000 DA00 PLN 0001 - RD - P PDF

PROJECT MANAGEMENT PLAN
(Volume 2 of 7)
ENGINEERING EXECUTION PLAN
Project Title: Vulindlela
Project No.: 180920
Client’s Name: SAPPI SOUTHERN AFRICA

(PTY) LTD
July 2018
Stockholm/Johannesburg
180920-000-DA00-PLN-0001
D 24-07-2018 IFR CG P. Critcher
C 10-07-2018 IFR CG
B 31-05-2018 Draft updated CG
A 31-05-2018 Internal Draft CG
Client Approval
AFW Project
Revision Date Description Prepared Reviewed Sappi
Director Sappi Project
Engineering
Director
Manager
ENGINEERING EXECUTION PLAN APPROVAL & SIGN-OFF
All staff members are responsible for ensuring that they are using the correct revision of this document.
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PROJECT. NO.: 180920 PROJECT MANAGEMENT -
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PROJECT TITLE: Vulindlela Engineering Execution Plan
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This EEP is created for the:
Vulindlela Project
All volumes in this EEP address those subjects and activities that are relevant to the scope of the
project.
The EEP will be approved by the appropriate ÅF-WOOD Project Management and the Client’s
Representative.
The EEP is a living document, and must be revised when project execution plans and information
change. When revising the EEP, ÅF-WOOD will forward the revised document to the Client for review
and approval where deemed necessary.
 This EEP signoff page requires the identified key project representatives to affirm that the
EEP is approved for use.
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Title Name Signature Date
Sappi Project Director Wayne Weston
Sappi Engineering Manager Clifford Pretorius
ÅF-WOOD QMS Manager John Kelly
Once approved, the Engineering Manager will present the EEP to the engineering team to confirm
their awareness of the content and project commitments made in the EEP, and that they are required
to follow it.
The EEP is a living document subject to change throughout the life of the project.
Signatures will be obtained prior to the first “Issued for Implementation” revision (Rev 0) of this
document. Subsequent changes will be issued as formal “revisions” to the EEP following the
Document Control Procedures established for that project.
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The signed original of Name Signature Date
Prepared by: Christer Götesson
Checked by: Peter Critcher
Approved by: Jan-Erik Eriksson
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CONTENTS
1 VOLUME 2 - ENGINEERING EXECUTION PLAN ................................................................. 1

1.1 ENGINEERING SCOPE AND ORGANISATION ........................................................ 2
1.1.1 Engineering Management ............................................................................ 2
1.1.2 Scope of Work – Engineering ...................................................................... 2
1.1.3 Project Risks and Opportunities – Engineering ............................................ 3
1.1.4 Project Organisation – Engineering ............................................................. 3
1.1.5 Project Authorisation and Approvals – Engineering ................................... 15
1.1.6 Objectives – Engineering ........................................................................... 17
1.1.7 Technical Integrity ...................................................................................... 17
1.2 ENGINEERING AND TECHNICAL BASIS ............................................................... 17
1.3 PROJECT PROCEDURES, INSTRUCTIONS, AND FORMS – ENGINEERING...... 18
1.4 PROJECT QUALITY - ENGINEERING .................................................................... 18
1.4.1 Project Technical Audits............................................................................. 19
1.5 MANAGEMENT OF TECHNICAL CHANGE ............................................................ 19
1.6 ENGINEERING, DESIGN, AND/OR ANALYSIS SET-UP ........................................ 19
1.6.1 Planning, Estimating, and Scheduling Engineering .................................... 19
1.6.2 Interfaces – Engineering (Procurement, Construction, and
Commissioning) ........................................................................................ 20
1.6.3 Deliverables ............................................................................................... 21
1.6.4 Engineering Work Breakdown Structure and Engineering Budget ............. 21
1.6.5 Engineering Work Packages ...................................................................... 22
1.6.6 Engineering Input to Construction Work Packages .................................... 22
1.6.7 Planning Technical Reviews ...................................................................... 23
1.6.8 Project Numbering and Identification Systems – Engineering.................... 25
1.6.9 Resource Planning ..................................................................................... 25
1.6.10 Management of Principal Design Documents ............................................ 26
1.7 INFORMATION ENGINEERING............................................................................... 29
1.7.1 Delivery of Information Engineering ........................................................... 30
1.7.2 Engineering Systems Training ................................................................... 30
1.7.3 Project Software and Software Verification ................................................ 30
1.8 EXECUTION – ENGINEERING, DESIGN, AND/OR ANALYSIS SET-UP ................ 31
1.8.1 Preparation, Review, Checking, Approval, and Issue of Technical
Documents ................................................................................................ 31
1.8.2 External Document Reviews ...................................................................... 32
1.8.3 Technical Decisions and Information Needs .............................................. 35
1.8.4 Deliverables ............................................................................................... 35
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1 VOLUME 2 - ENGINEERING EXECUTION PLAN

Preamble
The engineering execution plan provides a project-specific statement and work plan
of how the engineering and technical content of the work is resourced and managed
to execute the project-defined engineering and technical responsibilities.
“Engineering” is defined as all technical work, including, engineering and

consultancy work undertaken by ÅF-WOOD and supporting contractors”
The engineering execution plan outlines the interfaces and engineering deliverables
in general without specific deliverables, either for direct delivery to the Customer on a
standalone consultancy basis or use in related procurement, construction, and
commissioning activities in a timely, cost-effective manner in accordance with all
project objectives.
The Project Engineering Manager is responsible for the preparation and

implementation of the project-specific engineering management plan, with the
approval of the Project Directors – ÅF-WOOD, JV and Sappi.
PIF Class Structure
PIF’s are the Procedures, Instructions and Forms which govern work processes
related to this document, related procedures and processes will be referenced in
Appendix A. Instructions and Forms will be referenced in respective procedure.
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1.1 ENGINEERING SCOPE AND ORGANISATION
1.1.1 ENGINEERING MANAGEMENT
Engineering management will comprise the following functions and activities:
 management and coordination of all engineering work to facilitate timely and cost-
efficient execution of the project
 interfacing with the various parties involved in the Project
 preparation of detailed engineering time schedules for the activities
 monthly reporting on engineering status and progress; recommending corrective action
as applicable for all engineering work required for execution of the Project.
 preparation of engineering procedures and instructions for engineering
 numbering procedure for all new equipment and machinery.
1.1.2 SCOPE OF WORK – ENGINEERING
General
The following are included in the detail design engineering packages to be

supplied by the AF-WOOD and contractors:
 Engineering management
 Process engineering (detailed)
 Mechanical and piping engineering (detailed)
 Electrical and instrumentation engineering (EPC mgmt)
 HVAC engineering (detailed)
 Civil and structural engineering (detailed)
 Area management and process specialist support
 Participation in Sappi facilitated design reviews and HAZOPs
 Review of Supplier Documentation for
- compliance with mill /project standards and procedures
- compliance with local regulations
- maintainability and operability
- safety and
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- design verification of key elements / components of the Suppliers’

supply, to ensure that the overall delivery is of generally sufficient
standard to meet the Suppliers’ performance guarantees.
Excluded from Engineering
The following items are excluded from the ÅF-WOOD scope of work:
 EPC package engineering;
 Detailed electrical, automation and instrumentation engineering; and
 Hot Commissioning, start up and performance test assistance;
 Geotechnical surveys and reports; and
 Activities related to the Environment Impart Assessment.
The ÅF-WOOD project Scope of Services as further defined in the Contractor’s

