies shall be corrected and the air stream shall be retested.
Separators shall be bled continuously. Air lines shall be tested individually prior to use. Surfaces which are
determined to have been blasted, blown down, or applied using contaminated air shall be re-cleaned to remove
oil, grease, and contaminants and new coatings applied using clean air.
Prior to surface preparation and coating application, surface temperature, dew point and relative humidity shall
be determined at the work location using a surface temperature thermometer, sling Psychrometer , following
procedures in AS 3894.7 and ASTM E 337. Readings are required approximately every four hours or at other
time intervals accepted in writing by the Bechtel. The substrate temperature shall be at least 3C (5F) above
the dew point. The work shall not proceed if the ambient temperature or relative humidity is outside the
requirements of this specification.
Blast cleaned surfaces shall be compared with AS 1627.9 or SSPC-Vis 1, Visual Standards. Power tool cleaned
surfaces shall be compared with SSPC-Vis 3. The anchor pattern profile depth shall be verified in accordance
with Method A of AS 3894.5.
The dry film thickness of each coat shall be verified in accordance with AS 3894.3 and SSPC-PA 2. The
number, frequency and location of dry film thickness measurements shall comply with SSPC-PA 2.
The coating shall be visually inspected for defects such as overspray, runs, sags, voids, blistering, peeling,
rusting, mud cracking, inadequate cure, and lack of adhesion. Mud cracking must be removed by re-blasting.

The Seller shall repair all defects per the Buyer accepted touch-up and repair procedures. Areas where
defective coatings have been repaired or replaced shall be inspected to the original requirements.
6.9 Mechanical Equipment

The typical mechanical work that could be anticipated could range from removal, replacement, overhaul,
flushing, cleaning and purging of pumps, compressors, blowers, motors, valves, gearboxes, scrubbers,
generator sets, diesel engines, heat exchangers, condensers, vessels, replacement of vessel internals etc.
The extent of some of the mechanical works required may only become known following removal, dismantling,
inspection and a condition assessment made.
No mechanical works will proceed until all necessary information and documentation (work pack, estimate,
Prior to receipt of any Woodside free issue mechanical equipment MGJV will carry out inspections for any
damage and shortages. Any such damage noticeable defects or shortages will immediately be brought to the
attention of the Woodside representative via a written condition report and the equipment in question will be
quarantined. Mechanical Equipment will be requisitioned wherever practicable to allow immediate installation,
without double handling.
Any relevant manufacturers installation and maintenance manuals and relevant drawings will be reviewed prior
to removal and/or installation being undertaken of any mechanical items. Pertinent sections of the manual
relating to equipment preservation, pre-installation checks, installation lifting and placement requirements,
levelling and alignment, pre-commissioning, maintenance and construction verification checks will be detailed in
the relevant IWP for each mechanical item.
All rigging and lifting works for mechanical equipment to the final location will be undertaken by MGJV using
Woodside supplied cranes. Lift studies will be prepared as required by the Woodside contract specifications.
Installation will only commence once any necessary surveying activities have been completed.
Prior to installation all packaging will be removed and baseplates inspected and cleaned to remove all grease,
oil/dirt contamination or loose/flaking paint. All rust preventatives and oils used to protect the equipment during
transport and storage will also be removed, unless oils are the lubricants for the equipment pre-filled by the
supplier ready for operation. The equipment installation manual will be referenced to ensure that all transport
and storage preservation and protection systems are removed.
Once lifted into position all temporary supports, bracing or other transport items will be removed and returned to
a laydown area. Equipment will then be levelled and pre-alignment checks completed and bolted down. Soft-
foot checks will be completed to verify that any soft-foot is within manufacturers tolerance.
Where complex pieces of equipment require installation MGJV will request for suppliers representatives to be
present at site to provide advice, guidance and to verify that equipment is correctly installed. MGJV will work
closely with the supplier representative once on site to ensure that installation meets the suppliers requirements
and that all construction verification checks are completed and verified by the supplier representative.
MGJV shall lubricate equipment where specified in the manufacturers installation instructions and shall ensure
that all maintenance requirements are met up to the point of final handover to Woodside.
The mechanical equipment IWP will contain all relevant Field Inspection Check sheets (FICs) that will provide a
record that all required checks and alignments have been completed to the required tolerance and verified by
MGJV, the Woodside Representative and, where required, the suppliers representative. Completed checklists,
ITPs, survey reports and other relevant construction verification documentation will be included in the completed
IWP which will form the basis of the final handover pack (MDR). All equipment alignments will be completed
prior to piping installation.
6.10 Pipework
The typical piping work that could be anticipated could range from removal, replacement or modification of
spools and supports, flushing, cleaning and purging, recoating and/or relining.

The extent of some of the piping works required may only become known following removal, inspection and a
condition assessment made.
No piping works will proceed until all necessary information and documentation (work pack, estimate, permits,
isolations, estimate, schedule etc.) have been provided and approved, compliance with ISSOW has been met
and Ready for Implementation reviews have taken place and signed off.
Prior to receipt of any Woodside free issue pipework/spools and associated materials MGJV will carry out
inspections for any damage and shortages. Any such damage, noticeable defects or shortages will immediately
be brought to the attention of the Woodside representative via a written condition report and the material in
question will be quarantined. Pipework will be requisitioned wherever practicable to allow immediate
installation, without double handling.
Immediately prior to site installation end caps will be removed and spools visually inspected inside and up
ended such that any loose debris falls clear.
Installation kits (valves, stud bolts, gaskets etc.) will be bagged and tagged and will remain in the MGJV store
until required at the workface. All valves will have their caps/plugs left in place until they are required for
physical installation.
Pipe ends will remain sealed at all times, unless being inspected, cleaned or are required for installation. At the
end of each shift relevant supervisory staff will inspect to verify that ends are sealed prior to departing site.
A flange management procedure will be established in accordance with Woodside project procedures and all
flange management and testing will be carried out and supervised by appropriately experienced and qualified
personnel.
Prior to connections being made, flanges will be inspected to ensure that they are clean; that gramophone
finishes are in a serviceable condition; that flange alignments are within tolerance; and that nut seating areas
are smooth and free of paint. Bolts and gaskets will be checked for damage and to ensure that they are correct
for the required service. Anti-seize compound (where called for) will be applied to the bolt threads and
nut/flange interface areas and all bolts installed and hand tightened. Once the joint has been checked to ensure
correct positioning of bolts and gasket the joint will be tightened in accordance with the project specification.
Checklists will be completed for all relevant joints and verified by the relevant supervisor or QA/QC inspector.
Progressive punch listing will be carried out and prepared.
6.11 Testing of Pipework

Pressure (hydraulic or pneumatic) testing, blowing and drying of pipework will not be undertaken until final
construction verification checks have been completed and signed off by MGJV and Woodside Representative,
and all NDT and traceability requirements have been completed and signed off by MGJV and Woodside
Representative.
No pressure testing will proceed until all necessary information and documentation (work pack, estimate,
All in-line instruments that may be damaged by the testing process will be removed prior to testing taking place
and replaced with temporary spools where required. Temporary strainers will also be installed where specified.
Pressure testing will be undertaken in accordance with Woodside contract specifications and will be planned to
incorporate the largest amount of pipework in a single test as is practicable. Factors influencing the system size
include:
Construction completion status;
Isolation points;
Commissioning requirements;
Equipment availability;
Interface with other contractors;
Total test head differential.

