Service Specification For Mechanical Work in Turnarounds

Rules Class Documents class
Service Specification Main Document
Rule title
Service Specification for Mechanical Work in Turnarounds
Subject
This specification describes the mechanical works regarding plant shutdowns due to production or legal based
reasons.
Target
Qualitative planning, agreement and performance of mechanical work during a turnaround
execution.
Staff target group

All members of staff in the Asset Management department.
Local scope of effectiveness

OMV plant shutdowns due to production or legal based reasons. and all investments in the full consolidation
circle
MRAT-T Martin Pipek

Author:
PMO-A Dan Pita
Org. Unit First, Last name Signature Date
Verified regarding
MRAT-T Joachim Kaluza
correctness of content by
Released by: MRAT-T Stefan Hölbfer

MR-A Karl Graf

Put into effect:
PM-O Wolfram Krenn
Valid from: See REAL
In the interest of simplicity and readability the language of this statement is as far as possible gender neutral. Where applicable, masculine
terms also refer to the feminine form. Print-outs are only valid on the day of their printing. The Rules Portal is to be checked for more
recent versions. If there are differences, the document is to be applied in the original language.
MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

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Table of Contents
1. Introduction and Target ......................................................................................................... 4
2. Content of the document ...................................................................................................... 4
2.1. Performance and obligations of the contractor (CO)........................................................... 4
2.1.1. General conditions ........................................................................................................... 4
2.1.2. Warranty, liability, insurance .......................................................................................... 4
2.1.3. Work time ........................................................................................................................ 4
Work time valid for Petrobrazi Refinery ......................................................................................... 5
2.1.4. Waiting times and downtimes ......................................................................................... 6
2.1.5. Quality management and occupational safety ................................................................. 6
2.1.6. Workflow planning.......................................................................................................... 6
2.1.7. Request for services ......................................................................................................... 9
2.1.8. Site management ............................................................................................................. 9
2.1.9. Staff requirement ........................................................................................................... 10
2.1.10. Safety manhole guards .................................................................................................. 11
2.1.11. Fire guards ..................................................................................................................... 11
2.1.12. Site facilities .................................................................................................................. 11
2.1.13. Communication ............................................................................................................. 12
2.1.14. Logistics ........................................................................................................................ 12
2.1.15. Auxiliary constructions ................................................................................................. 12
2.1.16. Tools .............................................................................................................................. 13
2.1.17. Reporting ....................................................................................................................... 13
2.1.18. Daily site report ............................................................................................................. 13
2.1.19. Cost control ................................................................................................................... 13
2.1.20. Schedule monitoring...................................................................................................... 14
2.1.21. Personnel reporting........................................................................................................ 14
2.1.22. Accident notification ..................................................................................................... 14
2.1.23. Damage reports.............................................................................................................. 14
2.1.24. Work to be done before the turnaround ......................................................................... 15
2.1.25. Work to be done during the turnaround......................................................................... 15
2.1.26. Mechanical part ............................................................................................................. 15
2.1.27. Material handling........................................................................................................... 16
2.1.28. Cleaning......................................................................................................................... 16
2.1.29. Water pressure tests ....................................................................................................... 17
2.1.30. Technical acceptance – mechanical completion ............................................................ 17
2.1.31. Documentation .............................................................................................................. 18
2.1.32. Work done after the turnaround .................................................................................... 18
2.2. Performance and obligations of the client (CU) ................................................................ 18
2.3. Invoicing / Remuneration .................................................................................................. 19
2.3.1. Basis for invoicing......................................................................................................... 19
2.3.2. Not reimbursed separately ............................................................................................. 19
2.3.3. Reimbursement of waiting times and downtimes.......................................................... 21
2.3.4. Increases & decreases .................................................................................................... 21
2.3.5. Flat-rates ........................................................................................................................ 21
2.3.6. Site facilities .................................................................................................................. 21
2.3.7. Base rate for the calculation of surcharges .................................................................... 22
2.3.8. For turnaround duration ≥ 2 weeks (incl. trips to and from site) ................................... 22
2.3.9. In Emergency and turnaround duration < 2 weeks (incl. trips to and from site) .......... 22
2.3.10. Direct labor .................................................................................................................... 22
2.3.11. Coordination or planning technician ............................................................................. 22
2.3.12. Travel costs.................................................................................................................... 23
2.3.13. Difficulty ....................................................................................................................... 23
2.3.14. Compensation shift / Replacement rest time ................................................................. 23
2.4. Invoicing............................................................................................................................ 23

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2.5. Turnaround postponement (with TAR, ≥ 2 weeks) ........................................................... 23
3. Internal Reference Links ..................................................................................................... 23
4. External Reference Links .................................................................................................... 24
5. Obsolete Regulations........................................................................................................... 24
6. Certification Standards ........................................................................................................ 24
7. Terms and Abbreviations .................................................................................................... 24
8. Keywords and Search Criteria............................................................................................. 25
9. Appendices .......................................................................................................................... 25
9.1. Labor time value tables ..................................................................................................... 25
9.2. Price lists ........................................................................................................................... 25
10. Amendments with Respect to Previous Versions................................................................ 25
11. Transitional provisions ........................................................................................................ 25

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1. Introduction and Target
This service specification describes mechanical work services regarding plant shutdowns
due to production or legal based reasons.
The main mechanical contractor is responsible for the independent planning,
preparation, coordination and implementation of mechanical work in the course of a
turnaround.
When a coordination role is requested, mechanical contractor is also responsible for
planning, preparation and coordination of all adjacent work categories to be executed
(like but not limited to scaffolding, insulation, NDTs, refractory etc.)
The integrated planning of all supporting trades (scaffolding, insulation, non-destructive

testing, pipe construction, crane work, …) is considered part of main scope of work. The
integration also applies for necessary start-up and shutdown sequences and setting
priorities according to beneficiary structure or systems in a unified master plan. The
Progress and Forecast Reports are to be prepared daily (electronically in Primavera).
All works have to be planned in a traceable manner and to be executed and accounted
based on factor catalogue (Work Value Factor = WVF)
2. Content of the document

2.1. Performance and obligations of the contractor (CO)
2.1.1. General conditions

The "General Technical Contract Conditions” in compliance with Refining Standard 902
shall apply.
It is prohibited to execute works on the customer’s premises, which were not ordered by the
customer.
Management team of contractor will be available for the correspondent management

team of beneficiary based on contractual clear defined responsible persons with
available deputies, for defined roles and responsibilities.
2.1.2. Warranty, liability, insurance

This shall be defined and established based on contractual clauses and specific order(s)
requirements.
2.1.3. Work time

The normal work time in the turnaround corresponds to a 58-hour week, i.e. the negotiated
unit value is to be estimated correspondingly.
► Before commencing the work, the CO must discuss and agree on the envisaged work
times (start of work, end of work, safety duties, etc.) with the CU.
► The CO must adapt his work times to the relevant location conditions of the CU.