Deliverables List included in the EPCM contract between Sappi Southern Africa (Pty) Ltd.
and ÅF-WOOD for this project.
1.1.3 PROJECT RISKS AND OPPORTUNITIES – ENGINEERING
Risk related to Engineering will be identified, analysed, mitigated, monitored and controlled
in the Vulindlela Risk Management Register for the duration of the project.
1.1.4 PROJECT ORGANISATION – ENGINEERING
All engineering outside main EPC / EPS equipment contracts will be managed by ÅF-WOOD.
The Engineering Manager is responsible to ensure qualitive and timely input for procurement
and construction activities.
The Engineering Manager reports directly to ÅF-WOOD Project Director and coordinates
activities between Sweden and South Africa together with ÅF-WOOD Project Coordinator
South Africa.
Coordination within Process Area and coordination with discipline coordinators will be
managed by the Area Managers. All Area Managers reports directly to ÅF-WOOD
Engineering Manage and ÅF-WOOD Project Director.
Coordination between disciplines and within disciplines will be managed by the Engineering
discipline coordinators. All discipline coordinators report directly to ÅF-WOOD Engineering
Manager.
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Overall Engineering Organisation
The Vulindlela overall engineering organisation consists of the joint project team
for the execution of the project with representatives from the ÅF-WOOD and from
the Sappi Saiccor engineering team.
Engineering will be a joint effort involving both the ÅF-WOOD and the Sappi Saiccor
engineering team. All detailed engineering and documentation will be managed and develop
by ÅF-WOOD with support from the Sappi Saiccor engineering team. The Sappi Saiccor
engineering team will support ÅF-WOOD’s engineering team with site specific and regional
input and timely decisions for the execution of the engineering.
The main responsibilities for the Sappi Saiccor engineering team would be to:
 Provide information and advice about existing mill - and regional requirements by
Sappi to ensure compliance with organisational expectations.
 Ensure plant design as per mill expectations
o Take into account the approved budget and argue for Saiccor’s
expectations, but within the budget
o Support Engineering Manager, Area Manager and Engineering
coordinators with design and engineering to anchor proposal and
decisions made within the mill organisation.
 Take decisions on behalf of the Mill
 Be available to work with actual design work

o Can be called upon by the EPCM discipline lead as one in the team
 Advice, guide, review and approve engineering documents provided by ÅF-WOOD or

documentation provide by supplier and/ or OEMs to ensure mill expectations, plant
operability and maintenance..
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Notes:
* For latest organogram, refer to Vulindlela SharePoint database, 180920-000-BA00-0001
The Engineering Manager shall relocate to South Africa in July to support the execution of
the project as a part of the site team. The Civil coordinator, the E&I coordinator and the
Process coordinator shall relocate in August. Mechanical/ Piping Engineering coordinators
will not relocate.
Process Engineering Organization
The bulk of Process engineering will be executed in Sweden in close cooperation with the
Mechanical and Piping engineering team to ensure timely input of data into Aveva
Diagrams and Aveva Engineering for global access to process data for disciplines. Project
site personnel shall relocate to site starting in August to support the execution of the project
and lead the commissioning effort.
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Civil Engineering Organization
Civil Coordination of Durban based (local) sub contracted civil consultants for Civil
Engineering will be made from South Africa. Site Civil Engineers are foreseen for the
duration of the construction period to support the construction companies.
E&I Engineering Organization
Electrical & Instrumentation coordination of foreseen EPC Package will be made from
South Africa with auditing/ expediting support from the SE and SA QA/QC organization,
with remote support from Sweden.
Mechanical/ Pipe Engineering Organization
ÅF-WOOD’s organization for Mechanical and Pipe Engineering is split in two separate
organizations, - green field process areas which will be engineered in Sweden, brown field
process areas including all pipe bridges and all tie-ins within existing mill which will be
engineered in South Africa.
The Wood yard demolition and relocation project will be managed within the brown field
process area.
Green field Engineering organization
A steering committee for the green process areas, consisting of resource owners from each
ÅF office involved, Per lager (Norrköping), Dan Werme (Karlstad) Tomas Svanlund
(Gothenburg) and Mattias Redeborn (Process) will be established with the Engineering
Manager as Business Sponsor and Engineering Coordinator as reporting party to ensure
SLA compliance, change and issue management.
Mechanical and Piping engineering will be made from ÅF offices in Norrköping, Karlstad
and Gothenburg. Engineering Team leaders will be allocated at each office reporting
directly to Engineering co-ordinator Sweden Markus Eriksson; - Eric Rothman (Norrköping),
Marcus Nyström (Karlstad) and Alexander Perez Mendes (Gothenburg).
Discipline leads will also be appointed to manage planning/PID drafting, Aveva Set up/ co-
ordination, stress calculations and standards incl. SANS 347. A Deputy Engineering co-
ordinator SE will be nominated.
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Brown field Engineering organization
No separate steering committee for the brown field engineering is foreseen. Engineering
Coordinators will escalate matters through office chain of command to ensure SLA
compliance, change and issue management.
All Mechanical and Piping engineering will be made from Woods’ office in
Johannesburg/Gauteng. No resources will be relocated to site for the construction phase.
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Engineering responsibility
The engineering responsibility for the execution has been divided as below for ÅF-WOOD.
The responsibility still unlocated will be updated as the project develops and information is
available.
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Role descriptions
Engineering Manager
The Engineering Manager responsibility to the Project Director is that:
 The overall engineering ensures that plant performance and function is done
in the best way to achieve technical, economical, standard, safety and project
goals
 The project is carried out in best quality and quantitative way inside decided
economical- and time limits
 Authority contacts are managed - AIA
 The work is done so authority and other claims can be fulfilled
 The complete plant is built according to laws and stipulations from the
authority.
The Engineering Manager shall:
 Prepare and follow overall engineering time schedule

 Be responsible, co-ordinate and follow up the engineering activities within all
disciplines and all process areas
 Chair Engineering coordination meetings and discipline performance reviews
 Prepare the Engineering organisation and decide about resources
 Manage Area Managers and Discipline coordinators from an engineering
perspective
 Define and decide about main engineering routines and instructions
 Decide on engineering budget matters and transposition of budget
 Continuously inform the project team and Project Director of the engineering
progress, initiate and present objects of important and principal project
signification
 Be responsible for engineering authority contact, incl. AIA.
 Make decisions regarding engineering policy and conflict matters
 Be responsible for main engineering quality issues
 Ensure minimum bi weekly 3D model reviews from 31 August 2018
The Engineering Manager participates in:
 Vulindela Mgt. meetings and Process area meetings
The Engineering Managers’ information responsibility:
 Supervise that relevant external and internal engineering information can be

received, reviewed and distributed in a proper manner
 Be responsible for monthly reporting regarding engineering status and
progress; recommending corrective action as applicable for all engineering
work required for execution of the Project
 Ensure that Sappi is involved and informed.
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Engineering Discipline Coordinator
The Engineering discipline coordinator responsibility to the Engineering Manager is that:
 The discipline performance and function is done in the best way to achieve
technical, economical, standards, safety and project goals
 The discipline engineering is carried out in the best quality and quantitative
way, inside decided economical- and time limits
 The work is done so authority and other claims can be fulfilled
 The area of responsibility is built to perform according to all relevant laws and
stipulations from the authority.
The Engineering discipline coordinator shall:
 Prepare and follow discipline engineering time schedules