Exclusion Zone
All pressure testing and recording devices used for testing will be calibrated and copies of calibration certificates
made available for Woodside review prior to each test being undertaken. Where required media used for
testing will be analysed and a copy of the analysis provided to Woodside.
6.12 Welding Requirements

MGJV has a robust Weld Management System, encompassing:
Weld Tracking System (WTS): A Welding and NDT database which is a fully traceable reporting system
to manage, record and report on welder qualifications, re-validation, welding procedures and processes,
NDT, welding consumable and materials traceability, and welding productivity.
Weld Procedure Management System (WPMS): electronic database with search capabilities to locate
specific Welding requirements.
Welder Qualification Record System (WQRS): electronic database maintains an extensive listing of
current and past WQRs. The database also has extensive searching capabilities for specific Welder
Qualification Verification.
Post contract effective date a full review will be undertaken of the welding requirements for the works. All
relevant weld procedures will be submitted to Woodside for approval prior to mobilisation to site.
MGJV will also submit for approval Positive Material Identification (PMI), Post Weld Heat Treatment (PWHT)
and Non-Destructive Examination (NDE) procedures (where required) for review in accordance with the
Woodside contract specifications and engineering standards.
No welding will take place on site until relevant weld procedures and welder qualifications have been submitted
and approved by Woodside. All welding activities undertaken will be monitored and controlled in accordance
with the relevant Woodside contract specifications and engineering standards.
In general all site welders will be qualified in Perth prior to mobilisation to site. Facilities will be established on
site to allow further testing, but this will used by exception only. All welders will be assigned a unique welder ID
number and a welder qualification register will be maintained on site identifying the material grade, size,
thickness, welding position and process each welder is qualified to. This information shall also be displayed on
individual welder ID badges.
The Welding Supervisor shall be responsible for ensuring that welders are suitably qualified for all welds being
undertaken and will monitor welding parameters on a regular basis to ensure that welding is being completed in
accordance with the specified WPS.
All welding consumables will be issued from a controlled store and will be issued using a documented request
system, each request being authorised by the welding Supervisor. Electrodes issued from storage ovens will be
kept in portable electrode ovens and returned to the storage ovens at the end of each welding shift. Re-baking
will be carried out in accordance with electrode manufacturers requirements.
On completion of each weld the welder will identify the following information adjacent to the weld:
Welder ID;
Consumable code;
WPS number;
Date welded.
The QA Inspector will transfer the information to the Daily Weld Report together with the unique weld number
which will be input into the MGJV Weld Tracking System (WTS) database.
The WTS will also be utilised for requesting NDT and will provide reports to verify that required percentages of
NDT have been completed (both for system requirements and individual welder requirements).
All weld details will be recorded on the isometric drawings by the QC Inspector and issued to the QC
department for compilation into the MDR.

6.13 Insulation and Cladding

The extent of the insulation and cladding scope of work may include removal and repair of existing insulation
and cladding to the same specification, removal and replacement of existing insulation and cladding with
alternative specification insulation and cladding or the installation of new insulation and cladding on new /
refurbished pipework / equipment. The extent of the insulation and cladding requirements may not become
known until initial removal and assessment of the condition of existing insulation and cladding has been made.
The corrosion under insulation once inspected, will reveal the need of blasting / recoating requirements before
putting the new insulation and cladding.
Provided below are the procedures and methodology that would typically be employed to perform insulation and
cladding works on a gas plant such as KGP.
6.13.1 Materials
All the permanent materials for insulation and cladding will generally by free-issue by Woodside. MGJV does,
however, have extensive experience in the management of procurement, transportation and storage of
insulation and cladding materials and can assist Woodside in such material supply if so desired.
The receipt of all free issue materials will be performed by the MGJV site stores department who will verify that
the product received matches the batch numbers indicated on the delivery documents. A Receiving Report is
generated for every shipment, noting any discrepancies or damages.
The QA/QC department will verify that the product certificates are in compliance with the product specification.
The certificate is signed in approval by the QA/QC.
The on-site Stores Keeper ensures that all products are stored according to the manufacturers directions in
order to reduce damage and deterioration. Any nonconforming product is recorded on a Non-conformance
Report as in Section of the Quality Manual, Control of Nonconforming Product and Corrective Action.
The QA/QC department randomly checks that products are stored in an appropriate manner. Any conformances
found are recorded on a Non-conformance Report. A Corrective Action Request may also be generated if
necessary.
6.13.2 Pre-Fabrication of Metal Jacketing in Workshop

Sheet metal coil of one to two tons weight will be mounted and fixed on the de-coiler for easy uncoiling. The
metal sheet will be unrolled and extended over a table bed to perform the cutting operations for the desired
length pieces.
Aluminium/ Stainless Steel sheet will be uncoiled from the coils (mounted on de-coilers positioned next to the
working table) and will be cut-to-size for fabrication purposes.
Cut to length pieces will be further roll-formed on metal Shaping / Rolling machine and thereafter at the edges
will be formed on Swaging machines (grooving operation) for pipe sectional jacketing forms and gored sections
for fittings.
Elbow covers, shall be prefabricated in a maximum of two precision-formed sections and sized to cover and
weatherproof insulated 90 and 45 elbows.
Lobster-back type mitred sections of sheet metal will be cut on top of the table bed with electrical nibblers in the
shape as per the size of the segments sheet form required. After the sections of lobster-back are cut, the same
will be swaged at the edges to form male and female grooving.
Tees and reducers metal-forms shall be fabricated and swaged / grooved in similar way as above.
For metal fabrication needing Lock forming at the edges will be performed using the Lock former machine to
make Pittsburgh lock.
Toggle clips / latches will be positioned to form the matching pieces to fit-up with the complete assembly for
valve and flange boxes.
Sharp edges of jacketing and bands shall be rounded-off to prevent any damage to the vapour barrier or cuts to
Personnel.
Joining of the metal pieces for removable boxes shall be using screws and pop rivets to fix the pieces.

6.13.3 Cold / Dual Insulation

PUR/PIR insulation will be used to insulate the low temperature pipework and equipment. Where Dual insulation
or fire-proofing is required, Foamglas will be used as insulation material.
The PUR/PIR and Foamglas insulation cut sections / lags are secured with S.S. bands or Filament tape and the
multi-layers are staggered and lap staggered too to form a leak proof insulation with adhesives / joint sealants to
butt between the insulation mating points.
On multi-layer PUR/PIR insulation and at an operating temperature of () 50C or below, in addition to the
primary vapour barrier, a secondary foil vapour barrier shall be applied between the outermost layer and the
next inner insulation layer. For Foamglas insulation, no secondary vapour barrier is required.
The outermost layer shall have a primary vapour barrier installed to make the insulation system leak proof. All
the joints of cold shoe shall be treated with vapour stops.
Every 6 m run of pipework shall have a contraction joint installed. All vertical runs shall have insulation rings
installed to hold the insulation weight and cladding sheets at required intervals. All cladding sheets shall be
sealed with metal sealant and have rain water shed joints formed. All terminations and protrusions shall have
vapour stops installed with reinforcement glass-cloth.
All stainless steel cladding shall be secured with stainless steel banding and matching wing seals. All the
removable boxes for valves and flanges will have toggle clips to snap on, over the adjacent pipework insulation.
6.13.4 Hot and Acoustic Insulation

Hot, Acoustic, and Hot & Acoustic insulation systems will be used to insulate the high temperature pipework and
equipment including with sound attenuation requirements.
The hot insulation is installed with mineral wool cut pipe sections and lags for pipework and mineral wool
mattresses / slabs for equipment and bigger diameter pipework. The insulation is secured with wire or banding
to hold the insulation in place. The joints are all butted and layers are staggered tight fit. The weather proofing is
installed with sheet metal cladding secured with banding.
Acoustic lining is performed by using barium loaded vinyl sheet fitted under the cladding sheet metal and fitting
anti-vibration acoustic seals / tapes to prevent metal to metal contact. The mineral wool insulation itself is a
good acoustic material used as insulation for sound attenuation.
6.13.5 Personnel Protection Shields

Personnel protection is installed with metal shields in place secured with banding over spacers to isolate with
pipework with the help of some thermal heat-break tapes for hot pipework.
Besides above insulation systems, there are other specific used insulation systems like Insitu foam PUR / PIR
and Nitrile rubber foam system too. The insulation at cold shoes is high density PUR with metal clamps to
secure the pipework beneath and match with the adjacent insulation thickness of piping.
6.14 Blasting and Painting

Integrity and reliability of the KGP are key drivers for the KLE program and external corrosion is one of the focus
areas to be implemented to achieve the required outcomes. The extent of the scope of work may include
recoating of structural steelwork, vessels, pipework and valves, pumps, motors, gearboxes etc. some of which
can be performed offline but some having to be done online to minimise impact to production. The extent of the
coating works for certain sections of the plant may not become known until initial assessment of the condition of
existing coatings has been made. For example pipework may first need to have fireproofing/insulation/cladding
removed before any evaluation of the existing coating can be assessed.
Provided below are the procedures and methodology that would typically be employed to perform blasting and
painting works on a gas plant such as KGP.
6.14.1 Materials
All materials required for the KLE Project shall meet the project specification of KLE program.