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► The legal work requirements applicable for each location must be respected
Contractor is obliged to respect working schedule requested by beneficiary and to
comply with local legislation (for example by assuring several shifts and/or proper
dimensioned man power)
► The authorizations must be obtained from the relevant supervisory authority by the
CO himself and presented to the CU without being requested to do so.
Work time valid for Petrobrazi Refinery

Assigned TAR scope can be requested by beneficiary to be executed during refinery shut down as well as
during normal operating time.
During refinery shut down:
The normal work time in the turnaround corresponds to a 12 hours/day x 6 days/week i.e. the
negotiated unit value is to be estimated correspondingly
Overtime is considered as supplementary working time compared with normal TAR schedule (e.g.
6 days, 12h/day).Performed work during a legal holiday will be treated according to local
legislation.
For planned activities overtime is not considered even if delays are generated and recovery plans
are requesting work outside TAR normal working schedule.
It is considered that main contractor must assure initial planning schedule compliance without
major impact on time frame.
Overtime is considered within following conditions (all fulfilled):
► Work is classified as Discovery Maintenance (DM)

► Performing DM and complying with requested schedule (respecting given milestones)
involves working outside TAR normal working schedule
► For execution of such works additional requested resources from contractor of 20% are not
sufficient and in this case overtime will be charged only for overrun
► Requested and agreed by CU
DM will comply with Additional Work Request (AWR) stipulations.
Overtime will be considered within AWR-DM established value by common agreement between
CU and CO. At AWR reception, modification of initial contracted works may appear. If this case
might be, initial established value will be adjusted accordingly.
AWR-DM value will be calculated according to WVF where possible. If DM is not covered by
WVF financial and time value for one activity will be agreed between CU and CO.
Contractual stipulation will then mention:
► Hourly rate for normal TAR schedule

► Hourly rate for overtime
► Price per planned activity (a activity known and contracted before TAR execution) = number
of hours x Hourly rate for normal TAR schedule
► Payment will be done according to adjusted values for real executed activities for all
performed jobs.
During normal refinery operation:

During normal operating time can be considered as scope to be executed those activities which can be
performed without influencing production capacity (for example one equipment/pipe, group of

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equipment/pipes or parts of refinery areas which can be isolated and works executed outside shut down –
OSD).
All works planned as OSD will have a reduced working schedule of 40h/day and 5 days per week which will
be considered normal working time for OSD scope.
Contractual stipulation will mention for this a separate unit price then unit prices from shut down period
(SD).
2.1.4. Waiting times and downtimes

In the case of waiting times generated for the planned work of the CO and caused by the
CU, the CO shall declare his readiness to examine the opportunities for other reasonable
work to execute during this generated waiting periods and prioritize initial scheduled works
in such a way to eliminate lost time during scope execution. It is considered that for such
project down times can be minimized towards extinction due to capacity of prioritization of
the remaining works.
Only cases when the contractor demonstrate that he is impeded in the correct and proper
execution of his performance without possibility of scope reallocation or compensatory
measures, he must inform the client of this immediately. The remuneration will be
considered only for such of downtimes agreed with beneficiary and is regulated in the
section on invoicing/remuneration.
2.1.5. Quality management and occupational safety

The most recent, applicable specifications of the CU at the particular location shall apply
to the performance of overhaul and repair work. Complaints and consequences arising
from a violation of these duties (e.g. improvements) shall be borne by the contractor.
The CO shall submit a valid proof of his certifications. The minimum required standard
applying is:
► Quality management: EN ISO 9001 et. seqq. or equivalent
Occupational safety: SCC or OSHA (Occupational Safety and Health Management
Administration).
2.1.6. Workflow planning

Bellow listed workflow ca be modified based on each project/location peculiarities and established
later at contracts awarding.
Phase Till when What Who
INITIAL -8 months
-8 months Award of contract CU
Following the award of contract, the CO receives the
current work lists as well as the basic and fixed
deadlines (as far as is known) for the rough planning.
Changes by the CU are to be adopted in the planning
revisions. Modifications required by the CU serve solely
to optimize the planning and will not be reimbursed
separately.
CO is responsible for the scheduling and execution in due
time of the entire scope considering the involved secondary
trades and services of third parties (e.g. scaffolding,
insulation, cleaning...) or project interfaces.
The CO has to consider that during the execution of the works
also other companies as well as the CU's staff operate
simultaneously and to coordinate works in such a way that
third parties are not unnecessarily obstructed in their
performance and/or individuals and objects not endangered.

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-8 months Screening of the WVF estimation templates for the Initial CU
Primavera Planning in accordance with the contract.
-8 months Time schedule Level 0: Preparation of the time schedule CO
structures in Primavera, in accordance with OMV
templates.
-7 months Time schedule Level 1: Incorporation of the equipment CO
Working steps in Primavera according to LTV catalog.
-6 months Organizational schematic with the nomination by name of CO
the construction management and supervisor.
ROUGH -6 months
PLANNING
-6 months Time schedule Level 2: Incorporation of the detail CO
planning information for all works requested for
execution.
-5 months Time schedule Level 3: CO
 Integration of the auxiliary trades into the overall
plan.
 Project interfaces are integrated
 Planned repair work is integrated
-6 months Notification and agreement with the CU on the space CO
required for logistics and site facilities (part of project
logistic plan)
-5 months Lifting machines integrated plan per refinery area and CO
overall refinery (cranes, trailers, forklifts, bundle and
tubes extractors) – development and alignment with all
involved parties.
FINE -4 months
PLANNING
-4 months Time schedule Level 4: CO
 Needed activities to be performed in order to
assure plant shut down and start up must be
included into overall schedule.
 All work including the necessary auxiliary works
and third-party services (e.g. scaffolding
erection, cleaning, insulation, etc.), are to be
demonstrably coordinated and registered in the
integrated planning (Primavera) by the
mechanical contractor by having aligned
respective contractors input
 The system information "product/medium" to be
included in all planning items (equipment,
piping, valves) for system planning.
 Provide time schedule with resources logical
relations as per Primavera pattern.
 - Certain scope details will be kept separately for
main primavera schedule. This will be indicated
by beneficiary and will be maintained up to date
by contractor (valves, electrical and
instrumentation, etc.).
-4 months The main mechanical contractor shall present the overall CO
time schedule to the client for approval. This overall
schedule will contain agreement of all contracted parties
for execution, for all trades.
-4 months The CO shall present to the CU the Detail organizational CO
plan with nomination by name down to foreman level
incl. on-call availability.
Rest of used personnel will be provided separate from
org chart, on nominal list format provided by beneficiary.
-4 months Needed utilities for scope execution inside one plant will CO
be discussed and agreed with beneficiary (electricity,