 Be responsible that the discipline performance is adapted to connected
departments and systems in co-operation with other discipline coordinators
and engineers
 Be responsible for the engineering discipline work done, to the right quality
and according to agreed upon time schedules
 Be responsible for the discipline standard and checklists
 Decide on discipline budget matters and transposition of budget
 Prepare discipline technical inquiry and request for information documents
according to project procedures
 Prepare detailed budget for the discipline and scope of supply
 Perform planning to secure decided project time- and cost limits
 Review (area leads to approve) suppliers and other consultants drawings,
lists, specifications and layouts
 Check technical solutions regarding maintenance aspects
 Evaluate the technical status of existing objects and equipment’s to be used
or connected
 Initiate and chair discipline meetings for governance and design matters
 Ensure that engineering work is performed with a minimum of interference to
production, volume, quality and safety.
The Engineering discipline coordinator shall participate in:
 Co-ordination meetings/ activities between process areas and other discipline

engineering, coordinating efforts
 Technical and economical comparison of discipline equipment tenders
 Guarantee- and quality discussions for discipline equipment
 Technical discussions with suppliers
 Overall handling of discipline questions for erection, commissioning and start
up matters.
The Engineering discipline coordinators’ information responsibility:
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 In the best possible way continuously inform and co-operate with the
operation staff
 Supervise relevant external and internal discipline engineering information,
can be received, reviewed and distributed in a proper manner
 Ensure that Sappi’s engineering representatives are involved and informed
 Be responsible for monthly reporting on discipline engineering status and
progress; recommending corrective action as applicable for the discipline
engineering work required for execution of the Project.
Area Manager
The Area Manager responsibility to the Project Director/ Engineering Manager is that:
 The process area is formed to meet the requirements for capacity-, process-,
environmental-, operation- and economic targets and related regulatory
claims
 The Process Area is carried out in the best quality and quantitative way,
inside decided economical- and time limits
 The work is done so authority and client claims can be fulfilled
 The Process Area is built to perform according to relevant laws and
The Area Manager shall:
 Prepare and follow overall area time schedules

 Prepare technical input to process area specific RFQs, evaluate supplier
technical proposals and manage the scope of supply in awarded contracts
 Be responsible, co-ordinate and follow up on all area related activities. Chair
Area co-ordination meetings, Supplier and Contractors meetings as well as
supplier performance reviews including quality assurance activities through
the project life cycle
 Decide on process area budget matters and transposition of budget.
 Together with discipline process, specify the choice of equipment and
technique that mainly affects the plants process- and operation design.
 Make decisions regarding Area specific policy- and conflict matters
 Be responsible for the Area specific quality issues
 Manage area related coordination for erection, commissioning and start up
matters.
The Area Manager participates in:
 Vulindela Mgt. meetings and Process area meetings

 Preparation of training activities so they are performed in a quality and
effective way.
The Area Managers’ information responsibility:
 Supervise the documentation of the civil- and erection period by photos or

video
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 Supervise that relevant external and internal process area information can be
given and distributed in a proper way
 Give information to the plant department personnel.
 Ensure that Sappi is involved and informed
 Be responsible for monthly reporting on process area status and progress;
recommending corrective action as applicable for the discipline engineering
work required for execution of the Project.
1.1.5 PROJECT AUTHORISATION AND APPROVALS – ENGINEERING
Project Staff Competency, Authorisation, and Approvals – Engineering
The Engineering Manager is responsible for identifying any staff competency requirements
and approvals that are applicable to the project, to meet Customer, sector, regional, or
national standards, regulations, or expectations. This should include any special training or
induction requirements for staff coming on to the project.
The Engineering Manager is responsible for ensuring that the overall and aggregate
engineering competency level is adequate to support the project’s competency requirements.
Engineering discipline coordinators, together with discipline leads are responsible for
identifying any staff competency requirements and approvals that are applicable to the
project, to meet Vulindlela’s Resources’, sector, regional, or national standards, regulations,
or expectations. This should include any special training or induction requirements for staff
coming on to the project.
Specific, case-based competency requirements shall be routinely reviewed, as part of the

ongoing short-term planning, monitoring and controlling process; to suit near-term staffing
profiles and prevailing project technical risks.
Technical Document Approvals
Approval of technical documents signifies that the document has been reviewed and
conforms to the requirements of the Vulindlela project. To indicate approval, the approver
signs the document.
The persons responsible for the checking, review and approval of technical documents must
have access to relevant background information required to properly complete the review
and approval process. The engineering discipline coordinator ensures that associated
documentation and data are available and authorised prior to approval and authorisation for
issue.
The engineering manager and engineering discipline coordinator may delegate approval and
issue authority for specific tasks for a specific time. This delegation shall be formal,
documented, and filed as a project record
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The Engineering Manager may authorise approval and issue of a document that is
substantially complete providing the parts of the document that are incomplete, or not
approved, are clearly marked with “clouds” and the word “HOLD” boldly printed adjacent to
the parts concerned. A deviation report will be included in the transmittal.
The engineering discipline coordinators and/ or discipline lead concerned shall note such
holds and shall ensure all outstanding work is completed, properly checked, and approved
prior to final issue.
All technical documents and drawings will be checked or reviewed and approved.
Professional Engineer Sealing
The project follows the requirements of the Engineering Council of South Africa (ECSA) for
all designs and engineering performed by registered members of ECSA, and all technical
documents which falls under SANS 347 issued for construction or to a regulatory body are
to be electronically sealed and stamped
SANS 347 Section 4.1.4
The design of pressure equipment for category II and above needs to be approved by an
appropriately registered professional person (i.e. registered Pr. Eng. Pr. Technologist or Pr.
Cert.Eng.) (competent in this field) to a health and safety standard and verified by the AIA or
certification body as applicable.
Regarding project Vulindlela, all green field mechanical and piping engineering is being done
in Sweden which does not fall within the recognition agreements (e.g. Washington accord
etc). Design engineers with equivalent qualifications and relevant experience shall apply to
receive a validation certification (by a South African AIA certified company) stating the
acceptance of the individual’s qualification, as well as any limitation of his/her capabilities
pertaining to experience/codes/standards.
This enables the designs done in Sweden to be electronically signed and stamped on par
with any piping or pressure vessel designs originating in South Africa.
The validation of these persons and the keeping of records thereof is the responsibility of the
Engineering coordinator in Sweden.
The Engineering coordinator is also responsible for identifying which documents need to be
signed (cat II-IV pressure vessels or pipes) and to appoint the correct signing authority.
Electronic signatures/stamps are to be used to indicate approval in terms of professional
sign-off.
Notes.
* For the design of pressure equipment below category II, there will not be professional
engineer sealing requirements for the design of pressure systems/ equipment coming out of
Sweden.
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Issue of Engineering and Technical Documents and Communications
No document is issued for bids, manufacturing, or construction without having been reviewed
and approved.
This is not the case for isometric drawings or any other fabrication drawings, they will only
be made available for review on special request from the Client. As a rule, these types of
documents are only sent to the Client for Approval only.
Each technical document is supported by a record in DMDC that provides a complete history
of issue and revision after the document have been issued for review to the client, and lists
all persons who have received the current or earlier revisions of the document, as well as the
document revisions and dates.
1.1.6 OBJECTIVES – ENGINEERING
The overall engineering objectives is to ensure that,
 the design and interaction with Sappi Saiccor owners team during the project
execution fulfils their needs and expectations from all aspects including but not
limited to
- project set up/ front end loading
- engineering
- manufacturing/ construction/ installation
- commissioning
- operations / maintenance
- technical documentation
 the design or analysis is consistent with appropriate design codes and standards
 the plant performance and function is done in the best way to achieve technical,
economical, standard, safety and project goals.
 the engineering effort is carried out in thr best quality and quantitative way inside
decided economical- and time limits.
 the complete plant is built to perform according to all relevant laws and
1.1.7 TECHNICAL INTEGRITY
Technical integrity is the consistency of actions, values, methods and measures taken to
deliver an error-free outcome for the project. The technical integrity and assurance activities
will be performed as a part of the review and approval process.
1.2 ENGINEERING AND TECHNICAL BASIS
The engineering and technical basis applies to two domains: the basis of design and the
basis of execution.
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The basis of execution consists of all policies, processes, practices and workflows, and is
embodied in this engineering execution plan.
It is against these that auditing and verification activities will be executed; design and
technical reviews relating to the basis of design, and principal engineering reviews and quality
reviews relating to the basis of execution.
ÅF-WOOD is designing process facilities and infrastructure within an existing mill in full
operation, which means that only limited prior testing is possible. The design can only be fully
validated once it has been constructed and operated. Once the facility has been
commissioned, it can be tested against the projects overall process/ production design
criteria and EPC/ EPC process warranty document provided by the OEMs. ÅF-WOOD uses
various design tools to assist the design process, but these tools cannot validate the final
product.
The Engineering Manager is responsible for ensuring:
 That the documentation and information provided at the commencement of the

