21 - 0100 Glow PIM Project 161808

GLOW PHASE 5 COMBINED CYCLE/COGEN PROJECT
PROJECT INSTRUCTIONS
MANUAL
OWNER: GLOW ENERGY PUBLIC COMPANY LIMITED
PROJECT INSTRUCTIONS MANUAL

INDEX
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FILE
NO.
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File
Foreword
161808.21.0000
Part 10 Project Administration
161808.21.0010
1.0
Project Scope
2.0
Project Organization
3.0
Project Communications
4.0
Project Document Control
5.0
Project Quality Plan
6.0
Insurance Plan
7.0
Training Plan
8.0
Closing of Project
Part 20 Project Planning and Control
161808.21.0020
1.0
Project Planning and Control Documents
2.0
Information Management
3.0
Project Schedule
4.0
Project Cost Control
5.0
Progress Reports
6.0
Contract Changes
Part 30 Permits and Licenses

1.0
161808.21.0030
Project Permit and License Requirements
Part 40 Conceptual Design

1.0
Project Design Control
2.0
System Definitions
161808.21.0040
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INDEX
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File
Part 50 Design Engineering
161808.21.0050
1.0
B&V Drawings and Related Documents
2.0
Owner Drawings and Related Documents
Part 60 Office Procurement
161808.21.0060
1.0
General Overview
2.0
Technical Documents
3.0
Commercial Documents
4.0
Qualified Suppliers/Subcontractors List
5.0
Multi-Project Coordination
6.0
Inquiry/RFQ Issue and Proposal/Quotation Receipt
7.0
Inquiry Evaluation and Recommendation
8.0
Negotiation, Award, and Release of Purchase Orders/

Subcontracts/Service Contracts
9.0
Purchase Order/Subcontract/Service Contract Changes
10.0
Spare Parts Procurement
11.0
Drawings, Data, and Submittal Management
12.0
Expediting
13.0
Supplier/Subcontractor Quality Surveillance
14.0
Logistics
15.0
Materials Control Management and Receipt at Site
16.0
Remittance
17.0
Purchase Order/Subcontract Closeout and Warranty

Administration
18.0
Supplier/Subcontractor Performance Evaluation
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INDEX
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File
Part 70 Not Used
161808.21.0070
Part 80 Construction Management
161808.21.0080
1.0
Construction Organization and Activities
2.0
Daily Logs
3.0
Services
4.0
Site Safety and Loss Control
5.0
Project Labor Relations
Part 90 Project Completion
161808.21.0090
1.0
Plant Startup
2.0
System Descriptions
3.0
Operations Manuals
4.0
Training of Operations Staff
5.0
Conforming of Documents to Construction Records
6.0
Construction Records
Appendices
161808.21.0100
Appendix A
Third Party Contracts
Appendix B
Document Distribution
Appendix C
File Index System and Instructions for Use
Appendix D
Identification of Documents
Appendix E
Drawing Numbering System
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FOREWORD
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Contents
Purpose
Preparation, Revisions, and Management Review
Distribution and Control
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FOREWORD
FILE
NO.
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Purpose
This Project Instructions Manual (PIM) has been prepared for use in connection with
the Glow Combined Cycle / Cogen Project for Glow Energy. Its purpose is to provide
coordination of communications and project activities between Black & Veatch
(B&V), Marubeni Corporation (Consortium Partner), Glow Energy PLC LTD. (the
Owner), and third parties.
Due to the nature of this project, this document will highlight some key internal
procedures that are recommended as best practices for internal B&V work. These
instructions will be considered as guides and not standards. As such they are
strongly recommended, but not required, and must be considered in the particular
context of the problem or situation at hand before blindly implementing.

Preparation and Approval
This manual establishes practices for activities included in the services provided by
B&V Energy.
Initiation of Revisions
A request for a revision to this document may be initiated by any employee. Requests
shall be submitted to the Project Manager in accordance with Energy-Std-2-0415500010, Standard for Project Instructions, and Energy-Std-2-00616-00008, Standard
for Document Modification, Review, Approval, and Distribution.
The Project Manager shall approve or disapprove all requests. When requests are
approved, the revised document shall be updated. If hard copies of all revisions are
not issued, then the live version of the PIM will be kept in PDF format on the project
Documentum docbase under location 21.0100, or on a Web-based project Web site.
All manual holders will be advised of updates and changes to the PIM through email
correspondence.
Revisions to this PIM will be indicated using Track Changes from the previous
version of the PIM.
Management Review
The Project Manager is responsible for overall management review and assessment of
information contained in this manual.

The distribution of this manual shall be controlled by the Controlled Documents
Center, with documents issued to individuals as authorized by the Project Manager, as
outlined in the Document Distribution Matrix.

PART 10 PROJECT ADMINISTRATION
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Contents
1.0
2.0
3.0
4.0
Project Scope
1-1
1.1
Introduction
1-1
1.2
Scope of B&V Consortium Services
1-1
1.3
B&V Consortium/Third Party Contracts
1-1
1.4
Owner/Third Party Contracts
1-1
1.5
Project Number and Phases
1-1
1.6
Division of Responsibility
1-2
2-1
2.1
B&V Project Personnel
2-1
2.2
Owner Personnel
2-1
2.3
Major Suppliers
2-1
3-1
3.1
Introduction
3-1
3.2
Correspondence
3-1
3.3
Electronic Mail
3-5
3.4
Telephone Communications
3-10
3.5
Conferences and Meetings
3-10
3.6
Electronic Communications
3-12
4-1
4.1
Introduction
4-1
4.2
Project File System
4-1
4.3
Document Control
4-2
4.4
Processing of Documents
4-2
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Contents (Continued)
5.0
4.5
Distribution
4-8
4.6
Storage of Documents
4-9
4.7
Electronic Document Storage
4-9
5-1
5.1
Introduction
5-1
5.2
Project Quality Management Activities and

Applicable Standards and Guides
5-1
Monitoring and Measurement Activities
5-7
5.3
6.0
7.0
8.0
Insurance Plan
6-1
6.1
Introduction
6-1
6.2
Contract Requirements
6-1
6.3
Supplier and Subcontractor Insurance
6-1
Training Plan
7-1
7.1
7-1
Introduction
Closing of Project
8-1
8.1
Introduction
8-1
8.2
Transmittal of Documents to Owner
8-1
8.3
Transfer of Project Files to Inactive Status
8-1
8.4
Warranty Administration
8-1
8.5
Closing of Project
8-1
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Project Scope
Introduction
The project scope has been established by the Owner. The project scope includes
engineering, procurement, construction (EPC), construction management, and startup
for the project.
The project is described as follows:
1.2
Contract Project name: Glow Phase 5 Combined Cycle/Cogen Project.
Common Project name: Glow Phase 5 Project.
Owner: Glow Energy Public Company Limited (Glow).
Consortium partner: Marubeni Corporation (MC).
Project size/type: Gas Fired Combined Cycle - Nominal 342 MW in

cogeneration mode and nominal target of 382 MW in condensing
mode. The condensing mode is not guaranteed.
Project location: Glow Plant at Map Ta Phut, Rayong, Thailand.

Adjacent to the existing Coco Hybrid units that the B&V/MC
consortium constructed in the 1990s.
Scope of B&V Consortium Services
The scope of the B&V/MC Consortium (MBC) services for this project are included
in the EPC contract, also know as the agreement.
1.3
B&V Consortium/Third Party Contracts
The B&V Consortium expects no contracts for services with third parties in
connection with this project.
1.4
Owner/Third Party Contracts
There are no third party contracts that are envisioned for the Owner that are directly
related to MBCs scope of work. All coordination with Owner contracts will be
through Glow or their Owners Engineer.
1.5
Project Number and Phases
B&V has assigned 161808 as the project number for this work. Project number
161809 will be used for accounting to handle all off shore accounting needs. Each
discipline is responsible for the time charges billed to their budget phase. Project
controls will issue periodic reports of all time charges to assist each discipline lead in
the management of these charges.
1-1
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B&V Energy standard phase numbers are applicable to all major energy projects and
may be accessed through the intranet. The projects phases can be found at the
following link. All team members shall ensure that they correctly use the 1st digit of
the phase number, which designates which office is performing the work.
http://bvdoc/doc_center:/000511/20.0000//0500/Standard%20Phases
1.6
Division of Responsibility
The Division of Responsibilities (DOR) established for the consortium members of

the project is specified in the consortium agreement. A copy is included in the
Proposal Handover Books that have been provided to all discipline leads. The DOR
can be found at the following link to Documentum:
http://bvdoc/bangkok:/PROJ161808_Glow/10.0000 Proj
Administration/11.0000 Contracts and Agreements (Owner and
Consortium)/11.0300 Consortium Agreement/11_0300 Glow SPP Phase 5 -DOR -- v6(clean with formatting)
1-2

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2.0
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B&V Project Personnel
The B&V project organization has been established by the President of B&V Energy.
The B&V Project Manager is responsible for the coordination and overall execution
of the project, including performing the work in accordance with general policies of
the company. The Project Manager is responsible for the progress, schedules, costs,
and quality of the project. The B&V project organization includes project
management and the project staff assigned to the project, as shown on Figure 2-1 and
listed in Table 2-1.
2.2
Owner Personnel
Owner personnel associated with this project are listed in Table 2-2.
2.3
Major Suppliers
Major suppliers for this project are listed in Table 2-3.

The most current version of these documents is located in Documentum at the links
below:
Project Organization Chart:
Administration/16.0000 Staffing and Training/16.0200 Proj
Staffing_Training_Org Charts
Project Team List:
B&V:
Administration/16.0000 Staffing and Training/16.0200 Proj
Staffing_Training_Org Charts/16_0200 Project Team List.xls
Glow\Marubeni:
Planning Ctrl/21.0000 Proj Instructions/21.0100 Proj
Instructions Manual/21_0100 Project Distribution Matrix
Major Suppliers:
Planning Ctrl/24.0000 Projct Procurement Info/24.0600
Procurement Reports/24.0610 Supplier Contact List/24.0615
Supplier, Subcontractor Contact List/24_0615 080701 Supplier
Contacts
2-1
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B&V Project Organization Chart
Sr. Project Director

John Gustke
Project Director Asst

Sineenart Wimolsilpa
Project Manager
Mark McDermott
Project AdminTeam:
Supaporn Onlamai
Mingfa Chaipuwanart
Sutthatip Jiravanichaiyakun
Procurement
Manager
Ailly Liu
Beijing Procure.
Manager
Yang, Ye (Alex)
Procurement
Manager
Technical
Barry Clegg
Asst Procure. Mgr

Worawit
Whasharanuntakul
Senior Procure.
Specialist
Pongthep Sriyathep
Procurement
Specialist
Anakorn Jaiprem
Procurement
Specialist
Patrawadee
Kalapanulak
Project Controls
Manager
Vishal Baliga
Project Field
Manager
BVI
TBD
Engineering
Manager
Jason Schottler
QA/QC Mgr.
Tezzy Afrial
Parintorn
Ratnaratorn
Project Drawing
Control
Napitha Traivakin
Cost Engineer
Somprathana
Tetanun
Planner/Scheduler
Somsavan
Laohawirapap
Project Control
specialist
Numphaung
Sae-tae
Logistics /
Expediting
Construction
Operations Manager
Greg Bahora
Asst. Engineering
Manager
Ruechai Lagampan
Project Accountant
PDE Mechanical
Engineering
Tawatchai P.
Lead HRSG Engineer

Nitchawan Tangwiroon
Lead Steam Turbine

Eng.
Shannon Adams
PDE Mechanical
Execution
Shannon Adams
PLD Mech
Chris Bennett
PDE Elec/Control
Engineering
Suthep Ngamlertlee
PLD Elec
Dan Wahl
PDE Elec/Control
Execution
Barry Clegg
Lead Schematics
TBD
PDE Civil/Struct.
Engineering
Ruechai Lagampan
Civil PLD
Travis Gee
PDE Civil/Struct.
Execution
Brenden Beattie
Asst PDE Civil

Pitak Siripharphun
Civil PLD
Somkid Yaidee
Chemical Engineer
Sunee Ngaoaram
BKK PLD Elec

Thanasak Manont
BKK Mech. PLD

Niramol Chotchaisathit
Lead Electrical
Yutthanai Phasuk
Lead Control
Lead CT Engineer
Shannon Adams
Kreangsak
Pongporncharoen
BKK Pipe Stress

Engineer
Pailin Pantumai
Civil U/G Utility

Engineer
Scott Gonzalez
Civil U/G Utility

Tech
Jeff Hankel
Lead Foundation
Engineer
Thitiphon Thongyot
Lead Steel Eng.

Wirachai
Boondharikputra
Civil U/G Utility
Lead Tech
Somluck Teabtrong
PROJ161808_Glow/16.0200/Glow Project Organization Chart_B&V.vsd
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Glow Energy PLC, Project Organization
PHASE 5
PM
(1)
DPM
(1)
SVP
(1)
GHECO ONE PM
(1)
SECRETARY
EVP
(1)
(1)
DPM
Engineering Manager
OE - PM
OE - PM
(1)
CFB 3
PM
(1)
SECRETARY
(1)
(1)
SECRETARY
(1)
DPM
(1)
OE - PM
(1)
(1)
OE
Engineering Review
Leader
(1)
OE
Site Supervision
Leader
(1)
OE
Engineering Review
Leader
(1)
OE
Site Supervision
Leader
(1)
OE
Engineering Review
Leader
(1)
OE
Site Supervision
Leader
OE
Engineering Review
Team
(4)
OE
Site
Supervision
Team
(4)
OE
Engineering Review
Team
(5-6)
OE
Site Supervision
Team
(5-6)
OE
Engineering Review
Team
(4)
OE
Site Supervision
Team
Total : 47-49 persons

Total exclusive OE ENG Review Team : 34-35 persons
+ O&M Assigned Team(s) (10)
PROJ161808_Glow/16.0200/Glow Project Organization Chart_Glow at GSPP3.vsd
2-3
16108.21.0010
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(4)
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Glow Energy PLC, Company Organization Chart

Chief Executive Officer
Peter T.
Glow Group Internal

Auditor
Marius Kunnel
Advisor
Dr. Soon K.
Chief Commercial Officer &

EVP
Sriprapha S.
Chief Finance Officer & EVP

Suthiwong K.
Chief Financial Controller &

SVP
Michael W. Reiff
VP-Human Resources
Mantana K.
Business Quality
Management
Thomas R. (consult)
HR Manager
(Vacant)
VP-Accounting
Suttasinee P.
HR Reporting & Analysis

Manager
Salida S.
VP-Informaiton
Technology
Chaiwut R.
VP-Marketing & Business

Planning
Akarin P.
Chief Project Business

Officer & EVP
Esa H.
SVP-Construction & EPC

Management
Svend J.
VP-Industrial Sales
Sirichan C.
SVP-Engineering
Wisit S.
VP-Industrial Customer
Relations
Renaud P.
VP-Public Relations
Somchai K.
Glow IPP Facility

Manager
Suratchai B.
VP-Asset Optimization
Somgiat D.
SVP-Operations Support
Services
Lou H.
SVP-Rayong Facilites
Managenent
Kanit T.
VP-Supply Chain
Management
Prateep P.
VP-Project Development
Heikki P.
Officer Administration
Manager
(vacant)
VP-Expansions
Laos/Cambodia
(initially contracted
VP-Budgetingand
business Controlling
Unchana K.
VP-Renewable
Expansions
(initially contracted)
VP-Financial & Investor
Relations
Sirote V.
Head of R&D
Cooperation
Dr. Soon K.
(contract)
VP-Complianve and
Insurance
Chamaiporn S.
AVP-Treasury
Lilin C.
2-4
PROJ161808_Glow/16.0200/Glow Project Organization Chart_Glow.vsd
SVP-Government &
Public Arrairs
Narongchai V.
Chief Operating Officer

Pajong wit P.
AVP-Reliability and
Customer Maintenance
Sakda L.
AVP-EH&S
Soraya R.
Plant Manager Glow

Spp1/Glow Demin Water
Apidech S.
Plant Manager Glow

Spp2/3
Apichart J.
Plant Manager Glow

Energy
Anutarachai N.
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Marubeni Project Organization Chart

g
<Offshore>
<Onshore>
Project Director
H. Goto
Project Director
T. Sekiguchi
Comm. Project
Manager
T. Kawachi
Project Manager
Y. Saikawa
Deputy Project
Manager
Pathra U.
Deputy Project
Manager
T. Noguchi
Administration
TBD
Procurement
TBD
Tech. Project
Manager
Bill Madhavan
Logistics
TBD
Admin
T. Terauchi
Procurement
Sukanya
Kedsarin
Kantheera
PROJ161808_Glow/16.0200/Glow Project Organization Chart_Marubeni.pdf
2-5
Control
Nathaniel. G
Eng'g Team
Pazani
Suriya
Sawang
Suriyan
Site Management
TBD
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B&V Site Organization Chart

BVI
= BVI International
BVT = BVI Thailand

= Sub-Contractor Provided
Project
Manager
BVI
Site Project
Manager
BVI
Commissioning
Manager
BVI
Project Control
Manager
VISHAL BALIGA
Lead Electrical/I&C
Startup
Engineer
BVI
Planner / Cost
Engineer
BVT
Materials Manager
BVT
Civil
Qty Surveyor
BVT
Office
Manager
BVT
Mechanical
Startup
Engineers
BVT (x2)
Electrical
Startup
Engineer
BVT
Planner / Cost
BVT
Material Control
Open Box
Inspection
BVT
Mechanical
Qty Surveyor
BVT
Document Control
Clerk
BVT
Lead DCS
Engineer
BVI
Lead I&C
Startup
Engineer
BVT
Material Control
Clerk
BVT
Electrical/I&C
Qty Surveyor
BVT
Startup/QA
Document Control
Clerk
BVT
DCS
Engineer
TCN-A
I&C
Startup
Engineer
BVT
Lead Mechanical
Startup
Engineer
BVI
Civil/Structural
Field Engineer
BVT
Mechanical Field
Engineer
BVT
Receptionist/
Secretary/Clerk
BVT
Sub-Con
Commissioning
Technicians
Town Runner
BVT
Startup Operations
Group
BVI(x1)
TCN-A(x2)
BVT(x2)
Technical
Advisers
Commissioning Related Technical Advisers - Provided by

BVI under Procurement PO in Numbers Based on Manufacturer
Recommendations
PRO161808_Glow/16.0200/16_0200 Glow Project Org Chart_BV Site.vsd
2-6
Safety Manager
TCN-A
QA Manager
TCN-A
QA Inspectors
BVT
Electrical Field
Engineer
BVT
Lead
Civil/Structural
Superintendent
TCN-A
Lead
Mechanical
BVI
Lead Electrical
Superintendent
TCN-A
Area Safety
Inspector
BVT
I&C Field
Engineer
BVT
Civil/Structural
Superintendent
BVT
Mechanical
Superintendent
TCN-A
Lead I&C
Superintendent
TCN-A
Area Safety
Inspector
BVT
Technical
Advisers
Piping
Superintendent
Construction Related Technical Advisers - Provided by BVI under

Procurement PO in Numbers Based on Manufacturer
Recommendations
Office Helper
BVT
Chemical
Engineer
BVI
Construction
Manager
JOE NEALE
Lead Field Engineer

TCN-A
Emergency
Medical
Team
FILE
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Stecon Organization Chart
Project Director
Mr. Kriangkrai B.
Safety Manager
Mr. Wigrom S.
QA&QC Manager
Mr. Rayong N.
Project Manager
Mr. Chalit R.
Head Office
Head Office
Project Site
Project Site
Construction Manager
Mr. Suphot L.
Civil&Structure Work
Safety Officer
(1)
Machanical Work
RC Structure Work
Steel Structure Election Work
Civil Engineer
(2)
Civil Engineer
(1)
Safety
(15)
RC Structure Work
Survey Work
Technician
(2)
Technician
(2)
E&M Eork
QA/QC Work
Planning Work
E&M Engineer
(1)
QA/QC Engineer
(1)
Planning Engineer
(1)
Steel Structure Work
Electrical Work
HVAC Work
Technician
(1)
Technician
(1)
Technician
(1)
Mech Election
Piping
Painting & Insulation
Field Engineer
(1)
Field Engineer
(1)
Supervisor
(1)
Technician
(2)
Technician
(2)
Technician
(1)
PRO161808_Glow/16.0200/16_0200 Glow Project Org Chart_Stcon.Vsd
2-7
QA/QC Engineer
(3)
QS Technician
(2)
Administrator
(1)
Draftman
(2)
- Accountant
- Computer Operator
- Clerk
- Storekeeper
- Driver
FILE
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Table 2-1
Project Team*
Name
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
John Gustke
Project Director
gustkejm@bv.com
345
081-701-9582
Mark McDermott
Project Manager
McDermottma@bv.com
170
089-967-6601
Jason Schottler
Engineering Manager
SchottlerJ@bv.com
201
089-967-6602
Ruechai Lagampan
Asst Engineering Manager/ Civil-Structural Project Design

Engineer (PDE)
LagampanR@bv.com
116
081-551-5340
Tawatchai Pisansetthagul
Mechanical Project Design Engineer (PDE)
PisansetthagulT@bv.com
154
084-654-7855
Suthep Ngamlertlee
Electrical Project Design Engineer (PDE)
NgamlertleeS@bv.com
159
081-909-0800
Barry Clegg
PPM Technical
CleggBD@bv.com
205
089-967-6603
Greg Bahora
Construction Operations
BahoraGT@bv.com
215
081-932-7502
Ruechai Lagampan
Asst Engineering Manager/ Civil-Structural Project Design

Engineer (PDE)
LagampanR@bv.com
116
081-551-5340
Pitak Siriphaphun
Asst Project Design Engineer (PDE)
SiriphaphunP@bv.com
158
086-904-4334
Brenden Beattie
C/S Team advisor
BeattieBW@bv.com
112
089-811-1103
Travis Gee
Civil Project Lead Designer (PDE)
GeeTD@bv.com
913-458-3040
081-825-6440-
Scott Gonzales
Lead Site Engineer
GonzalezS@bv.com
913-458-4277
Jeff Hankel
Lead Civil Designer
HankelJS@bv.com
913-706-4856
Wirachai Boondharikputra
Lead Steel Design engineer
Boondharikputra@bv.com
108
081-813-8786
Thitiphon Thongyot
Lead Foundation Design engineer
ThongyotT@bv.com
193
084-653-2323
Kowit Tossiri
Senior Geotechnical Engineer
ThongyotT@bv.com
104
089-698-2269
B&V Design Team