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water, etc.) Beneficiary will provide connection points
only.
-4 months The crane plot plan is to be submitted to the client for CO
approval.
-3 months Scaffolding and installation work: The scope ON SITE of CO
required insulation and scaffolding work is to be defined
with the third-party trades and documented at least 3
months BEFORE TAR start. The time required is a part
of the direction planning and will not be separately
reimbursed.
Necessary scaffold or other trades for execution of OSD
works – pre TAR is going to follow provided beneficiary
milestones for each project and location characteristics.
-3 months Signage to be put in the plant (valves, PSV, control CO
valves) Lay down areas as established by Logistic Plan
will be arranged and marked down on site.
-4 months Prepare Health and Safety plan and submit to client CO
-3 months Update project scope and interfaces, check SIMOPS CO
analysis.
SITE facilities -2 months
-1 month Personnel training completed, IDs issued CO
-1 month Logistic facilities deployed. CO
-1 month Blinds available. CO
-2 month Material recorded and checked CO
Preparation work required for scaffolding and installation CO
- 1 month has been made and demonstrably checked by the
contractor.
EXECUTION 0 months
The time schedule is to be adjusted daily to take account CO
of actual progress during the turnaround. Additional
work, repairs with a planned duration of >8 hours are to
be added to the time schedule.
The planning adjustment in regard to workflow, as a result CO
of e.g. altered delivery dates for equipment and/or revised
completion deadlines, corresponding to the specifications
of the client, form part of the scope of service of the
contractor do not impose any claim to additional
requirements (=> Ability to adapt).
The CO must take into account the fact that other CO
companies and client personnel are also working at the
same time during execution of the work. The contractor
must coordinate his work in such a way that third parties
are not unnecessarily impeded in the performance of their
services and that no persons or material are put at risk.
Work approvals are to be obtained in advance; work is CO
to be reported to the member of staff responsible for
approval on the PREVIOUS DAY. The workplaces are to
be prepared, if necessary, in accordance with the
instructions of the member of staff responsible for
approval in order to enable a smooth approval assuring
work execution according with plan. Idle times on
account of insufficient preparation will not be paid.
Prompt updating of the progress of all trades in the overall CO
time schedule (including wall paper reports)
Daily site reports, progress and cost reports CO
Daily coordination meetings at the construction CO
management level
Up to date documentation for work completion CO
(Mechanical Completion report), flange sealing, blinding
list, personnel instruction, etc.

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Running QA/QC for the mechanical work CO
LESSONS +1 month
LEARNED
+1 month Complete documentation and prepare invoice. CO
+1 month Submit invoice documents for approval CO
+1 month Evaluate feedback questionnaires or supply active
feedback for measures to optimize the project.
2.1.7. Request for services

Calls for services and acceptances take place exclusively at the requirement of the
authorized client personnel. These persons are to be made known to the contractor at
the time of the order.
Calls for services and acceptances by bodies not cited are not accepted on invoicing.
► For
► The CO’s responsible area manager receives call off orders on time prior to the beginning of
the works, in which the ordered services are listed and estimated briefly as well as detailed
information about the execution date, service location and the work order number, for the
services to be rendered.
► Larger shutdowns (more or equal with 60 mechanical days) are announced to the CO in writing
at least six months prior to the desired execution date.
► Contracting of Third Party Services by the CO Services and materials are only contracted
by the contractor only if requested by client
► For the procurement and management of "external trades", the client reimburses
max. 8 % of the relevant invoiced amount; the planning and coordination of external
services is included in the WVF.
► The client may determine alternatively that the framework agreement companies based with
the CU have to be used according to the stipulated framework agreement conditions. The
contractor shall make suitably qualified personnel available to perform the
coordination (deciding what, when, how something is to be done). This coordinator
must also ensure coordination in the sense of safe cooperation between several
trades and third-party services.
2.1.8. Site management

The site management is responsible, both disciplinary and technically, for the personnel
used.
► The site manager is responsible for supervising the CO's personnel and that of any
subcontractors employed.
► The nomination also includes the complete responsibility of the contractor in terms of
civil and criminal law.
► The contractor's site manager is responsible for the proper performance of all work,
problem free cooperation with the client and other companies, as well as keeping to
the agreed conditions (deadlines, costs, etc.).
► The contractor is alone responsible for administration and management etc. The site
organization must satisfy administrative requirements (quality, personnel, material,
cost, personnel and time management, etc.).
► The site manager must ensure that his workforce completely complies with all
relevant location-specific laws and ordinances (e.g. personal safety equipment etc.)
when carrying out the work.
► The site management of the CO must clarify product information (e.g. hazardous work
substances) in the course of the work release in order to instruct his workforce
appropriately and take safety-relevant precautions in advance.

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► A qualified site manager must be present and available ON SITE during the entire
work time as well as when establishing and winding up the work site. The site
manager of the CO may only be replaced in coordination with the CU and after
relevant justification.
► The named management personnel from site manager to foreman level will be
penalized (€ 10,000), in order to prevent changes in personnel.
► An organization plan for management personnel including the site manager and
planning and safety officers is presented by the CO to the client for approval (Level
1: at level of site manager and head erector with award of contract, Level 2: to
foreman level, incl. mobile phone numbers, up to two months before TAR);
► Managers, e.g. site manager, chief erector, head fitters, group leaders, safety officers
and others up to foreman or team lead must be fluent in the language of the country
where the work is to be performed. The communication in the fitter group (foreman
has an interpreter function when the personnel only speak a foreign language) must
also be ensured.
► The site manager shall nominate one or more permanently available safety officers
who are always on the construction site and are overall responsible to the contractor
for technical safety matters. Overall responsibility for occupational safety, however,
remains with the CO’s line manager.
► Contractor designated with lead/coordinator role will take care of all secondary trades
inside his area of responsibility even if one of secondary trades bears the same
category as lead contractor (ex. Beneficiary can nominate a second mechanical
contractor inside one area or responsibility)
2.1.9. Staff requirement

The contractor shall only use employees for performing his services, who are suitable for
execution of the work and – insofar as necessary – who have the requisite special permits,
approvals or similar special authorizations.
The CO is responsible for the right under labor law to issue instructions to employees and
the planning of the personnel necessary for the correct and timely fulfillment of the orders.
► The staff structure shall follow the pattern shown below as a minimum requirement:
► 1 site manager has a maximum of 5 team leaders under him
► A quality inspector and a safety officer are to be appointed for each team leader
► 1 team leader has a maximum of 5 foremen under him
► 1 foreman has a maximum of 8 fitters under him
This structure will be discussed and agreed with client based on assigned volume of work.
► The minimum qualification for the employees used is to be proven by a completed

technical worker course with occupational experience which corresponds to the
services encompassed by the requirement. The CO shall demonstrate the
qualification of the employees used to the CU before conclusion of contract.
► The contractor is responsible for the suitability of his workforce in terms of health and
must demonstrate this without delay upon the request of the client (e.g. respiratory
protection test).
► The CO has to provide staff that is capable to use respiratory apparatus and shall
have at least 4 employees who can work with respirators; for larger work groups, no
less than 15 % of all employees deployed. The validity and confirmation of ability to
use respirators have to comply with the legal requirements.
► Contractor personnel must be equipped with proper PPE according client/location
demand. For Petrobrazi gas detectors are also in contractor care with obligation to
fulfill client/local requirements.
► Only workers with a valid work permit may be employed.