project execution are adequate to define the design criteria and the basis for
design.
 That all engineers and designers have access to documentation and are aware
of all technical contractual client requirements.
1.3 PROJECT PROCEDURES, INSTRUCTIONS, AND FORMS – ENGINEERING
The Engineering Manager ensures that PIFs are available to all project staff, that all staff
working under his or her direction is familiar with the applicable PIFs, and that the PIFs
are used appropriately.
The Engineering Manager is responsible for assembling and approving general

engineering procedures, work instructions, forms, checklists, and guidelines.
The engineering discipline coordinators are responsible for assembling and obtaining
approval for their discipline specific PIFs.
At a minimum:
 All project engineering PIFs must be reviewed by Sappi and approved by the Project
Engineering Manager
1.4 PROJECT QUALITY - ENGINEERING
Engineering quality assurance processes are defined in:
 Section 1.6 - Engineering, Design, and/or Analysis Set-Up
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 Section 1.8 - Execution – Engineering, Design, and/or Analysis Set-Up.
1.4.1 PROJECT TECHNICAL AUDITS
Project technical audits frequency and schedule will be identified within the project
assurance plan.
The Engineering Manager, in consultation with the QA/QC Manager, will determine the
scope of the audit and the resources required to undertake the audit. The auditees will
be selected such that they are independent, suitably experienced and qualified to
undertake the audit. All design documents relevant to the scope of the audit will be
sufficiently mature and contain appropriate level of detail to allow an effective technical
review to be performed.
1.5 MANAGEMENT OF TECHNICAL CHANGE
All technical changes shall be managed using a procedure for engineering and design
change. This procedure is to be implemented after basic design is completed and
configuration documents approved by Sappi, i.e. released for IFS, and addresses
changes to the design basis (principal design documents) as well as engineering
deliverables which have already passed through their respective stage-gates.
The engineering and design change procedure, 180920-000-DA00-PRO-0009, supports

the overall project change control process developed by project controls, 180920-000-
CB00-PRO-0001, which will, in turn, all support the management of change relating to
scope, schedule and cost.
1.6 ENGINEERING, DESIGN, AND/OR ANALYSIS SET-UP
The Engineering Manager and the engineering discipline coordinators are responsible for
cascading down through discipline meetings the project goals, objectives, and requirements
as outlined.
1.6.1 PLANNING, ESTIMATING, AND SCHEDULING ENGINEERING
The Engineering Manager ensures the schedule for engineering, design, and/or analysis
activities is in line with the execution strategy and fits within the constraints of the overall
project execution schedule manage by the
Engineering discipline co-ordinators have the primary responsibility for day-to-day planning
and control of their respective detailed design engineering scope/ deliverables and schedule
for their discipline, level 4 and below if applicable.
This includes:
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 Engineering man-hour estimating, allocation and EV

 Engineering schedule development
 Engineering progress management
The principle outputs from the Engineering co-ordinators are as follows:
 Project Work Breakdown Structure (WBS) as per the Vulindlela specific SAP Area
Codes
 Project budget and actual deliverables (EWPs)

 Milestone listing
 Engineering progress reports which should include percent complete and actual
planned progress for discipline Engineering activities and EWPs development as EV
 Level 4 project schedules and below
The level 3 schedule provides the framework for the Engineering discipline and further
development of the dates for the detailed deliverables, level 4 and below in the Convero
engineering module. Each deliverable is scheduled within the control limits established from
the level 3 schedule. The Engineering Work Packages (EWPs) and deliverables carry the
budgeted hours and the start and finish dates from the level 3 schedule activities.
The status of engineering deliverables is reviewed and updated monthly in Convero once they
reach IFS status. This update includes percentage complete as well as scheduled, forecast,
and actual dates.
Technical documents are listed in Convero for the document register, and progress is updated
automatically when documents are issued. Progress updates between issues of technical
documents are the responsibility of the respective engineering discipline coordinators.
Engineering discipline coordinators are responsible for the content of the engineering level 4
and below schedule, and the Project Planner, with input from Engineering discipline
coordinator, is responsible for preparing and updating the level 3 schedule and advising the
discipline leads of any impacts to the technical data production.
1.6.2 INTERFACES – ENGINEERING (PROCUREMENT, CONSTRUCTION, AND

COMMISSIONING)
There are primarily two interdependent classes of interfaces which shall be managed:
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 Project Interfaces, which consist of the points of interaction, collaboration and

coordination for purposes of information exchange and problem solving between
areas and other project functions.
 Design Interfaces, which include:
- Physical dependencies and interactions between components, equipment,
systems and human-machine interaction
- Design task dependencies and information exchange between and within
engineering disciplines.
The Engineering Manager is responsible for assigning people to be responsible for each of
the following organisational interfaces:
 With independent engineering or regulatory inspection or verification bodies

 With Procurement with respect to procurement and contracting activities
 With suppliers to obtain and incorporate certified supplier data in the detailed design
work
 With Construction based on mutually agreed EWPs and Construction Work
Packages (CWPs)
 With Commissioning based on mechanical completion and system commissioning
packages
 With existing plant operations to mutually manage system tie-ins and shutdowns
 Between all agencies to coordinate and manage information and decision needs to
maintain project schedule objectives
The Engineering Manager has the overall responsibility for coordination between the area,
engineering disciplines and other project functions with assistance from the Project director,
Area Managers and Engineering discipline coordinators.
1.6.3 DELIVERABLES
The Engineering discipline coordinators and Area Managers are responsible for identifying the
project deliverables based on the contract scope of work and scope of services within their
area of responsibility. Any changes in the deliverables from the contract must be approved by
the Engineering Manager and Sappi using the project change control process.
All technical changes shall be managed according to the engineering and design change
procedure, 180920-000-DA00-PRO-0009..
Engineering deliverables is presented as EWPs, and if applicable as unique deliverables for

procurement input in the engineering schedule.
1.6.4 ENGINEERING WORK BREAKDOWN STRUCTURE AND ENGINEERING BUDGET
Engineering and design work will follow the project work breakdown structure.
Responsibility for the budget remains with Engineering.
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 The Engineering Manager is responsible for the overall engineering budget.