Civil
2-8
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Table 2-1 (Continued)

Project Team*
Name
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
Somkid Yaidee
Bubpha Manee
Chutchawan Khumkhurn
Somluck Teabtrong
Panu Foongsook
Thanarat Thanakijlurskool
Yudthana Leelathawornsuk
Pinyada Jintachoa
Masinee Juntain
Project Lead Design ( PLD)

Foundation Design Lead Tech
Steel Design Lead Tech
UG Design Lead Tech
C/S Engineer
C/S Engineer
C/S Engineer
Senior Civil Technician
Senior Civil Technician
YaideeS@bv.com
ManeeB@bv.com
KhumkhurnC@bv.com
TeabtrongS@bv.com
FoongsookP@bv.com
ThanakijlurskoolT@bv.com
LeelathawornsukY@bv.com
JintachoaP@bv.com
JuntainM@bv.com
168
424
130
147
411
431
350
433
178
089-201-1963
087-902-6868
089-816-7085
089-201-1803
-
Mechanical Project Design Engineer (PDE)

PLD Mech
PDE Mechanical Execution
Assistant Project Design Engineer
Mechanical Engineer
Mechanical Engineer
Mechanical Engineer
Pipe Stress Engineer
Piping Engineer
Lead Piping Engineer
Lead Piping Engineer
Mechanical Engineer
Lead Mechanical Technician
Mechanical Technician
BennettCC@bv.com
AdamsSM@bv.com
TangwiroonN@bv.com
UmpinW@bv.com
ChaitreeP@bv.com
TeerawittayaniponP@bv.com
PantumaiP@bv.com
RuangdetsakulA@bv.com
ChomdeeS@bv.com
ChotchaisathitN@bv.com
LersjaturontT@bv.com
BoontoT@bv.com
KakaewW@bv.com
154
419
214
153
197
150
150
199
125
144
450
358
161
430
084-654-7855
089-967-6585
089-967-6575
089-144-3025
081-573-1714
089-762-7612
081-442-3427
087-599-8190
-
Mechanical
Chris Bennett
Shannon Adams
Nitchawan Tangwiroon
Worawoot Umpin
Pailin Chaitree
Prempree Teerawittayanipon
Pailin Pantumai
Apirath Ruangdetsakul
Supachai Chomdee
Niramol Chotchaisathit
Thanakorn Lersjaturont
Teerayot Boonto
Watchara Kakaew
2-9
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Project Team*
Name
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
Chemical PDE
Chemical Engineer
NgaoaramS@bv.com
MeelapT@bv.com
913-458-3427
913-458-4077
Electrical Project Design Engineer (PDE)

Assistant Project Design Engineer
Electrical Engineer
Electrical Engineer
Lead Control Engineer
Control Engineer
Control Engineer
Electrical Project Lead Designer
Electrical Design Engineer
Electrical Designer
Protective Relay Consultant
Energy Division I/C Section Head
Project Plant Automation Systems Consultant
Senior Instrument & Control Engineer
I/C Section Lead Instrumentation Technician
I/C Section Consulting Engineer
Protective Relay Consultant
Energy Division Chief Electrical Designer
Aux Power Section Head.
Schematic Process Owner
Grounding Process Owner
NgamlertleeS@bv.com
PhasukY@bv.com
HongtaweeW@bv.com
KittipanyakulN@bv.com
PongporncharoenK@bv.com
JantasmithA@bv.com
ChuariyakulS@bv.com
WahlDE@bv.com
ManontT@bv.com
KhunmontreeW@bv.com
McCownAD@bv.com
GilsonAG@bv.com
ParkerBS@bv.com
LoeschDL@bv.com
ShortKW@bv.com
AyersRL@bv.com
HuangPP@bv.com
ManessRE@bv.com
BellassaiAG@bv.com
EvansBA@bv.com
JanowakMJ@bv.com
159
149
416
157/KC
409
115
449
421
438
410
913-458-7738
913-458-7143
913-458-8886
913-458-2520
913-458-2035
913-458-8260
913-458-8090
913-458-7559
913-458-2109
913-458-7726
913-458-7404
081-909-0800
081-563-1266
081-257-1656
089-117-4947
081-325-3543
081-377-7445
084-099-9101
083-299-8263
087-683-1331
086-640-9477
-
Chemical
Sunee Ngaoaram
Todsawat Meelap
Electrical
Suthep Ngamlertlee
Yootthanai Phasuk
Warapong Hongtawee
Nattharit Kittipanyakul
Kreangsak Pongporncharoen
Attapan Jantasmith
Sawate Chuariyakul
Daniel Wahl,
Thanasak Manont
Wirapong Khunmontree
Allen McCown
Allan Gilson
Brandon Parker
David Loesch
Ken Short
Roger Ayers
Pindar Huang
Ron Maness
Angelo Bellassai
Bret Evans
Jake Janowak
2-10
FILE
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Project Team*
Name
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
Power Delivery Lead Engineer / Manager

BKK Department Head
Lead Power Delivery Interface
U/G Cable Specialist
RectorJS@bv.com
ChildressRW@bv.com
PrugyoungyernK@bv.com
RongF@bv.com
913-458-7328
102
518
913-458-7930
Project Controls Manager

Lead Project Control Specialist
Project Controls Specialist
Project Accountant
Execution Office Project Controls Specialist
BaligaVS@bv.com
LaohawirapapS@bv.com
TetanunS@bv.com
RatnaratornP@bv.com
SaetaeN@bv.com
181
536
496
315
360
089-967-6595
081- 854-2838
-
Procurement Manager
Project Procurement Manager
Sinior Procurement Specialist
Procurement Specialist
Procurement Representative
Beijing Procurement Manager
LiuA@bv.com
WhasharanuntakulW@bv.com
SriyathepP@bv.com
JaipremA@bv.com
KalapanulakP@bv.com
Heb@bv.com
YangY@bv.com
ChengG@bv.com
LiuD@bv.com
DengY@bv.com
WenN@bv.com
McCormickMV@bv.com
200
208
118
177
360
861058165722
861058165825
861058165810
861058165743
861058165961
861058165853
913-458-7546
081-372-2380
-
Power Delivery
John Rector
Richard Childress
Kittikun Prugyoungyern
Forest Rong
Project Controls
Vishal Baliga
Somsavan Laohawirapap
Somprathana Tetanun
Parintorn Ratnaratorn
Numphaung Sae-tae
Procurement
Ailly Liu
Worawit Whasharanuntakul
Pongthep Sriyathep
Anakorn Jaiprem
Patrawadee Kalapanulak
Baohui (Luke) He
Ye (Alex) Yang
Gang Cheng
Dexin, Liu
Deng, Phoenix
Wen, Nuan
Marilyn V. McCormick
2-11
BV
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Project Team*
Name
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
Leslie Byrnes
Kelli Thompson
Jennifer Wood
Bergmann, Douglas C. (Doug)
Britton, Brian K.
Johnson, Scott L.
McCormick, Marilyn V.
Ray, Emily M.
Roesle, Scott E.
Voss, Kurt J.
Group Manager - Sourcing
Procurement Support Services
Operations Manager - Procurement Transactions
Project Procurement Operations
QC Group Manager
ByrnesLR@bv.com
ThompsonKM@bv.com
WoodJL@bv.com
BergmannDC@bv.com
BrittonBK@bv.com
JohnsonSL2@bv.com
McCormickMV@bv.com
RayEM@bv.com
RoesleSE@bv.com
VossKJ@bv.com
913-458-2655
913-458-4485
913-458-8463
913-458-7388
913-458-4719
913-458-2351
913-458-7546
913-458-7752
913-458-9061
913-458-6424
C&P Group Manager - Asia

Construction Operations Manager
Construction - Safety Operations Manager
Construction Factory - QC Operations Manager
Davidmc@bv.com
BahoraGT@bv.com
Williamske@bv.com
Afrialtf@bv.com
606
215
479
216
081-932-7501
081-932-7502
081-833-0282
081-815-7239
Napitha Traivakin
Drawing Control
TraivakinK@bv.com
156
Project Admin and Clerical

Support
Duties
Supaporn Onlamai
Pikoon Atsavasrisawat
Mingfa Chaipuwanart
Sutthatip Jiravanichaiyakun
Hotel, Travel and Project Management Support

Project Admin Support
Housing, Automobile Rental & Office space allocation
Assist Project Admin Support
Assist Project Admin Support
WimolsilpaS@bv.com
OnlamaiS@bv.com
AtsavasrisawatP@bv.com
ChaipuwanartM@bv.com
JiravanichaiyakunS@bv.com
507
476
121
185
126
081-442-9735
085-226-2635
-
Construction
David McMenemie
Greg Bahora
Ken Williams
Tezzy Afrial
Project Drawing Control
2-12
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Project Team*
Position
Email address
B&V Phone Ext.
Mobile Phone
Number
Visa and Immigration coordinator
UthasS@bv.com
113
Carolyn Tillman
List LOC & Bond Review
TillmanCA@bv.com
913-458-8551
Cynthia Hernandez
List LOC & Bond Review
HernandezCL@bv.com
913-458-7537
Mary Beth Smith
Insurance Specialists
SmithMB@bv.com
913-458-9451
--
Lauren Reinholz
Insurance Specialists For Insurance Certificate Review
ReinholzL@bv.com
913-458-9455
Curry, David
Performance Engineer
CurryD@bv.com
913-458-7748
Louque, Bryan
Materials Applications Section
LouqueBP@bv.com
913-458-7368
Lee, Clayton
Corrosion Engineer
LeeCR@bv.com
913-458-7831
--
Worthington, Robert (Bob)
Materials Applications Section Lead
WorthingtonRH@bv.com
913-458-7315
Curry, David
Performance Engineer
CurryD@bv.com
913-458-7748
Scott L. Harman
HarmanSL@bv.com
913-458-7258
Becker, David L.
BeckerDL@bv.com
913-458-8028
Mathews, Scott J.
MathewsSJ@bv.com
913-458-2474
--
Kathy A. Corcoran
CorcoranKA@bv.com
913-458-8523
Name
Visa and Immigration
Coordinator
Surasak Uthas
KC Project Support
*A current list of all project contact information is maintained in the Bangkok docbase at location documentum\Docbases\bangkok\PROJ161808_Glow\10.0000\16.0200 Proj
Staffing & Training, Org Charts\16_0200 Project Team List.xls.
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Table 2-2
Owner Personnel*
Glow
Name
Title
Phone Office
Mobile Phone
Number
Email
Glow Project Mailbox
N/A
N/A
phase5@glow.co.th
Svend Erik Jensen
Project Director
02-670-1500-1 ext. 6003
(089) 205-9177
Svend@glow.co.th
Tananchai Chaisrakaew
Project Manager
(038) 684-780-10 ext. 5200
(089) 205-9176
Tananchai@glow.co.th
Pipop Chattaraputi
Deputy Project Manager
(038) 684-780-10 ext. 4240
Alan Augustine
O&M Co-ordinator
(038) 684-780-9
(081) 429-7782
alan@glow.co.th
Vimol Sarathana
Project Secretary
02-670-1500-1
(089) 408-9777
Vimol.S@glow.co.th
Max Stossel
Project Manager
02-657-1000
(081) 869-2950
max.stoessel@poyry.com
N/A
N/A
glow5.eeth@poyry.com
Poyry Project Mailbox
pipop@glow.co.th
*A current list of all project contact information is maintained in the Bangkok docbase at location documentum\Docbases\bangkok\PROJ161808_Glow\20.0000\21.0100
Proj Instruct Manual\21_0100 Project Distribution Matrix.xls
2-14
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MC Personnel*
Marubeni
Name
Title
MC Phone Ext.
Mobile Phone
Number
Email
MC Project Mailbox
MC Project Mailbox
N/A
N/A
Glow5@marubeni.com
MC Bangkok Office Mailbox
N/A
N/A
bgkmac4@bgk.marubenicorp.com
Hiroki Goto
Project Director Offshore
+81 0332824530
Yusuke Saikawa
Project Manager Offshore
+81 0332869041
+81 0332869068
Saikawa-y@mec.marubeni.co.jp
Takahiro Kawachi
Project Manager Onshore
02-256-6067(Direct),02-256-6900 ext.270
(089) 894-3227
Kawachi-t@bgk.marubeni.com
Taigo Noguchi
Deputy Project Manager Offshore
+81 0332824531
081-902-8851
Noguchi-t@marubeni.com
Bill Madhavan
Technical Project Manager
02-256-6900
081-754-2181
billppn@yahoo.com
Pathra Uapruchayakula
Project Coordinator
02-256-6900 Ext. 271
081-700-1804
pathra-u@marubeni.com
TBD
MC Site Manager
TBD
TBD
TBD
Goto-h@jp.marubeni.com
Instruct Manual\21_0100 Project Distribution Matrix.xls
2-15
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Table 2-3
Major Suppliers*
Steam Turbine/Gas Turbine/Condenser/Air Extraction Equipment
Name
Company
Title
Phone Office
Mobile Phone
Number
Email
Jens Rackow
Siemens
Product Project Manager (Turbo Set)

System Integration
+49 9131 18 85617
+49 170 2227 699
Jens.rackow@siemens.com
Siemens Project Mailbox
Siemens
N/A
N/A
N/A
mailglow@pg.siemens.com
Name
Company
Title
Phone Office
Mobile Phone
Number
Email
Zhiming Wang
Hangzhou Boiler
Project Manager
wangzhiming@chinaboilers.com
Ruguang Wu
Hangzhou Boiler
Project Manager Secretary
86-571-85387362
13588459321
wuruguang@chinaboilers.com
Hangzhou Mailbox
Hangzhou Boiler
HBG1955@vip.163.com
HRSG
*A current list of all project contact information is maintained in the Bangkok docbase at location documentum\Docbases\bangkok\PROJ161808_Glow\20.0000\24.0615 Supplier,
Subcontractor Contact List\24_0615 080701 Supplier Contacts.xls
2-16
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Supplier Correspondence*
Title
B&V - Stecon Correspondence

Phone Office
Mobile Phone Number
Email
Vice President Operation

Project Manager
Mechanical Advisor
Project Controller
02-260 1321
02-260 1321
081 613 5988

081 734 2164
085 123 9472
089 673 7850
Rakesh@stecon.co.th
Chalit_R@stecon.co.th
Manus@stecon.co.th
niraj@opt.stecon.co.th
B&V Project Mailbox

Project Director
Project Manager
Engineering Manager
Construction Operation Mgr.
B&V Site Manager
N/A
02-937-0113-8 ext. 345
02-937-0113-8 ext. 170
02-937-0113-8 ext. 201
02-937-0113-8 ext. 215
TBD
N/A
(081) 701-9582
(089) 967-6601
(089) 967-6602
(081)-932-7502
TBD
Glow161808@bv.com
gustkeJM@bv.com
mcdermottma@bv.com
SchottlerJ@bv.com
BahoraGT@bv.com
TBD
Name
Stecon
Kalia Rakesh
Chalit Ratanavisalnan
Manus Sateeraganon
Niraj Baidya
B&V
B&V Project Mailbox
John Gustke
Mark McDermott
Jason Schottler
Greg Bahora
TBD
MC
MC Project Mailbox
MC Bangkok Office
Mailbox
Hiroki Goto
Yusuke Saikawa
Takahiro Kawachi
MC Project Mailbox
N/A
N/A
N/A
N/A
Glow5@marubeni.com
Project Director Offshore

Project Manager Offshore
Project Manager Onshore
N/A
+81 0332869068
(089) 894-3227
Taigo Noguchi
Bill Madhavan
TBD
Deputy Project Manager Offshore

Project Coordinator
MC Site Manager
+81 0332824530
+81 0332869041
02-256-6067(Direct),02-256-6900
ext.270
+81 0332824531
02-256-6900
02-256-6900 Ext. 271
TBD
(081) 902-8851
(081) 754-2181
(081) 700-1804
TBD
billppn@yahoo.com
TBD
2-17
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B&V - Siemens Correspondence
Name
Siemens
Jens Rackow
Title
Phone Office
Mobile Phone Number
Email
+49 9131 18 85617
+49 170 2227 699
Jens.rackow@siemens.com
Siemens Project Mailbox
Product Project Manager (Turbo

Set) System Integration
Siemens
N/A
N/A
mailglow@pg.siemens.com
B&V
B&V Project Mailbox
B&V Project Mailbox
N/A
N/A
Glow161808@bv.com
John Gustke
Project Director
02-937-0113-8 ext. 345
(081) 701-9582
gustkeJM@bv.com
Mark McDermott
Project Manager
02-937-0113-8 ext. 170
(089) 967-6601
mcdermottma@bv.com
Jason Schottler
Engineering Manager
02-937-0113-8 ext. 201
(089) 967-6602
SchottlerJ@bv.com
Barry Clegg
Shannon Adams
Ruechai Lagampan
Suthep Ngamlertlee
TBD
MC
MC Project Mailbox
PDE Elec/Control Execution

PDE Mechanical Execution
PDE Civil/Struct. Engineering
PDE Elec/Control Engineering
PDE Mechanical Engineering
B&V Site Manager
02-937-0113-8 ext. 205

02-937-0113-8 ext. 214
02-937-0113-8 ext. 116
02-937-0113-8 ext. 159
02-937-0113-8 ext. 154
TBD
(089) 967-6603
(089) 967-6575
(081) 551-5340
(081) 909-0800
(084) 654-7855
TBD
CleggBD@bv.com
AdamsSM@bv.com
LagampanR@bv.com
NgamlertleeS@bv.com
TBD
MC Project Mailbox
N/A
N/A
Glow5@marubeni.com
MC Bangkok Office
Mailbox
Hiroki Goto
N/A
N/A
Project Director Off Shore
+81 0332824530
Yusuke Saikawa
Project Manager OffShore
+81 0332869041
+81 0332869068
Takahiro Kawachi
Project Manager OnShore
(089) 894-3227
Taigo Noguchi
Deputy Project Manager OffShore
02-256-6067(Direct),02-256-6900
ext.270
+81 0332824531
(081) 902-8851
2-18
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B&V - Siemens Correspondence
Name
Bill Madhavan
Title
Phone Office
02-256-6900
Mobile Phone Number

(081) 754-2181
Email
billppn@yahoo.com
Project Coordinator
02-256-6900 Ext. 271
(081) 700-1804
TBD
MC Site Manager
TBD
TBD
TBD
Instruct Manual\21_0100 Project Distribution Matrix.xls
2-19

BV
3.0
3.1
FILE
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Introduction
This section serves as a Project Communications Plan.

It outlines the
communications procedures that will be used to ensure that all required project
information is available to the Owner, B&V, and third parties.
3.2
Correspondence
3.2.1 General
All formal and contractual correspondence and documents related to the project shall
be written in English on MBC letterhead for correspondence to the owner or B&V
letterhead for correspondence to MC and third parties. The entity as designated by
the Project Manager which will generally be B&V Thailand Limited for Onshore
correspondence, and Black & Veatch Corporation for Offshore correspondence. For
correspondence to the owner the original letter will be sent to the Owner.
Email will be the preferred method of general written correspondence on the project.
Figure 3-1, Processing of Incoming and Outgoing Documents, shows the general
procedure for processing project documents. All documents produced or received on
the project shall be controlled in accordance with Part 10, Section 4.0 of this PIM.
As much as possible, correspondence will be transmitted electronically to primary
parties, with a copy sent to the person responsible for the project files. When this is
not feasible, the preferred methods of shipping correspondence are as follows:
Electronically by portable digital format (PDF) if a signature is

required.
Faxes will generally not be used on this project. Where necessary to

transmit information via fax, a copy of a letter or of an email will be
faxed to the applicable party.
Express mail - ground service (or via letter courier or B&V driver).
Express mail - next day service.
Sample formats have been prepared for letters and faxes to provide a consistent
approach for all Consortium documents. Figure 3-2, Sample Letters, list the
recommended formats. The Project Support Assistant (PSA) is responsible for
maintaining document forms and formats and for distributing electronic copies to the
project team.
3-1
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Hard Copy Incoming Documents

Any hard copy incoming
project document shall
be forwarded to Project
Support Assistant (PSA) by
project personnel.
PSA scans document,

electronically distributes to
action and information parties,
electronically files, and routes
original to Documentum/File.
Original (if applicable) is filed in
hard copy project files.
Electronic Incoming Documents

Incoming electronic
project document or
substantive email
communication
received by project
personnel.
Recipient formats subject line

of email according to Section
3.3 of the Project Instructions
Manual (PIM) and forwards to
Project Manager, Engineering
Manager, and other interested
parties, based on the document
distribution matrix copying the
project electronic mailbox (add
project email address) in
accordance with Section 3.3.
PSA accesses project

mailbox and reviews email
subject line for project
format.
PSA files emaild that meet

project standards (as
outlined in Section 3.3 of
the PIM) in Documentum.
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Outgoing Documents
(Formal Contracts)
Outgoing documents
created which require
internal and external
distribution for project.
Originator creates a draft in the

project format, PSA assigns file
number, indicates distribution,
and forwards to Project Manager
(or as designated in PIM) for
review.
Project Manager or designee

reviews document, file number,
and distribution, and provides
documents to PSA for processing.
PSA copies or scans for distribution

and electronic filing, prepares
documents for mailing or electronic
transfer, distributes copies, and
delivers to mail facility. Hard copy
(if applicable) is filed in project files.
Figure 3-1
Processing of Incoming and Outgoing Documents
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Figure 3-2*
Sample Letter - Onshore
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Figure 3-2* (Continued)

Sample Letter - Offshore
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3.2.2 B&V Correspondence to/from the Owner and Third Parties