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► The requisite number and qualification of management and technical personnel must
be employed in adequate time in order to comply with the proper and correct
execution of work in the agreed time frame schedules (see Chap. Workflow Planning).
► In the case of non-existent or inadequate qualification, a replacement at no cost is to
be made if the client requests this.
► The CO has to make a personnel provision of max. 120% of the contract volume.
► The CO is also responsible for instructing the workforce deployed in the work, for
managing them and continuously supervising them in their work.
► Subcontractor and/or leasing personnel are to be made known and must be
authorized in writing by the client. Ratio between own and subcontracted/leased
personnel must assure a flawless execution of scope ant it is under sole responsibility
of contractor. Client can require clarifications and can request compensatory
measures (mitigation plan) from contractor when ration is more than 60% own, 40%
subcontracted or leased. In any case contractor has full responsibility concerning
subcontracted/leased personnel, including his own staff.
► Proofs of qualification for managers, schedulers etc. are to be submitted.
2.1.10. Safety manhole guards

A safety guards required to be posted at a manhole and is a legal requirement when
vessels, columns, tanks, shafts etc. are entered by persons. Before the entry takes place,
a hazard evaluation with a rescue concept is to be worked out. The remuneration of such
services for Schwechat, Burghausen and Petrobrazi are included into WVF unit value.
2.1.11. Fire guards

Fire guards are provided by the client for the entire area.
2.1.12. Site facilities

Before setting up the construction site, a construction site setup plan with information
regarding needed utilities and space requirements must be submitted to the site
supervision of the client. This must be in line with project logistic plan.
The location-specific authorization and approval procedures must be adhered to. The
supply facilities must be installed in coordination with the site supervision of the client. The
requisite official permits are to be obtained by the contractor himself.
► Before commencement of work, all preliminary work such as setting up the work site,
accommodation, safety-relevant staff training etc. must be completed.
► There are several connection points available to the contractor for operating utilities
supplied by the client (electrical power, water, air according with each Refinery
facility…). The laying of the supply lines from the handover station or plug in point
(mostly at the plot boundary) is the responsibility of the contractor and is not
separately reimbursed.
► Disposal of waste of any kind created by the contractor is exclusively the concern of
the contractor. The contractor must ensure at his own expense that this waste is
disposed of properly taking the relevant provisions into consideration. The proper
removal of waste must be demonstrable and verifiable to the CU. The CO is not
permitted to dispose the waste he creates along with the company refuse of the CU
► The client's canteen is available to all those employed on the site. Sales points of
subcontractor or other companies are not permitted on the client's premises. Using
CU lunch facility is mandatory. Using canteens outside CU premises are only allowed
if lunch time is respected.

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► The setting up, maintenance and surveillance of accommodation and works barracks,
tools, machines and vehicles as well as other work and ancillary materials are matters
for the contractor.
► The same applies to site security and the associated obligation to traffic security. The
contractor frees the client from all claims against lacking or improper site security.
► The contractor shall maintain the site and the roads in a clean condition with no
obstruction of any adjacent activity to be performed in the area.
► Contractor releases customer of any claim regarding missing or improper construction
site safety issue.
► The approval of the client's site management is required in writing for site facilities
removal based on contract validity. All areas used for site facilities must be restored
at previous condition.
► The site facilities are calculated proportionately according to scope execution costs
and therefore not to be included in the unit price for the factors of the labor time
values! (see Chapter "Remuneration").
2.1.13. Communication
A digital wireless/radio system or Ex-protected mobile phones are to be used as a central
communication system. Companies working on the site shall be independent and have an
adequate number of communication devices (to the level of foreman). The intended
frequency ranges must be submitted 3 months before the start of the turnaround at the
particular location and be approved by the client.
Unproper usage of any communication devices while performing other activity (e.g.
driving,) it is prohibited.
2.1.14. Logistics
The contractor shall perform all internal transport requirements (e.g. fork-lift trucks, trailers,
tractors, hoists, …) necessary to satisfy the contract, as well as loading and unloading
operations if CU does not establish another approach of contracting such equipment. The
costs are contained in the relevant WVF sheets. If CU provides another approach, WVF
will be free of such cost. The coordination is the responsibility (at no additional charge) of
the contractor.
► The contractor must provide the corresponding fuel, lubricants and other specific
resources for the vehicles, cranes, tools and devices used as well as the
accompanying qualified operating and assistance personnel free of charge and carry
out the relevant maintenance and repair in such a way not to endanger scope
execution.
► If crane and transport work will be provided separately by the contractor as needed,
requires the written authorization from the client before the work is carried out. If the
transportation regulation requires public transport, the police permits necessary for
this shall be incumbent upon the contractor.
► Necessary riggers personnel for lifting activities are under main contractor
responsibility which will provide qualified bodies and it is only responsible in
coordination of any lifting-rigging activity in its area. Lifting accessories (e.g. ropes,
special chains, …) are also under main contractor responsibility. All lifting activities
must comply with valid legislation in each location.
2.1.15. Auxiliary constructions

► Removal and replacement of simple steel structures (railings, light grids, etc) are
contained in the WVF and will not be reimbursed separately.

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► The provision of extensive auxiliary constructions will be reimbursed separately in
agreement with the client.
2.1.16. Tools
The established unit rates include the costs of all standard tools necessary for the work at
the locations.
► Contractor must use specific industry tools, based on world current practice, assuring
scope execution in an efficient manner and minimizing used human resources as a
target of safety/congestion management aspect also.
► Assembly devices, tools etc. must correspond to the official regulations and be in an
operationally safe condition.
The client can demand the exchange of all facilities and equipment/tools not
corresponding to the safety provisions free of charge.
► Ancillary materials as well as all tools and small items for fulfilling the contract are to
be provided by the contractor and will not be reimbursed separately (slinging material,
chain/rope hoists, drill bits, wire brushes, putty knives, grinding disks, saw blades,
buckets, cleaning cloths, etc.).
► The provision of special tools is regulated contract-specifically between the CO and
CU. Not considered as special tools: pneumatics, flange splitters, dynamometric, HP
pumps, hytorques, automatic wrenches (e.g. electrical driven)
► As part of performing the services, the use of proprietary facilities of the client, his
machines, vehicles, materials etc. are only permitted with the consent of the client.
► The CO shall oblige his employees to carefully treat the materials / devices lent by
the CU and return them in full after realization of the contract. The receipt of tools
belonging to the CU by employees of the CO is to be confirmed (e.g. by a withdrawal
voucher).
2.1.17. Reporting
2.1.18. Daily site report

The site management of the CO is obliged to maintain a daily site report.
The entries are to be made daily and submitted to the site supervision of the client
before 10am on the following day.
This daily site report must include the following in particular:

► The number of personnel, i.e. the staff working on that day
► At the request of the site supervision, the personnel must be indicated by name.
► Brief work and schedule reports
► Requested direct labor work is to be submitted for approval.
► Location-specific forms of execution/reports are to be agreed between the contractor
and client before performance of the service.
2.1.19. Cost control

The contractor shall introduce a cost control and reporting service that satisfies the
requirements of the client (e.g. the client must be informed on reaching 80% of the ordered
item value).
Contractor will inform client regularly about cost evolution of each order received
mentioning possible scope changes and impact in overall estimated cost.