 The Engineering discipline coordinators are responsible for the discipline engineering
budget.
 The Area Managers are responsible for the area budget.
 The Engineering Manager, Engineering discipline coordinators, and Area Managers
work together so the engineering activities are completed on budget.
1.6.5 ENGINEERING WORK PACKAGES
The success of the Engineering Group is measured by its performance in issuing engineering
deliverables on time and in accordance with project requirements.
This requires definition and quantification of the engineering deliverables and their
management in discrete EWPs to support each phase of the project.
Engineering discipline coordinators work with Project Controls and the Engineering Manager
when defining and setting up EWPs.
Engineering discipline coordinators are responsible for providing information about

deliverables and EWPs for Convero, and updating the information as required.
Engineering discipline coordinators are responsible for ensuring that engineering deliverables
are assigned to EWPs to address the project schedule and needs specified by the following:
 Principal design documents

 Customer requirements
 Permit requirements and schedule
 Procurement and contract packages for bid and execution phases
 CWPs and stages requiring Issued for Construction (IFC) documents
 Plant tie-in work packages
 Commissioning systems.
EWPs are fundamentally groups of documents or drawings which have been assembled based
on their location, system requirements, similarity or criticality. That similarity extends to the
type of document or requirements (what), timing of document (when), effort needed for
producing the document (how much and how long), dependency of construction (who) and
plant or area location (where).
1.6.6 ENGINEERING INPUT TO CONSTRUCTION WORK PACKAGES
Engineering output and deliverables will be combined into EWPs and related
equipment/material Procurement packages, to be issued to the market for local/ global
sourcing. For the development of CWPs, single or multiple procurement packages will be
combined in accordance with the Vulindlela CWP strategy.
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Engineering discipline co-ordinators prepare and issue the EWPs and Procurement packages
for construction deliverables (drawings and specifications) in accordance with the Vulindlela
target schedule, engineering- and construction schedule sequencing, which are organised by
EWPs and CWPs. The Construction Manager together with Procurement identifies the
documents in each EWP to the corresponding CWP in Convero.
1.6.7 PLANNING TECHNICAL REVIEWS
There will be various reviews conducted throughout the engineering phase of the project.
These reviews will consist of:
 Process and Engineering Design reviews

 Constructability reviews (3D)
 Operability/ Maintainability reviews (3D)
 Safety reviews (3D)
 Hazard and Operability (HAZOP) reviews
 Third Party Reviews
 Design Reviews, including Intelligent 3D Design Reviews
 Internal Document Reviews
 External Document Reviews
 Risk reviews
The Engineering Manager, with the assistance of the Engineering discipline coordinators, and
the QA/QC Manager define the scope, frequency, and resources of the various reviews.
Technical Peer Reviews
Technical peer reviews for the project are undertaken for the principal design documents and
for any significant technical risk items identified in the risk register.
The Engineering Manager, in consultation with the engineering discipline coordinators,

appoints the Technical Peer Review Team. The Engineering manager together with the
discipline engineering coordinators determines the level of detail of the review based on the
risks to the project and to ÅF-WOOD.
Technical peer reviews for project are undertaken for all the principal design documents and
for any significant technical risk items identified in the Risk Register. The principal design
documents are identified in section 1.6.10, Principal Design Documents and Critical Design
Change Notices.
For more information, refer to PIFs presented in Appendix A.
Design Reviews
Design reviews are ongoing reviews of technical documents and/or the model where
constructability, operability, maintainability, and safety are also reviewed. Reviews of the
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engineering design are held on a regular bi-weekly basis in parallel with design development
to confirm that the engineering design considers operational end-user requirements.
Attention will be paid to provision of early reviews, where influence on design is at a

maximum, to ensure safe design and accommodation of human factors requirements are
fully considered.
The Engineering Manager works with the Engineering discipline co-ordinators and Area
Managers to schedule design reviews for maximum benefit during engineering design
development and finalising layouts for the project.
For reviewing of 3D model content use the procedure for Intelligent 3D Design Reviews, see
Appendix A.
Safety Reviews
Safety reviews are undertaken at predetermined stages of deliverable production of design

development. Reviews can take the form of SWIFT, HAZOP, HAZID, FMEA, FMECA, ISD
reviews, etc.
HAZID/ SWIFT is made throughout the engineering phase and managed by the Engineering
discipline coordinator together with the responsible discipline leads and engineers as a part
of the daily engineering effort.
There are one SWIFT and one HAZOP formal review schedule:
 SWIFT at the1st intra-discipline review for respective area prior to the release of the
documentation for internal squad check (IFS)
 HAZOP once final PIDs has been developed for respective area prior to the release
of the documentation for internal client review approval (IFR).
Value-Improving Practices
No formal value improving programs or value engineering (VE) is envisaged for the execution
phase of the project. However, the following principles of VIP shall be used to guide work
throughput the design phase:
 Project value objectives/classes of plant quality

 Technology selection
 Constructability reviews
 Traditional value engineering
 Process simplification
 Waste minimisation and management
 Process reliability modelling
 Predictive maintenance strategy
 Design to capacity/de-bottlenecking
 Energy optimisation
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 Sustainability
 Integrated use of Engineering Systems (ES)/Computer-Aided Engineering (CAE)/life
cycle engineering information management
1.6.8 PROJECT NUMBERING AND IDENTIFICATION SYSTEMS – ENGINEERING
Document Numbering – Engineering
For information on numbering all documents, refer to 180920-000-DA00-PRO-0001,

Procedure - Document and Engineering Numbering.
Plant Equipment and Item Numbering
For information on numbering all equipment and item, refer to 180920-000-DA00-PRO-0001,

Procedure - Document and Engineering Numbering.
1.6.9 RESOURCE PLANNING
Staff Plan
The Engineering discipline coordinators are responsible to ensure correct staffing of their
respective discipline organisation throughout the engineering execution and to escalate any
concerns or needs to the Engineering Manager. The staffing is presented in the respective
organograms valid for the project.
The selection of critical personnel will be performed to ensure that the personnel selected
meet the criteria appropriate to the critically of the work allocation.
Field Support (Home-Office, Field, Commissioning, Start-Up, and

Operations)
Early in the project, the Engineering Manager works with the Project Director, Construction
Manager, Commissioning Manager, and Customer to identify the follow-on engineering
requirements of the project. The Engineering Manager is responsible for identifying
personnel to assume the follow-on engineering roles and schedule when they are required if
applicable.
Any actions, roles and assignments which are planned as part of engineering follow-on and
site support shall be documented in the project staffing (mobilisation and demobilisation)
plan.
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1.6.10 MANAGEMENT OF PRINCIPAL DESIGN DOCUMENTS
General
Throughout, various project documents such as PIFs, the term “principal design document”
is used. This engineering communication provides guidance on the intent and definition of
principal design documents.
The success of engineering execution is dependent on the progress and approval of the
principal design documents. Almost all technical documents developed for a project are
based on the principal design documents; these classes of documents are listed below and
described in more detail in the following subsections:
 Site data and project requirements