Abrasives for blast cleaning shall comply with AS 1627.4, or SSPC AB1 (mineral and slag abrasives), or SSPC
AB3 (steel abrasives), and be clean, dry, and free of oil and contaminants. The particle size shall be capable of
producing the specified surface profile. Silica sand abrasives shall not be used at the construction site.
Carbon steel and iron abrasives shall not be used on stainless steel.
Thinners, solvents, and cleaners shall be as manufactured or recommended in writing by the coating material
manufacturer, and shall be identified on the Standard Coating Data Sheet by the product name and number.
6.14.2 Shipping, Handling and Storage

Coating materials shall be delivered to the place of application in the manufacturer's unopened, original
containers bearing a legible product designation, batch number, and date of manufacture. Containers that are
damaged shall not be used. The coating material shall be handled and stored in accordance with the
manufacturer's latest published instructions and shall be protected from damage, moisture, direct sunlight, and
temperatures colder than 5C (40F) or warmer than 32C (90F).
The coating materials shall be used within the manufacturer's published shelf life. Containers of coatings that
have exceeded the published shelf life shall be segregated from other material and disposed of in accordance
with local regulations. Containers of coatings or components shall not be opened unless for immediate use.
6.14.3 Encapsulation and Dust Collection System

All areas requiring abrasive blasting and coating will be encapsulated which will incorporate appropriate dust
collection systems. The spent abrasive material will be removed after blasting and emptied into enclosed site
bins for disposal.
6.14.4 Surface Preparation and Protective Coating

Surface preparation and approved painting system to be applied to each specific area or piece of
equipment in accordance with project specifications.
The following steps will be observed as a sequence for the job:
Prepare Work pack, SWMS onsite and have reviewed by WEL and work crew and get approval.
All personnel visiting to site or working at site will mandatorily undergo specific site inductions. Relevant
job specific training will also be undertaken as per mandatory KGP safety requirements.
Prepare schedule and work pack manning for approval.
Obtain relevant work permits prior to start of any work.
When approved, work can proceed following the typically stages as outlined below:
The first stage is to provide safe access to work area and encapsulate. This will typically be done by scaffold.
Once safe access has been provided any insulation and cladding, if applicable, can be removed and all waste
materials either recycled or disposed of per site requirements.
If applicable and required by the ITP the Woodside Representative would be invited to inspect the exposed
pipework/equipment.
Any necessary temporary flashings would be fabricated and installed to completely encapsulate the area to
prevent egress of blasting abrasives / contaminates.
Prior to abrasive blast cleaning, all visible dust, dirt, slag, spatter, flux residues, oil, grease, heavy dirt and other
visible deposits shall be removed in accordance with AS 1627-1 or SSPC-SP 1. All welds shall be relatively
smooth, without sharp edges.
Equipment shall have all openings plugged, masked, and/or blinded sufficiently to protect internals before
abrasive blasting. Instruments, sight glasses, electrical components, machined surfaces and other surfaces that
are not to be coated, shall be protected from abrasive blast cleaning and coating prior to performing surface
preparation.

Surfaces to be coated shall be initially abrasive blast cleaned in accordance with the surface preparation
requirements. Where abrasive blasting is impractical, SSPC SP-11 Power Tool Clean to Bare metal may be
substituted only in limited areas. Blast cleaning shall not be performed in the immediate area where coating or
curing of coated surfaces is in progress.
The surface profile of the steel cleaned by blasting shall be as specified by the coating manufacturer latest
published application instructions. If required by the ITP the Woodside Representative would be invited to
inspect the and sign off the surface profile
Burrs, slivers, scabs, laminations, and weld spatter which become visible after blasting shall be removed and
the area re-blast cleaned to restore the specified profile.
After abrasive blasting, surfaces are to be cleaned by one of the following; vacuum cleaner, dry compressed air
or by sweeping with clean soft bristle broom to remove visible dust, dry spray or overspray.
Blasted and cleaned surfaces shall be primed as soon as possible after inspection of surface preparation and/or
before any deterioration of the surface occurs.
The cleaned surface shall be coated within 4 hours of cleaning or Manufacturers instructions whichever is the
most stringent and before any visible rust forms on the surface. Coating material shall not be applied when there
is moisture, dust that can contaminate the freshly coated surface, or when dirt or other detrimental material has
re- contaminated the surface.
All coatings shall be applied with strict adherence to the coating manufacturers instructions.
The cure time between coats shall follow the manufacturer's written procedure for cure. Both ambient and
surface temperature and dew point shall be in accordance with the manufacturers latest published
requirements.
Wet and dry film thickness of each coating will be monitored and recorded and if required by the ITP inspected
and signed off by the Woodside Representative. All tests required will be performed in accordance with AS
3894.3.
Once all coatings have been satisfactorily applied, cured and signed off by Woodside Representative any
reinstatement or replacement insulation and cladding, if applicable, can proceed.
6.14.4.1 Slurry Blasting

Where it is necessary to work on live lines, vessels or equipment MGJV propose to use the Torbo surface
preparation system which uses abrasive media mixed with water thereby reducing risks of any sparks on the
surface.
The slurry blasting process works by mixing the blasting material with water. Each grain of the blasting material
is encapsulated in water held onto the grain by water tension. This not only prevents any sparks occurring when
the grains hit the surface but also increases the mass of the grains thereby increasing the striking power. The
water also has the added benefit of lubricating hoses and nozzles thereby reducing wear and maintenance
costs.
As the water encapsulated grains embed into the surface coating the water jacket continues moving but still
holding onto the grain by surface tension providing a second hammer blow and stopping and grit bounce. The
water jacket then jerks around and into the crack under the surface coating formed by the grain and
hydrostatically blasts a large amount of surface coating away.
The end result of the Torbo slurry blasting process is profile surface with feathered edges and the most efficient
use of the least amount of grit and water possible.
The Slurry blasting process offers nearly unlimited operation possibilities, incomparable handling ease,
exceptional cost savings, and substantial environmental protection.
The advantages of using the Torbo Slurry Blasting system (Torbo) include;
High coverage rates
Consumption of blasting media reduced by 60%
Very low consumption of water

Multiple use of blasting media is possible

Minimized or no containment required
Long service life of all parts subject to wear
Rust inhibitor injection available
Can be set up to blast at up to 800 ft. in height above grade
Lead Abatement
6.14.4.2 Inspection and Testing

All blasting and coating will be performed with the relevant Woodside and Australian specifications and
standards. The following steps are subject to inspection:
Following surface preparation and immediately prior to the coating application.
Following the application and curing of each coat.
Final inspection and sign-off, in accordance with the project requirements.
To ensure all project specification and quality requirements for blasting and painting are met we will ensure that
all the necessary testing and inspection instruments will be provided, properly calibrated and maintained.
Typically this would include the following test equipment/instruments:
Dew point gauge
Gas monitor
Spark tester
Elcometer or Micro-test DFT gauge and WFT gauge.
Temperature gauge
Dust test kits.
Chloride test kit.
Profile tester
Prior to using compressed air, the quality of the air downstream of the separator shall be tested in accordance
with ASTM D 4285. The test shall be performed at the beginning of each shift and at approximately four-hour
intervals.
The air shall be used only if the blotter test indicates no visible contamination, oil, or moisture. If contaminants
are evident, the equipment deficiencies shall be corrected and the air stream shall be retested. Separators shall
be bled continuously.
Air lines shall be tested individually prior to use. Surfaces which are determined to have been blasted, blown
down, or applied using contaminated air shall be re-cleaned to remove oil, grease, and contaminants and new
coatings applied using clean air.
Prior to surface preparation and coating application, surface temperature, dew point and relative humidity shall
be determined at the work location using a surface temperature thermometer, sling Psychrometer , following
procedures in AS 3894.7 and ASTM E 337.
Readings are required approximately every four hours or at other time intervals accepted in writing by the
Woodside. The substrate temperature shall be at least 3C (5F) above the dew point. The work shall not
proceed if the ambient temperature or relative humidity is outside the requirements of this specification.
Blast cleaned surfaces shall be compared with AS 1627.9 or SSPC-Vis 1, Visual Standards. Power tool cleaned
surfaces shall be compared with SSPC-Vis 3. The anchor pattern profile depth shall be verified in accordance
with Method A of AS 3894.5 or Method C of ASTM D 4417.
The dry film thickness of each coat shall be verified in accordance with AS 3894.3 and SSPC-PA 2. The
number, frequency and location of dry film thickness measurements shall comply with SSPC-PA 2.