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2.1.20. Schedule monitoring
► Before beginning the work, the contractor is obliged to prepare detailed time
schedules and to keep these up to date during the execution of the work.
A daily update is mandatory, especially in the execution phase of the turnaround.
► During schedule planning and monitoring, the contractor must work closely with the
site supervision of the client without the responsibility of the contractor being
diminished thereby.
► The contractor is obliged to keep to the deadlines/milestones specified by the client.
The site manager of the CO is obliged to continuously monitor the time schedules on
the basis of the calculated time specifications and report the results to the CU.
► Every time a deadline is overrun or there is a possibility of an overrun, this is to be
notified to the client by the contractor in good time, giving the reasons for the overrun
and presenting an efficient recovery plan.
► Repair and additional work lasting 8 hours or more are to be included in the time
schedule.
► The progress report is to be given to the client each day before 5pm.
and is to be made based on Primavera.
► Interfaces to auxiliary trades (such as cleaning, inspection, repair, projects, etc.) are
to be constantly and demonstrably agreed between the contractor and the
subcontractors and integrated independently by the contractor into his planning.
Reporting of auxiliary trades goes in sole responsibility of main mechanical contractor.
► The contractor's site management shall participate in the daily coordination meetings.
2.1.21. Personnel reporting

► Upon request by the client, the contractor must compile a location-specific list on a
daily basis, which indicates how many staff are present at the location and where
these workers are deployed (shift work must be considered). This list must be
submitted to the client each day without being asked no later than 10 am.
► Upon request by the client, the contractor must notify the local site supervision of the
client concerning the hours worked per order item in writing by no later than the 5th
of the following month.
2.1.22. Accident notification

The alarm plan / notification chain for the particular location are to be strictly observed!
The superior of the accident victim must communicate accident reports to the client and
the local safety department.
► A copy of the accident report to the insurance institute must be communicated to the
client and local safety department within 24 hours.
► The time period during which the accident victim is absent from work must be notified
in writing on the first working day after the sick leave.
► Near accidents, i.e. situations which can lead to an occupational accident, must also
be reported to the client in writing.
2.1.23. Damage reports

► The site supervision must be notified immediately of damage caused by the
contractor.
► The costs for rectification of the damage (e.g. to heat insulation) caused by parties
who cannot be specified will be divided among the companies involved in this area
on a pro rata basis.

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2.1.24. Work to be done before the turnaround
► The contractor is obliged to make himself familiar with the local conditions by visiting
the particular construction sites in good time before the start of work.
► Site manager and team leaders/ foreman of the contractor must get familiar in detail
with work to be executed and with all necessary safety matters (hazard analysis).
► The contractor shall bear all risks that can occur due to violation of the above
mentioned obligations or from possible difficulties due to lack of knowledge.
► A visit to the SITE together with the client shall take place before acceptance of the
order. The date for this visit shall be agreed with the client.
► Site meetings are to be held weekly in agreement with the local construction site
management.
► The contractor shall present the demonstrably coordinated overall time schedule,
including all ancillary trades, to the client – four months before start of turnaround at
the latest. The client shall check and approve the master plan for implementation.
The presentation shall contain at least:

► Construction site facilities
► Hazard analysis of its activities
► Organization chart showing those responsible, down to foreman level.
► Personnel deployment list in the form of a list, with electronic photo, for
contractor's own personal and authorized subcontractors.
► Material withdrawn from warehouse (recorded, checked and, properly stored)
► Planning of areas and logistics (authorized crane erection areas, etc.)
► Tag numbers plates prepared for equipment parts (heat exchangers parts,
valves, etc.)
► Blinds (prepared and laid out) – manufactured where necessary.
► Blinds management, to ensure that no blinds are forgotten in the plant.
► Heat exchanger test rings (prepared and laid out, where necessary)
► Measuring point and valve lists (compare with those of the client's specialist
department, ensuring that these are up to date)
► work scope variations taken into account, evaluated and included in the plan
► Master time schedule including start-up and shutdown, ancillary trades
2.1.25. Work to be done during the turnaround
2.1.26. Mechanical part

► The contractor shall carry out all dismantling and mounting work as well as pressure
tests etc., in accordance with the latest, valid program plan of the turnaround
manager. For Petrobrazi repair works must be considered as described in scope of
work or as discovery maintenance curing execution.
► The contractor shall ensure, with a permanent QA/QC body, the qualitative
processing of the mechanical work in dismantling and mounting as well as flange
sealing . MC report and final documentation.
► This applies also to any mechanical work necessary on auxiliary constructions such
as: Railings, steel structures, adapter pieces or connecting lines (e.g. cooling water
or product pipelines) etc., insofar as this is necessary for carrying out the work.
► The tightening of screw connections is to be carried out in accordance with the
specifications of the client (see Refining Standard MR-SS17.00-1102DE/EN/RO).
► The contractor shall mount and dismount blinds, remove and fit blind flanges, also
during the shutdown and start-up phases, in accordance with the instruction and
approval of the operations department.

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► During the start-up phase, the contractor shall have sufficient personnel available, in
both day and night shifts, to further tighten flange connections.
► Blinds handling
The complete check of setting or tightening is to be carried out by the responsible
head fitter/head erector ON SITE; spot checks are not allowed.
2.1.27. Material handling

► The client shall provide all specific spare parts (replacement parts, stored material or
directly procured material) for implementation of the contract, unless otherwise
stipulated..
► The contractor is obliged to organize the materials necessary for an individual order
/ construction works contracts, i.e. after placement of order the contractor must
examine whether the corresponding material is actually in store and consult with the
client so that any material lacking can be procured.
► Material in store will be verified by the contractor. When checking the material,
discernible defects (faults in the properties / quality necessary for the contract) must
be reported to the client immediately.
► Correct handling of materials must be considered, i.e. recorded materials must be
transported and stored appropriately (e.g. storage of gaskets, fittings protect sealing
surfaces etc.).
► Material acceptance check:
The CU shall not assume any guarantee or liability for a definite quality or a definite
property of the material, insofar as the defect was not discernible when verifying in
the store or during concrete use of the material.
► The storage of the removed bolts is made by sorting into boxes specially prepared for
this and labeled. Restoring of the bolts and nuts is to be carried out by machining.
Bolts must be greased before insertion (material supplied by the client or contractors
according to CU standard/norms and local agreement per each location).
► Parts removed must be labeled correctly according to the applicable standard and
stored for re-use.
► Deformed bolts or nuts are to be replaced by new ones in agreement with the client.
► The destructive opening of screw connections ("bolt cutting") is only permitted after
consultation with the client.
► Particular attention is to be paid to compliance with the location-specific bolt lengths
and gasket specifications.
► As a rule, flat gaskets removed are to be replaced by new ones in accordance with
client specifications. Exceptions, e.g. RTJ rings, are laid down by the client according
to findings.
► The restoration or replacement regarding remounting parts that are no longer
available are to be borne completely by the contractor.
► The tightening of bolts & nuts has to be performed in a controlled manner according CU
specification. Respective tools have to be kept in store (Torque wrench, hydraulic torque
wrench, device for metering the bolt stretch)
►
2.1.28. Cleaning
► The contractor shall demonstrably coordinate all cleaning work on equipment in
accordance with the latest valid program planning of the TAR manager.
► Blind nozzles, shut-off gate valves etc. are to be opened in order to achieve
successful cleaning.
► Electrical and Instrumentation equipment, reference vessels are to be removed
before cleaning