 Basis of engineering design
 All discipline design criteria
 Design philosophies
 Design and material standards
 Process flow diagrams (PFDs)
 Piping and Instrumentation diagrams (P&IDs)
 Mass and water balance
 Electrical single-line diagram (SLD)
 Control system and communications block diagrams
 Standard detail drawings
 Overall factory site plan
 Plant area layout drawing
 Mechanical plant (equipment) layout drawings and general arrangement
 Major equipment specifications
 Trade-off and design reports
Principal design documents are seminal information sources. They translate the project
objectives into criterion and technical properties which support delivery of the operational
capability. Principal design documents, to some extent, also serve as interface management
between engineering disciplines.
The Engineer Manager, Engineering discipline coordinators, and Area Managers ensure the
timely completion of these documents, including obtaining required approvals.
Once the principal design documents are issued for the basis of design, changes must be
minimized because they affect the overall design effort.
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Change Management of Principal Design Documents
Management of change of principal design documents and interface control documents must
be used for any changes that take place after the principal design document has been issued
for design.
The Technical Decision Record (TDR) process shall be used to record and communicate any
changes to principle design documents. Changes shall also be recorded in the minutes of
meeting for regular engineering progress review (ECM) and discipline performance reviews
(DPR).
Design Criteria and Design Philosophies
The design criteria for the project form the basis of engineering practices and form an integral
component of the overall acceptance criteria for the project.
All design criteria documents, including discipline design criteria, the Site Data and Project
Requirements and the Basis of Engineering Design shall be managed in the same fashion
as all other principal design documents.
The design criteria for the project include all prominent criteria and inputs derived from the
base documentation provided by the Customer and others, including:
 Plant performance requirements

 Customer design requirements, including tolerances
 Industry design standards based on good practice
 Regulatory agency requirements
The Engineering Manager ensures design criteria are prepared and relevant customer
requirements from the class 10 study and base documents are provided for their preparation.
In accordance with the design criteria requirements, the design criteria for each engineering
discipline are written, to meet specific project circumstances and requirements. The resulting
document is submitted to Sappi for approval following internal reviews, and approval by the
Engineering discipline coordinator, and the Engineering Manager.
For the Vulindlela project, sappi standards as captured and published on the DMDC
SharePoint server represents the Customer requirements and Mill specific design criteria’s.
After approval, the design criteria are issued for use by Engineering for execution of detailed
engineering and design for the project.
The Engineering Manger together with the Engineering coordinators ensure that current
regulatory requirements are identified and documented for the project. All changes or
proposed amendments to regulatory requirements are reviewed to determine if they are
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applicable to the project. If they are applicable, then the changes are assessed and
processed.
The Project Engineering Manager is responsible for ensuring that all staff have access to,
and are working with, up-to-date design criteria and design basis documents.
Design, Technical, and Material Codes and Standards
Design, technical and material codes and standards must be assembled and approved at the
earliest stages of project development. They are required to perform the substantiation of the
design, and are often included in purchase specifications. They help ensure consistency and
efficiency across a project.
The material standards are principally embodied in Saiccor mill standards. Additional needs
for updates has been discovered during the set-up of the execution, need for updates will be
considered case by case.
Process Flow Diagrams/Piping and Instrumentation Diagrams
Process Flow Diagrams
Process Flow Diagrams (PFDs) outline the process scheme, the equipment required, and
the heat and mass balances that form the basis of plant design. The PFDs are the
responsibility of the Process coordinator, who delegates area process responsibility to the
Area Process Engineers.
Piping and Instrumentation Diagrams
The Piping and Instrumentation Diagrams (P&IDs) outline all plant equipment, piping, and
instrumentation and control systems, and convey the design, operating, and maintenance
philosophies for the process and utility facilities. The P&IDs are used by almost all disciplines
in the basic and detailed design of the project. They are also the source material for
construction, commissioning start-up, and operation activities.
The P&IDs are the responsibility of the Process coordinator, who delegates area process
responsibility to the Area Process Engineers. The P&IDs will be issued at the following
revision status:
 Issued for Information – IFI

 Issued for internal peer review - IFS
 Issued for Client Review - IFR
 Issued for Approval - IFA
 Issued for Construction - IFC
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Electrical Single-Line Diagrams
The overall Single-Line Diagram (SLD) is the principal design document generated by the
Electrical Group during the early stages of a project and refined throughout the entire
engineering phase. The SLD identifies the electrical power sources, whether supplied by a
utility or power plant, and the distribution of that power by means of the site transmission
lines, cables, buses, protective devices, transformers, distribution centres, drives, and Motor
Control Centres (MCCs), using simplified diagrammatic schematic symbiology, lines, and
text. The overall SLD generally shows the higher voltage level systems down to the low
voltage (less than 1000 V) MCCs and the medium voltage drives.
Control System and Communications Block Diagrams
N/A (EPC)
Site Plan and Facility Layout
The Engineering coordinator civil is responsible for the site plan and facility layout in the early
phase of the project, which is the coordination drawing for the major areas of the project and
the disciplines, thereafter it will be managed by the Engineering Coordinator Mechanical/
pipe SE.
The Electrical discipline provides the locations of substations, corridors, and underground
and above-ground requirements for cable.
The Mechanical and Structural disciplines provide building sizes, orientation, and
interconnection points.
The Piping and Process disciplines provide interconnecting piping requirements.
The Civil discipline provides access, elevation, and drainage requirements, as well as the
required environmental protection features for the site.
The design of the site plan and facility layout is an iterative process that depends on input
from the various disciplines as information becomes available. Nevertheless, the site plan
must be issued for the design basis as early as possible in the project to support all disciplines
in carrying out their work.
1.7 INFORMATION ENGINEERING
Information management encapsulates the following four areas:
 Application of engineering systems on the project

 Application of data and document management systems
 Application of project management and administration systems on the project
 Project representative for technology service execution and management
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The project will fully utilize the integrated functions in the Document Management / Document
SharePoint control system integrated with Convero for electronic management of the project
information flow.
1.7.1 DELIVERY OF INFORMATION ENGINEERING
Responsibility for engineering information delivery on the project is the responsibility of the
Vulindlela project controls for administrative tools/data and Engineering Green field (SE) for
Aveva and PDMS tools/data.
1.7.2 ENGINEERING SYSTEMS TRAINING
Engineering specialist training is provided as needed. The Engineering System Coordinators

are responsible for arranging training requirements and for maintaining and distributing the
appropriate training manuals:
1.7.3 PROJECT SOFTWARE
The following proven software will be used for engineering. No software is foreseen to be
developed for the project and no verification is therefore needed.
Admin:
MS Office
Planning:
Power project
Microsoft Project
P6 Primavera
Design:
Aveva E3D (pipe/mech)
Aveva Diagrams (P&ID)
Microsoft Visio 2013 (P&ID)
Aveva Engineering (engineering database)
Aveva Draw (drawing production)
AutoCAD 2015 (2D)
Tekla (steel design)
Civil Designer
DCS Programming
ABB 800xA program
Process simulation
WinGems
Visualization/3D review
Aveva Engage (potentially)
Navisworks 2018 (for now )
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Calculations:
Visual Vessel design (pressure vessels/pipe parts)
ROHR2 (statics and dynamic pipes system stress calculation)
Caesar II for pipe stress analysis
GT Suite (fluid dynamic simulations, water hammer loads etc)
Staad (steel structures))
Colbeam (steel structures)
Equipment Layouts
The Engineering Coordinators is together with the Area Manager responsible for the process
plant layout and equipment layouts, which is the configuration drawing for the process plant
and the disciplines.
Developing and finalising the plant layouts as early as possible enables other engineering
and design activities to proceed. General arrangements, and plant layouts incorporate the
following requirements:
 Location of equipment
 Size of buildings
 Underground services
 Piping routing
 Cable tray routing
 Utility bridges
 Major duct routing
 Incoming external services to the plant
 Existing physical conditions (rivers, roads, rails, bridges)
 Existing plant and neighbouring buildings
 Special requirements for construction of temporary and permanent works
The equipment layout issue generally consists of four stages, as outlined below:
 Issued for Squad check - IFS