Formal Letter Correspondence from the Consortium to the Owner is addressed as
indicated in Table 3-1 and shall be under the Project Managers signature. General
email correspondence to the Owner or MC shall be sent from the Project Manager,
Engineering Manager or Sr. Project Director, or by the Site Manager as authorized by
the Project Manager. All correspondence to the owner shall also be sent to parties in
the distribution matrix in Table 3-2.
The contract administrator for the Siemens contract has the authority to cc the MC
distribution list in Table 2-2 on routine correspondence required to administer the
contract.
Correspondence to Stecon shall be from the PM, EM, Construction Operations
Manager, Site Manager, Construction Manager or Startup Manager, with appropriate
copies to MC in accordance with the distribution matrix in Table 2-3.
All formal letter Consortium correspondence to the Owner is sequentially numbered
starting with 001. The letter number will be assigned by the PSA, and will
differentiate between the Onshore contract and the Offshore contract.
The B&V project number and file number shall be included or added to all
correspondence to and from the Owner and/or third parties.
Copies of correspondence shall be transmitted electronically to appropriate parties
listed in Appendix B, Document Distribution Manual of this manual.
3.3
Electronic Mail
File numbers are to be included on all correspondence documents, including project

emails using the following example format for the subject line:
File # and extension #_Date in numeric YYMMDD date format, Project Name, Glow,
Subject
Example: 62.3405.00D_090324_Glow Phase 5 Bids tabs are now available
for review
In the example above, the date format 090324 = 24-Mar-09. This format is
established so that emails and documents stored in Documentum are easily sorted by
date.
File numbers should be used for all files (spreadsheets, word documents, etc) that are
stored in Documentum. All project related files that are not stored in other B&V tools
(Powrtrak, Powrspec, etc.) shall be stored in Documentum. Files should be named
with the following format:
File number description of the file
Example 21_0100 Project Instructions Manual
The file name should be included in the footer of the document for ease of reference
to the electronic location of the file.
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Table 3-1
Addresses for Copies of Correspondence Forwarded to the Owner*
Name
Correspondence from MBC to
Glow
Svend Erik Jensen
Tananchai Chaisrakaew
Pipop Chattaraputi
Alan Augustine
Vimol Sarathana
Max Stossel
Esa Heiskanen
Correspondence from Glow to

MBC
B&V Project Mailbox
John Gustke
Mark McDermott
Jason Schottler
TBD
MC
MC Project Mailbox
Hiroki Goto
Yusuke Saikawa
Type of
Correspondence
Title
Phone Office
Mobile
Email

Project Director
Project Manager
O&M Co-ordinator
Project Secretary
Project Manager
Executive Vice President
N/A
02-670-1500-1 ext. 6003
(038) 684-780-10 ext. 5200
(038) 684-780-10 ext. 4240
(038) 684-780-10 ext 4006
(038)684-780 -10 ext 5209
02-657-1000
N/A
02-670-1500 ext 6000
N/A
(089) 205-9177
(089) 205-9176
(081)173-3782
(081) 429-7782
(089) 408-9777
(081) 869-2950
N/A
(081)889-1326
phase5@glow.co.th
Svend@glow.co.th
Tananchai@glow.co.th
pipop@glow.co.th
alan@glow.co.th
Vimol.S@glow.co.th
max.stoessel@poyry.com
glow5.eeth@poyry.com
esa@glow.co.th
ALL
ALL
ALL
ALL
Technical Only
ALL
ALL
ALL
Commercial,
Report, Minute of
Meeting,
Insurance, Permit
B&V Project Mailbox

Project Director
Project Manager
Engineering Manager
B&V Site Manager
N/A
02-937-0113-8 ext. 345
02-937-0113-8 ext. 170
02-937-0113-8 ext. 201
N/A
(081) 701-9582
(089) 967-6601
(089) 967-6602
Glow161808@bv.com
gustkejm@bv.com
mcdermottma@bv.com
SchottlerJ@bv.com
TBD
ALL
ALL
ALL
ALL
ALL
MC Project Mailbox
MC Bangkok Office
Mailbox
N/A
N/A
N/A
N/A
Glow5@marubeni.com
ALL
ALL
+81 0332824530
+81 0332869041
N/A
+81
0332869068
ALL
ALL
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Addresses for Copies of Correspondence Forwarded to the Owner*
Name
Takahiro Kawachi
Title
Taigo Noguchi

OffShore
Project Coordinator
MC Site Manager
Bill Madhavan
TBD
Phone Office
02-256-6067(Direct),02-256-6900
ext.270
+81 0332824531
02-256-6900
02-256-6900 Ext. 271
Mobile
(089) 894-3227
(081) 902-8851
(081) 754-2181
(081) 700-1804
Email
Type of
Correspondence
ALL
ALL
billppn@yahoo.com
TBD
ALL
ALL
ALL
*A current list of all project contact information is maintained in the Bangkok docbase at location documentum\Docbases\bangkok\PROJ161808_Glow\20.0000\21.0100 Proj Instruct
Manual\21_0100 Project Distribution Matrix.xls
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Addresses for Copies of Correspondence Forwarded to the Consortium*
Name
Title
Phone Office
Mobile
Email
Correspondence B&V/MC
B&V
B&V Project Mailbox
B&V Project Mailbox
N/A
N/A
Glow161808@bv.com
John Gustke
Project Director
02-937-0113-8 ext. 345
(081) 701-9582
gustkejm@bv.com
Mark McDermott
Project Manager
02-937-0113-8 ext. 170
(089) 967-6601
mcdermottma@bv.com
Jason Schottler
Engineering Manager
02-937-0113-8 ext. 201
(089) 967-6602
SchottlerJ@bv.com
TBD
B&V Site Manager
TBD
MC
MC Project Mailbox
MC Project Mailbox
N/A
N/A
Glow5@marubeni.com
N/A
N/A
Hiroki Goto
+81 0332824530
N/A
Yusuke Saikawa
+81 0332869041
+81 0332869068
Takahiro Kawachi
02-256-6067(Direct),02-256-6900
ext.270
(089) 894-3227
Taigo Noguchi

OffShore
+81 0332824531
(081) 902-8851
Bill Madhavan
02-256-6900
(081) 754-2181
billppn@yahoo.com
Project Coordinator
02-256-6900 Ext. 271
(081) 700-1804
TBD
MC Site Manager
TBD
TBD
TBD
*A current list of all project contact information is maintained in the Bangkok docbase at location documentum\Docbases\bangkok\PROJ161808_Glow\20.0000\21.0100
Proj Instruct Manual\21_0100 B&V-MC Distribution Matrix.xls
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Table 3-2
Correspondence from B&V to Third Parties/Suppliers
Third Party/Subject
Consultants
Signed and Transmitted by/Addressed to
Proposals, precontract negotiations,

final contract
,
Project Manager. PPM or PR
Routine correspondence
transmitting/requesting information,
drawings, or other documents
,
(Project Managers designee responsible
for coordinating work)
Equipment, Material, and Construction

Contractors
Contractual items
Correspondence regarding bid issue

specifications, coordination with
bidders during bid evaluation,
general correspondence prior to
contract award, expediting
deliveries, and coordinating
manufacturer facilities inspections
Correspondence following contract
award, transmitting/requesting
engineering information, drawings,
or other design documents, and
coordinating meetings or trips
Correspondence regarding quality
issues and/or inspection and test
plans
,
Project Manager or PPM as designated
by the PM
,
PPM, PR or Project Manager
,
Project Engineering Manager, Project
Manager, PDE, or Responsible Engineer
,
Engineering Manager, PDE, RE, Project
Manager or Project Quality Manager
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Email messages with outside parties shall be considered routine project correspondence and should have a file number assigned and be stored electronically in
Documentum by ensuring that a copy is to be transmitted to the Glow Project mailbox
for filing.
Email message subject lines shall be formatted as follows:
File_YYMMDD_Glow Phase 5_Subject
For example
14.0205 060612 Glow Phase 5 Site Arrangement Comments
This information shall be described to all suppliers in the individual contract
documents and should be adjusted during execution as necessary.
3.4
Telephone Communications
Telephone communications may be used to transmit information or to further the

consideration of information by others.
Telephone conversations must be
documented if the communication has an official or significant status. Documentation
of telephone conversations should be filed with the related subject matter as indicated
by the File Index System. Documentation of telephone conferences can simply be a
project email that confirms the items discussed and agreed during the telephone
conference.
3.5
Conferences and Meetings
Following each significant conference and meeting involving B&V and the Owner, or
B&V and a third party, a conference memorandum shall be prepared by B&V as
appropriate. The persons responsible for preparing, reviewing, and issuing the
conference memorandum shall be designated by the Project Manager. In general,
responsibility for preparing the agenda and subsequent Minutes of Meeting is as
follows unless the Owner requires that they prepare the minutes of meeting.
Owner Meetings -Agenda - PM/ Minutes of Meeting - Engineering Manager
Stecon Meeting - Pre-Mobilization - Construction Operations Manager
Stecon Meeting - Post Mobilization Site Manager or Construction Manager
Schedule Coordination Meetings with Stecon/MC - Project Controls Manager
Meetings with Supplier Pre-Award - Procurement Representative
Meetings with Supplier Post-Award - Responsible Engineer
Commissioning Meetings- Commissioning Manager
Conference memorandum identification shall include the following:
File number.
Meeting attendees.
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Name of individual recording the minutes of meeting.
Location of the meeting.
A standard template for meeting minutes can be found at the following location:
documentum\Docbases\bangkok\PROJ161808_Glow\10.0000
ProjAdmin\15.0000 Memoranda\15.0200 Conference - MBC-Owner
documentum\Docbases\bangkok\PRO161808_Glow\10.0000\15.0000\15.0200
File Name: 15_0200 MBC/Owner MOM template.doc
For meetings that cover multiple subjects with the Owner, third parties,
the Owner and third parties, or B&V members only, a primary file
number of the 15.0000 series, as indicated in Appendix C, shall be
applied to the first and succeeding pages. The original of the
conference memorandum shall be filed under this file number.
When a memorandum can be identified with a specific design subject

or the administration of a specific procurement or construction contract
for which there is an established file number, that reference file
number shall also be included on each page of the memorandum and a
copy placed in that particular file, as described in Appendix C.
The originator of the conference memorandum shall be responsible for
designating the file number and for distributing copies of the
memorandum.
Transmittal of memoranda to the Owner shall be made email by the Project Manager,
Engineering Manager, or Senior Project Director, or through the project mail box at
the direction of one of these individuals. Transmittal to Supplier shall be through the
PR or RE, or through the project mailbox and the direction of the PR or RE.
The following internal meetings shall be held on a regular basis for the purpose of
communication, coordination, issue discover and/or resolution and decision making.
The times, attendees and topics shall be adjusted as necessary for the current events at
the time. An agenda should be prepared and issued prior to each meeting. The
agenda may be a schedule, cost report, etc as appropriate to fit the topic of the
meeting:
Weekly Project Staff
Tuesdays 1:30 p.m.
Weekly Procurement Status
Mondays 1:30 p.m.
Weekly U/G Meeting
Tuesdays 8:30 a.m.
Weekly A/G Space Control
Tuesdays 10:00 a.m.
Each discipline should hold information meetings with their teams to coordinate
discipline specific information, and to share information, issues, solutions, etc from
overall project meetings.
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Project Controls related meetings shall be schedule according to the project controls
monthly calendar discussed in Part 10 of this document.
Items specific meetings shall be arranged as necessary to coordinate and manager the
project. The use of Outlook calendar is highly recommended to arrange such
meetings. Small, impromptu and informal meetings are encouraged to resolve issues
without the excessive use of email.
The project team shall meet monthly with the Owner, and monthly or quarterly with
the Marubeni as necessary.
3.6
Electronic Communications
Electronic communications in the form of email should be used on the project

whenever possible to provide communications by methods faster than mail. It is not
necessary that paper copies of these messages be mailed to the addressee who would
receive normal correspondence regarding the subject of the message.
Electronic communications shall be handled in accordance with procedures for correspondence transmittal and filing. The PSA shall retain electronic copies of all
electronic correspondence, which shall be placed in the project files and/or in
Documentum.
The following numbers shall be used for facsimile communications:
Black & Veatch
Glow
Tel:
Fax:
(662) 937-0112
(662) 937-0112
Glow Bangkok
Tel:
Fax:
(662) 670-1500-1
(662) 670-1548-9
Glow Rayong
Tel:
Fax:
(6638) 684 -780-5

(6638) 684-789
Marubeni
Marubeni Bangkok
Tel:
Fax:
(662) 256-6900
(662) 256-6660, 263-3209
Marubeni Tokyo
Tel:
Fax:
(81) 3-3282-2111
(81) 3-3282-7456
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Introduction
Project documents to be controlled include official project correspondence,

memoranda, calculations, drawings, procurement specifications, design specifications,
stress reports, test reports, manufacturers material certifications, manufacturers
drawings, and other such records.
The document control procedure is based on project file control under the supervision
of the Project Manager. Specially handled files will be designated for pricing
information and other sensitive information, if required.
4.2
Project File System
The project file system provides a method whereby all information related to a project
is classified and arranged for filing, reference, retrieval, and preservation.
The File Index System is included in Appendix C of this manual. The File Index
System shall be used for all documents, including project correspondence,
memoranda, specifications, calculations, reports, and other documents. Each file
number shall be assigned to each document. Hard copy documents with more than
one page or sheet will be stapled or securely bound.
Hard copies shall be maintained for the following items or as directed by the Project
Manager:
Letters to Glow.
Letters to MC.
Invoices.
Monthly reports.
Procurement contracts.
The complete document identifying number will consist of the project number and the
first, second, and third level file numbers. Certain file numbers will require a fourth
level suffix as described in Appendix C of this manual.
The PSA shall maintain the File Index System. All project personnel will ensure that
the appropriate file number is assigned to all correspondence and documents and will
maintain the respective calculation files and drawings.
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Document Control
4.3.1 Administration
The PSA is the central point of project document control, responsible for processing,
or supervising the processing of, all project documents. Those responsibilities include
receiving, applying file numbers, distributing, expediting, releasing all project
documents, and ensuring the integrity and maintenance of the project file. Files shall
not be deleted from the project files without prior acknowledgment of the PSA and
approval by the Project Manager.
4.4
Processing of Documents
4.4.1 Introduction
All formal letters sent by B&V will be assigned a unique document identifier and
logged into Documentum.
Processing, distribution and filing of procurement documents should be in accordance
with the Figures 4-1 through 4-6. The distribution of IHR documents is optional, and
will be package-specific as agreed between the PSA and the Project Manager.
4.4.2 Document Identification
All project mail except manufacturers drawings shall be delivered to the PSA or
other person authorized to receive incoming documents. Manufacturers drawings
shall be forwarded from the mailroom to Engineering Manager or Discipline lead as
identified in each contract for further processing into the J07 drawing control system
The PSA is responsible for processing the original copy of each incoming document,
other than documents submitted in multiple copies (proposals, instruction manuals,
etc.), and the transmittal letter or form for documents submitted in multiple copies.
Processing includes showing the date of receipt, appropriate file numbers, action, and
information parties, and distribution to action and information parties in accordance
with the Document Distribution Matrix or as directed by the Project Manager.
4.4.3 Action Items
Each Project Lead (PDE, EM, PPM, PCM, SM, CM, etc.) is responsible to track and
respond to the action items within their area of responsibility.
4.4.4 Project Reference Documents
Documents that have only temporary significance or that are used for general
reference purposes (codes, standards, etc.) will not be filed in the project files.
Assignment of reference material to the project files will be made by the Project
Manager.
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PSA receives initial notification from

Procurement that the spec has been
issued for IHR.
PSA prints one copy 2-sided for

library project file copy and creates
label for 3-ring binder spine. Mark
as "IHR."
Figure 4-1
Review of Procurement Document at IHR Process (.00B)
[In-House Review]
Contract Payment Milestones for RFQ

Procurement
sends RFQ email
to PSA
Issue Package for Bids Alloy Pipe.

Issue Package for Bids Boiler Feed Pump.
Issue Package for Bids Chlorination System.
Issue Package for Bids DCS Equipment.
Issue First Package for Bids Equipment Switchgear
(MCCs, or SUSs or Switchgear, etc.).
Print one copy 2-sided (3-ring

binder) for library project file
copy and create label for spine
(pull IHR and replace with RFQ)
(File locate .00C/Record)
If payment milestone is in
accordance with Exhibit E of
Contract, prepare letter for
Owner to request.
Owner only receives RFQ

email.
Review with Project

Manager.
Offshore letter signed

by Cheong Hoe Wal.
Onshore letter signed

by Project Manager.
Send letters from project

mailbox and deliver
original to Glow.
Figure 4-2
RFQ Process (.00C) Request for Quote - Hard Copy File
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Figure 4-3
LOA - Letter of Award Process (.01A)
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Figure 4-4
Conformed Contracts Process (.01A)
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Place the procurement number of the manual in number order on the log.
Transmittal # (PSA) assigned from transmittal number log.
Spec name.
Date PSA received manuals.
RE name.
Date Owners manual will be sent Fed-X.
Date of 10 day expiration date Owner must have manual comments back to B&V.
Date RE must have all comments back to Supplier (5 days after Owners expiration
date for comments back to B&V).
Date Sites proof manual will be sent Fed-X to Site.
Figure 4-5
O&M Manual Process
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Figure 4-6
Contract Revision (Change Order) Process (.01D)
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4.4.5 Outgoing Documents

The PSA is responsible for processing all outgoing correspondence including routine
transmittals of B&V drawings but excluding the issue of procurement specifications,
and related documents to bidders, and distribution of manufacturers shop drawings.
Routine transmittal of drawings to manufacturers and contractors will be processed as
described in Part 50, Section 2.0, under the direction of the Project Engineer
responsible for the specific contract.
Issue of specifications and related documents to bidders is processed by Procurement
personnel under the direction of the Project Manager or Procurement Manager, as
described in the PPP.
Processing includes verifying file numbers, logging, preparing documents for mailing,
and distributing copies to the project file, with appropriate copies to the
Owner, Purchaser, in-house personnel, third parties, and the B&V Project Field
Manager.
Whenever possible, documents will be electronically conveyed via email to the
addressees. Hard copies of email transmittals will be signed and forwarded by courier
or telecopy.
4.4.6 Internal Documents
The PSA will receive and record B&V memoranda and reports for filing, using the
preparations noted above.
4.4.7 Manuscripts and Preliminary Drafts
Manuscripts and preliminary drafts of specifications, reports, and other such
documents will not normally be maintained permanently in the project files. The
permanent project file will contain only those documents issued for Owner review and
final documents approved for issuance and their revisions.
4.4.8 Calculations, Data, and Miscellaneous Design Inputs
Calculations, data, and other design inputs required to support design concepts or
detailed design must ultimately be retained in the project files. Calculations shall be
prepared, maintained, and transferred to the project files in accordance with EnergyStd-2-03880-00140, Standard for Calculations.
4.5
Distribution
Documents generated by B&V, the Owner, equipment manufacturers, and

construction contractors will be distributed to B&V and the Owner as shown in
Appendix B.
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Storage of Documents
The project file will provide a complete record of final documents approved for issue
and their revisions and all documents received on the project. Materials for cave
storage will be sent to the PSA to prepare the long-term storage transmittal
documents.
4.7
Electronic Document Storage
Essentially all B&V correspondence will be stored electronically using Documentum.

Exceptions will include O&M manuals and other items as directed by the Project
Manager. Copies of all correspondence will be transmitted to the Glow Project
Mailbox for implementing this storage procedure.
Incoming correspondence received electronically will be similarly stored. If
correspondence is received in a suitable electronic format, the PSA will enter it into
Documentum. Other incoming correspondence may be scanned and entered into
Documentum.
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Introduction
This Project Quality Plan defines the Quality Management System (QMS) to be used
during the engineering, procurement, and construction management (EPCM) phase of
the GLOW Phase 5 Project. This plan also includes startup and commissioning
activities. Sino-Thai Engineering and Construction (STECON) will be responsible
for construction activities (refer to Subsection 5.2.1.6). The applicable parts of the
MBC Consortium QMS, including applicable B&V standards and guides, shall
govern the engineering, procurement, and construction scope of the project. This
Project Quality Plan also defines activities and processes to be followed that affect the
quality of products and services and, thereby, helps to ensure that the projects quality
objectives are achieved.
The Project Manager has the responsibility, authority, and accountability for ensuring
implementation of the Black & Veatch (B&V) Energy-MBC Consortium QMS for
this project.
Each project employee shall have access to and shall be responsible for following the
applicable requirements of the QMS. In addition, the project team will contribute to
improving the effectiveness of the QMS through supporting project audits and
surveillance activities and by using the deviation, preventive, and corrective action
systems.
Onshore contracts consist of all activities performed in the country of Thailand for
construction, startup, and commissioning of the plant. Offshore contracts consist of
the supply of imported materials for the plant.
5.2
Project Quality Management Activities and Applicable

Standards and Guides
The project team shall work to implement applicable standards and guides, listed in
Table 5-1 at the end of this section, to control the processes and to ensure the quality
of the work.
Project quality activities may be adjusted as necessary to ensure the appropriate level
of quality, as defined in Energy-Std-2-04155-00008, Standard for Project Quality
Planning and Plans. Typical activities include the following:
Developing a review cycle of defined processes, including contract

review for incorporation of requirements, design system review, and
purchase order review.
Requesting deviations in accordance with Energy-Std-1-00000-00020,

Standard for Quality System Deviations, when project management
determines that defined QMS requirements do not support project
operations.
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Evaluating the criticality of equipment, materials, or other deliverables

from an EPCM/startup and commissioning perspective using EnergyStd-2-00616-00001, Standard for Assessing Procured Equipment.
Requesting and/or developing and conducting project training

activities needed to support project execution. Details regarding
training responsibilities can be found in Sections 1.4 and 2.6 of the
Project Execution Plan, and Subsections 4.1.2, Specific
Responsibilities; 4.22, Startup, Initial Operating and Testing; 5.7,
Operating Personnel; and Attachment T-18 of the onshore and offshore
contracts.
5.2.1 Project Administration

The administration of the project shall be in accordance with this Project Instructions
Manual (PIM) and Energy-Std-2-04155-00010, Standard for Project Instructions.
One record hard copy of the PIM will be retained by the Controlled Documents
Center. All project work will proceed from the distributed copies that are to be
accessible to all project personnel.
5.2.1.1 Document Control. The distribution of project-related paper or electronic
documents by the MBC Consortium shall be controlled as defined in this manual.
5.2.1.2 Deviations. On occasion, project-specific requirements may require
deviation from the overall Glow Phase 5 Project QMS. Where deviations are
required, they shall be controlled and approved in accordance with Energy-Std-100000-00020, Standard for Quality System Deviations.
5.2.1.3 Nonconformances. Whenever nonconformances in materials, systems,
components, parts, services, or workmanship governed by the project are identified,
the assigned quality personnel (e.g., Project Quality Manager [PQM] or MBC
Consortium Site Quality Manager) and, if required by contract, the Owner shall be
notified.
Nonconformances shall be tracked and their disposition determined in accordance
with Energy-Std-1-00000-00030, Standard for Reporting of Nonconforming Product.
5.2.1.4 Preventive and Corrective Actions. Prompt corrective actions will
address any identified project quality problems. In addition, the GLOW SPP Phase 5
Project team shall read relevant B&V Energy QMS standards. Refer to Energy-Std-100000-00025, Standard for Corrective and Preventive Action, for a detailed
explanation of this process.
5.2.1.5 Project Quality Records. Project quality records shall be created and
maintained in accordance with Energy-Std-1-00000-00060, Standard for Records
Management, to provide evidence of conformity to contract and company
requirements. Records, as defined by the Owner, will be maintained and provided as
part of the turnover process.
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5.2.1.6 Responsibility. The division of responsibility established for this project

is specified in Sections 1.1 and 1.4 of the Project Execution Plan located within
Project Handover Books, which can be found in Documentum at the following
location:
documentum\Docbases\bangkok\PROJ161808_Glow\ 10.0000
ProjAdmin\10.0500 Proposal Documents\Proposal Handover Book
Marubeni will subcontract the construction works primarily to STECON.