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► Built-in elements (demisters, weirs, etc.) which could influence cleaning are to be
removed accordingly, manholes are to be opened.
► The contractor shall coordinate the necessary cleaning work at the washing area on
equipment parts that have been removed. Cleaning area cranes might be provided
by client to the cleaning contractor – in this case also coordination stays with cleaning
contractor as well as rigging activities.
► The equipment parts removed are to be labeled with the relevant equipment number.
The labelling must be resistant to handling and cleaning.
► Parts removed from equipment for all reasons (cleaning included and also inside
plants) are going to be displayed on wood support (not directly an concrete platform)
and in such position to facilitate further actions (e.g. cleaning , ndts) and to avoid
unnecessary double manipulation. All nozzles and similar elements will be opened to
facilitate cleaning.
► All cleaning work at and in the equipment must be discharged within the first week of
the turnaround. For larger volume and turnarounds this will be established by client.
► Coated heat exchanger parts must be available for cleaning at the cleaning area on
the third day of the turnaround at the latest.
2.1.29. Water pressure tests

Water pressure tests have to take place in accordance with local standards/requirements.
2.1.30. Technical acceptance – mechanical completion

► The dismantling and assembly of each plant item shall take place according to state-
of-the-art, within the contractor's responsibility and documented seamlessly in
accordance with the client's quality plan. Defects are to be rectified immediately after
technical consultation with the client. The client reserves the right to appropriately
increase the stringency of the required quality assurance measures.
► Leak tests or pressure tests and other tests according to work and check lists must
be successfully completed and appropriately accepted and documented.
► After flanged connections have been restored, these are to be lead-sealed and
documented in line with the relevant location regulations (see the regulation "Work
on flange connections" for this).
► The setting and pulling of blinds is to be verifiably documented.
The contract shall ensure that no blinds installed have been forgotten.
► Services by any subcontractors are to be checked by the contractor's own site
management before notifying the client of the work completion.
► Following defect-free Mechanical Completion, the CO shall request written
acceptance of the service. The CU will issue his written confirmation of the service if
the acceptance of services performed shows no defects. This verification shall be
attached to the invoice.
► Partial acceptances are allowed, if they are explicitly provided for in the individual
order.
► Services or deliveries of the CO which do not correspond to the contractual
requirements can be rejected by the CU in whole or in part. The discrepancies and/or
remaining work is recorded in a joint report and rectified or implemented immediately
after instruction by the client.
► All costs associated with rectification of the discrepancies, such as disassembly,
scaffolding, lifting equipment, assembly, insulation etc. shall be borne by the CO.

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2.1.31. Documentation
► Final acceptance of executed works as being free from defects determines the on-
schedule completion of an individual order.
► With the written acceptance confirmation of the documentation, the contractor
confirms its correct and proper receipt. This starts the warranty period and represents
the assessment period for determining whether a penalty for breach of contract
arises.
2.1.32. Work done after the turnaround

► The contractor supports the client in the correction of existing datasheets by informing
the turnaround management of any discrepancies. The aim is the continuous
improvement in planning documents = planning quality based on current knowledge.
► The contractor shall collect the blinds after they have been removed, clean them and
sort them according to type, in the designated containers provided. This work for
handling of blinds is included in the WVF and is not separately reimbursed. The client
accepts the blinds based on handover protocol. The cost of missing blanking plates
is born by the contractor.
► The contractor shall collect excess materials (bolts and gaskets left over, etc.) after
the work has been completed and returns these appointed responsible of the client.
► The final as-built documentation for equipment on which the contractor has works to
execute during the turnaround is handed over to the client at the end of the
turnaround. As a minimum, the provisional as-built documentation on
ending/acceptance of the particular measure/repairs carried out must be handed
over.
► Lessons Learned -> Feedback discussions
The contractor shall support the ongoing optimization of TAR development in the
form of active feedback in writing.
2.2. Performance and obligations of the client (CU)
► Needed utilities (e.g. electricity) from the connection point available on site. The
supplied parameters correspond to the usual standard at the location. Customer
makes available connection points for these utilities. From this point on is contractor
responsibility for distribution.
► The contractor shall take into account the local operating media conditions in his
planning and price estimations and provide additional measures free of charge.
► If the named utility is not available for a period of time, substitute measures are to be
taken by the contractor. The remuneration takes place in the same way as in Chap.
"contracting of third party services
► The client shall draw attention to the fact that the compressed air supplied by him is
free of oil. Each location will establish available utilities for CO use.
► Free areas for storage, pre-assembly, and site facilities with the site boundaries.
► Containers for depositing industrial petroleum waste and its removal.
Attention: The contractor is alone responsible for the proper disposal of household
waste from his site facilities!
► All materials necessary for performing the work such as sheet metal, screws, bolts,
nuts, gaskets, blinds, test rings, etc. For Petrobrazi blinds are to be assured by
contractors and included into WVF.
► Acid-resistant protective suits and heavy respirators, in so far as these are necessary.
► The material provided by the client shall be made available to the site area/ store.

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► Insulation, scaffolding, cleaning, pipe construction, civil engineering, acceptance work
is already provided by the client.
► Repair work on linings, refractory linings, and coatings
► Welding repair apparatus, bundle re-tubing, etc.
if not defined different in requested scope of work.
2.3. Invoicing / Remuneration
2.3.1. Basis for invoicing

The CO must invoice his services in a manner that can be verified. He must compile the
invoices so as to ensure a clear overview and use the designations from the Services
Specification. Evidence concerning the nature and extent of the services must be
enclosed.
Proofs are the following signed documents from the client:

► Factors list incl. appended detail estimates.
► Acceptance protocols (MC form)
► Completion checklist
► AWR forms (increases/decreases)
► Proof of hours worked
► Material delivery notes
► Proof of services
Before commencing the construction/assembly work, the modalities for compiling the
invoicing documents and the invoices must be regulated according with contract between
the CU and CO.
► The CO is obliged to compile all the documents necessary for the settlement in
accordance with the requirements of the CU and manage the data electronically.
► The normal work time in the turnaround corresponds to a 58-hour week, i.e. the
negotiated unit value is to be estimated for a 60-hour week.
► Sunday, holiday and shift working explicitly requested by the CU is reimbursed
at the corresponding surcharge rates. In this, the basic hourly rate is the basis,
not the mixed hourly rate or UP.
► For Petrobrazi see normal working time and overtime described above.
► The CU's deadline requirements and milestones shall be observed. Costs of
accelerating measures are borne by the contractor if no third-party responsibility can
be proved in writing.
► The reimbursement of the services performed is made on the basis of the activities
described in the WVF evaluation sheets of the client in combination with the WVF unit
price offered by the contractor.
► All guideline values in the tendered WVF evaluation sheets have a common basis.
The client therefore orients himself towards the issuing of one unified WVF unit price
(UP) for all evaluation sheets. This can then be designed to accommodate the
conditions at the different locations.
2.3.2. Not reimbursed separately