 Issued for Client Review - IFR
 Issued for Approval - IFA
 Issued for Construction – IFC
1.8 EXECUTION – ENGINEERING, DESIGN, AND/OR ANALYSIS SET-UP
1.8.1 PREPARATION, REVIEW, CHECKING, APPROVAL, AND ISSUE OF TECHNICAL

DOCUMENTS
The checking and approval of all documents shall be carried out in accordance with a
standard procedure.
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The following is the minimum performance requirements:

 Relevant evidence of documents, drawings, forms, and checklists utilised during the
preparation, issue, checking, back draughting, and approving shall be issued and
retained and archived for project records via the appropriate document control
procedure.
 Aligned with the criticality, safety, and risk, the appropriate level of checking and
approval will be determined and recorded.
 The Checker will be independent and suitably qualified and experienced in alignment
with the criticality of the document.
 A checklist shall be used as appropriate, but care shall be exercised to ensure that
the engineering is fit for purpose.
Revision of Technical Documents
Revisions to technical documents are checked and approved in accordance with

the approval requirements for the original documents (change in design only).
Revisions to technical documents indicate a revision letter prior to issue for
Construction a number and date.
Construction Record Drawings
Updated drawings reflecting construction records are envisaged for the project, if
received from suppliers and installations companies as per the ÅF-WOOD / Sappi
agreement.
All as-built information relating inter alia to P&IDs, buried services, termination
diagrams, wiring diagrams and functional specifications, is to be requested, and
marked up by site installation contractors/ suppliers and back draughted accordingly
to serve as construction records.
1.8.2 EXTERNAL DOCUMENT REVIEWS
An external document is a technical document received from an external party, such as the
Customer, contractor, consultant, or a supplier, for AF Wood review. External documents can
be reports, analysis, laboratory test reports, drawings, specifications, schedules (lists) of
technical information, manuals, design calculations, Material Take-Offs (MTOs), and
Operation and Maintenance (O&M) instructions.
Examples of design documents provided by the Customer for inclusion in the AF Wood
design outputs or that could affect the AF Wood design outputs include:
 Customer design standards

 Customer design 2D and 3D files, such that the Customer design must be
incorporated into the AF Wood design
 Design documents supplied by the Customer suppliers, sub-consultants, or
contractors (e.g., drawings, specifications, standards, studies, reports, and manuals)
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The Area Manager together with Engineering coordinator ensures that external documents are
reviewed. Documents are reviewed by all involved disciplines as in accordance with,
Engineering Drawing and Development and Review Procedure 180920-000-DA00-PRO-0018,
refer to Appendix A.
The management of all received and dispatched external documents via Project control and
Document control, and managed in accordance with the agreed procedure via the DMDC
system.
Engineering Deliverables for Procurement
Engineering Requisitions, Technical Bid Evaluations, and Purchase

Requisitions
The following is the minimum performance requirements as mandated within the

global procedure:
 Prepare Supply Chain Management aligned with the specific

objectives of the project
 Prepare and issue the requisitions for all materials, equipment, and
fabrications to meet the project requirements and aligned with the
project schedule. The requisitions shall specify the technical
requirements
 Assess and define the criticality rating of the goods to meet the
demands of the safe operation of the plant
 Prepare a technical evaluation of the supplier tender responses.
Commodity Codes
TBD, if applicable
Equipment Lists for Procurement
The technical information needed for the Procurement will vary form case to case
and by discipline. All specifications and list needs to be tailored based on the
requirements, system specifications and the critically for the foreseen equipment/
service.
Documents will be uploaded or updated in the DMDC/ Convero system prior to issue
of purchase inquiries, purchase orders, and contracts for equipment.
Material Take-Offs
Material Take-Offs (MTOs) are used for procurement, estimating, design control,
and key quantity analysis. Specific project requirements are defined by the project
scope of work and services.
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As for equipment procurement and bulk materials, they are also to be procured by
the Supply Chain Function using Convero. Bulk material quantities and requisitions
need to be uploaded into Convero by the relevant Engineering function.
Key Quantity Analysis
The Project Director, Engineering Manager, Procurement Manager and Project

Controls Manager determine how often key quality analyses should be conducted
and for what materials and equipment.
The Area Managers are responsible for the quantities and capital costs in their
discipline area. The Engineering discipline coordinators must inform the
Engineering Manager and the Procurement Manager and project Controls Manager
as soon as possible when they become aware of potential changes in the bulk
materials quantities required in their area. Indicators of changing quantities include
longer pipelines, changes in building sizes, and modified site area plans.
The following key quantities are updated and analysed on a regular basis.
 Structural steel
 Pipe (carbon steel and stainless steel)
 Manual valves
 Electrical cable
 Cable trays
Construction Work Packages and Contracts
The CWP covers the scope of work and technical requirements that make up a
construction contract.
 Scope of work and special instructions

 Design standards, including material specifications (class sheets),
technical details, and installation specifications
 Equipment and item lists for the CWP, including the equipment list,
pipe line list, tie-in list, motor list, cable list, instrument list, etc.
 AFW (drawings and other) tagged in Convero to identify their
inclusion in the CWP
 Supplier documents (drawings, manuals, etc.) tagged in Convero to
identify their inclusion in the CWP
 Verification, validation, inspection and test requirements including any
guarantee requirements
 Material take-offs for materials identified for procurement by the
contractor, as well as material free-issued to the contractor
 Other items necessary to support the execution of the defined CWP
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1.8.3 TECHNICAL DECISIONS AND INFORMATION NEEDS
Technical Decision Records
Technical decision, relating to materials, components, arrangements and operating

activities, form a routine part of all engineering and design performed during the
execution. Technical decisions will be recorded if it deviates from Sappi standard
and/ or under the following circumstances.
Decisions that result in design which deviates from the requirements embodied in:
 The engineering design basis

 Site data and project requirements
 All principal design documents
 All interface control documents
 All project baseline documents
All technical decisions must be documented in the technical decision record – TDR
managed by each Engineering discipline coordinator for their respectively area of
responsibility
Information Needs
To be managed by Engineering Manager, Engineering Coordinators and Area

Managers throughout the project based on any additional need of information not
include or clear in the Vulindlela class 10 study report.
Request for Information (RFI) for Field or Fabrication
The information required from suppliers and contractors is requested and stipulated
in the supplier document delivery packages and transmitted through use of the
DMDC function based on the project specific document handling instructions: refer
to Appendix A, Requests for Information Procedure, 180920-000-DA00-PRO-0007.
1.8.4 DELIVERABLES
Discipline Project Deliverables Requirements Matrix List/ Checklist
The Engineering discipline coordinators are responsible for completing a discipline