5.2.1.7 Human Resources. Department Managers shall ensure that personnel
assigned to the project affecting the Owners product quality have the necessary
competence, on the basis of adequate level of instruction, education, training, skill,
and experience.
Each individual working on the GLOW Phase 5 Project shall be trained according to
his or her specific job requirements that include the following (the PQM will be
responsible for items marked with an *):
Job requirements and competencies established within the framework

of the MBC Consortium organization. Also refer to Section 2.6 of the
Project Execution Plan and Part 10, Section 7.0, Training Plan, of the
PIM.
Training requirements defined and documented in the MBC

Consortium Project Execution Plan.*
Team development needs for the project.
Specific project planning and execution.*
Specific safety requirements. Refer to Part 80, Section 4.0, of the

GLOW Phase 5 Project PIM.
Calculations.
Supplier surveillance.*
QMS standard review.*
Nonconformance Reports (NCRs).*
Engineering Change Notices (ECNs).*
Training records shall be controlled in accordance with documented standards. (Refer

to Energy-Std-1-00000-00061, Standard for Personnel Qualification Records.)
When a new operating method is introduced or an existing method is revised, affected
personnel shall be adequately trained before performing the affected process, in
accordance with Energy-Std-1-00000-00050, Standard for Training. All project staff
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should maintain a 90 percent minimum reading requirements completion rate.

Department Managers are responsible to track and expedite completion of required
reading.
5.2.1.8 Owner Property. Owner property includes products (e.g., equipment,
material, tooling, and test equipment) as well as the Owners intellectual properties
(e.g., data sheets, software, and confidential information).
When received onsite, products supplied by the Owner shall be properly inspected
according to contract requirements. These products shall be stored and moved with
the same materials and products purchased directly by the MBC Consortium.
Products shall be stored according to the instructions issued by the Owner or supplier.
During storage, controls and preservation shall be provided according to contract
requirements.
The MBC Consortium shall acquire any product inspections performed by the Owner.
Nonconforming material shall be identified, segregated, and controlled using the
criteria established by MBC. (Refer to Energy-Std-1-00000-00030, Standard for
Reporting of Nonconforming Product.)
Products lost, damaged, or unsuitable for installation shall be recorded, and timely
notification shall be provided to the Owner.
Owners property shall be verified and managed in accordance with
Subsections 5.2.4.2.1 through 5.2.4.2.2 of this PIM, as well as by Section 20.3,
Proprietary Rights, of the project contract. Distribution shall be accomplished in a
controlled manner according to the Owners instructions. Third party deliveries may
be made only after Owner authorization. No changes shall be completed without
verification and authorization.
Records of Owner property shall be maintained in accordance with documented
procedures.
5.2.2 Contract Review
The contract shall be reviewed and documented in accordance with Energy-Std-203143-00010, Standard for B&V Energy Contract Development.
5.2.3 Design Control
5.2.3.1 Design Input. Input to overall project design shall be controlled within the
Project Design Manual (PDM). The preparation of the PDM is controlled by EnergyStd-2-03880-00120, Standard for Design Basis Documents. The intent of the PDM is
to set the criteria for meeting the projects detailed design requirements, where design
is completed either by the MBC Consortium or an equipment supplier. Review of
design work shall be consistent with the PDM.
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5.2.3.2 Detailed Design. Detailed design work involves performing calculations

and creating drawings. These processes shall be in accordance with Energy-Std-203880-00140, Standard for Calculations, and Energy-Std-2-03880-00180, Standard
for Drawings and Lists.
5.2.3.3 Design Review and Verification. Design review and verification will
be scheduled by the Project Engineering Manager as needed. This process shall be in
accordance with Energy-Std-2-03880-00150, Standard for Design Review, and
Energy-Std-2-03880-00220, Standard for Design Verification.
5.2.3.4 Engineering Change Notification. An ECN shall be used to provide
interim notification of design changes before they are incorporated into the design
document or to accompany revised design documents that have been previously
issued. ECNs shall be processed in accordance with Energy-Std-2-03880-00160,
Standard for Design Change Management.
5.2.4 Procurement
5.2.4.1 Commercial Documents. The commercial terms and conditions of the
contract will be developed by the Project Procurement Manager. The MBC
Consortium procedures shall govern the preparation and review process. Commercial
documents shall be in accordance with Energy-Std-2-00615-00002, Standard for
Procurement Commercial Documents.
5.2.4.2 Technical Specifications. Technical specifications shall be prepared,
revised to be project-specific, and stored in Documentum on the Bangkok server (as
applicable) for project use. Technical specifications shall be in accordance with
Energy-Std-2-03143-00020, Standard for Project Use of PowrSpec.
5.2.4.2.1 Preservation of product. Energy-Std-2-00615-00010, Standard for
Materials Management and Control, documents the requirements associated with the
maintenance and conformity of materials and equipment during the fabrication and
construction cycle until their turnover to the Owner. This preservation, carried out
directly, specified by contract to the suppliers/subcontractors, or specified by the
suppliers/subcontractors in vendor submittals, includes identification as indicated in
this section. The party responsible for conducting preservation activities is
responsible for identification of these activities. This information shall be defined in
the purchase requisitions.
5.2.4.2.2 Packaging/handling. The instructions for packaging can be found in
documents attached to purchase orders. To preserve products during handling and
transportation, these documents describe the protection necessary for the products, the
type of shipping method to be used, and the destination information.
Packaged products are marked according to procedures set forth in the purchase order.
If packaging and handling conditions are specified by contract, MBC Consortium
inspectors shall verify compliance upon supplier notification that material is ready for
shipment.
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5.2.4.3 Procurement Documents. As final bidding packages are defined, the

commercial sections and technical sections, and any required drawing manifests, will
be assembled into one procurement package and reviewed by the project team for
consistency prior to release. Procurement documents shall be in accordance with
Energy-Std-2-00615-00006, Standard for Purchase Orders/Subcontracts/Service
Contracts and Revisions.
5.2.4.4 Bidders List. An approved bidders list will be prepared for the project.
The companies on the final approved source of supply shall be acceptable from a
commercial, technical, and quality standpoint.
Evaluation of the
suppliers/subcontractors quality programs will be done by direct visits and/or desk
record review. Commercial review will be performed by the Project Procurement
Manager. Technical review will be performed by the Project Engineering Manager,
and the quality review will be performed by the PQM and shall be in accordance with
Energy-Std-2-00615-00001, Standard for Sourcing and Leveraging.
The project may elect to issue procurement packages for bidding to suppliers that are
not approved in accordance with the above if there is reasonable evidence that
supplier (thru pre-qualification) may be acceptable from a commercial, technical, and
quality standpoint but the project has not yet performed a detailed audit of the
Supplier. However, in no case, will the Supplier be awarded a contract until such
bidder has been approved commercially, technically, and from a quality standpoint.
5.2.4.5 Bid Evaluation/Analysis. B&V will perform a bid evaluation on each
procurement item. The only exceptions are the Siemens steam turbine generator
package (in which B&V and Marubeni share a 50/50 responsibility) and the HRSG
which is awarded to HBGC. The process shall be controlled in accordance with
Energy-Std-2-00615-00005, Standard for Project Request for Quotation to Award
Process. Owner agreement will be obtained, when required. STECON will be
responsible for the procurement of consumables, construction supplies, etc according
to the consortium DOR.
5.2.4.6 Inspection Documentation Package.
packages will be developed prior to inspection.
Inspection documentation
5.2.5 Construction/Startup
Construction quality management activities shall be as described in the Construction
Quality Plan and carried out in accordance with the Black & Veatch International
(BVI) Site Procedures Manual, Marubeni/STECON Site Procedures Manual, ASME
Quality Control Manual (if applicable), Welding Manual, Field Quality Control
Manual, and the STECON Construction Inspection Test Plan (CITP).
5.2.5.1 Storage. Material and equipment at the site shall be handled (receiving,
identification, control, acceptance, and preservation) by trained personnel and stored
in warehouses and/or appropriate storage areas in accordance with contractual
specifications.
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Products with particular storage requirements shall be stored in accordance with

supplier instructions.
5.2.5.2 Protection. The condition of stored products shall be periodically verified
and, if necessary, products shall be restored, with the assistance of specialized onsite
personnel and in accordance with B&V and suppliers requirements.
5.2.5.3 Delivery. Delivery of products by the MBC Consortium shall be done in
accordance with supplier or Owner instructions to ensure that product characteristics
are maintained.
5.2.5.4 Control of Monitoring and Measurement Devices. The MBC
Consortium uses measurement and inspection instruments that are correctly calibrated
to demonstrate the conformity of products to the specified client requirements. The
MBC Consortium has detailed standards, to ensure that the following criteria are
included in purchase orders and subcontracts, as applicable:
5.3
Each calibrated instrument is identified with a unique identification

code that is traceable to respective calibration documentation.
Calibration is verified according to defined procedure requirements to

maintain instrument precision inside established limits.
Final acceptance tests and inspections are performed using only

calibrated instruments.
Handling and preservation of instruments is designed to maintain their

precision and characteristic of use.
Verification or calibration is performed by means of approved

procedures and in accordance with specified tolerances and by
approved service providers.
Calibration documentation shall be maintained until the closing of the

site.
Monitoring and Measurement Activities
5.3.1 Project Surveillance/Auditing

The following project processes will have formal audits and/or assessments performed
to ensure that the applicable QMS standard requirements are being effectively
implemented:
Conformance to the Manual for B&V Energy Major Project Execution.
Auditing of suppliers/contractors QMS, as applicable.
Project planning activities.
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Calculations/design verification and approval.
Procurement process.
Document control/records management.
Project closeout:
Filing.
Record identification.
Record retention.
Resolution of submittal comments.
Subcontractor change orders.
Project controls.
Construction activities.
Startup and commissioning activities.
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The Director of Quality Management Systems or PQM and, when applicable, the
Construction Manager shall define the auditing requirements for the project and
establish the audit plan.
Audits are used to accomplish the following:
Advise project management of nonconformances detected during or

after internal audits and required actions.
Propose actions
deliverables:
to
project
management
to
improve
project
Monitor the effectiveness and efficiency of the implementation

of processes within the MBC Consortium QMS.
Verify that corrective action and/or improvement activities

have been established.
Obtain objective evidence of compliance with the requirements

as defined in ISO 9001 and 10005 and the MBC Consortium
QMS.
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5.3.2 Project Inspection Test Plan

The Project Inspection Test Plan (ITP) and CITP provide the details of the specific
procurement and construction quality monitoring activities that are currently planned.
STECON will have the responsibility of creating the CITP. These activities may be
adjusted as necessary throughout the life of the project to ensure the appropriate level
of quality.
The PQM shall be responsible for developing the ITP in accordance with MBC
Consortium specification baseline criticality (refer to Energy-Std-2-00616-00001,
Standard for Assessing Procured Equipment) and B&V standard requirements. The
PITP will be entered and stored in QUEST, the Quality Management Services
Departments database management system. The plan may be implemented by
qualified B&V personnel or contract labor, as needed. Activities or items that may be
specified by the PITP include, but are not limited to, the following:
Supplier/subcontractor prequalification and evaluation requirements as

defined in Energy-Std-2-00615-00001, Standard for Sourcing and
Leveraging. Applicable suppliers are identified in the Project
Procurement Plan (PPP) included in this PIM.
Supplier/subcontractor document review, including the quality

assurance (QA) manual; QA procedures; welding, nondestructive
examination (NDE), coating, and testing procedures; qualifications;
supplier inspection test plan (ITP); drawings; and QA/QC records.
Prefabrication meeting.
Shop surveillance activities, including regular in-process surveillance

inspection, irregular surveillance inspection, final or pre-shipment
inspection, etc., where applicable.
Development of the ITP shall be consistent with Energy-Std-2-00616-00014,

Standard for Project Supplier Inspection Test Plan, Energy-Std-2-00615-00015,
Standard for Supplier Surveillance, and Energy-Std-2-04155-00008, Standard for
Project Quality Planning and Plans.
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Table 5-1
List of Applicable QMS Standards and Guides
Title Description
Section
Discipline/
Business Line
Document Number
B&V Energy Quality Management System
Division
Energy-Std-1-00000-00001
Documentation Management System
Division
Energy-Std-1-00000-00004
Quality System Deviations
Division
Energy-Std-1-00000-00020
Corrective and Preventive Action
Division
Energy-Std-1-00000-00025
Reporting of Nonconforming Product
Division
Energy-Std-1-00000-00030
Internal Surveillance
Division
Energy-Std-1-00000-00036
Management of Client Feedback
Division
Energy-Std-1-00000-00045
Training
Division
Energy-Std-1-00000-00050
Records Management
Division
Energy-Std-1-00000-00060
Personnel Qualification Records
Division
Energy-Std-1-00000-00061
Position Descriptions
3143
Energy-Gid-1-00000-00010
Management of Project Startup Activities

(Safety/Environment)
3120
Energy-Std-3-03120-00002
Energy Major Project Manual
4155
Energy Project Management
Project Design Manual
3880
Project Design Manual (PDM)
Tagging Instrument Tap Locations
3114
EEC-Gid-3-03114-03001
Condensate System Controls
3114
Energy-Gid-3-03114-03130
Differential Head Type Primary Flow Elements
3114
Energy-Gid-3-03114-03310
Pressure Instruments
3114
Energy-Gid-3-03114-03320
Temperature Detectors
3114
Energy-Gid-3-03114-03330
Liquid Level Instruments
3114
Energy-Gid-3-03114-03340
Process Setpoint and Alarm Information
3114
EEC-Gid-3-03114-04102
Finished Area Lighting
3114
Energy-Gid-3-03114-05104
Industrial Area Lighting
3114
Energy-Gid-3-03114-05102
Exterior Area Lighting
3114
Energy-Gid-3-03114-05103
Grounding of I&C Equipment in Generating

Stations
3114
EEC-Gid-3-03114-05203
Generating Station Equipment and Structure

Grounding
3114
EEC-Gid-3-03114-05202
Generating Station Grounding System Design
3114
EEC-Gid-3-03114-05201
Measuring Resistance of Grounding Systems
3114
EEC-Gid-3-03114-05211
Plant Communication Systems
3114
Energy-Gid-3-03114-05301
Plant Paging and Intercommunications Systems
3114
Energy-Gid-3-03114-05302
Grounding System Design
3114
Energy-Std-3-03114-05200
Design Requirements Related to Arc-Flash

Hazards
3114
Energy-Std-3-03114-01002
Arc-Flash Hazard Analysis and Mitigation
3114
Energy-Gid-3-03114-01002
Inadvertent Energization Protection
3114
EEC-Std-3-03114-01301
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Title Description
Section
Discipline/
Business Line
Document Number
Lead Acid Battery Sizing
3114
Energy-Std-3-03114-01401
DC System Voltages and Configurations
3114
Energy-Std-3-03114-01402
Battery Charger Sizing
3114
Energy-Std-3-03114-01403
Guide for Power Supply Inverters
3114
Energy-Gid-3-03114-01404
Cable Type Designations
3114
EEC-Std-3-03114-01601
Raceway Specifications
3114
EEC-Std-3-03114-06001
Hazardous Area Lighting
3114
Energy-Std-3-03114-05101
Combined Cycle Unit Protection
3114
Energy-Std-3-03114-03110
Steam Turbine Bypass Controls
3114
Energy-Std-3-03114-03120
Boiler Feed Pump Controls
3114
Energy-Std-3-03114-03140
Piping Temperature Element Wells
3114
Energy-Std-3-03114-03331
DCS Database Implementation for Power
3114
Energy-Std-3-03114-04101
Underground Raceway and Cable System Design

Criteria
3114
EEC-Std-3-03114-06101
Aboveground Raceways and Cable System Design

Criteria
3114
EEC-Std-3-03114-06201
Generator Neutral Grounding
3114
EEC-Gid-3-03114-01101
SUS Circuit Breakers Trip Settings
3114
EEC-Gid-3-03114-01301
Protective Relaying Philosophy for Gen. Stations
3114
EEC-Gid-3-03114-01501
Generator Surge Protection
3114
Energy-Gid-3-03114-01520
Temperature Detectors for Electric Machine
3114
EEC-Gid-3-03114-01510
ICEA Insulated Cable
3114
EEC-Gid-3-03114-01601
Ampacities for IEC Cable Routed in Tray
3114
EEC-Gid-3-03114-01611
Control Circuit Conductor Sizing
3114
EEC-Gid-3-03114-01612
Thermal Analysis of Underground Duct Bank

Systems
3114
Energy-Gid-3-03114-01615
Electrical Schematics
3114
Energy-Gid-3-03114-02001
Electrical Noise Attenuation
3114
Energy-Gid-3-03114-02002
Turbine Trip Steam Hammer Simplified Analysis
3113
Energy-Std-3-03113-02116
Pipe Support Standard Spans and Loads
3113
Energy-Std-3-03113-02105
Pipe Support Details on Full Size Drawings
3113
EEC-Std-3-03113-02106
Checking and Reviewing Pipe Support Shop

Drawings
3113
EEC-Std-3-03113-02107
Stress Analysis Design Philosophy
3113
Energy-Std-3-03113-02108
Safety Relief Valve Discharge Stress Analysis
3113
Energy-Std-3-03113-02109
Welded Attachment Analysis
3113
EEC-Std-3-03113-02112
Large Diameter Pipe Saddles/Ring Girders

Supports
3113
Energy-Std-3-03113-02113
Heat Balance Cases for Plant Design
3113
Energy-Std-3-03113-02201
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Title Description
Section
Discipline/
Business Line
Document Number
Checking Heat Balances
3113
Energy-Std-3-03113-02202
Thermal Performance Testing Coordination
3113
EEC-Std-3-03113-02203
Preparation of Thermal Performance Guarantees
3113
Energy-Std-3-03113-02204
Fire Protection Procedure
3113
EEC-Std-3-03113-02301
Fire Water Supply
3113
Energy-Std-3-03113-02302
Carbon Dioxide Fire Suppression
3113
Energy-Std-3-03113-02303
Fire Walls and Barriers
3113
Energy-Std-3-03113-02304
Transformer Fire Protection
3113
Energy-Std-3-03113-02305
Coating System and Blast Media Selection
3113
Energy-Std-3-03113-02401
Cathodic Protection of Underground or Sub

metallic Piping Systems
3113
Energy-Std-3-03113-02402
Startup Water Chemistry
3113
Energy-Gid-3-03113-01001
Control Valve Sizing and Selection
3113
EEC-Gid-3-03113-01006
Double Block and Bleed Provisions for