The coating shall be visually inspected for defects such as overspray, runs, sags, voids, blistering, peeling,
rusting, mud cracking, inadequate cure, and lack of adhesion. Mud cracking must be removed by re-blasting.
The Seller shall repair all defects per the Buyer accepted touch-up and repair procedures. Areas where
defective coatings have been repaired or replaced shall be inspected to the original requirements.
Coatings applied to submerge and splash zone coatings shall be tested to pinholes and voids using a Holiday
Tester in accordance with NACE SP0188 and the voltage required by the coating manufacturer for the applied
dry film thickness. Pinholes and voids detected shall be repaired and retested until the coating is holiday-free.
6.15 Electrical / Instrumentation Implementation

The typical electrical and instrumentation works that could be anticipated could range from removal,
replacement or modification to cable runs, cable tray and supports, refurbishment or replacement of
switchboards, switchgear and transformers, refurbishment or replacement of electrical motors, refurbishment or
replacement of lighting, small power, UPS and fire systems, refurbishment or replacement and calibration of
instrumentation/field devices/impulse tubing.
All electrical and instrumentation work will be performed by suitably qualified and competent personnel under
the supervision of the Electrical Supervisor and in accordance with Woodside and Australian Standards and
specifications.
No electrical or instrumentation works will proceed until all necessary information and documentation (work
pack, estimate, permits, isolations, estimate, schedule etc.) have been provided and approved, compliance with
ISSOW has been met and Ready for Implementation reviews have taken place and signed off.
Prior to receipt of any Woodside free issue electrical materials MGJV will carry out inspections for any damage
and shortages. Any such damage, noticeable defects or shortages will immediately be brought to the attention
of the Woodside representative via a written condition report and the material in question will be quarantined.
Electrical and instrumentation will be requisitioned wherever practicable to allow immediate installation, without
double handling.
Once installation of electrical and instrumentation equipment is complete electrical checks will be performed
which will include calibration and loop checking of instrumentation and valves. Manufacturers installation and
maintenance manuals will be reviewed prior to any calibration and loop checking of instruments and valves
being undertaken. Pertinent sections of the manuals relating to equipment preservation, pre-installation checks,
installation, and testing, pre-commissioning maintenance and construction verification checks will be detailed in
the relevant IWP for each item.
6.15.1 Calibration Checks

Wherever possible calibration of instruments will be undertaken by MGJVs own NATA certified calibration
laboratory.
MGJV will submit for approval, a list of all Test equipment to be utilised complete with up to date test certificates
and the intended calibration procedures for each type of instrument.
All testing and recording devices used for testing will be calibrated, be uniquely identified and have copies of
calibration certificates made available for Woodside review prior to each test being undertaken.
6.15.2 Loop Testing / Pre-Commissioning

All Loop testing/pre-commissioning activities will be carried out in accordance with Woodside and Australian
Standards and specifications as well as instrument Manufacturers installation and maintenance manuals and
the SAT test procedure.
MGJV will undertake the testing in accordance with the IWPs and Loop Test Dossiers and shall provide trade
assistance in pre-commissioning checkout and adjustments to equipment as necessary and will carry out first fill
of equipment as necessary.
Final reinstatement checks shall be completed as part of Loop Testing and verified against the applicable Loop
Test Dossiers and drawings prior to completion and handover. Final checks shall be documented and verified
by MGJV and witnessed the Woodsides Representative.

6.15.3 Quality Assurance and Control

MGJV will implement a Quality Management Plan (QMP) that reflect the requirements of the contract, and also
ISO9001. Further details can be found in the Quality Management Plan KLE-PLN-004
In general, all required quality assurance documentation including Inspection and Test Plans, check sheets will
be included in work-packs and will detail the necessary surveillance, witness or hold points required for
Inspection or Tests, whether the inspection or test point be subcontractor, 3rd party, MGJV or Woodside, and
the necessary documentation for compliance.
Where required under the contract, MGJV developed QA documentation will be submitted to Woodside for
approval.
Any inspection points which require that require Woodside will be notified to Woodside in accordance with the
Contract.
6.16 Change Management

Due to the nature of the works included in the KLE Brownfields Implementation Services it will not be able to
clearly define the extent of some of the works until such time that equipment, vessels, piping, insulation/cladding
etc. have been removed and/or dismantled for inspection and the condition assessed.
For the above reason it will be imperative that a robust Change Management System be implemented and
strictly complied with to ensure all Health, Safety, Environmental, Cost, Schedule and Quality risks associated
with scope creep are captured. Refer to Section 7.5 for further details of Scope Change Management
6.17 Systems Completions and Commissioning

MGJV completions personnel will work closely with the Woodside Completions and Commissioning organisation
and EPCM Contractor in the development and implementation of all documentation, procedures, plans, risk
assessments, HSE requirements to ensure safe flawless start up and handover.
A Completions Management System (CMS) Plan and a Commissioning Plan will be developed to ensure that
Contractors contractual requirements and work scope delivery are met each and every time. These plans,
together with the referenced documentation, will be prepared by the project management team to define the
systems, practices and procedures to be employed to undertake the completions activities associated with the
works performed.
The plans will guide and direct the users through relevant Woodside and MGJV Policies, Manuals and
Procedures, and Contractor business and/or Contract specific controlled documentation or systems. It is
intended as a working reference, informing personnel of their responsibilities and authorities, and providing
appropriate instructions/guidelines, thereby helping to promote standardisation and ongoing improvement of the
Projects methods of operation.
The Completions Management System Plan and Commissioning Plan shall be approved by Woodside and shall
be maintained and revised as necessary to accommodate changes to the scope of works. All proposed
revisions to the plans shall be reviewed and accepted by Woodside, prior to amendment.
The MGJV Systems Completions and Commissioning Plans will be adapted to comply with all the requirements
of;
Completions Management Plan (L0000AR9146988),
Completions and Commissioning Implementation Plan (L0000AG8993583) and
CSU Readiness Reviews (L0000PR9147002)
All Pre-Commissioning and Commissioning activities will be managed and tracked through the Pre-
Commissioning and Commissioning Work Packs which will be developed in accordance with Woodside KLE
Construction and Commissioning Work Pack Guide (L0000PR9216828)
6.18 Start-Up and Handover

Upon successful completion of all commissioning work packs and activities Ready for Start-Up Reviews will be
conducted to confirm that:-

SIMOPs plan control actions are in place

Emergency response systems are functioning and include evidence of effective incident
Response plans developed for the project.
Start-up readiness reviews are complete, action items closed, including site walk-through items
Completed production readiness plan
Updated performance testing plan
Updated flawless check-list and action items
Updated plan for information availability and handover to production per OIMS requirements.
Once successful Start-Up has been achieved and the plant handed over MGJV will request issuance of the
Final Acceptance Certificate (FAC). As part of handover MGJV will provide following evidence that all start-up
and operate work-pack activities are complete:
Start-up and operate work-packs are complete.
Performance testing is complete, success criteria have been met and evidenced by duly authorised
OTPs & FTRs and supporting inspection and test records (ITRs) and include all final safety and
environmental critical element tests
All temporary equipment has been removed and housekeeping is acceptable
All punch-list items are closed. If agreed, minor long lead time punch-list items may be handed to
Production e.g. return of a refurbished spare part to warehouse inventory
All risk management actions are closed
All technical queries are closed
All information has been handed over to Woodside Production per OIMS requirements
All spare parts and special tools are handed over to Woodside Production
Completed production readiness plan
Completed flawless action items
Lessons learned items
Equipment warranties are in place and handed over to Woodside Production
6.19 Demobilisation
Demobilisation will take place progressively as works are completed and generally in accordance with the
Contract schedule. MGJV will ensure Woodside is kept informed of current demobilisation activities and given
the opportunity to request personnel and/or equipment be maintained on site for ongoing operational assistance
or to undertake additional works. Generally demobilisation activities will include:
Demobilise employees based on their entitlements;
Remove site facilities;
Disconnect power, water and telecommunications;
Ensure site is clean and left in a fit for use state;
Remove all waste materials;
Return any Woodside equipment;
Demob all plant, equipment & tooling.