project deliverable requirements list. The Engineering Manager must approve the
lists.
The discipline project deliverables requirements list specifies the following for each
external and significant internal deliverable, including principal design documents
(refer to Section 1.6.10 - Management of Principal Design Documents):
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 Template
 Procedure or instruction
 Checklist
 Guideline (if applicable)
- P. Eng./PE requirements, if applicable
- Checking, verification, and/or validation requirements
- Approval and acceptance requirements.
Calculations
Design and analysis calculations are done with proven software and presented
complete with sufficient sketches and notes such that the work can be understood
and the design requirements identified.
If applicable also by third party and/ or certified engineer for cat II-IV pipe systems.
1.8.5 MONITOR OF ENGINEERING PROGRESS
Overall
Progress for engineering disciplines will be monitored and controlled on several levels and
by different methods during the execution of the project. On an aggerated level, it has been
foreseen to monitor the progress based on:
 Actual degree of completion for EWPs and engineering activities based on the
engineering schedule, i.e. Schedule progress
 Document/ EWP packages grade completeness based on rules of credit for issued
status
 Manhour consumption vs forecast, i.e. burn rate.
This will be implemented within all disciplines booth within ÅF-WOOD areas of detail
engineering responsibility as well as for detail engineering sub supplied for the civil
engineering and EPC package foreseen for E&I.
Schedule progress
Schedule progress will be measured on a regular basis, measuring actual progress for
scheduled activities and/ or activities summoned in Engineering Work Packages. Deviation
from scheduled degree of completion will be shown with a status line in the schedule and
mitigation actions will be taken to recover the delay.
Schedule progress will be reviewed at the weekly Engineering Coordination Meeting (ECM)
and at the weekly Discipline Performance Meeting (DPM).
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Manhour consumption vs forecast
Deliverables and Engineering Work Packages grade of completeness will be measured

based on the status of the issued documents or documents summoned into Engineering
Work Packages: EWPs foreseen to be forwarded to procurement for sourcing of Equipment,
Bulk material or Construction Work Package development.
The deliverables and Engineering Work Packages grade of completeness will be reviewed
at the weekly Discipline Performance Meeting (DPM).
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Document/ EWP grade of completness
Manhour consumption vs forecast, i.e. burn rate will be measured to ensure sufficient
resource allocation and that actual burn-rate is in par with actual schedule progress and
document/ EWP grade of completion.
Appendix A
PROJECT-SPECIFIC PROCEDURES, WORK INSTRUCTIONS, FORMS AND OTHER

RELATED DOCUMENTS
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Document
Type Document title Document No.
Procedure Design and Engineering Numbering 180920-000-DA00-PRO-0001
Process Document Management 180920-000-CD00-PRO-0001
Procedure Overall Engineering Assurance and Integrity 180920-000-DA00-PRO-0002
Procedure Design Calculation Procedure 180920-000-DA00-PRO-0003
Procedure Review and Approval of Technical 180920-000-DA00-PRO-0004
Documentation Procedure
Procedure Review and Approval of Technical 180920-000-DA00-PRO-0005
Documentation
Procedure Engineering Specification Development and 180920-000-DA00-PRO-0006
Review Procedure
Procedure Requests for Information Procedure 180920-000-DA00-PRO-0007
Procedure Engineering and Design Change Procedure 180920-000-DA00-PRO-0009
Procedure Intelligent 3D Design Checking Procedure 180920-000-DA00-PRO-0010
Procedure Engineering and Design Reviews Procedure 180920-000-DA00-PRO-0011
Procedure Intelligent 3D Models Development and 180920-000-DA00-PRO-0012
Review Procedure
Procedure Interdisciplinary and Intradisciplinary 180920-000-DA00-PRO-0013
Reviewing and Checking Procedure
Procedure Intelligent 3D Design Progress Management 180920-000-DA00-PRO-0014
Procedure
Procedure Intelligent 3D Design Mechanical Modelling 180920-000-DA00-PRO-0015
Procedure
Procedure Intelligent 3D Design Review and Approval 180920-000-DA00-PRO-0016
Procedure
Procedure Overall Engineering Assurance and Integrity 180920-000-DA00-PRO-0017
Procedure
Procedure Review and Approval of External Documents 180920-000-DA00-PRO-0018
Procedure
Procedure Engineering Datasheet Development and 180920-000-DA00-PRO-0019
Review Procedure
Procedure Project Engineering Setup Procedure 180920-000-DA00-PRO-0020
Procedure Engineering and Design Close-out Procedure 180920-000-DA00-PRO-0021
Procedure Engineering Drawing and Development and 180920-000-DA00-PRO-0022
Review Procedure
Procedure Design Risk Management Procedure 180920-000-DA00-PRO-0023
Procedure Project Design Basis Development and 180920-000-DA00-PRO-0024
Review Procedure
Guideline Introduction to Hazard and Operability Studies 180920-000-DA00-GLD-0001
(HAZOPs)
Procedure Safety by Design 180920-000-DA00-PRO-0025
Work ZA-SPP-RSK-002
instruction HAZOP Study
Work ZA-SPP-RSK-003
instructions Swift Study
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Design criteria Civil/ structural 180920-000-DD10-DSC-0001

Design criteria Structural 180920-000-DD20-DSC-0001
Design criteria Mechanical 180920-000-DE10-DSC-0001
Design criteria Pipe 180920-000-DE20-DSC-0001
Design criteria E&I 180920-000-WIP
180920-000-DA00-PLN-0001 VOLUME 1
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PROJECT MANAGEMENT PLAN

Project Title: Vulindlela

Project No.: 180920

Client’s Name: SAPPI SOUTHERN AFRICA

D 24-07-2018 IFR CG P. Critcher

B 31-05-2018 Draft updated CG

A 31-05-2018 Internal Draft CG

ENGINEERING EXECUTION PLAN APPROVAL & SIGN-OFF

This EEP is created for the:

Title Name Signature Date

Sappi Project Director Wayne Weston

Sappi Engineering Manager Clifford Pretorius

ÅF-WOOD QMS Manager John Kelly

The signed original of Name Signature Date

Prepared by: Christer Götesson

Checked by: Peter Critcher

Approved by: Jan-Erik Eriksson

1 VOLUME 2 - ENGINEERING EXECUTION PLAN ................................................................. 1

1 VOLUME 2 - ENGINEERING EXECUTION PLAN

“Engineering” is defined as all technical work, including, engineering and

The Project Engineering Manager is responsible for the preparation and

PIF Class Structure

1.1 ENGINEERING SCOPE AND ORGANISATION

1.1.1 ENGINEERING MANAGEMENT

Engineering management will comprise the following functions and activities:

1.1.2 SCOPE OF WORK – ENGINEERING

The following are included in the detail design engineering packages to be

- design verification of key elements / components of the Suppliers’

Excluded from Engineering

The ÅF-WOOD project Scope of Services as further defined in the Contractor’s

1.1.3 PROJECT RISKS AND OPPORTUNITIES – ENGINEERING

1.1.4 PROJECT ORGANISATION – ENGINEERING

Overall Engineering Organisation

 Take decisions on behalf of the Mill

 Be available to work with actual design work

 Advice, guide, review and approve engineering documents provided by ÅF-WOOD or

Process Engineering Organization

Civil Engineering Organization

E&I Engineering Organization

Mechanical/ Pipe Engineering Organization

Green field Engineering organization

Brown field Engineering organization

The Engineering Manager responsibility to the Project Director is that:

The Engineering Manager shall:

 Prepare and follow overall engineering time schedule

The Engineering Manager participates in:

 Vulindela Mgt. meetings and Process area meetings

The Engineering Managers’ information responsibility:

 Supervise that relevant external and internal engineering information can be

Engineering Discipline Coordinator

The Engineering discipline coordinator responsibility to the Engineering Manager is that:

The Engineering discipline coordinator shall:

 Prepare and follow discipline engineering time schedules

The Engineering discipline coordinator shall participate in:

 Co-ordination meetings/ activities between process areas and other discipline

The Engineering discipline coordinators’ information responsibility:

The Area Manager shall:

 Prepare and follow overall area time schedules

The Area Manager participates in:

 Vulindela Mgt. meetings and Process area meetings

The Area Managers’ information responsibility:

 Supervise the documentation of the civil- and erection period by photos or

1.1.5 PROJECT AUTHORISATION AND APPROVALS – ENGINEERING