Maintenance
3113
EEC-Gid-3-03113-01007
Benefits of Hydro Lasing Critical Piping Systems
3113
EEC-Gid-3-03113-01008
Pressure Loss in Pipes with Two-Phase Flow
3113
Energy-Gid-3-03113-01009
Emergency Eyewash and Shower Stations
3113
Energy-Gid-3-03113-01013
Stress Analysis Process Checklist
3113
Energy-Gid-3-03113-01014
Pipe Stress Analysis Mechanical Interfaces
3113
Energy-Gid-3-03113-01015
Pipe Sizing and Friction Loss
3113
Energy-Std-3-03113-01001
Piping Design Temperature and Pressure
3113
Energy-Std-3-03113-01002
Overpressure Protection of Systems
3113
Energy-Std-3-03113-01004
Condensate System Design
3113
Energy-Std-3-03113-01101
Boiler Feed System Design
3113
EEC-Std-3-03113-01102
Main Steam System Design
3113
Energy-Std-3-03113-01103
Reheat Steam System Design
3113
EEC-Std-3-03113-01104
Steam Turbine Bypass System Design
3113
Energy-Std-3-03113-01105
Boiler Vents and Drains System Design
3113
Energy-Std-3-03113-01107
Temporary Blowout System Design
3113
Energy-Std-3-03113-01108
Chemical Cleaning System Design
3113
Energy-Std-3-03113-01109
Circulating Water System Design
3113
Energy-Std-3-03113-01110
Condenser Air Extraction System Design
3113
Energy-Std-3-03113-01111
Fuel Gas Supply System Design
3113
EEC-Std-3-03113-01112
Compressed Air System Design
3113
Energy-Std-3-03113-01113
Closed Cycle Cooling Water System Design
3113
Energy-Std-3-03113-01115
Pressure Relief Device and Vent Stack Design
3113
Energy-Std-3-03113-01201
Minimum Flow Recirculation for Pumps
3113
Energy-Std-3-03113-01202
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Title Description
Section
Discipline/
Business Line
Document Number
Condenser Design
3113
Energy-Std-3-03113-01203
Deaerator Design
3113
Energy-Std-3-03113-01204
Extraction Steam Nonreturn Valves
3113
Energy-Std-3-03113-01207
Large Diameter Butterfly Valves
3113
Energy-Std-3-03113-01208
Thermal Insulation
3113
EEC-Std-3-03113-01209
Compressed Gas Storage
3113
Energy-Std-3-03113-01210
TG Hydrogen and Alternator Cooler Vents
3113
Energy-Std-3-03113-01211
Boiler Blowdown Tank Design
3113
Energy-Std-3-03113-01212
Mechanical Equipment Skid Preassembly
3113
Energy-Std-3-03113-01214
Piping Process
3113
EEC-Std-3-03113-01301
Piping System Prioritization
3113
Energy-Std-3-03113-01302
Pipe Butt Welding
3113
EEC-Std-3-03113-01303
Minimum Distance Spacing for Welds
3113
Energy-Std-3-03113-01304
Large Diameter Pipe
3113
Energy-Std-3-03113-01305
Prevention of Potable Water Contamination
3113
Energy-Std-3-03113-01306
Temporary Blowout Design Management
3113
Energy-Std-3-03113-01307
Chemical Feed System Design
3113
Energy-Std-3-03113-02001
Sample System Piping Design
3113
Energy-Std-3-03113-02002
Chemical Storage Tank Emergency Stopper
3113
Energy-Std-3-03113-02005
Carbon Dioxide Storage and Direct Gas Feed for

pH Control
3113
Energy-Std-3-03113-02007
Geotechnical Investigations and Testing
3112
Energy-Std-3-03112-03112
Geotechnical Reports
3112
Energy-Std-3-03112-03113
Foundations and Piling
3112
Energy-Std-3-03112-03121
Piles in Compression and Tension
3112
Energy-Std-3-03112-03122
Drilled Piers
3112
Energy-Std-3-03112-03123
Laterally Loaded Deep Foundations
3112
Energy-Std-3-03112-03124
Geotechnical Design of Spread Footings
3112
Energy-Std-3-03112-03126
Grading and Drainage Design
3112
Energy-Std-3-03112-03209
Thrust Block Design
3112
Energy-Std-3-03112-03218
Geotechnical Investigations and Testing
3112
Energy-Gid-3-03112-03112
Geotechnical Reports
3112
Energy-Gid-3-03112-03113
Ground Modification
3112
Energy-Gid-3-03112-03115
Liquefaction Analysis
3112
Energy-Gid-3-03112-03117
Foundations and Piling
3112
Energy-Gid-3-03112-03121
Piles in Compression and Tension
3112
Energy-Gid-3-03112-03122
Drilled Piers
3112
Energy-Gid-3-03112-03123
Side Bearing Piers
3112
Energy-Gid-3-03112-03124
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Title Description
Section
Discipline/
Business Line
Document Number
Geotechnical Design of Spread Footings
3112
Energy-Gid-3-03112-03126
Combined Footings and Mat Foundations
3112
Energy-Gid-3-03112-03127
Sheet Pile Walls
3112
Energy-Gid-3-03112-03128
Retaining Walls
3112
Energy-Gid-3-03112-03129
Lateral Earth Pressures
3112
Energy-Gid-3-03112-03130
Dewatering and Well Pointing
3112
Energy-Gid-3-03112-03137
Seepage Evaluation
3112
Energy-Gid-3-03112-03139
Well Field Evaluation and Design
3112
Energy-Gid-3-03112-03140
Lightweight Aggregate
3112
Energy-Gid-3-03112-03141
Construction Vibration Monitoring
3112
Energy-Gid-3-03112-03144
Pavement Design
3112
EEC-Gid-3-03112-03202
Site Topographic Aerial Surveying Procedure
3112
Energy-Gid-3-03112-03203
Site Topographic Ground Surveying Procedure
3112
Energy-Gid-3-03112-03204
Site Arrangement Design Procedures For

Combustion Turbines
3112
EEC-Gid-3-03112-03206
Linear Facility Layout and Routing
3112
EEC-Gid-3-03112-03210
Open Channels and Canals
3112
EEC-Gid-3-03112-03212
Storm Water Pollution Prevention Plan for

Construction Activities
3112
EEC-Gid-3-03112-03214
Routing/Placement of Gravity Lines and Manholes
3112
EEC-Gid-3-03112-03215
Culverts
3112
EEC-Gid-3-03112-03216
Pump Design Procedures
3112
EEC-Gid-3-03112-03217
Oily Waste System Design Procedures
3112
EEC-Gid-3-03112-03219
Oil and Chemical Containment
3112
EEC-Gid-3-03112-03220
Thrust Block Design Procedures
3112
Energy-Std-3-03112-03218
3112
Energy-Std-3-03112-03220
General Arrangement Site
3112
Energy-Std-3-03112-03225
Fixed Stair and Ramp Systems
3112
Energy-Gid-3-03112-04101
Roofing and Roof Support Systems
3112
Energy-Gid-3-03112-04111
Control Area Facilities
3112
Energy-Gid-3-03112-04112
Drain Piping, Floor Drains, and Bell-Ups
3112
Energy-Gid-3-03112-04121
Doors and Hardware
3112
Energy-Gid-3-03112-04140
Fixed Stair and Ramp Systems
3112
Energy-Std-3-03112-04101
Permanent Handrailing and Guardrail Systems
3112
Energy-Std-3-03112-04102
Concrete Structures
3112
EEC-Gid-3-03112-06201
Slabs on Grade
3112
EEC-Gid-3-03112-06203
Turbine Mat Foundations
3112
EEC-Gid-3-03112-06204
Concrete Water Containing Structures
3112
EEC-Gid-3-03112-06205
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Title Description
Section
Discipline/
Business Line
Document Number
Equipment Bases
3112
EEC-Gid-3-03112-06207
Typical Pile Caps
3112
Energy-Std-3-03112-06208
Typical Pile Caps
3112
Energy-Gid-3-03112-06208
Foundations - Trial Size Proportioning
3112
EEC-Gid-3-03112-06231
Chimney Foundation
3112
EEC-Gid-3-03112-06233
Turbine Generator Pedestal
3112
EEC-Gid-3-03112-06241
Foundation Standardization Guideline
3112
EEC-Gid-3-03112-06290
In/Under Slab Piping and Electrical Raceway
3112
Energy-Gid-3--03112-06291
Turbine Mat Foundations
3112
EEC-Std-3-03112-06204
Water Containing Structures
3112
Energy-Std-3-03112-06205
Turbine Generator Pedestal
3112
Energy-Std-3-03112-06241
HVAC Review of Architectural and Plant

Arrangements
3112
Energy-Gid-3-03112-05101
Project HVAC Design Criteria
3112
Energy-Gid-3-03112-05102
HVAC/Electrical Interface
3112
Energy-Gid-3-03112-05103
Duct and Instrument Diagrams
3112
Energy-Gid-3-03112-05104
HVAC Checking/Design Reviews
3112
EEC-Gid-3-03112-05105
Dampers
3112
Energy-Gid-3-03112-05106
HVAC Load Calculations
3112
Energy-Gid-3-03112-05141
Ventilation
3112
Energy-Gid-3-03112-05142
Cooling Load Temperature Difference Calculation
3112
Energy-Gid-3-03112-05143
Zoning
3112
Energy-Gid-3-03112-05144
Variable Air Volume Systems
3112
Energy-Gid-3-03112-05145
HVAC Hydronic Systems
3112
Energy-Gid-3-03112-05146
Air Distribution Terminal Devices
3112
Energy-Gid-3-03112-05147
HVAC Duct Pressure Loss
3112
Energy-Gid-3-03112-05148
HVAC Room Noise
3112
Energy-Gid-3-03112-05149
Smoke/Fire Control Systems
3112
Energy-Gid-3-03112-05150
Refrigerant Systems
3112
Energy-Gid-3-03112-05151
Refrigerant Piping
3112
Energy-Gid-3-03112-05152
Louvers
3112
Energy-Gid-3-03112-05153
Condensate Drainage
3112
Energy-Gid-3-03112-05154
Selecting Humidifiers
3112
Energy-Gid-3-03112-05155
Miscellaneous Steel Structures Design
3112
EEC-Gid-3-03112-06101
Welding Existing Steel
3112
EEC-Gid-3-03112-06103
Boiler Steel
3112
Energy-Gid-3-03112-06104
Composite Beams
3112
EEC-Gid-3-03112-06105
Girts
3112
EEC-Gid-3-03112-06106
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Title Description
Section
Discipline/
Business Line
Document Number
Connection Design Tables
3112
EEC-Gid-3-03112-06111
Ductwork Arrangement
3112
EEC-Gid-3-03112-06131
Ductwork Design
3112
Energy-Gid-3-03112-06132
Ductwork Expansion Joints
3112
EEC-Gid-3-03112-06133
Design Loads
3112
EEC-Gid-3-03112-06001
Wind Loadings
3112
EEC-Gid-3-03112-06002
Tornado Loading
3112
EEC-Gid-3-03112-06003
Seismic Design Guideline
3112
EEC-Gid-3-03112-06004
Vibration Analysis
3112
EEC-Gid-3-03112-06005
Missile Barrier Analysis
3112
EEC-Gid-3-03112-06009
Crane Overhead Travel
3112
EEC-Gid-3-03112-06021
Hoists and Trolleys
3112
EEC-Gid-3-03112-06022
Concrete Masonry
3112
Energy-Gid-3-03112-06040
Post-Installed Anchors
3112
Energy-Gid-3-03112-06051
Baseplate Shear Lug Design
3112
Energy-Gid-3-03112-06052
Bolts and Cast-In Embedments
3112
Energy-Gid-3-03112-06053
Fixed Metal Ladders
3112
Energy-Std-3-03112-06030
Concrete Masonry
3112
EEC-Std-3-03112-06040
Anchorage to Concrete
3112
Energy-Std-3-03112-06051
High-Strength Bolts
3112
Energy-Std-3-03112-06115
Construction Progress and Productive Analysis
511
EEC-Std-2-00511-01201
Project Controls and Project Reports
511
Energy-Std-2-00511-01202
Construction Monthly Reporting
511
EEC-Std-2-00511-01225
Project Cost Reporting and Forecasting
511
Energy-Std-2-00511-01301
BOQ Management
511
EEC-Std-2-00511-01401
Schedule Maintenance
511
EEC-Gid-3-00511-00025
Field Progress Measurement
511
EEC-Gid-2-00511-01205
Field Forecasting
511
EEC-Gid-2-00511-01215
Cost Codes
511
EEC-Gid-2-00511-01220
Actual Cost Collection and Tracking
511
EEC-Gid-3-00511-01320
Forecasting Engineering Costs
511
EEC-Gid-2-00511-01305
Standard for Schedule Development
511
Energy-Std-3-00511-02005
Planned/Earned/Spent
511
EEC-Gid-3-00511-01307
Project Cost Reporting
511
Energy-Std-3-00511-01325
Risks and Opportunities Table and PGM Summary

Table
511
EEC-Gid-2-00511-01330
Management of Trends and Scope Change
511
EEC-Gid-2-00511-04005
Project Controls Project Closeout Package
511
EEC-Gid-3-00511-04001
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Title Description
Section
Discipline/
Business Line
Document Number
Management of Project Contingency
511
EEC-Gid-2-00511-05005
Contract Development
4158
Energy-Std-2-03143-00010
Mobile Telephone Usage
3143
EEC-Std-2-03143-00030
Sourcing and Leveraging
615
EEC-Std-2-00615-00001
Procurement Commercial Documents
615
EEC-Std-2-00615-00002
Commercial Services and Flowdowns
615
EEC-Std-2-00615-00003
Project Procurement Plans
615
EEC-Std-2-00615-00004
Project Request for Quotation to Award Process
615
EEC-Std-2-00615-00005
Purchase Orders/Subcontracts/Service Contracts
615
EEC-Std-2-00615-00006
Remittance
615
EEC-Std-2-00615-00007
Expediting
615
EEC-Std-2-00615-00008
Logistics Management Support for Projects
615
EEC-Std-2-00615-00009
Materials Management and Control
615
EEC-Std-2-00615-00010
Purchase Orders and Subcontract Closure
615
EEC-Std-2-00615-00011
615
Energy-Std-2-00615-00012
Marketing and Proposal Support
615
EEC-Std-2-00615-00013
Investment Recovery
615
EEC-Std-2-00615-00014
Supplier Surveillance
615
Energy-Std-2-00615-00015
Control of Monitoring and Measuring Devices
615
Energy-Std-2-00615-00016
3880
Energy-Std-2-03880-01060
Life Safety (Egress)
3880
Energy-Std-2-03880-01100
Turbine Water Induction Prevention (TWIP)
3880
Energy-Std-2-03880-01240
Cleanliness Control
3880
Energy-Std-2-03880-01230
Hazardous Area Classification for Electrical

Equipment
3880
Energy-Std-2-03880-01240
Drum Level Control and Monitoring
3880
Energy-Std-2-03880-01310
Piping and Vessel Temperature Element Wells
3880
Energy-std-2-03880-01340
Global Engineering and Communication
3880
Energy-Std-2-03880-00200
Project Use of PowrSpec
3143
EEC-Std-2-03143-00020
System Analyses and General Studies
3880
Energy-Std-2-03880-00110
Design Basic Documents
3880
Energy-Std-2-03880-00120
Calculations
3880
Energy-Std-2-03880-00140
Design Review
3880
Energy-Std-2-03880-00150
Chief Engineer Section Review of Projects
3880
Energy-Std-2-03880-00151
Design Change Management
3880
Energy-Std-2-03880-00160
Review of Supplier Drawings and Data
3880
Energy-Std-2-03880-00170
Drawings and List
3880
Energy-Std-2-03880-00180
Permit and License Applications
3880
EEC-Std-2-03880-00190
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Title Description
Section
Discipline/
Business Line
Document Number
Environmental Report
3880
EEC-Std-2-03880-00200
Software Changes
3880
Energy-Std-2-03880-00300
Design Verification
3880
Energy-Std-2-03880-00220
Design Validation
3880
Energy-Std-2-03880-00230
Underground Utilities
3880
EEC-Std-2-03880-01050
Energy Organization
616
Energy-Std-2-00616-00030
Assessing Procured Equipment
616
Energy-Std-2-00616-00001
Quality System Reviews
616
EEC-Std-2-00616-00005
Quality Management Services Support of Project

Execution
616
EEC-Std-2-00616-00006
Management of Policies
616
Energy-Std-2-00616-00007
Document Modification, Review, Approval and

Distribution
616
Energy-Std-2-00616-00008
Project Supplier Inspection Test Plan
616
Energy-Std-2-00616-00014
Management of Guides
616
Energy-Std-2-00616-00015
Management of Standards
616
Energy-Std-2-00616-00020
Conducting a Root Cause Analysis of a Significant

Incident
616
Energy-Std-2-00616-00025
Software Changes (QMS)
616
Energy-Std-2-00616-00031
Kickoff Meetings
616
Energy-Std-2-04155-00035
Management of Manuals
616
Energy-Std-2--00161-00036
Site Quality Control and Testing
616
EEC-Std-2-00616-00500
Use of Human Performance Tools
616
Energy-Gid-2-00616-00010
Auditor/Lead Auditor Qualifications
616
Energy-Std-3-00616-00001
Audits
616
Energy-Std-3-00616-00002
Preparation and Issuance of Audit Schedules
616
Energy-Std-3-00616-00003
Project Instructions
4155
Energy-Std-2-04155-00010
Business Development for Strategic, Key Target,

and Target Clients
4155
Energy-Gid-2-04155-00001
Product Identification and Traceability
4155
Energy-Std-2-04155-00013
Handling, Storage, Packaging, Prevention and

Delivery
4155
Energy-Std-2-04155-00015
Project Quality Planning and Plans
4155
Energy-Std-2-04155-00008
Project Suspension Process
4155
Energy-Std-2-04155-00100
Supplier Quality Manual Review and Approval
616
Energy-Std-3-00616-00008
Project Quality Manager Roles and

Responsibilities
616
EEC-Std-3-00616-00006
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6.0
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Insurance Plan
Introduction
This section outlines Project Insurance Plan for the project.
6.2
Contract Requirements
The Contract specifies the contractual insurance requirements for the project, which
can be found in Section 10.0 and Exhibit K of both the Onshore and Offshore
contracts. This insurance plan is based on those requirements, which are summarized
in Table 6-1.
The Project Manager has provided the Contract insurance requirements to the B&V
Insurance Department for review. The Insurance Department has confirmed that the
necessary coverages are in place. During the proposal stage of the project, the
Insurance Department confirmed that a DIC (Difference in Coverage) will not be
required for this project.
The Project Manager should obtain review and comment from the Insurance
Department and/or B&Vs broker, JTL, of the Owners Builders Risk Insurance
policy coverage to determine if the language is sufficient to cover B&Vs risks.
6.3
Supplier and Subcontractor Insurance
Insurance coverage requirements (coverages, policy types, and special instructions)

have been be included in the project specific contract documents, and shall be
included in all of the equipment purchase orders and construction subcontracts. These
requirements, which have been developed from the commercial pass-through
requirements in the Contract as well as from B&V requirements, are stored in
PowrSpec at the following location:
documentum\Docbases\bangkok\POWRSPEC\161808\Commercial
These insurance pass-throughs have been reviewed and approved by the Insurance
Department and the Procurement Legal Team.
The Project Manager and Project Procurement Manager will work with B&Vs
broker, JTL group, to obtain specific, country based insurance requirements. These
requirements will be used where required to award contracts from the various source
countries in Asia.
Insurance certificates received from the suppliers and subcontractors will be
forwarded to the Insurance Department for review and comment. (Reference the
Document Distribution Matrix.) Certificates that are not in accordance with the
required purchase order or subcontract terms will be returned to the supplier or
subcontractor for correction.
6-1
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Table 6-1
Glow Energy Project Insurance Plan
Policy Type
All Risk Marine Cargo/DSU
(Note 1)
Insured
Owner and Financing Parties
Additional Insureds
Supplier, Subcontractor
Workers Compensation
Commercial Automobile
Liability
All Risk Property

Insured
Owner
Additional Insureds
Contractor, Subcontractors
(onsite activities), Supplier
(onsite activities)
OFFSHORE SUPPLY CONTRACT

Responsible
Party
Limits/Deductibles
Owner Provided
Limit - 110% of CIF Value
Deductibles
USD 10,000 per occurrence, nil for general
average and salvage
Contractor
Provided
Contractor
Provided
Limit - As required by law for Supplier and its

employees
Limit As required by law in ownership, the
use and maintenance of motor vehicles owned,
hired, leased by Supplier
ONSHORE CONSTRUCTION CONTRACT
Owner Provided
Limit - Total Replacement Value of New Work
Deductibles
USD 1,000,000
Testing/Commission/Breakdown/Extended
Maint of Gas Turbine each and every loss
USD 250,000
all other
Testing/Commissioning/Breakdown/Extended
Maintenance
Commercial General Liability

Insured
Owner
Additional Insureds (for onsite activities)
Contractor, Subcontractors
Liability
Owner Provided
Limit - USD 20,000,000 per occurrence for any

legal liability of the Contractor or its
Subcontractors
Deductible USD 10,000 but nil for bodily
injury and unless otherwise specified
Owner Provided
Limit As required by law in ownership, for

hired leased or otherwise used by Owner
Owner Provided
Contractors Equipment
Contractor
Provided
Limit As required by law for Owner and its

employees
Limit Full Replacement Value
Deductible USD 100,000 maximum
Limit - As required by law for Contractor and
its employees
Limit As required by law in ownership, the
hired, leased by Contractor
Liability
Contractor
Provided
Contractor
Provided
Note 1: The owner has an option to procure DSU insurance. If this option is exercised, MBC must
comply with the pre-survey inspections to maintain the effectiveness of this policy. B&V shall included
similar language in each supply contract.
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As the owner has not yet bound the coverage for BAR or DSU, specific procedures
for insurance claims have not yet been developed. These shall be developed after
receipt and B&V agreement of the Owners policy.
In general, B&V expects to follow the standard procedure of providing prompt notice
to the insurance underwriters and brokers, and other recipients as required of the
policy, of a potentially insurance event, and then tracking all related costs through the
use of the trend management system. B&V/MBC has the right to directly negotiate
with the insurance underwrites for claims of less than USD $5M. Claims in excess of
this amount required Owner involvement.
6-3
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7.0
7.1
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Training Plan
Introduction
The Glow Project Training Plan for B&V staff is included in Table 7-1.
More details on the training plan for Bangkok based Engineering professionals can be
found at the following link.
documentum\Docbases\bangkok\PROJ161808_Glow\10.0000 Project
Administration\16.0000 Staffing and Training\16.0200 Proj Staffing &
Training, Org Charts\16_0200 Glow Training Plan for Engineering Staff
MBC shall deliver an operator training program to the Owner in accordance with the
EPC Contract Exhibit B, Attachment 4. (Reference Documentum Folder 11.0203 for
the latest copy of the EPC contract.) The training program shall be submitted for
Owner approval at least 90 days prior to the commencement of the first training
course. Reference Part 90, Section 5.0, of this PIM for more details.
7-1
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Table 7-1
Glow Project Training Plan
Subject
Project Function
Training Level
QMS Standards
Project Manager
PDE
Engineer
Administration
Technical Support
Procurement
Project Controls
Manual for B&V Energy Major

Project Execution
Project Manager
XN
PIM
Project Manager
XN
PDE
XN
Engineer
XN
Administration
XN
Technical Support
XN
Procurement
XN
Project Controls
XN
Project Manager
XN
PDE
XN
Engineer
XN
Administration
Technical Support
XN
Procurement
Project Controls
Project Manager
XN
PDE
XN
Engineer
XN
Administration
Technical Support
XN
Procurement
Project Controls
PDM
PPM
7-2
Who Provides Training*
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Glow Project Training Plan
Subject
Project Function
Training Level
Procurement Guide Documents
Project Manager
PDE
XN
Engineer
XN
Administration
Technical Support
XN
Procurement
XN
Project Controls
Operators
XN
Operator Training
*Unless otherwise indicated, training is self-performed.

Legend:
A--Awareness of document is required.