6.20 Close Out

The MGJV Project Manager will be responsible for coordinating the preparation of the Project close out. This will
include ensuring that the following documentation is supplied to Woodside.
Demobilisation Schedule;
As-Built Drawings;
Commissioning Test Records;
Installation, Operation and Maintenance Manuals;
Manufacturer's Data Report (MDR);
Punch listing Close Out Report;
Request for Final Acceptance Certificate
Submit to Woodside final estimated Contract Price
7.0 Project Management and Administration

MGJV will utilise a mature, well developed and fully integrated Project Management and Control systems to
execute the works. These systems allow detailed and accurate reporting of the following key performance areas
of the Project including:
Health and Safety performance;
Environmental Impact;
Estimating and cost control;
Scheduling and planning of the works;
Productivity and progress reports;
Document control;
Procurement and material control;
Quality control.
Refer Section 1.3 of this plan for outlines of key strategies associated with the implementation of Health, Safety,
Environmental and Quality Assurance and Control strategies. Further details of these strategies for the
execution of the project in these areas can be found in the respective management plans.
Robust project controls are essential to ensure integrity of data and allow accurate measuring and reporting.
MGJV understand that continual measurement, benchmarking and improving are key drivers to the success of
this project. Key Performance Indicators (KPIs) will be used to determine, monitor and drive performance in
terms of overall contract health. KPIs with a risk-reward element will apply for individual projects or work
packages, as agreed with Woodside. MGJV understand that with the duration as well as the repetitive nature of
the works it is expected that continual improvements in productivity is achieved.
The KPIs the MGJV will be measured on include;
At a Program level;
HSE Audit Score
Improved TRIFR
Safety Interactions
Close out of QA NCRs
Close out of QA Audit Actions
Percentage of Indigenous Participation

Cost per direct labour hour.

And at a Project level;
Work pack delivery
Implementation Services execution
Forecast accuracy
Improvement to Site Factor
7.1 Management Systems

MGJV has well established project controls systems and procedures in place to ensure the key drivers of cost,
schedule and productivity are effectively managed and that effective analysis of data and communication of
information positively influence the time and cost outcomes of the project.
The flowchart below outlines the components that form the Project Management Systems Toolkit and the
interaction between each component.
Monadelphous Project Management Systems Toolkit

Information Management
Business Management System (BMS) Project Management System (PMS)

Semi-auto
Group Contract Specific
PIMS MRMS JDE

Procurement Planning Financial Control
Project Management Reporting Asset Management
Collaboration & Communication

Microsoft Outlook 2013
Skype for Business
Semi-auto Semi-auto Semi-auto Semi-auto
Cisco Voice
Core Business Systems
HSE & Quality Recruitment & Resourcing Cost Management Plant & Equipment
Cintellate Resource Portal MATES Monadelphous Asset
Resource Portal FastTrack Mpower Request System (MARS)
Alesco Alesco
Planning, Engineering & Reporting Process Documentation Technical Execution Closeout
Primavera Subcontractor Welding Procedures

Workpack
MS Project Management Management System
AutoCAD Setup & Mobilise (WPMS)
Heavy Lift Software (i.e. Liccon Operations Control Welder ID Database
Work Planner, Cranimax Crane Technical Execution Document Control (PIMS)
Contract Exeuction
Manager etc.) Closeout FICs

MRPS (Monadelphous Resource Quality Control Checklists
Planning System) Work Instructions Workpacks
Reliability Reporting Work Practices
Key
Proprietary System
Tailored COTS (Commercial off-the-shelf software)
COTS
Monadelphous Docs & Processes
Fig 7.1 MGJV Project Management Systems Toolkit

These systems integrate to form to our Project Controls process, demonstrated in Fig 7.1 This process is
subject to change depending on the level of integration between MGJV and Woodside systems. Thus, the
Project Controls function will be reviewed and refined with Woodside during Implementation, when the extent of
integration is defined.

Project Controls Systems & Process
Client Systems Outputs Monadelphous Systems
Award Interpreted Labour agreement

SAP
imported into MRMS
Timesheets changed to Approved in Feeds into Resource

Timesheets Approved
MRMS Management function
Hours Uploaded to Payroll (Mates,

MPower)
Project Forecasts JDE
Tax Invoices
Progress / Status Updates

Monthly Report
PIMS and P6
Opportunities for improvement as Monthly QAQC documentation

identified by PIMS documentation and compiled (PIMS)
ongoing feedback from the field -TQs and RFIs submitted/responded/
Standard 4 outstanding
Action Register Plant & Equipment Utilisation

calculated (MRMS)
KPIs submitted to OE for review
KPIs calculated
Feedback into MARS
Fig 7.2 Project Controls & Processes

Monadelphous Project Information Management System and the Monadelphous Resource Management
System integrate to provide a wide scoping management system, with the following functionality:
Record/track Work Orders
Time recording of personnel and equipment linked to individual work orders
Document Control
Quality Control
Reporting (personnel and equipment utilisation, etc.)
Roster management

Technical Queries, Request For Information, Non-Conformance Reports

Procurement
Materials control (both free-issued and procured items)
Planning/forecasting
Daily, weekly and monthly claims
7.1.1 Project Integration Management System (PIMS)

Project Information Management System (PIMS) is a Monadelphous proprietary software. It allows integration of
project data across the areas of project controls, quality, safety, engineering, procurement, materials control,
work order creation/tracking and administration.
PIMS enables the creation and/or storage of work packs and allocation of live drawings, blank Woodside
inspection reports, technical documentation, materials tracking, certificates, correspondence and quality control.
This system allows simplified management of documentation that may need to be attached to the work pack,
but not necessarily required for storage with the work order. This could be documentation such as MGJV
specific work instructions or other specific documentations.
In the system, work packs can be duplicated for efficiency, given the repetitive nature of the routine
maintenance tasks.
Depending on hardware suitability, personnel may have access to the light version of PIMS via an app interface
on a tablet for use in the field. Depending on the level of systems integration permitted by Woodside, data
required to be reported to Woodside from inspections and works performed, such as photos and check sheets,
can be inputted directly through this interface. The PIMS app will have an online/offline capability that will allow
for the upload of information as soon as network connection is established.
The Project Engineer will feed this information back into SAP once the Area Supervisors have confirmed that
the work order has been completed.
7.1.2 Monadelphous Resource Management System (MRMS)

The Monadelphous Resource Management System (MRMS) is proprietary software allowing integration of
project data across time recording, rostering, planning/forecasting, and invoicing/claims.
Monadelphous has developed and implemented the Monadelphous Resource Management System (MRMS) to
organise rosters, and track hours for both personnel and plant and equipment, along with any third party
supply/service costs. These hours are inputted as daily timesheets. Hours can be assigned to Work Orders
through the timesheet.
MRMS is an application that provides a simple, feature rich, and secure way to capture time tracking activities,
and generate reports on a per contract basis. MRMS generates a suite of reports such as daily timesheets, and
weekly and monthly claims.
Each MRMS reporting structure is scalable and must be individually setup to meet Woodside tracking and
reporting requirements. Workshops are held to identify Woodside requirements based on the work breakdown
structure, which are then built into the reporting functions of MRMS for that contract.
P6 integration is available within the planning function.
Similar to PIMS, and depending on hardware suitability and approval, crews will have access to the lite version
of MRMS via an app interface on the tablet for use in the field.
The time recording function enables the responsible personnel to record hours worked per work order number
as well as equipment utilised.
Time Entry data is linked to multiple systems to ensure MRMS is the single point that aligns invoicing with
payroll, PIMS and the Woodside SAP, with information in these systems being supplied either automatically or
via daily electronic upload.