The following services in the tendered WVF unit price are to be taken into account if not
separately regulated on the WVF evaluation sheets:
► Construction site overheads down as far as foreman level

► Direction personnel are included in the WVF
► Personnel training to flange fitter in accordance with EN1591-4

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► Instructions to employees on special safety features of the plant in accordance with
client specifications.
► Personal protective equipment (PPE)
► Loading and transport activities, riggers included
► Disposal of containers provided by the CO himself (cans, drums, diverse small items)
► Provision of construction vehicles, construction huts and similar.
► Short standstill times, more precisely 2 outage hours per person and calendar week,
which are the fault of the client or the persons commissioned by him, do not count as
a hindrance and are therefore not reimbursed separately. Needed time/resources for
preparation for all contracted work
► Verifiable implementation planning and coordination of surrounding work necessary
to fulfill the contract (scaffolding erection, insulation, crane erection, cleaning,
Electrical and instrumentation …). An appropriate pre- and post- runtime is to be
taken into consideration. Participation in the daily coordination discussions of the
client
► Receipt, incoming goods check and management of materials made available by the
client
► Obtaining work permits in accordance with the procedures applying at the location.
► Daily reporting of personnel deployed, progress (keeping progress/deadline tables),
Primavera feedback, …
► Issuing requested documentation for work preparation, execution, reception, quality
assurance and control based on client requirements.
► Cost report and the detailed listing of the labor time values used per equipment item
for billing and documentation in accordance with the CU's requirements.
► Travel to and from site, winding-up, accommodation (with TAR, ≥2 weeks).
► Change of personnel due to working time legislation.
► Provision of safety personnel and manhole guards.
► Safety preparations, as in SIGE plan, hazard analysis and rescue plan for entering…;
► Extreme working condition allowances for difficult access, height, dirt, special safety
requirements.
► Requisite winter construction measures or other resources needed for scope
execution on cold weather conditions must be taken into consideration by the
contractor. Extra expenses and schedule delay owing to the effects of the weather
cannot be claimed by the contractor.
► Tested lifting gear, slinging material and trained slingers.
► Provision and handling of all necessary work devices, e.g. pressure reducers,
isolating transformer, lighting within items of apparatus, workplace illumination, etc.
► Vehicles, transport means and their re-fueling
► Torque wrench and other specific tools for requested scope of work
► Small materials and consumables like: welding rods, abrasive disk, sand paper,
grease, etc.
► Daily cleaning up of the work places and after completion of contract
► Bolt cleaning by machine
► Sealed surfaces preparation (cleaning, leveling)
► Acceptance reports and lead-sealing of flange connections
► Time for safety-relevant training
► Time for scope analysis and planning discussions
► Time for acceptance inspections, safety audits
► Break times (applies above all to direct labor costs)
► Waiting and outage times, on account of insufficient preparation by the contractor
► Waiting and outage times on account of failure to observe the regulations

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2.3.3. Reimbursement of waiting times and downtimes
In cases of force majeure (fire, gas alarm) outages longer than 2 hours shall be reimbursed
by the client. Waiting times and downtimes which are remunerated by the client must be
submitted to the client on a daily basis for confirmation of factual correctness. If these
recordings of waiting times are not presented and agreed with client on the day of event,
client will not remunerate.
2.3.4. Increases & decreases

► The CO must cover additional work up to 20% of the initial contracted scope without
additional mobilization costs being paid. Invoicing by WVF and unit price (UP) in
accordance with the main order applies for these additional services.
► The contractor shall report additional work with the client before starting the work and
the client must authorize this in writing (template specific for the location). The
increases are to be submitted promptly to the client via WVF service record sheets or
proof of direct labor hours worked (within 24 hours). The client reserves the right not
to acknowledge proofs that are submitted later.
2.3.5. Flat-rates
The CU has the option of having the work quoted on the basis of the labor time values or
estimates of hours and agreeing a fixed flat fee with the CO.
► As an option, the contractor can offer the provision of pressure test blinds.
Flat rate for blinds container incl. mobilization.
For Petrobrazi blinds are considered as being coved by WVF or hourly rates.
2.3.6. Site facilities

Site facilities, consisting essentially of containers for changing clothes, social, sanitary,
and office facilities, tool container block (incl. heat exchanger gasket store) as well as
vehicle and transport means. If the site facilities are provided by the contractor, the flat
rate billing according to the costs of "mechanical processing" are as follows:
► The total order value (initial order without increases) of the mechanical work serves
as a basis for calculation
► The building is made according to the percentage rate of the total order value
corresponding as follows:
For Petrobrazi, customer will provide sanitary, canteens (beverages not included) and
social as described by Logistic Plan.
Valid for
Petrobrazi
Refinery
250,000 euros 5.00 %
300,000 euros 5.00 %
350,000 euros 4.80 %
400,000 euros 4.80 %
450,000 euros 4.60 %
500,000 euros 4.60 %
550,000 euros 4.40 %
600,000 euros 4.40 %
650,000 euros 4.20 %
700,000 euros 3.80 %

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750,000 euros 3.60 %
800,000 euros 3.40 %
850,000 euros 3.30 %
900,000 euros 3.20 %
950,000 euros 3.00 %
>950,000 euros 2.20 %
2.3.7. Base rate for the calculation of surcharges

► A basic rate and surcharge amount are specified by client
(see Price Sheet appendix).
► This basic rate is understood without the incidental costs contained in the mixed
hourly rate, such as tools, overheads, profit and is referred to the basic wage of the
employee.
► All surcharges for overtime as of the 58th hour in the week, for night shift (10pm to
6am) and for work on Sundays and public holidays are calculated from the basic
hourly rate. For Petrobazi surcharges are applied to above mentioned normal working
time.
► Surcharges may only be applied following written instruction from the CU.
2.3.8. For turnaround duration ≥ 2 weeks (incl. trips to and from site)
Euro xx, xx / UP including travel costs
This is regulated by each location practices.
2.3.9. In Emergency and in turnaround duration < 2 weeks (incl. trips to and from
site)
Euro xx, xx / UP plus travel costs (if demonstrated that additional personnel were ordered
to the location).
This is regulated by each location practices.
2.3.10. Direct labor

► The mechanical start-up and shutdown activities are always down at the direct labor
rate.
► Additional work, that cannot be carried out on WVF or at flat rate prices, are accounted
on the basis of the hourly billing rates agreed by beneficiary.
► This is a mixed hourly rate specified by the client for mechanical work, which cannot
be covered by the WVF.
► The mixed hourly rate contains all necessary incidental costs for independent
performance of services (overheads, tools, travel to/from site, …) within the
framework of a 58-hour week. For Petrobrazi see above normal working time.
► Direct labor costs may only be applied following written instruction from the CU. The
basis for this will be the hours actually worked and confirmed by the CU.
2.3.11. Coordination or planning technician

If an additional coordinator of planning technician is requested, whose duties go beyond
those activities contained in the WVF, this activity will be remunerated at technician hourly
rate specified by the client.
These services must be explicitly requested by the client.