XN--Working knowledge of document is required.
D--Training in accordance with department requirements.
7-3
Who Provides Training*
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8.0
8.1
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Closing of Project
Introduction
At the completion of the project, documents are transmitted to the Owner, B&V
project files are transferred to inactive status, and the project is formally closed. This
section discusses the activities that are necessary to close the project.
8.2
Transmittal of project documents to the Owner is discussed in the specific sections

covering those documents and Exhibit B, Attachment 18 of the Agreement. Before
closing the project, the Project Manager shall determine that the transmittal of all final
documents, including drawings, is complete.
8.3
Transfer of Project Files to Inactive Status
All project files shall be reviewed, duplicate copies shall be eliminated, and files shall
be transferred to inactive storage. All documents that contain quality records, as
described in Subsection 5.2.1.5 in Part 10 of this PIM, shall be retained for at least
5 years after the date of commercial operation. Other documents that contain
information related to the administration of contracts shall be retained until 5 years
after completion of the contract. Subject to these limitations, the Project Manager
shall determine the schedule for future disposal of project files and shall approve of
document disposal immediately prior to its occurrence.
8.4
The consortium will provide warranty administration during the warranty period. The
warranty duration is as follows:
Gas turbine and auxiliaries - earlier of ;
a. 2 years after Provisional Substantial completion or
b. 2 years following the commencement of the Grace Period,
c. 20,000 equivalent operating hours (EOH)
All other Work - earlier of;
d. 2 years following Provisional Substantial Completion
e. 2 years following the commencement of the Grace Period
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Any items that are repaired, replaced or modified after Provisional Substantial
completion shall have the warranty extended for 2 years from the completion of such
repair with the following limitations:
Gas turbine and auxiliaries - earlier of;
a. 3 years after Provisional Substantial completion,
b. Three years following the commencement of grace period
c. 28,000 equivalent operating hours
Steam turbine and auxiliaries - earlier of;
a. 3 years after Provisional Substantial completion,
b. 3 years following the commencement of grace period
All other work - earlier of;
a. 4 years after Provisional Substantial completion
b. 4 years following the commencement date of grace period.
If provisional substantial completion does not occur before Guaranteed Completion,
additional warranty provisions apply.
A separate Structural Liability warranty period is required and is valid for 5 years
from the start of the warranty period. This provision covers a partial or total collapse
of any portion of the plant or the integrity or stability of the structure, civil works and
/or safety of the plant.
A warranty administrator will be assigned to provide a single point of contact for the
Owner in resolving warranty issues.
8.5
Closing of Project
Closing of the project may occur after final completion which can be achieved upon
completion of the following:
a. Substantial Completion has occurred.
b. Completion of punchlist items.
c. All deliverables including O&M manuals, as-builts, and final documents
delivered to Owner.
d. Warranty period has expired.
e. Satisfactory remediation of any warranty defects.
f. Contractor not in breach of any material obligation of contract.
A more detailed project closeout plan shall be developed at least 4 months prior to the
Planned Substantial Completion date of 01-Jul-2011.
The Project Controls Manager shall develop and submit for Project Manager
approval, the Project Closeout Package in accordance with the Closeout Package
section of the Manual for B&V Energy Major Project Execution.
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When all of the activities required for closing the project are complete, the Project
Manager shall formally close the project and transmit the final invoice for B&V
services to the Owner.
8-3
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PART 20 PROJECT PLANNING AND CONTROL
FILE
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Contents
1.0
2.0
3.0
1-1
1.1
Introduction
1-1
1.2
B&V Energy Documents
1-1
1.3
Project Documents
1-1
1.4
System Descriptions
1-1
2-1
2.1
Introduction
2-1
2.2
Project Schedule
2-1
2.3
Project Cost and Cost Analysis
2-1
2.4
Procurement
2-1
2.5
Drawing Control
2-2
2.6
Engineering Information
2-2
2.7
Equipment Nomenclature and Numbering
2-2
2.8
Trend Log
2-2
2.9
Project Design Tool Use Plan
2-2
Project Schedule
3-1
3.1
Introduction
3-1
3.2
Project Schedule
3-1
3.3
Milestone Dates
3-1
3.4
Milestone Schedule
3-1
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4.0
5.0
6.0
4-1
4.1
Introduction
4-1
4.2
Project Cost Estimates
4-1
4.3
Project Cash Flow
4-1
4.4
Project Tax Plan
4-2
4.5
Project Cost Monitoring
4-4
4.6
Distribution of Cost Information
4-4
4.7
Invoices
4-4
4.8
Payment Milestones
4-5
Progress Reports
5-1
5.1
Project Progress Reports
5-1
5.2
Owner Reporting Requirements
5-1
Contract Changes
6-1
6.1
Introduction
6-1
6.2
Contract Change Order Requests
6-1
6.3
Contract Change Orders
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Introduction
Project planning and control documents define the policies, practices, procedures, and
instructions applicable to the planning and control of the project. These documents
have controlled distribution with periodic review and updating.
1.2
B&V Energy Documents
The B&V Energy QMS applies to all work performed by B&V Energy. The QMS is
applicable to the planning and control of the project and will be made available for
controlled distribution to the Owner if needed (refer to Part 10, Section 5.0, of this
PIM).
1.3
Project Documents
The following documents cover B&V/Owner/ and third party interfaces for this
project:
Project Instructions Manual (PIM).
Project Design Manual (PDM).
Project Procurement Matrix.
These documents are not intended to be a detailed definition of the internal

procedures of B&V or the Owner.
1.4
System Descriptions
System descriptions prepared for each plant system are listed in Appendix A of the
PDM.
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Introduction
Management of information is essential to project control. Insofar as possible,

information management will be processed using POWRTRAK. The information
will consist of the following as described below:
2.2
Project schedule (Primavera P6).
Project cost and cost analysis.
Procurement (J01, Project Inventory Control System [PICS],

Enterprise Procurement System [EPS]).
Drawing and document control (J05/J07/Documentum).
Engineering information (J48, CASES, CARMS, Plant Vision).
Construction information.
Equipment nomenclature and numbering.
Project Schedule
The project schedule includes information which permits the completion of activities
to be monitored so that the total project is completed on schedule. Additional
information regarding the project schedule is included in Section 3.0, Project
Schedule.
2.3
Project Cost and Cost Analysis
Information regarding the total cost of the project will be provided throughout the
project as discussed in Section 4.0, Project Cost Control.
2.4
Procurement
The status of procurement activities will be reported by the Procurement Manager as

defined in the Project Procurement Plan (PPP) included as part of this PIM. The
information includes preparation and review of documents, issue of inquiries, receipt
of proposals, award of contract, status of options and releases, status of contract
changes, status of document submittals, and status of delivery.
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Drawing Control
The computerized drawing control system includes two subsystems: one for B&V
drawings and another for manufacturers drawings. These systems are discussed in
Part 50.
2.6
Engineering Information
Management of engineering information is accomplished to the maximum extent

possible by POWRTRAK. The format of all information processed by POWRTRAK
must be thoroughly planned and coordinated.
2.7
Equipment Nomenclature and Numbering
Equipment and devices that are incorporated into the project will be uniquely
identified as described in Section 8.0, Equipment Numbering and System Codes, in
the PDM.
2.8
Trend Log
All significant, potential cost and schedule impacts to the project will be documented
and tracked. The Project Controls Manager will be responsible for documenting and
managing cost and/or schedule impacts. A Project Trend Log will be established to
record the engineering, procurement, and construction situations that potentially or
actually cause cost and/or schedule impacts. Input to the Project Trend Log is
allowed by anyone on the engineering, procurement, project controls, or construction
management staff.
Each potential or actual impact situation will be assigned a unique TREND number
(refer to Part 10, Section 1.5, of this PIM). If hours will be charged to a trend, a phase
number shall be opened following approval by the Project Manager. For Scope
Change to the owner, the preferred method is to add hours to the estimate to account
for time preparing the SCN, and then adding that time to the budget once the change
order or SCN is approved. A description of the impact situation, the date originated,
the current action party, and the final result and a listing of the associated
documentation should be included in the Project Trend Log.
2.9
Project Design Tool Use Plan
This Project Design Tool Use Plan indicates any special computer hardware,
software, and data communication links needed for the Glow Project in the B&V
home office, the B&V project field office, and other locations.
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2.9.1 Planned Use of Software

The following listing identifies the software planned to be used for this project:
J48--Component design.
J01--Equipment specifications.
J05--Design drawing management.
J07--Vendor drawing management.
EPS--Contract administration.
Documentum--Document and correspondence storage and management.
CASES--Schematics.
AutoCAD--P&IDs.
CARMS--Cable, raceway.
RISA--Structural steel.
pcaMats&pcaColumn--Foundation
GTStrudl--Vibration analysis for rotating equipment foundation
Plant Vision--Space control modelling
Primavera P6--Scheduling.
Microsoft Office--Spreadsheets, word processing, Access databases.
IBackUp Web Site--Transmittal of inquiry packages to bidders, shop

drawing receipt and comments distribution, and large file transfers.
2.9.2 B&V Project Field Office Interface Requirements

The information technology needs of the B&V project field office will be determined
and supplied to EDS to support the mobilization of the B&V project field office
onsite. Typical information technology requirements include the following:
A data communications link to the Internet.
A local area network (LAN) to support IT devices, including PCs

(including several for B&V home office travelers) with access to local
printers. The LAN will allow B&V project field office personnel to
store and share project files and to gain access to POWRTRAK
applications.
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PCs for use in the B&V project field office. Each PC will be
configured with the standard B&V software package.
A Xerox DocuCentre machine with copy, fax, and print capabilities.

This unit will be configured to be used as a printer by the B&V
networked PCs.
A DVD burner to back up project data.
2.9.3 Owner Interface Requirements

Internet email will be used when appropriate to communicate with the Owner. The
project does not have any other data communication link requirements between the
Owner and B&V.
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Project Schedule
Introduction
The project schedule is a planning and control tool that integrates the project scope,
applicable B&V practices and procedures, and manpower resources into a single plan.
3.2
Project Schedule
Preparation of the project schedule involves several phases: establishment of the

project schedule milestone dates, preparation of the milestone/deliverables schedule,
development and maintenance of a computerized schedule utilizing Primavera P6, and
additional detailed planning and scheduling for the life of the project.
The engineering and procurement teams will be asked to provide progress updates so
that the schedule is monitored periodically to determine the status of each scheduled
activity. The engineering and procurement schedule will be updated twice a month.
For details on when progress updates are due to the project controls team please refer
to the project controls calendar at the following link:
documentum\Docbases\bangkok\PROJ161808_Glow\20.0000 Proj Planning
Ctrl\21.0000
Proj
Instruction
Manual\21.0100
Proj
Instructions
Manual\21_0100 2008 Glow Project Calendar
Monthly progress reports shall contain graphical and tabular information from the
project schedule.
Items reported to be in deviation from the schedule require corrective action as
directed by project management. In most cases, the corrective action will be
concentrated in efforts to get the activity on schedule. In some cases, constraints may
require rescheduling some activities. Any major rescheduling requires approval of
project management.
3.3
Milestone Dates
The project milestone dates are listed in Table 3-1.

Additional schedule criteria shall be established by B&V.
3.4
Milestone Schedule
The milestone schedule is a simple graphical display of the overall project schedule.
It clearly illustrates the timing and sequence of the more significant project activities,
i.e., major deliverables and key external interfaces, and serves as a means to
communicate scheduling concepts between B&V and the Owner. It is used primarily
during the first few months of the project while the detailed schedule is being
developed.
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Table 3-1
Milestone Dates
Item
Date
Limited Notice to Proceed (LNTP)
April 18, 2008
Notice to Proceed (NTP)
August 12, 2008
Site Mobilization
May 1, 2009
Start Construction
June 1, 2009
Back feed
August 15, 2010
HRSG Hydro complete
October 1, 2010
First Fire
March 1, 2011
Planned Commercial Operation
July 1, 2011
Guaranteed Commercial Operation
September 1, 2011
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Introduction
Project costs are monitored and controlled through various cost reports, as described
in this section. Cost reporting activities are detailed in Energy-Gid-3-00511-01325,
Guide for Project Cost Reporting.
4.2
Project Cost Estimates
The project cost estimates provide information for the following purposes:
To provide cost information for cash flow requirements.
To provide cost control to control changes to the project budget.
To provide cost information to assist in allocating the overall cost

estimate to individual work items.
To provide cost information for alternate systems so that an optimum

system design can be selected.
Cost information will be managed through the analysis of total project costs using
cost reports to accumulate, process, and display cost information at the project,
contract, and account levels, as required.
4.2.2 Updating of Project Cost Estimates
The project Bill of Quantities (BOQ) will be updated monthly.
4.2.3 Format
Project cost estimate reports are formatted so that cost information is categorized by
procurement and construction package file numbers and names and, when required,
by system codes. The following reports are required for this project:
4.3
Project Cost Report.
Project Cash Flow
Project cash flow projections shall be developed for the project. These projections
shall utilize the project cost estimate data, anticipated delivery schedule, and
anticipated payment terms. Actual contract amounts and payment schedules shall be
entered into the cash flow projections when this information is available, and updated
cash flow projections are required.
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Project Tax Plan
A Project Tax Plan (Table 4-1) shall be developed for this project.
Facts
Scope is engineering, procurement and CM.
Project and client are in Thailand.
We are working with Marubeni Corporation (MC), either in

consortium or via a subcontractor relationship.
B&V will have expats in Thailand for an extended period of time.
Most of the procurement will be from outside of Thailand.
Structure
B&V will execute with the preferred structure is separate onshore and
offshore agreements with different B&V entities as contracting parties.
For the onshore contract, the B&V party to the agreement is Black &
Veatch (Thailand) Ltd. (BVTL).
For the offshore contract, the B&V party to that agreement is Black &
Veatch Corporation (BVCOR).
As B&V is contracted in a consortium with MC, separate invoicing

and payment streams in the EPC contract for MC and B&V have been
established, onshore versus offshore and USD versus Thai Baht. This
is important for the offshore agreement to ensure BVCOR gets treaty
protection. It is also important for the onshore agreement to ensure
B&V obtains proper VAT credits, withholding tax credit, etc.
Corporate Taxes
Corporate Income Tax (CIT): Given the current Thai CIT rate, B&V
is assuming that any CIT paid by BVTL would be creditable in the
USA. To ensure that the profit between the off shore contract and the
on shore contract is balanced, the Cost Report shall be modified to
calculate the PGM amount and percentage for each contract. The
Project Manager shall monitor this, and take corrective action as
required.
Value-Added Tax (VAT): Thailand has a normal input-output VAT

system whereby VAT should not be a cost to BVTL.
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Table 4-1
Project Tax Plan
Later
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Stamp Duty (SD): The rate is at 0.1 percent of the onshore contract
value. A separate line item has been provided in the project estimate
and PRS to cover this expense. The Project Account shall ensure that
the stamp duty is paid within 15 days of the effective date of each on
shore change order.
For the onshore agreement, there would be Thai withholding tax

(WHT) applicable on payments to BVTL. However, this WHT is
just a prepayment of BVTLs annual CIT liability and would not be a
cost.
For the offshore agreement, there should not be any Thai withholding
tax applicable on payments to BVCOR under the Thai-USA tax treaty.
B&V will confirm with the client that they will not withhold tax on
payments to BVCOR.
Imported Equipment
Glow will be the importer of record for all equipment that will be
imported and that becomes a part of the facility, and as such, would be
responsible for all import duties, import VAT and any other similar
charges or fee that would be applicable at the time of import.
Accordingly, title for imported equipment needs to pass from B&V to
Glow sometime before the goods cross the customs frontier of
Thailand. This will be addressed in the BOI (Board of Investment)
procedure for importation as part of the Procurement Plan.
Individual Taxes
4.5
The B&V finance group will arrange for payment of expatriate taxes in
accordance with their corporate procedure.
Project Cost Monitoring
The addition of actual contract costs and payments into the project cost estimate and
cash flow provides the detailed monitoring of these items. The project cost report will
be updated and reviewed monthly.
4.6
Distribution of Cost Information
Distribution of periodic cost information containing project cost estimates, cash flow,
and project cost accounting shall be as directed by the Project Manager.
4.7
Invoices
Processing of invoices is described in detail in the Part 60, Section 16.0 of this PPP.
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Payment Milestones
Table 4-2 defines the payment milestones for this project.
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Table 4-2
Payment Milestones
No.1, 2
Payment Milestone Description

Pre-NTP Payment/Reservation Fee Payment
NTP Payment/Advanced Payment
Award HRSG
Award GSU
Issue Package for Bids Alloy Pipe
Issue CPM Schedule
Award Alloy Pipe
Complete Onsite Subsurface Investigation
Issue Package for Bids Boiler Feed Pumps
Award Aux Transformer
Issue Package for Bids Chlorination System
Issue Package for Bids DCIS Equipment
Award Circulating Water Pipe
Issue First Package for Bids Equipment Switchgear
(MCCs, SUSs, or Switchgear, etc.)
Award Boiler Feed Pumps
Award DCIS Equipment
Commence Construction Management Mobilization
to Site
Issue AFC HRSG Foundation Drawings
Receive first piece of HRSG delivery to site
Energize first permanent electrical equipment (panel,
battery charger, etc., from construction power)
Receive first piece of large bore shop fabricated pipe
onsite
Start CT precommissioning checks
Substantial Completion
Submission of Final Documentation
Black & Veatch, %3

5.00
10.00
5.00
3.00
2.00
2.00
4.00
2.00
4.00
5.00
5.00
5.00
5.00
4.00
5.00
5.00
6.00
5.00
8.00
3.00
5.00
1.00
0.79
0.21
Notes:
1
The order of the milestones is preliminary, and Contractor has the right to receive
payment regardless of whether the previous milestones have been achieved or not.
Payment milestones will be earned in the month they are completed regardless of the
schedule or the sequence of the listed milestones.
2
Payment milestones will be earned in the month they are completed regardless of the
schedule or the sequence of the listed milestones.
3
Percentages indicated are based on the total Black & Veatch Contract Price.
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Progress Reports
Project Progress Reports
Project progress reports are prepared monthly to communicate project progress to the
Owners management personnel. These reports are an essential part of overall
management control for the project. They include the following:
A summary of significant information regarding project schedule.
Project scope changes, if any.
Engineering.
Procurement status.
Construction status, including commodity curves.
Safety status.
Summary of outstanding action items.
Detailed information covering project activities.
Monthly progress reports are distributed as discussed in Appendix B.
5.2
Owner Reporting Requirements
Owner requirements for format, content, and scheduling of progress reports are
specified in Section 6.3 of the EPC Contract and listed below for reference.
Contractor shall submit to Owner by the seventh (7th) day of each month, or the first
business day following if the seventh (7th) falls on a day other than a business day, a
written progress report (in form reasonably satisfactory to Owner) which report shall
include, at a minimum, a description of the progress of the Work, milestones that have
been completed, the status of the supply of materials necessary for the completion of
the Work, a comparison of the actual schedule of the Work with the Project Schedule,
and an evaluation of problems and deficiencies and a description of any planned
corrective action with respect thereto.
Each report shall include:
(a)
Charts and detailed descriptions of progress, including each stage of

design technical documentation, procurement, manufacture, delivery to
Site, construction, erection, testing, commissioning and trial operation;
(b)
Photographs showing the status of manufacture and of progress on the

Site;
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For the manufacture of each main item of Local Materials, the name of
the manufacturer, manufacture location, percentage progress, and the
actual or expected dates of:
(i)
Commencement of manufacture.
(ii)
Contractors inspections.
(iii)
Factory tests.
(iv)
Shipment and arrival at the Site.
(d)
Records of Contractors personnel and equipment.
(e)
A quality assurance summary of activities, test results and certificates of

Local Materials.
(f)
List of Changes and claims.
(g)
Safety statistics, including details of any hazardous incidents and

activities relating to environmental aspects and public relations.
(h)
Comparisons of actual and planned progress, with details of any events

or circumstances which may jeopardize the completion in accordance
with the Agreement, and the measures being (or to be) adopted to
overcome delays. The monthly progress report shall be delivered to
Owners Representative. If Owner so directs, Contractor also shall
conduct appropriate Project review meetings at mutually agreeable
locations with representatives of Owner, the insurers, and Contractor to
review the status of the Work. Contractor shall promptly notify Owner
in writing at any time if Contractor has reason to believe that there will
be a material deviation in the Project Schedule which may result in
Contractor failing to meet the Guaranteed Completion Date or may
affect the time required for Owner to perform any of its obligations
under Article 5 above and Contractor will specify in said notice any
corrective action planned to be taken by Contractor
Should any material deviance to the Project Schedule or any material problem,
emergency, strike, injury, work stoppage or legal problem be anticipated, or any
unanticipated event occur which might adversely affect Contractors ability to
perform its obligations hereunder in a timely manner then, in addition to all other
reports required hereunder, Contractor shall promptly prepare a written significant
event report detailing all available information and steps being taken to correct such
problem or event and shall deliver the significant event report to Owner as soon as
reasonably practicable. Owner may at any time request in writing a significant event
report with respect to any event which Owner reasonably regards as significant.
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In addition to all other consultations required under this Agreement, Contractor shall
advise, consult with and report to Owner at such times and in such manner as may be
necessary or appropriate to complete the Project in a timely fashion. Upon reasonable
written request by Owner, Contractor shall engage in such informal and unscheduled
consultations as may be necessary or appropriate to meet any of the objectives of this
Agreement.
If for any reason which does not entitle Contractor to an extension of the Guaranteed
Completion Date, the rate of progress of any part of the Work under this Agreement is
at any time in the reasonable opinion of Owner too slow to ensure that any milestone
will be achieved on or before the Scheduled Date therefore, Owner may so notify
Contractor in writing. Contractor shall then respond within ten (10) business days
with its plan to complete the Project by the Guaranteed Completion Date. Contractor
shall not be entitled to any additional payment for taking such steps.
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Contract Changes
Introduction
The Contract defines the scope of work, the schedule for that work, the Owners
obligations, and the schedule for those obligations. During the course of the project,
changes may occur that necessitate a change order to the Contract.
6.2
Contract Change Order Requests
Contract changes may be requested by the Owner or MBC in accordance with the
Contract. All such requests, and/or notifications from MBC to the Owner that a
request will be made, shall be in writing in accordance with the Contract. All changes
shall be reviewed in accordance with Energy-Std-2-03143-00010, Standard for B&V
Energy Contract Development.
Each request for a Contract change order shall define the changes required relative to
the following (as defined in the Contract):
Scope of work (change description).
Guaranteed values.
Guaranteed completion dates.
Payment schedule.
Contract price.
Other terms and conditions of the Contract.
If no change is required relative to one of the above items, it shall be so stated.
6.3
Contract Change Orders
Contract change order content shall be drafted by B&V and the formal format
established by the Owner, and executed by MC and B&V as separate entities and the
Owner.
B&V shall maintain a redline document of the main EPC contract documents so
that each change can be clearly identified in the context of the applicable section. All
agreed exceptions to the EPC contract shall also be redlined in this document. The
Assistant Engineering Manager has primary responsibility for maintenance of the red
line contract.
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Contents
1.0
1-1
1.1
Introduction
1-1
1.2
International Importation Regulations
1-1
1.3
1-1
1.4
Permit Applications
1-1
1.5
Public Hearings and Testimony
1-1
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PART 30 PERMITS
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Introduction
Permits and licenses that are required from Industrial Estate Authority of Thailand
(IEAT) and various governmental agencies may have a major impact on the design,
construction, and operation of the project. Refer to the PDM, Section 1.5, for the
legal and environmental requirements affecting this project.
1.2
International Importation Regulations
Responsibilities for meeting Board of Investment of Thailand (BOI) importation

regulations and for obtaining the required consents, permits, and licenses are covered
in Part 60 of the PIM.
1.3
The Owner has selected Air Safe Co., Ltd to prepare an Environmental Impact
Assessment (EIA) report for this project. The report was approved by the Office of
Environmental Policy and Planning (OEPP) of Thailand. Therefore, the engineering
design, construction and operation of the project is required to comply with the EIA
report and including mitigation measures and action plans required by such report.
Differences between the draft EIA (which was included in the EPC Contract) and the
approved EIA report shall be highlighted to Glow and subject to contract change.
1.4
Permit Applications
1.4.1 List of Permits and Licenses