7.1.3 Monadelphous Award Time Entry System (MATES)

Monadelphous Award Time Entry System (MATES) is a time entry system specifically designed for
administration of non-salaried staff. MATES is a proprietary system developed by the Monadelphous IT Team.
MATES interfaces with MRMS to allow for the bulk upload of daily timesheets. MRMS has the built in capability
to automatically identify the relevant award and applies the details of the Agreement against the hours worked.
This intelligence allows for increased accuracy in reporting.
MATES interfaces with the Alesco HRIS system, which is the Monadelphous Payroll system, allowing for the
non-salaried staff to be paid per the relevant award and hours worked.
7.1.4 Monadelphous Asset Request System (MARS)

Monadelphous Asset Request System (MARS) will be used to manage the fleet of MGJV assets. MARS will be
used to ensure:
Centralised coordination of asset requirements
Management of maintenance and repairs of plant and equipment via a central work order system
promoting detailed maintenance history
Communication of forecast asset requirements to allow planning of sourcing and mobilisations
Communication of off-hire notifications to notify pending availability of specific items throughout the
group.
Collation and reporting of operating hours / meter readings enabling review of utilisation figures to
facilitate Fleet and Contract specific reporting.
7.2 Planning, Scheduling and Progress Measurement

MGJV has significant experience working in integrated project teams executing and managing our role within
the Woodside program of works.
MGJV will:
Take a proactive approach to Planning, Scheduling and Progress Measurement, focusing on early
identification of program issues, risks and opportunities through effective monitoring of program metrics.
Ensure information and knowledge is transparent and openly shared to relevant parties to aid in future
learning.
Ensure the schedule is managed appropriately with particular emphasis on data integrity with accurate
and realistic forecasting.
7.2.1 Schedule Development Level 4 Work Detailed Level

MGJV will develop and maintain a Level 4 schedule which will integrate with the Woodside Level 3 Work Detail
Level Implementation Plan. The Level 4 schedule will be developed in Primavera P6 Version 8.2 (or 8.2
compatible) and will be consistent with good scheduling practice and summarised below;
Structured in accordance with the WBS and project coding stipulated by Woodside
Logically linked network, detailing all activities within the scopes of work.
Fully resource loaded with the approved baseline estimated work hours levelled to optimise resource
utilisation and to minimise resource peaks
Supported as necessary by other detailed schedules, shutdown schedules, databases and spread
sheets.
Where practicable activities will not exceed four weeks in duration.
Activities relating to system completion and commissioning shall be included and coded accordingly.
Will form the basis for planning the work at crew level

Shall be coded to align with MGJV project cost and control systems to ensure seamless flow of data for
analysis
Robust in logic and resourcing as to minimise the impact resulting from the change management
process
7.2.2 Baseline Management

MGJV will submit an initial project baseline schedule for review and approval by Woodside. The baseline
schedule will be fully resource loaded, logically linked and supported by the required manpower plan, schedule
histograms and a basis of schedule.
Upon submission of the proposed baseline schedule, no amendments will be made to the submitted schedule.
Any amendments will be made to a revision of the schedule and re-submitted for review and approval.
Once accepted and approved by Woodside the schedule will become the Approved Baseline Schedule and will
be the basis of MGJVs performance measurement.
MGJV will submit with the initial and any subsequent baseline schedule submissions, a basis of schedule
document that will detail all assumptions, exclusions and qualifications known at the time the baseline schedule
was developed.
7.2.3 Schedule Updating and Reporting Requirements

MGJV will update and submit the Level 4 Work Detailed Schedule on a weekly basis as part of the Project
Weekly Reports. The report submission will include the following as a minimum:
A copy of the schedule in native XER format
A copy of the schedule in PDF format structured as per the WBS
S-curves (planned, actual, forecast)
Histograms (planned, actual, forecast)
Schedule Performance and Productivity Dashboard
Rolling Look Ahead Schedules in PDF format
7.2.4 Progress Measurement and Productivity Analysis

MGJV will establish within their Project Information Management System (PIMS) database material take off
quantities or deliverables as per the relevant Class 3 or 4 Estimate. The database will track original estimated
quantities, revised quantities through approved change management, unit man-hour rates and actual quantities
installed. The materials or deliverables will be grouped in suitable installation Work Packages aligned to the
Level 4 schedule and applicable Rules of Credit applied as per Section 7.4.3.17.
Physical quantities installed will be recorded in the field and uploaded into PIMS where progress man-hours
earned is calculated based on the preloaded rules of credit. PIMS aligns these with actual man-hours spent
which are inputted via MRMS.
MGLV will undertake schedule and cost productivity analysis primarily using the following calculations:
Physical % Complete = (Actual Quantities / Budgeted Quantities) x 100
Earned Man-hours = Budgeted Man-hours x Physical % Complete
Cost Performance Index (CPI) = Earned Man-hours / Expended Hours
Schedule Performance Index (SPI) = Earned Man-hours / Planned Hours
MGJV will continually monitor and trend the productivity data highlighting to Woodside when works fall outside
of the agreed statistical control range, currently 0.9 1.1. In the event that works fall outside this range MGJV
will conduct the relevant root cause investigations for example;
Scope changes

Field issues resulting in non-productive time

Estimating inaccuracies or scope specific difficulty factors
Equipment breakdown
Interface or access issues
7.3 Cost Control

The function of Cost Control is to collect and provide information on costs, revenues, profitability and to take
action to correct undesirable trends. MGJV utilises JD Edwards as its primary cost control system, which will
integrate with PIMS.
Within the Job Cost Module of JDE, Projects are set up with a tailored cost structure (chart of Accounts) to suit
their contractual requirements. Each project is distinct with a unique Project Number assigned to it upon start up
followed by a cost type and cost codes.
The structure shall be arranged so that each Purchase Order is given a unique number. This system captures
all the project costs including Labour & Staff costs and hours, material, subcontractor and plant and equipment.
Each element is assigned to an appropriate code. No goods and services can be purchased without cost codes
and correct expenditure authorisation limits set within the company being followed.
The original budget will be distributed across the cost structure. Approved variation changes to the original
scope of work are given a unique cost codes to allow these costs to be isolated
A Forecast Final Budget is drawn and from all elements original, approved and trend to compile a monthly
report that is provided to MGJV senior management and corporate division. This is done using a tailored project
report - reporting cash forecast, variations, EAC, EFC etc. As with most clients, Value of Work Done and Cash
flow for the works is compiled in a format that is provided by the client company.
7.4 Estimating
The Scope of Work contemplates discrete project Packages which will require estimating and submission to
Woodside for approval prior to receiving a purchase order. The overarching documents will guide this process
Principles & Rules for Tendering and Estimating (MGL-PR-011)
MGJV Tenders Preparation Procedure (MGL-PRO-312)
Cost Estimating Guidelines (A9200RG248)
The estimate will be compiled utilising agreed norms against a BOM and the appropriate Productivity Factor
(PF) and/or difficulty factor applied. The compilation of these estimates will be transparent and will allow
Woodside to undertake a detailed review and assessment for the purpose of competitive bidding.
The estimate will make clear any assumption or qualifications.
Following submissions of estimates, feedback will be sought from Woodside to identify any learnings or
shortfalls within submissions. If required, rates and norms will be reviewed and updated.
A detailed and thorough handover of the estimate including details of suppliers, rates, norms, assumptions and
potential issues and risks will be provided to the project delivery team to ensure effective handover. Additional
support will continue to be provided by the estimating team during project delivery should this be required.
As part of the Project reviews, as well as the ongoing PF reviews, the productivity multipliers will be adjusted to
match the improved efficiency and the lessons learnt. This will lead to improved accuracy of estimates and
targets that ensure continual improvement.
7.5 Scope Change Control

Management of scope change is essential even for rates reimbursable Contracts/Purchase Orders. Scope
change, either planned or unplanned has multiple effects on work planning and productivity.
MGJV will ensure Scope Change is managed in accordance with documents;
MGL-PRO-311 -Variations to Contract Procedure

Woodside Technical Change Management Plan (L0000AG8951274)

MGJV will work in close partnership with Woodside to identify scope changes as early as practicable and
assess options to minimise any time or cost impact. Additionally MGJV will ensure that correct process are
followed to manage the change of scope from a HSE aspect.
7.6 Document and Data Control

The Contract will require development, distribution, review, approval, registration, tracking and revision of
controlled documentation. This will mainly involve work pack documentation. MGJV will use the functionality
within PIMS to manage this process from development through to close out.
Should fabrication be included within MGJV, other options exist to manage the flow of engineering and detail
drawings to fabrication workshops and suppliers. These include QDMS and Teambinder.
7.7 Purchasing and Expediting