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Travel and mobilization costs will not be reimbursed separately.
2.3.12. Travel costs

For short shutdowns and operational stops which last ≤ 2 weeks, the client shall pay the
travel costs to/from site (once-only) for each verifiably (e.g. issue of new access permit)
arrived fitter or overhead personnel at the rate specified by the client.
2.3.13. Difficulty
During shutdown and start-up, 10% of the personnel deployed must be capable of using
a respirator. This will not be reimbursed separately.
2.3.14. Compensation shift / Replacement rest time

► Should shift work be necessary in direct labor and this run out during the week, i.e.
Monday to Friday, a compensation shift (free shift) of 8 hours accrues. This is
reimbursed by the client at the basic hourly rate.
► This rule only applies when less than 5 contiguous shifts are worked in a calendar
week.
2.4. Invoicing
► Work Value Factor/hour x unit price (WVF/H x UP)

Execution of services in the requested spectrum of services are always billed on the
basis of WVF and unit prices. Remuneration deviating from that (direct labor,
surcharges, …) can only be presented for settlement following written approval
from the CU (before work is started).
► The original completion reports are to be submitted before the invoice(contractor must
have customer acceptance for works before submitting invoice). Any additional work,
insofar as it cannot be billed according to the WVF sheets, shall be billed on the basis
of time and cost using the confirmed proofs of wage hours worked. Here also, the
original proofs are to be submitted together with the invoice.
► A detailed listing of the WVF per equipment item for billing and documentation in
accordance with the CU's requirements.
► The invoicing is broken down according to the agreed degree of detail (shutdown and
start-up shifts, modules, blanking plates, increases & decreases, etc.) with a
statement of the particular contract and order numbers, and order item.
► The reduction in the original order/contract volume (reduction to 20% of the ordered
volume) does not give the contractor the right to make any increases in price or other
demands for an increase.
2.5. Turnaround postponement (with TAR, ≥ 2 weeks)

If a postponement of the turnaround is announced 10 weeks before the planned date, the
contractor shall receive a reimbursement of verifiable generated costs without profit mark-
up.
3. Internal Reference Links

► RefStd_0902_v090701_DE_General Technical Contract Conditions
► MR-SS.17.00.1102DE_Work on flange connections
► RefStd_1021_120625_DE_Performing Strength Tests

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4. External Reference Links
► DIN EN 1591-4
5. Obsolete Regulations
Refining Standard 1911
6. Certification Standards
► ISO 9001 et. seqq.
► SCC
► OHSAS 18001
► ISO 14001
7. Terms and Abbreviations

CU Client
CO Contractor
Provisional Work Permit Written authorization for additional work (increases) using
(PWP) the form provided. The recording of canceled work
(decreases) is also made using this.
WVF work value factor
CIMS Central Integrated Management System
UP Unit price
E-M&C Electrical, instrumentation, sequencing and control
engineering
M&C Devices Measuring and control – Ger

Mechanical Completion Mechanical completion of a plant, ready for
(MC) commissioning. The plant blanking plates are still set and
will be pulled in the course of the commissioning.
DM Discovery Maintenance
Operations Production department

OSHAS Occupational Safety and Health Management Review
Progress report Site progress report

QA/QC Quality Assurance/Quality Check
RefStd Refining Standard

RTJ Ring Type Joint
SCC Safety Certification of Contractors
Auxiliary/secondary All work categories to be executed beside mechanical

trades works (for example: scaffold, insulation, corrosive
protection, refractory, cat handling, rotating, electrical
instrumentation, ndt, cleanings, civil…)
Mechanical works are considered main activity.

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Version: 2.0 Date: 3/31/2015
Turnaround (TAR) Shutdown of a production plant for regular inspection of
Revisions Turnaround, mechanical pressure-bearing plant parts to satisfy
Turnaround, statutory requirements.
8. Keywords and Search Criteria

Turnaround, TAR, shutdown, shut down, SD, revision, stop, standstill
9. Appendices
9.1. Labor time value tables
► Appendix 1: MR-SS17.02-0003EN_001_Planned Shutdown-Mechanical-Works-

Labor Time Values
Reference List
Questionnaire
9.2. Price lists
► None
10. Amendments with Respect to Previous Versions
Date: Amendments with respect to previous versions:

3/31/2015 Version 1.0: Transfer RefStd_1911 to C-IMS
If one regulation is repeated into several contractual documents (standards,

procedures, contract, appendixes etc.) most restrictive form will be considered.
Additional site procedures can be issued, specific for each location. These will be
communicated to contractors before contract concluding and will be considered
part of executory conditions.
11. Transitional provisions
► None

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Version: 2.0 Date: 3/31/2015

Service Specification For Mechanical Work in Turnarounds

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Rules Class Documents class

Service Specification Main Document

Service Specification for Mechanical Work in Turnarounds

Staff target group

Local scope of effectiveness

MRAT-T Martin Pipek

Released by: MRAT-T Stefan Hölbfer

MR-A Karl Graf

Valid from: See REAL

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

The integrated planning of all supporting trades (scaffolding, insulation, non-destructive

2. Content of the document

2.1.1. General conditions

Management team of contractor will be available for the correspondent management

2.1.2. Warranty, liability, insurance

2.1.3. Work time

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

Work time valid for Petrobrazi Refinery

During refinery shut down:

Overtime is considered within following conditions (all fulfilled):

► Work is classified as Discovery Maintenance (DM)

DM will comply with Additional Work Request (AWR) stipulations.

Contractual stipulation will then mention:

► Hourly rate for normal TAR schedule

During normal refinery operation:

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.4. Waiting times and downtimes

2.1.5. Quality management and occupational safety

2.1.6. Workflow planning

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.7. Request for services

2.1.8. Site management

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.9. Staff requirement

► The minimum qualification for the employees used is to be proven by a completed

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.10. Safety manhole guards

2.1.11. Fire guards

2.1.12. Site facilities

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.15. Auxiliary constructions

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.18. Daily site report

This daily site report must include the following in particular:

2.1.19. Cost control

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.21. Personnel reporting

2.1.22. Accident notification

2.1.23. Damage reports

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

The presentation shall contain at least:

2.1.25. Work to be done during the turnaround

2.1.26. Mechanical part

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.27. Material handling

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English

2.1.29. Water pressure tests

2.1.30. Technical acceptance – mechanical completion

MR-SS17.02-0003_EN Editor: Martin Pipek-.Master language: English