Permits and licenses required for this project are listed in the table below. These
permits and licenses are required to be prepared and submitted to the related
authorities by MBC on behalf of the Owner.
1.5
Public Hearings and Testimony
As part of the licensing process, it may be necessary for appropriate MBC personnel
to attend various hearings and to present testimony at some of them. Testimony shall
be given in consultation with the Owner. The hearings to be attended and the scope
of the testimony to be presented by MBC will be as directed by the Owner.
Requirements for attendance at hearings by MBC personnel and the presentation of
testimony by MBC personnel shall be coordinated through the Project Manager.
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PART 30 PERMITS
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Applicable
to
Project
Y
Target Filing
Date
Jan 01, 2009
Expected
Review
Time
3 Months
Expected
Approval Date
April 01, 2009
Granting Agency
IEAT
Permit
Expansion for land use permit
Application
Form
IEAT 01/1
IEAT
Construction permits
IEAT 02/1
Construction, Modification,
Demolition or Building moving
within the Industrial Estate
Prior to starting of the

first piling
Feb 01, 2009
3 Months
May 01, 2009
IEAT
Building certification permit
IEAT 02/5
Utilization of building facility
Upon completion of
the construction work
Nov 01, 2009

Elect/Switchgear
Building
3 Months
Feb 01, 2010
Department of
Industrial Work,
Ministry of Industry
Electricity circuit and power

cable safety permit
Completion of
electrical circuit
and power system
in the building
Regulated Activity
Utilization and Enterprise
operation/Agreement on land
usage for industry inside the
Industrial Estate
Monitoring of safety relate to

the application of the electricity
for industrial building
Required Project
Phase
Prior to mobilization
of civil work
contractor
Prior to energizing any

electrical system in the
building
3 Months
Feb 01, 2010
3 Months
Not Applicable
3 Months
Not Applicable
3 Months
Not Applicable
3 Months
Aug 01, 2010
IEAT 03/1
Notice to commence industrial

operation
IEAT
Fuel oil storage
Construction of facility within

the industrial estate
Department of
Energy Business,
Min of Energy
Marine Department,
Min of
Transportation
Fuel oil storage permit
Part of
Construction
Permit
Standard
Application Form
Seawater intake and discharge

permit
Standard
Application Form
Construction impacting sea

shore or river
Department of
Industrial Work,
Min of Industry
IEAT
Waste Disposal Permit During

the Construction
Standard
Application Form
Disposal of waste material
Prior to starting of
construction
Y/N
Jan 1, 2009
3 Months
Apr 1, 2009
Hazardous & Armament

Substance Discharge
Wastewater discharge
Prior to starting
Construction
Y/N
Jan 1, 2009
3 Months
Apr 1, 2009
Map Ta Phut
Municipality, Min
of Interior
Permit to Engage in Hazardous

Operation
Local administration of the

construction project and
discharge of waste water to the
water resources
Prior to transportation
of Hazardous material
to the Site
Y/N
PEA
Power Supply for

Construction ( 22KV)
Power supply in rural area
Prior starting
construction work
Feb 1, 2009
2 Months
Apr 1, 2009
Highway
Department, IEAT
and Local
Administration
Authority
EGAT
Permit for Transportation of

Heavy Equipments
Application for
Hazardous &
Armament
Substance
Discharge Permit
Application for
Hazardous &
Armament
Substance
Discharge Permit
PEA Power
Supply
Application
Standard Form
Construction and maintenance

of highway
Prior to starting of
transportation of
heavy equipments
Jun 1, 2009
3 Months
Oct 1, 2009
No specific
application form
Power generation and

distribution system
Prior First
Energization
Y/N
3 Months
3 Months
1-2
Responsible Party
MBC
MBC
MBC
To be applied for Generation

area, electrical equipment
building and switchgear
building.
MBC
To be used for test running and

before actual operation is
occur.
MBC
No fuel oil storage tank is

required for the operation of
the Phase -5 project.
No fuel oil storage tank is
required for the operation of
the Phase -5 project.
May not be necessary since
there is no modification to the
existing discharge channel
along the sea shore.
MBC
Aug 01, 2010
Jun 01, 2010

Generation
Building
May 01, 2010
Notification of commencing
operation permit
Certificate to Connect
Electricity with EGATs
System
Comments/Issues
The permit shall be approved
with obtaining the license of
the land utilization and
enterprise operation before
submission of the IEAT 02/1.
The application is able to
submit as a group of building/
structures or individual
building/structure.
To be applied for Generation
area, electrical equipment
building and switchgear
building.
Aug 01, 2010
IEAT
Storage of fuel oil on the facility
Upon receiving license

of land utilization
permit and Enterprise
Operation( IEAT
01/02) and before the
commissioning date
Prior to starting
construction of fuel oil
tank
Upon completion of
fuel oil tank
installation
Prior to starting
construction or
modification of the
existing structure
Jun 01, 2010

Generation
Building
Nov 01, 2009
Elect/Switchgear
Building
16108.21.0030
MBC and STECON is required

to be determined whether the
permit is necessary to apply.
The permit will not be
necessary if the discharge does
not exceed the allowable
standard by IEAT.
The permit needs to be
verified whether it is necessary
to apply if the discharge does
not exceed the allowable
standard by IEAT.
The request could be done by
STECON.
The heavy hall contractor
could be able to assist in the
application of permit since they
would be very familiar with the
heavy route and local authority.
To be verified whether it needs
to be applied by MBC.
MBC
MBC
MBC/STECON
MBC
MBC
MBC/STECON
MBC/STECON
MBC/GLOW
Support
Information
Internal
Draft Date
Draft to
_____ Date
BV
PART 30 PERMITS
Application
Form
Application Form
for License to use
and store liquid
Chlorine, Mast for
Toxic Gas
Protection,
Explosive and
Ammonia Nitrate
Granting Agency
Department of
Defense Industrial,
Min of Defense
Permit
Storage and Usage of
Chemical or Explosive
Substances
Industrial Safety
Division, Dept of
Industrial Work,
Min of Industry
TOT
Boiler Operation Permit

(Certificate of Boiler Safety)
Standard Form
Telephone Line Registration
Standard Form
Department of
Internal Trade, Min
of Commerce
FILE
NO.
Metering and Measurement
Standard Form
Regulated Activity
Control of Chemical, Toxic
Substance or explosive material
usage
Required Project
Phase
Prior to procurement
of chemical substances
Safety of boiler operation and

maintenance
Prior to
commissioning of
HRSG
Public telephone service
During Construction
Period
Commercial registration and

monitoring of trade
Prior to selling
electricity
Applicable
to
Project
Why would this
be applicable?
Do we have
liquid chlorine
or any
explosive
chemicals?
GLOW 101508-0
Target Filing
Date
Expected
Review
Time
3 Months
Expected
Approval Date
Oct 1, 2010
3 Months
Jan 1, 2011
The permit shall be obtained

before hot commissioning of
the HRSG.
Apr 1, 2009
2 Months
Jun 1, 2009
STECON may be
representative of MBC to
request the telephone lines.
The permit needs to be verified
whether it needs to be applied
by MBC. It also needs to apply
in the case of importing of the
metering and measurement.
Y
Y/ N
3 Months
Notes:
IEAT- Industrial Estate Authority of Thailand
PEA - Provincial Electricity Authority of Thailand
EGAT - Electricity Generating Authority of Thailand
TOT - Telephone Authority of Thailand Public Company Limited
.
Expected review time is conservatively estimated and need to be reviewed again during the implementation.
1-3
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Comments/Issues
The license will be required
before possession of the
explosive or chemical
substances.
Responsible Party
MBC
MBC
MBC/STECON
MBC/GLOW
Support
Information
Internal
Draft Date
Draft to
_____ Date

PART 40 CONCEPTUAL DESIGN
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Contents
1.0
2.0
1-1
1.1
Introduction
1-1
1.2
Design Control Documents
1-1
1.3
Design Interfaces
1-2
1.4
Design Changes
1-2
1.5
Distribution of Design Control Documents
1-2
1.6
Engineer Reviews
1-2
1.7
Owner Acceptance of Required Submittals
1-2
1.8
Constructability Review Plan (Continuous Improvement)
1-3
System Definitions
2-1
2.1
Introduction
2-1
2.2
List of System Definitions
2-1
2.3
System Definitions
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Introduction
Design of systems, structures, and components shall be controlled to provide

acceptable quality.
1.2
Design Control Documents
The following documents shall be used in the control of design:
Project Design Manual (PDM).
System Definitions/Descriptions.
Design Control Drawings.
Contract Document:
Equipment and Construction Specifications.
1.2.1 PDM
The PDM shall be prepared as discussed in Section 1.3, Project Documents, in Part 20
of this PIM.
1.2.2 Design Control Drawings
Design control drawings consist of arrangement drawings and schematic drawings.
Both types of drawings illustrate overall design concepts that control subsequent
detailed design. B&V drawings considered design control drawings are as follows:
Arrangement Drawings
Site Arrangements
Plant Arrangements
Schematic Drawings
Piping and Instrumentation Diagrams (P&IDs)
Electrical One-Line and Three-Line Drawings
Control Logics
1.2.3 System Definitions/Descriptions
System definitions/descriptions will be written, as applicable and contractually
agreed, for the major systems of the power plant. The format of the system
definitions/ descriptions will be set by B&V.
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Design Interfaces
1.3.1 B&V/Owner Interface

The interface between B&V and the Owner for review and approval of contractually
agreed design, procurement, and construction documents shall be as described in
Exhibit B, Clarifications & Exceptions and Attachment 54.
Distribution of documents issued to the Owner shall be as defined in
Section 3.0, Project Communications, in Part 10, and Appendix B of this PIM.
1.3.2 Design Reviews
In accordance with B&V Quality Management System (QMS) requirements, the
Steam Systems shall be subject to a Turbine Water Induction Standard (TWIPS)
design review at the appropriate stage of design. Other reviews will be nominated by
the Project Engineering manager during the design in accordance with Energy-Std-203880-00150, Standard for Design Review.
1.4
Design Changes
Changes to design control documents shall be made using the same procedure used
for the design, review, and approval of the original documents. The Project
Discipline Engineer (PDE) is responsible for control of all design changes under the
direction of the Project Engineering Manager for coordination with other disciplines.
Design change standards are defined in Energy-Std-2-03880-00160, Standard for
Design Change Management.
1.5
Distribution of Design Control Documents
Distribution of design control documents is defined in Appendix B of this manual.
1.6
Engineer Reviews
The Contract requires that certain project information be submitted to the Owner or
Owners Engineer for review. Each discipline is responsible for reviewing this
information, making sure it is properly scheduled, and issuing the submittals on time.
The Project Engineering Manager and Project Manager are responsible for monitoring
this process and ensuring its timely completion.
1.7
Owner Acceptance of Required Submittals
The Contract requires that certain project information be submitted to the Owner for
acceptance or information. For approval items, the Owner has 3 weeks to provide
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comments on document submittals as indicated below. The requirements for Ownerapproved document submittals are presented in more detail in Contract Exhibit B,
Attachment No 54 and as listed below. The following documents are considered
Owner-approved document submittals:
Site arrangement drawing.
Plant arrangement drawing.
Electrical one-line drawings and typical schematic diagrams.
DCS architecture drawing.
Control room layout.
Subsystem turnover packages.
Chemical Cleaning Procedure and cleaning results.
Steam Blow Procedure.
Performance Test Procedures, correction curves and test results.
Reliability test procedures and test results.
Startup Manual:
Startup testing procedures.
Startup test records.
Existing Plant Tie-In/Outage Plan.
While not specifically required by contract to be approved by the Owner, the P&IDs
will be issued for Owner review/approval as well.
1.8
Constructability Review Plan (Continuous Improvement)
The following constructability review (continuous improvement) steps will be implemented on the project:
Initial site visit consisting of engineering group and Project

Construction Manager and/or designated construction personnel.
Compilation and review of site visit information with the project team
to achieve first step of conceptual design.
Review of the first draft of each of the following conceptual design

arrangements upon their completion: equipment, piping routings, and
electrical raceway routings. These reviews will be conducted
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separately by the Project Construction Manager with the applicable

PDE, with follow-up meetings, if necessary.
Determination of the general construction sequence and methodology

plan, which will be documented in the Project Execution Plan, and
further defined in the project schedule.
Initial determination of the need for heavy lift and temporary

utilities and facilities for construction drawings, which will be
documented by the Construction Contractor, Stecon, and reviewed by
B&V.
Determination of budget impacts, which are incorporated into the cost

estimate, and determination of problem areas resulting from specific or
special construction methods required, which will be documented
through the Trend System.
Determination of critical path construction schedule areas that will be

incorporated into the initial project milestone schedule.
A review meeting of each discipline design will occur. The

meetings will be coordinated by the Constructions Operations
Manager or the Construction Manager, will consider the
required general construction sequence and methodology plan.
The detailed constructability review plan and schedule can be

found at the following link. Prior to each meeting, a detailed
agenda shall be provided to Stecon and B&V participants to
allow all parties to properly prepare for the meeting.
documentum\Docbases\bangkok\PROJ161808_Glow\80.0000
Constr Mgt\82.0000 Project Site Management and
Constructability Reviews\82.3000 Constructability
Reviews\82_3000 Constructability Plan
The PDE will be responsible for recording and implementing any

changes and/or suggestions that may result from the meeting. The
PDE shall inform the Chief Engineers group through the continuous
improvement process of any significant recommendations for changes
to B&Vs standard practice. Required attendees or their designees will
include the following:
Responsible PDE.
Lead Discipline Designer.
All assigned discipline engineers.
All assigned discipline designers.
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Project Construction Manager.
Project Field Manager.
Project Engineering Manager.
Project Manager
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All design control drawings, construction drawings, and design

information lists will be routed to the Construction Manager and Site
Manager for review and comment before they are released for
construction.
Prior to their mobilization to the project, the
Construction Operations Manager shall be invited to such review
sessions. Review shall consider degree of user-friendly (constructor)
content and format. Review shall also consider coordination of
construction site layout, construction access, and underground
corridors with permanent facilities design. When applicable, erection
subcontractors should also be involved early in the drawing review
process.
The detailed project schedule will be reviewed by the Construction

Manager and Site Manager. Review shall ensure coordination of
construction needs with engineering/design deliverables. Prior to their
mobilization to the project, the Construction Operations Manager shall
perform this review.
All commodities in the bill of quantities (BOQ) will be reviewed by

the PDE and the Project Controls Manager as the commodities are
finalized during detailed design. This information will be shared with
Stecon. The BOQ will be updated monthly to incorporate any changes
from the previous month and will be distributed to the B&V field
office. The Materials Coordinator will be responsible for monitoring
the BOQ, identifying the changes from the previous month, and
immediately reporting all changes to the affected subcontractors.
After the Project Field Manager has been relocated to the site, a
weekly conference call will be held between the field staff and the
home office staff as necessary to coordinate technical design and
construction details.
A Lessons Learned Document shall be prepared for the project. The Assistant
Engineering Manager has primary responsibility to document engineering lessons
learned, and the Project Controls Manger has primary responsibility to document
commercial and construction related lessons learned documents. All lessons learned
documented shall be reviewed with the Project Manager.
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The following are other aspects of this Constructability Review Plan:
No specific material usage limitations based on availability or custom

are applicable.
The Contract does not contain any required level of recordkeeping for
the constructability review process.
Final determination of the need for heavy lift and temporary

utilities and facilities for construction drawings will be the
responsibility of the erection subcontractors.
The following flow chart graphically depicts the plan for constructability reviews.
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Develop Topic
Specific Agenda
for Constructability
Review Meeting
(CM/EM/.PCM)
Decide
appropriate
attendees
Drawings,
Data, etc
prepared by
Design Team
Drawing,
Data,
Erection
plans, etc
prepared by
Contractor
Hold
Constructability
Review Meeting
Prepare and issue

Minutes of Meeting
to document results
and agreemetns
Implement
Construction
Changes into project
schedule, and project
execution plans as
required
Implement Design
Changes into
project design
Inform Chief
Engineers as
appropriate
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System Definitions
Introduction
System definitions are design control documents that contain design criteria for the
detailed design of each system and its components.
2.2
List of System Definitions
Appendix A of the PDM contains a list of the system definitions (or descriptions) that
will be prepared for this project. The Project Engineering Manager is responsible for
preparation of each system definition.
2.3
System Definitions
System definitions are controlling documents that specify design requirements for
systems. They may also reference other design documents that establish significant
design criteria.
System definitions are prepared to accomplish the following:
Specify pertinent design criteria applicable for system design.
Serve as the basis for implementing the B&V design control program
during the detailed design phase of a project.
Facilitate the logical operation of the system for commissioning and

operations personnel.
2-1

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Contents
1.0
2.0
1-1
1.1
Introduction
1-1
1.2
Document Size
1-1
1.3
Record Copies
1-4
1.4
Issue of Documents
1-4
1.5
Design Changes
1-4
1.6
Drawing Index
1-8
1.7
1-8
2-1
2.1
Introduction
2-1
2.2
Receiving of Documents
2-1
2.3
Reviewing and Commenting on Documents
2-1
2.4
Drawing Index
2-1
2.5
Document Files
2-1
2.6
Distribution
2-2
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Introduction
Preparation, numbering, and handling of B&V drawings and related documents shall
follow a consistent pattern as described in this section. (Refer to Energy-Std-203880-00180, Standard for Drawings and Lists.)
1.2
Document Size
Drawings shall use standard or metric size B&V drawing border stock and shall be
identified by use of title blocks containing general descriptive information, a unique
drawing number, revision information, and required certification.
1.2.1 Drawing Sizes
Drawings are prepared in one of the following sizes:
Metric Size
MM
Purpose
A0
841 x 1189
Construction Drawings
A1
594 x 841
Piping and Instrumentation

Diagrams
A2
420 x 594
Schematic Diagrams, Piping

Isometrics
A3
297 x 420
Logic Diagrams
A4
210 x 297
Design Information Lists
Drawings used in procurement specifications shall be metric size (A4) or in some

cases A3.
1.2.2 Design Information Lists
Design information lists are normally produced by computerized methods, using
POWRTRAK for issue and distribution.
1.2.3 Document Identification and Preparation
Drawings shall be identified by use of title blocks that contain project identifying
information, a descriptive title portraying drawing content, a unique drawing number,
and other significant information, such as design responsibility identification and
progression status. Design information lists shall be similarly identified. For design
information lists presented in the manner of computer outputs, a cover sheet shall be
provided for each set. The cover sheet, in addition to identifying the content of the
set, shall have a title block that contains identifying information similar to an
individual drawing.
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All B&V engineering drawings shall be prepared using CAD or shall be generated
directly from the 3-D model. The drawing number and the B&V project number shall
appear in the title block of each engineering drawing. In sofar as practical, each
vendor drawing shall have a unique number assigned by B&V, along with the
vendors purchase order number and the B&V project number.
The CAD system shall have the following characteristics:
Operating System--MS Windows.
Software--AutoCAD.
Drawing File Type--AutoCAD Dwg.
Drawing Standards:
Layers should be created for groups of equivalent items, such

as wiring, components, or voltage levels. Using numbers to
designate layer names is acceptable if a reference document is
provided stating what items are on each layer.
Limits should be set relative to the drawing extents in

TILEMODE 1.
Limits set in TILEMODE 0 will not exceed A4, A3, A2, A1,
or A0.
Drawings may be left at full scale, provided a plotting key or

AutoCAD pcp file is furnished. Drawings are to be created in
TILEMODE 1 full size, and title blocks are to be placed in
TILEMODE 0. Paper-space may be used, but MVIEW
must be used and the drawings, not the title block, must be set
to a scale.
Only standard AutoCAD fonts should be used.
Standard AutoCAD line types should be used.
Standard AutoCAD hatch patterns should be used.
All cross-reference drawings should be bound.
The plotted text height should be no smaller than 2 mm.
Each file shall contain no more than one drawing.
1.2.4 Document Number System

All drawings and design information lists shall be identified using the numbering
system in Appendix E of this PIM.
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1.2.5 Revision Identification