The Project Manager will be responsible for establishing a purchase order approval process which shall be
approved by Woodside. The procedure will clearly set out the process for obtaining requests for pricing and
quotes, obtaining Woodside approval and setting purchase order approval limits. This will also include a Bid
Evaluation process, which allows transparency of price comparisons and recommendations. For items that are
reimbursable under the Contract these bid evaluations will be made available to Woodside if requested.
The JDE system will be used to manage the below summary listing of processes applicable to the scope of
work:
Supplier Assessment and Selection
Purchasing of Goods and Services;
Expenditure Approval;
Variation to existing Orders;
Capital Purchasing [where applicable];
Receipting of Goods;
Non Conformance of Supplied Goods and Services;
Expediting;
Invoice Tracking;
Invoice Payment.
As the amount of procurement of permanent and consumable materials under the contract, it is unclear at this
stage if this function will be an onsite or offsite role. Whilst the Purchasing Officer may be located offsite the JDE
system will still allow certain team members access to ensure information is recoverable at all times.
Cost codes will be established to allow coding of reimbursable materials separate to those that a not
reimbursable under the Contract. This will allow easy filtering and therefor will expedite the monthly claim
process.
MGJV purchasing will utilise the subcontractors and suppliers that are currently approved by Monadelphous and
Giovenco. Where required, project engineering personnel do regular inspections prior to shipment to confirm
quality of Product and Conformity to Specification thus avoiding delays to construction activities.
Suitable personnel will be appointed to expedite the delivery of procured items or subcontracted works to
ensure that documented schedules are complied with MGJV Work Instruction MGL-WI-127- Expediting provides
further information.
Once the materials arrive onsite, they will be checked off to ensure conformance against the purchase order
and managed in accordance with the Materials control guidelines.

7.8 Progress Payment Applications

MGJV will compile and submit Progress Payment Application on a monthly basis. Each application will be
supported by all relevant documentation including approved man-hour reports, plant and equipment, and third
party costs summarised into weekly claims by Work Order and Purchase Order. A monthly claim summarising
the weekly claims for the month will be issued for approval.
Once a certified payment certificate is received, MGJV will issue Woodside an invoice for payment. MGJV will
then complete an updated forecast cash flow report through until the forecast completion of the project.
7.9 Project Review

A critical component to the success of the Project is to ensure that all activities are undertaken in the most
expeditious and logical order with due consideration taken to the key performance indicators; these being
safety, environmental impact, management, quality, schedule and budget.
Project review is an integral part of the MGJV work ethos and will be undertaken on a continuous basis, with
existing methodologies and technologies constantly challenged as the scope becomes defined.
A key part of the review process will be to explore all potential ways of reducing the quantity and complexity of
site works and to ensure best practice construction techniques are being employed; to examine every interface
to determine if installation or refurbishment activities are going to compromise the ability to carry out
construction works safely and efficiently. We will examine all areas to optimise the use of equipment and
resources across the Project.
Throughout the project and in concert with Woodside we will review the implementation schedule to identify
optimisation opportunities that will benefit the project delivery. Understanding the dynamic nature of project
delivery, this optimisation process will be an ongoing part of our continual improvement process, continuously
reviewing delivery schedules, interface requirements, resource availability and commissioning sequence
updates to ensure that the implementation schedule is providing the optimum balance to these often competing
drivers.
We shall review all emerging technologies and assess their suitability for the works being undertaken and the
benefit in terms of improved safety, reduced environmental impact, reduced cost, improved productivity and
overall effect on the project schedule.
Interfacing occurs on many levels during the Project delivery. It involves interface between MGJV, Woodside,
other stakeholders, fabricators, vendors, support services (materials, scaffolding, NDT), other civil, mechanical,
painting, insulation and electrical subcontractors and local and service authorities. Interface optimisation
requires a detailed review of all interfaces, the parties and resources involved, durations, complexity and
recurrence. We will examine ways to ensure that any interface issues are minimised throughout all phases of
the project i.e. procurement, fabrication, construction, completions and handover.
7.10 Subcontract Management

Where required by the Scope of work and where MGJV does not have either the resources available or the
specialist expertise required, MGJV will engage subcontractors to carry out the applicable component of the
works onsite.
MGJV will assess subcontractors to ensure they have the necessary skills, experience and capability and can
meet the project HSES, Industrial & Employee Relations and Quality requirements. This will include completing
any necessary pre-qualification documentation required by Woodside.
When approved, MGJV will engage the subcontractor under a suitable subcontract agreement reflecting the
nature, size and work scope.
Details of which portions of the works may be subcontracted out are listed in Section 4.4
7.11 Project Reporting

Monadelphous will maintain open and effective communication with Woodside, established during setup and
mobilisation and carried throughout the life of the contract. To facilitate this, regular reporting and meeting
forums will be agreed upon.

MGJV have robust integrated management systems that can capture data as required to provide detailed
measures of progress and productivity as required by Woodside. These features are scalable and whilst the
requirements as set out the requirements of Section 7.4 Clauses 3.11-15, and reproduced below are
achievable, MGJV recommend open discussion to determine the level of reporting required to achieve desired
outcomes and eliminate potential waste.
7.11.1 Daily Reporting

The report will provide details of the following:
Weather conditions;
Daily headcount;
HSE statistics;
Delays and growth;
Issues and concerns;
Productivity Analysis;
Explanation of deviation from planned activities;
24 look-ahead of planned activities;
Progress S-curve, and;
Manpower histogram.
7.11.2 Weekly Reporting

A comprehensive weekly status report will be compiled and submitted each Tuesday to Woodside
Representative providing details of the previous weeks progress and issues. The final format and content of the
report will be agreed with Woodside, and will be as outlined in the relevant Woodside procedure. Weekly
Reports typically include the following:
Weekly highlights / achievements;
Weekly headcount;
HSE statistics;
Delays and growth;
Change Register;
Productivity Analysis
Threats and opportunities;
Schedule performance
Scope quantities (estimated versus actual);
Summary of variation and status;
S-curves (baseline, forecast, actual), and;
Manpower histogram (plan, actual, forecast).
7.11.3 Monthly Reporting

A monthly report will be submitted to Woodside Representative within 10 days following the end of the monthly
cut-off. The final format and content of the report will be agreed with Woodside but will in essence provide a
summary of the works completed during the month, using the Weekly Reports as a basis. The reports may
include the following where required in the relevant Woodside procedure:

Work highlights;
HSE statistics;
Delays and growth;
Cost performance;
Project change register;
Schedule performance;
Variance analysis;
Productivity Analysis;
Threats and opportunities;
Progress s-curve;
Cost curves;
Manpower histogram;
Invoice status reconciliation;
Purchase order status register.
7.11.4 Other Reporting

Other reports typically provided if required include the following;
Procurement status report.
Material status report.
Work pack creation status report.
Work pack resources report.
Any other reports requested by Woodside.

8.0 APPENDIX A - Organisation Charts

KLE Program Brownfield Implementation
Services
Monadelphous Engineering Giovenco Industries
Associates Pty Ltd (MEA) (Australia) Pty Ltd (GIA)
Draft Organisation Chart

ER/IR Advisor P&E
Monadelphous Giovenco (50 Men)
Joint Venture (MGJV) Board
Zoran Bebic / Paul Giovenco
Bibra Lake/Karratha Divisional HSE

Facilities
John Skipsey
Divisional QA/QC Recruitment Project Manager
Corporate Support
Services
Divisional Services (MEA + GIA)
Ben Tucker Ian Abbott

Project Controls Site Manager
Lead
Project Document
Project Accountant
Administrator Controller (s)
(PT) Workpack HSES Lead QA/QC Lead Superintendent
(PT)
Developer (s) x1
(Execution)
Contracts
Purchasing Officer Cost Controller (s)
Administrator
(PT) Planning / Resource HSE Advisor/
(PT)
Scheduler Training Coordinator Supervisor
Supervisor - Piping
As Required Insulation / Cladding
Planning Engineer x1
x1
Senior Site Coded Welder x2

Administrator x1 Lagger x1 Painter / Blaster (LH) x1
Pipefitter (LH) x1
Class 1 Sheetmetal worker
Site Core Team & Head Office Support Pipefitter x3 Painter / Blaster x2
(LH) x1
Site Administrator HSE Advisor x1 Completions
Boilermaker x2 Class 1 Sheetmetal worker Scaffolder (Encapsulation) x2
x1 Coordinator (if reqd)
x2
Trades Assistant x2 Class 2 Sheetmetal worker Trades Assistant x1
Lead Workpack x2
Developer Project Field QC Inspector (s) Rigger x2
Engineers (Mech/Piping)
OFFSITE BASED PROJECT As Required As Required
PERSONNEL Supervisor Mech/
Supervisor - General
Workpack Elect
Materials QC Inspector (s) x1
Developer (s) x1
Coordinator x1 (E&I)
PERSONNEL OFFSITE PRE (External Corrosion)
As Required Mechanical Fitter (LH) x1
EXECUTION PHASE. ONSITE Scaffolder (LH) x1
EXECUTION PHASE (As Reqd) Workpack Mechanical Fitter x2 Scaffolder x7
Surveyor QC Inspector (s)
Developer (s) Rigger x2 Trades Assistant x2
(as required) (Coating/Insulation)
SITE BASED PROJECT (Non EC) Crane Operator x1 Storepersons x1
As Required
PERSONNEL
Trades Assistant x2 Forklift Operator x1
Project Estimator (s) Inlec (LH) x1 Truck Driver x1
NDT Coordinator (s)
As Required Peggy x1
DIVISIONAL/CORPORATE (If Required) Inlec x1
SUPPORT PERSONNEL Inlec Trades Assistant x1
Mechanic x1
EEHA Inspector (s)
Workpack Development Team
(If Required)
(scaled to reflect work volume and skill Permit Coordinator
set required)
T15-008.1 Project Services Team (Scaled to reflect S.O.W)

Project Implementation Team (Nominal 50 Men)
Services

ER/IR Advisor P&E

Facilities
John Skipsey
Corporate Support
Services

Lead
Project Document
Project Accountant
(PT) Workpack HSES Lead QA/QC Lead Superintendents
Developer x2
(Execution)
Contracts
Administrator Planning / Resource
(PT) HSE Advisor/
(PT) Scheduler
Training Coordinator Supervisor
As Required Supervisor - Piping
Insulation / Cladding
x2
Planning Engineer(s) x2
Senior Site
Coded Welder x4
Administrator x1
Pipefitter (LH) x2 Lagger x2 Painter / Blaster (LH) x2
Site Core Team & Head Office Support Class 1 Sheetmetal worker
Pipefitter x6 Painter / Blaster x4
(LH) x2
x4
Lead Workpack Trades Assistant x4 Class 2 Sheetmetal worker Trades Assistant x2
Developer x4
Project Field QC Inspector (s) Rigger x4
PERSONNEL Supervisor
Workpack Supervisor - Scaffold Supervisor Inlec
Mech/General
Developer (s) Materials QC Inspector (s) x2 x1
x2
(External Corrosion) Coordinator x1 (E&I)
PERSONNEL OFFSITE PRE As Required Mechanical Fitter (LH)
EXECUTION PHASE. ONSITE x2 Scaffolder (LH) x2 Inlec (LH) x2
Workpack
EXECUTION PHASE (As Reqd) Mechanical Fitter x4
Developer (s) Surveyor QC Inspector (s) Scaffolder x14 Inlec x4
(Non EC) (as required) (Coating/Insulation) Rigger x4
SITE BASED PROJECT As Required Trades Assistant x4 Inlec Trades Assistant x4
PERSONNEL Crane Operator x2
Project Estimator (s) Trades Assistant x4
NACE Inspector (s) Storepersons x1
DIVISIONAL/CORPORATE As Required
Forklift Operator x1
SUPPORT PERSONNEL
Truck Driver x1
NDT Coordinator (s) EEHA Inspector (s) Mechanic x1
(If Required) (If Required) Peggy x2
set required)

Services

ER/IR Advisor P&E

Facilities
John Skipsey
Corporate Support
Services

Lead
Project Document
Project Accountant
Workpack HSES Lead QA/QC Lead Superintendents
Developer x4
(Execution)
Contracts
Administrator Planning / Resource
(PT) HSE Advisor/
Scheduler Supervisor
Training Coordinator Supervisor - Piping
As Required Insulation / Coating
x4
Planning Engineer(s) x4
x2 Senior Site
Coded Welder x8
Administrator x1
Pipefitter (LH) x4 Lagger x4 Painter / Blaster (LH) x4
Site Core Team & Head Office Support Class 1 Sheetmetal worker
Pipefitter x12 Painter / Blaster x8
(LH) x4
x8
Lead Workpack Trades Assistant x8 Class 2 Sheetmetal worker Trades Assistant x4
Developer x1 x8
Project Field QC Inspector (s) Rigger x8
PERSONNEL Supervisor
Workpack Supervisor - Scaffold Supervisor Inlec
Mech/General
Developer (s) Materials QC Inspector (s) x3 x2
x3
(External Corrosion) Coordinator x1 (E&I)
PERSONNEL OFFSITE PRE As Required Mechanical Fitter (LH)
EXECUTION PHASE. ONSITE x4 Scaffolder (LH) x4 Inlec (LH) x4
Workpack
EXECUTION PHASE (As Reqd) Mechanical Fitter x8
Developer x8 Surveyor QC Inspector (s) Scaffolder x28 Inlec x8
(Non EC) (as required) (Insulation) Rigger x8
SITE BASED PROJECT As Required Trades Assistant x8 Inlec Trades Assistant x8
PERSONNEL Crane Operator x4
Project Estimators Trades Assistant x8
x3 QC Inspector (s)
NACE Inspector (s) Storepersons x2
(Coating)
DIVISIONAL/CORPORATE As Required
As Required Forklift Operator x2
SUPPORT PERSONNEL
Truck Driver x2
NDT Coordinator EEHA Inspector Mechanic x2
(if required) (if required) Peggy x4
set required)


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Karratha Life Extension (KLE) Program

Brownfield Implementation Services

Part 2.2.3 Attachment 01

Karratha Life Extension (KLE) Program

Project Execution Plan PEP

KLE-PLN-001 Rev A Page 2 of 58

Document Owner: John Skipsey

Prepared By: Brett Waller

Revised By: N/A

Approved By: Title Initial Date

KLE-PLN-001 Rev A Page 3 of 58

1.0 Introduction ....................................................................................................... 8

KLE-PLN-001 Rev A Page 4 of 58

4.5 Ready for Implementation Review ................................................................................................ 25

KLE-PLN-001 Rev A Page 5 of 58

6.14.4.1 Slurry Blasting .......................................................................................................................... 42

KLE-PLN-001 Rev A Page 6 of 58

AFC Approved for Implementation

WPS Welding Procedure Specification

KLE-PLN-001 Rev A Page 7 of 58

1.1 Project Overview

1.2 Monadelphous Giovenco Joint Venture (MGJV)

KLE-PLN-001 Rev A Page 8 of 58

1.3 Key Project Strategies

1.3.1 Health and Safety Management

1.3.2 Environmental Management

KLE-PLN-001 Rev A Page 9 of 58

1.3.3 Security Management

1.3.4 Industrial and Employee Relations Management

KLE-PLN-001 Rev A Page 10 of 58

1.3.5 Quality Management

1.3.6 Local Industry Participation

KLE-PLN-001 Rev A Page 11 of 58

1.3.7 Management Plans

1.3.8 Continuous Improvement (CI) and Innovation

2.0 Scope of Work

KLE-PLN-001 Rev A Page 12 of 58

Insulation and cladding

KLE-PLN-001 Rev A Page 13 of 58

KLE-PLN-001 Rev A Page 14 of 58

3.0 Project Organisation Structure

3.1 MGJV Project Organisation Structure Outline

3.1.1 Project Management Team

3.1.2 Project Implementation Team

3.1.3 Project Services Team

3.1.4 Project Support Team

KLE-PLN-001 Rev A Page 15 of 58

3.1.5 Work Pack Development Team

3.2 Personnel Responsibilities Outline

3.2.1 Project Manager

KLE-PLN-001 Rev A Page 16 of 58

3.2.2 Project Controls Lead

3.2.3 Site Manager

KLE-PLN-001 Rev A Page 17 of 58

3.2.4 Health, Safety, Security and Environment Lead

KLE-PLN-001 Rev A Page 18 of 58

KLE-PLN-001 Rev A Page 19 of 58

KLE-PLN-001 Rev A Page 20 of 58

KLE-PLN-001 Rev A Page 21 of 58

3.2.9 Lead Work Pack Developer

4.0 Pre Mobilisation

4.1 Management Plans

4.2 Recruitment and Pre-Mobilisation of Personnel