Issues of drawings and lists for informal issue or preliminary use shall be identified
with revision designation A, B, C, etc. These review issues of drawings and lists may
be issued to manufacturers and erection contractors when necessary to coordinate
design interfaces. Drawings and lists first approved as a formal issue shall be
identified by revision designation 0. Subsequent formal issues are identified with
sequential numerical designation. The revision designator shall be shown both in the
revision block and in the space provided in the title block adjacent to the drawing or
list number. Review issue designations (A, B, C, etc) shall be removed from the
drawing coincident with the first formal issue.
Revisions to drawings, after Revision 0, shall be identified by circling the changed
area where practical, otherwise described with title block, initializing, and dating the
revision. Revisions to lists shall be identified by a specific revision indicator to
indicate the specific item changed. The revision identifier shall be removed with each
subsequent issue.
1.2.6 Document Processing
The design department responsible for the drawing will perform the following
drawing processing functions in J05:
Initiate drawing.
Assign drawing number.
Review drawing.
Assign drawing revision number.
Complete title block.
Approve drawing.
Create distribution list.
File drawing electronically.
Conform drawing to construction records.
POWRTRAK verifies the current revision of drawings entered into the system.
Revisions must start with A or 0 in the database. The same revision cannot be
entered twice, nor can revisions be skipped.
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Record Copies
All drawing revisions, commencing with the initial review issue, shall be maintained
electronically for use as a record of issue. Electronic copies of drawings will be
issued to the Owner when required by Subsection 1.4.1, Distribution of Documents,
of this section.
1.4
Issue of Documents
1.4.1 Distribution of Documents

Distribution of documents shall be to the parties defined in Appendix B of this manual
and to others as directed by the Project Manager.
1.4.2 Issue of Documents
All formal issues of construction drawings, design control drawings, and design
information lists shall include a list of drawings with each document identified by
drawing title, drawing number, latest revision number, and latest revision date. The
list of drawings for bid and contract issues shall be a part of the procurement
specifications described in the Project Procurement Manual (PPM) . Revised and
additional documents, including the updated list of drawings, shall be issued to
subcontractors by use of the modification proposal and change order process
described the relevant Energy Standard.
Whenever documents have been issued to a subcontractor, all subsequent revisions to
those documents shall be issued to that subcontractor until such time that the
subcontractor has completed the work covered by the contract.
1.5
Design Changes
Changes to design control documents shall be made using generally the same methods
for design, review, and approval as used for the original documents. The Project
Engineering Manager is responsible for control of all design changes.
1.5.1 Design Change Requests
A Design Change Request (DCR) (P-GN-330) shall be utilized to manage and
document proposed changes to design documents that have not been issued at
Revision 0. DCRs shall be in accordance with Energy-Std-2-03880-00160, Standard
for Design Change Management.
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Each discipline shall maintain a log (using P-GN-331) and copies of each DCR in the
projects Documentum docbase. The DCR number, as assigned and logged by the
responsible PDE, shall be of the following form:
R - A - XXXX
DCR Identifier
Discipline Identifier
DCR Sequence Number
Disciplines will include the following:
A--Administrative.
C--Chemical.
E--Electrical.
K--Control.
M--Mechanical.
S--Civil/Structural.
1.5.2 Engineering Change Notifications

An Engineering Change Notice (ECN) (P-GN-118) shall be used to provide interim
notification of design changes before they are incorporated into the design document
or to accompany revised design documents that have been previously issued. ECNs
shall be processed in accordance with Energy-Std-2-03880-00160, Standard for
Design Change Management.
Each discipline shall maintain a log and copies of each ECN in the projects
Documentum docbase. The ECN number, as assigned and logged by the responsible
PDE, shall be of the following form:
N - A - XXXX
ECN Identifier
ECN Sequence Number
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A--Administrative.
C--Chemical.
E--Electrical.
K--Control.
M--Mechanical.
The responsible Project Engineer or his designee shall accomplish the following:
Assign the ECN number (sequential by discipline).
Identify the document(s) to which the ECN is directly applicable.
Provide a clear description of the required change.
The approval sequence for an ECN shall be equal to that specified for the affected
design documents. Prior to final approval and issuance, the ECN shall be routed to
the appropriate PDE for approval endorsements. The ECN original shall be routed to
endorsing persons for the entry of endorsements only. When reviewing an ECN prior
to issue, persons having the need to record comments should do so on a separate
sheet, which should be signed by the reviewer and returned to the responsible PDE
with the ECN. Comments shall be reviewed and resolved by the responsible PDE,
who is the only person authorized to alter the original ECN. The original ECN shall
be approved and signed by the Project Engineering Manager. After all required
endorsements have been obtained and the ECN approval block has been signed by the
appropriate person, the ECN shall be reproduced and distributed to all recipients of
the affected documents. The latter shall include both internal and external
distribution. External distribution, either to the Owner or to subcontractors, shall be
determined by the Project Engineering Manager.
The utilization of ECNs as a method of communicating changes to design
documentation may vary with the type of document affected. For drawings or bound
documents, the ECN should simply describe the appropriate changes. The recipient
of the ECN should attach the ECN to the affected document or, alternatively, mark the
affected document to bring attention to the ECN, if filed separately.
When a design document is revised to a later revision number, all outstanding ECNs
that have been issued against the document shall be incorporated into the new
revision.
1.5.3 Contractor Information Requests
After the Approved for Construction issue, all construction-initiated changes to or
questions concerning the engineering documents (either drawings or specifications)
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will be submitted on a Contractor Information Request (CIR) form (SPM2-F01) from

construction contractors to the site staff. Prior to this issue, changes and questions
will be transmitted by normal correspondence.
The intended party shall review and disposition all CIRs.
All CIRs will be numbered using the following system:
CIR - A - XXXX
Contractor Information Request

Unique Sequential Number
A--Administrative.
C--Chemical.
E--Electrical.
K--Control.
M--Mechanical.
All CIR numbers shall be obtained from the site-generated CIR Log (SPM2-L01).
CIR Logs will include the following information:
CIR number.
Subject.
Initiator.
Date initiated.
Response required.
Response date.
The Subcontracts Administrator shall be responsible for maintaining the CIR Log and
files.
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A copy (with attachments) of all CIRs will be filed in the CIR file. Upon receipt of
disposition, the original CIR shall be removed and the dispositioned copy put in its
place.
The Field Discipline Engineers will be responsible for updating all affected controlled
drawings at the site.
1.6
Drawing Index
An index of all B&V design control drawings, design information lists, and
construction drawings shall be prepared and maintained. The index presents a current
record of the issue and revision status and the applicable print distribution status of
each issue.
Copies of the list or appropriate updated pages of the list shall be periodically
distributed to those for which print distribution is designated in Appendix B of this
PIM, and to others as directed by the Project Engineering Manager.
1.7
In accordance with the Contract, Exhibit B, Section 1.24.3, all drawings and lists for
the project shall be identified with a conformance designation in the manner of a final
issue. Documents shall be conformed to construction records as discussed in Part 90
of this manual.
The revision designation CONFORMED TO CONSTRUCTION RECORDS denotes
an issue or revision when it is determined that the drawing or list appropriately
portrays all changes or deviations from the intended design that have been conveyed
or communicated to the project design organization.
For those drawings or lists where no change has been conveyed or communicated to
the project design organization, the revision shall be identified by the issue
designation CONFORMS WITH CONSTRUCTION RECORDS--NIC to convey no
indicated change.
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Introduction
B&V will process and review Owner drawings and related documents to determine
that the Owner is meeting the intent of the contractual agreement and to obtain
information needed to interface the associated equipment into the facility.
The review of documents shall be limited to specific objection(s) to the information
contained in the documents submitted and shall not in any case imply that B&V
modified any of the terms, conditions, or contract requirements. The Owner shall be
solely responsible for providing documents and performing work in accordance with
contract requirements on a schedule that will permit reasonable time for review by
B&V, and construction by the Owner, so that the schedule for items and services
under the contract is maintained.
2.2
Receiving of Documents
Owner drawings, data, and review documents will be controlled in accordance with
the PIM.
2.3
Reviewing and Commenting on Documents
Reviewing and commenting on Owner drawings and related documents will be

documented in the same manner as required for manufacturers drawings and data
covered in the PDM.
Drawings and related documents that are returned to the Owner after revision will be
accompanied with the drawing manifest prepared by the Drawing Control Center.
Copies of the transmittal listings and manifests shall be distributed as defined in
Appendix B of this manual.
2.4
Drawing Index
An index of all Owner drawings and related documents will be prepared and
maintained under the supervision of project management with coordinating review
responsibility. This index will be part of the manufacturers drawing index prepared
by the J07 module of POWRTRAK.
2.5
Document Files
PDEs with coordinating review responsibilities will maintain the official file copies of
all drawings and related documents submitted by the Owner. The documents will be
stored in the drawing control system as controlled by J07.
Drawings and related documents will be filed by project, contract, and sequence
numbers described in Appendix C of this PIM.
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Distribution
Owner drawings and related documents will be distributed to the parties defined in
Appendix B of this PIM.
Drawings will be prepared for issue based on the following procedure:
PLD copies the TIFF files to an Ibackup folder. Generally, the folder
is named the same as the manifest
(i.e., BS-00028).
PLD (each discipline does their own)

manifests the drawing from J05.
PLD sends a message to the EM (with cc to

EM, PDE) with an electronic copy of the
manifest and the I-backup link to the EM; a
description of what was included in the packet;
and the intent for the drawings (IHR, for owner
approval, Approved for Construction, etc.).
EM reviews, and as necessary,

adds descriptive language on the
details/intent of the distribution and
forwards to PSA.
PSA sends out the email to the standard distribution list

(which is in PIM, and also sets up on the project mailbox as
a Distribution List) with the link to the drawings, explanation
of what the drawings are, and purpose (based on what the
PLD, and EM sent to the PSA). This email was sent from
the project mailbox. The subject line of the email contained
the manifest number and a brief descriptions of the
contents (i.e., HRSG foundation drawings for construction,
ECN for U/G Utilities, ISOs for boiler feed, condensate and
CCCW, etc.)
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Instructions for uploading files to Ibackup web

Instruction 1 - Upload files and send the link of files.
1. Go to Ibackup website www.Ibackup.com, then type the username and password

for logging in (get the username and password from PSA (Onlamai,
Supaporn/Wimolsilpa, Sineenart),
2. Open IBackup, go to 27.0200 Engineering Drawing (JO5) folder for JO5 or go to
(27.0400 Engineering Drawing (JO7)) for JO7, then create folders as required. Load
the files in the appropriate folder.
3. Click the checkbox in front of the folder, and then click Share Folder/File link (under
File/Folder menu on left side of your screen.)
4. In the next page, under section Select the link options, click button titled Generate
Share.
5. In the next page, type in the email addresses of PSA (Onlamai, Supaporn/Wimolsilpa,
Sineenart), change the subject line according to B&V file number, date and Subject
(ex: 27.0201 070322 Dwg Dist-Misc Foundation/Reinforcing Revisions ECN N-S0030 BS-00228), then click the button titled Send using your email program.
6. Your email program will open, and the share link to files in IBackup will appear in an
email message.
7. Attach the transmittal letter to the email message.
8. Send the message.
In addition to normal login to IBackup, you can also create a shortcut on your desktop which
enables you to drag and drop multiple files to IBackup. The following instruction explains how
to create shortcut.
Instruction 2 - Create shortcut to IBackup files (Web Folders)
1. After logging in, click the Web Folders under Shortcuts menu (on the lower left side
of your screen.)
2. In the next page, click the button titled Create Desktop Shortcut. This will prompt
you to Open or Save the file.
3. Click Save to download the shortcut to your desktop. After download is complete,
click Close.
4. Double click the shortcut on your desktop (Files on IBackup.lnk).
5. Enter the same username and password as the normal IBackup login. (If you select
Remember my password, IBackup will open without requiring a password again in
the future).
6. You will see IBackup folders in the standard Windows Explorer folder. Now you can
create new folders, and drag and drop the files directly into the folders (similar to what
you can do in Windows Explorer).
7. Note that if you upload the files via Web Folders, you still need to follow Step 2-7 of
Instruction 1 above to send notifications to the appropriate recipients.
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PART 60 OFFICE PROCUREMENT
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Contents
1.0
2.0
3.0
4.0
General Overview
1-1
1.1
Project Procurement Plan
1-1
1.2
1-1
1.3
1-1
1.4
Project Requirements
1-2
1.5
Delegation
1-3
Technical Documents
2-1
2.1
Introduction
2-1
2.2
Basis for Procurement Packages
2-1
2.3
Project Procurement Packages
2-1
3-1
3.1
Introduction
3-1
3.2
Types of Purchases and Documents
3-1
3.3
Inquiry/Request for Quotation Documents
3-4
3.4
Guide Documents
3-4
4-1
4.1
Introduction
4-1
4.2
Suppliers/Subcontractors Data
4-1
4.3
Inquiries from Prospective Supplier/Subcontractor
4-1
4.4
Development and Maintenance of Project Suppliers/

Subcontractors List
4-2
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5.0
6.0
7.0
8.0
5-1
5.1
Introduction
5-1
5.2
5-1
6-1
6.1
Introduction
6-1
6.2
Preparation, Process, and Approval of Inquiry/RFQ Documents
6-1
6.3
Issue of Inquiries/RFQs
6-1
6.4
Receipt and Distribution of Proposals/Quotations
6-2
7-1
7.1
Introduction
7-1
7.2
Analysis
7-1
7.3
Recommendation
7-1
7.4
Approval
7-1
7.5
Confidentiality of Proposals and Analyses
7-1
Negotiation, Award, and Release of Purchase Orders/Subcontracts/

Service Contracts
8-1
8.1
Introduction
8-1
8.2
Final Negotiations
8-1
8.3
Disposition of Proposals
8-2
8.4
Preparation of Purchase Orders/Subcontracts/Service Contracts
8-2
8.5
Execution and Distribution of Purchase Orders/Subcontracts/

Service Contracts
8-3
Informing Unsuccessful Suppliers/Subcontractors
8-3
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10.0
11.0
9-1
9.1
Introduction
9-1
9.2
Sources and Types of Changes
9-1
9.3
Change Orders/Revisions
9-4
Spare Parts Procurement
10-1
10.1
Introduction
10-1
10.2
Spare Parts Purchasing Methods
10-1
Drawings, Data, and Submittal Management
11-1
11.1
Introduction
11-1
11.2
Schedule of Submittals
11-1
11.3
Submittal Management
11-2
11.4
Supplier/Subcontractor Drawings
11-3
11.5
Manufacturers Drawing Control
11-3
11.6
Processing Procedure Sequence for Imaged Manufacturers

Drawings
11-6
11.7
12.0
Data Control
11-10
Expediting
12-1
12.1
Introduction
12-1
12.2
Expediting Services
12-1
12.3
Project Expediting Plan
12-2
12.4
General Information
12-2
12.5
Equipment Recommended for Shop Visits
12-6
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13.0
14.0
15.0
16.0
17.0
Supplier/Subcontractor Quality Surveillance
13-1
13.1
Introduction
13-1
13.2
Surveillance of Document Submittal
13-1
13.3
Surveillance of Quality
13-1
Logistics
14-1
14.1
Introduction
14-1
14.2
Logistics Services
14-1
14.3
Logistics Plan
14-1
14.4
Receipt at Site
14-7
14.5
Other
14-7
Materials Control Management and Receipt at Site
15-1
15.1
Introduction
15-1
15.2
Materials Management and Control
15-1
15.3
Site Activities
15-2
15.4
Materials Management and Control Process
15-2
Remittance
16-1
16.1
Introduction
16-1
16.2
Processing of Invoices
16-1
16.3
Partial Payment
16-1
16.4
Payment of Invoices
16-1
Purchase Order/Subcontract Closeout and Warranty Administration
17-1
17.1
Introduction
17-1
17.2
Purchase Order/Subcontract Closeout
17-1
17.3
Warranty Management Plan
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Supplier/Subcontractor Performance Evaluation
18-1
18.1
Introduction
18-1
18.2
Supplier/Subcontractor Evaluation Process
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General Overview
Project Procurement Plan
This Project Procurement Plan (PPP) has been prepared for use in connection with the
Glow Project, and is included in section 60 of the PIM. Its purpose is to provide
coordination of the procedures to be used for review, issuance, and control of
procurement documents; to identify expediting and logistics action plans; and to
define the specific procurement packages required for the project. It is to be used
between B&V and third parties, as appropriate. It also defines the responsibilities and
provides coordinated procedures for the processing of changes to specifications,
purchase orders, service contracts, and subcontracts; processing of invoices;
monitoring and expediting status of document submittal and manufacture/delivery;
and quality surveillance. Procurement activities shall be conducted in accordance
with the current B&V Energy procurement standards, to the extent applicable to this
project.
1.2
1.2.1 Preparation and Approval

The Project Procurement Manager shall prepare this plan in accordance with EnergyStd-2-00615-00004, Standard for Project Procurement Plans, to meet the needs of the
project and shall also prepare any revisions or modifications to this plan. After
completion and assembly by the Project Procurement Manager, the plan shall be
submitted to the Project Manager for approval.
1.2.2 Initiation of Revisions
Any project employee may initiate a request for a new or revised procurement
document, including this plan. Requests shall be submitted to the Project
Procurement Manager.
The Project Procurement Manager will determine disposition of all requests. When
requested changes are approved, the revised document will be prepared as discussed
in Subsection 1.2.1.
1.2.3 Management Review
The Project Procurement Manager is responsible for the overall management review
and assessment of the information contained in this PPP.
1.3
The PPP shall be distributed as part of the PIM.
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Project Requirements
The following subsections summarize project requirements. For details, refer to the
EPC Contract.
1.4.1 Approved Suppliers (Subcontractors)
The Owner has provided a list of approved suppliers and subcontractors (refer to
Exhibit M of the EPC Contract). Any additions to this list must be reviewed and
approved by the Owner.
1.4.2 Commercial Requirements
Commercial requirements for compliance with the EPC Contract are incorporated into
the standard terms and conditions to be issued on the project for purchase orders and
subcontracts.
Specific commercial requirements of the EPC Contract that are incorporated as
flowdown items into the commercial terms and conditions include, but are not
necessarily limited to, the following:
Indemnified parties.
Insurance.
Governing law.
Liquidated damages.
Milestone dates.
Payment.
Security.
Spare parts.
Transfer of title.
Taxes.
Warranty.
Waiver of lien.
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Delegation
Named positions or titles and their acronyms shall also mean and his or her
designees when the person holding that position or title is allowed to delegate that
responsibility.
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Technical Documents
Introduction
Development of the list of procurement packages for equipment, material, commodity

material, construction, and field services, and the scope for each package, are early
activities for each project. This section discusses the basis for procurement packages,
introduces the list of procurement packages for the project, including the commodity
material procurement. Refer to Appendix I, Procurement Process Flow Chart.
2.2
Basis for Procurement Packages
Definition of the procurement packages is based on the following criteria:
2.3
All items covered by each equipment or material package are products

that are normally manufactured, fabricated, or assembled by the
supplier, or under the control of the supplier.
Most of the work covered by each construction package is work that is

normally performed by the subcontractors own forces, or under the
control of the subcontractor.
To the extent the schedule permits, the documents covering each

package will be essentially complete at the time of the inquiry or
request for quotation (RFQ).
The package definitions permit almost all of the purchase

orders/subcontracts/service contracts to have fixed or lump sum prices
for a defined scope, or unit prices for specific items. The definitions
for a few packages, such as those covering services not fully identified
in the scope, may require some form of cost plus pricing for part or all
of the work.
Project Procurement Packages
The list of procurement packages for this project, including commodity materials is
stored in Documentum, File No. 24.0650. This list includes the following:
Specification number, file number, or purchase order number (if preassigned).
Specification title.
Onshore or Offshore procurement.
Type of procurement document.
Purchase strategy (e.g., single source).
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Purchase order level (e.g., long form).
Quality assurance requirements.
Expected level of expediting.
Expected level of inspection.
Suggested terms of payment.
Liquidated damage provisions.
Other information as deemed necessary by the Project Procurement

Manager.
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Introduction
Specifications and other procurement documents shall be prepared in accordance with

Energy-Std-2-00615-00002, Standard for Procurement Commercial Documents, and
Energy-Std-2-00615-00003, Standard for Commercial Services and Flowdowns.
These documents shall be prepared in a uniform and consistent manner, so that the
resulting purchase orders/subcontracts are complete and accurate.
Purchase
orders/subcontracts shall cover a defined scope of work for a fixed price, or specific
items of work for unit prices, or shall be on an agreed-upon cost plus or time and
material basis.
Guide documents, forms, and terms and conditions are located in Documentum,
project docbase, File No. Bangkok/POWRSPEC/161808/Commercial.
This section describes the procurement documents, other than drawings, for this
project, and the process for review and approval of those documents.
3.2
Types of Purchases and Documents
The following table summarizes the types of purchases and their associated
documents:
Type of Procurement
Activity
Level of Terms and Conditions

Long Form
Intermediate Form
Short Form
Material, Equipment and

Commodity Material
Purchase (on/offshore)
Subcontract (onshore)
N/A
Services (Onshore)
N/A
N/A
Other Activity:
(Freight Forwarder)
N/A
N/A
3.2.1 Purchases
The following types of purchases are required for this project:
Subcontracts involving craft labor at the project site.
Equipment, material or commodity material procurements.
Services such as inspection, testing, geotechnical, and environmental.
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3.2.2 Documents
The type of document varies for each type of purchase. The following types of
documents shall be used.
3.2.2.1 Subcontracts. A full set of project subcontract documents includes the
following, where applicable:
Subcontract Agreement (EPS).
Essential Subcontract Information.
Schedule and Progress Controls.
Payment Management.
Safety, Health and Accident Prevention.
Onsite Operation Conditions.
General Terms and Conditions.
Supplementary Terms and Conditions.
A set of Attachments.
Technical Specifications (including attachments).
Drawings.
Usually, drawings related to the work are bound separately and listed in the
specifications.
3.2.2.2 Equipment, Material or Commodity material Procurements. A full
set of project equipment, material or commodity material documents includes the
following, where applicable:
Purchase Order Form (EPS).
Essential Purchase Order Information.
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Usually, drawings related to the work are bound separately and listed in the
specifications.
If field services, such as erection advisors or startup assistance, are to be provided by
the supplier/subcontractor in conjunction with the supply of equipment or material,
the Terms and Conditions for Field Service should be included within the purchase
order.
The General Terms and Conditions are available in three versions. The Project
Procurement Manager will select the appropriate version based on factors such as
dollar value, complexity, risk, and the nature of the equipment or work:
The short form is appropriate for off-the-shelf, low dollar (generally

under $100,000), low risk, non-hazardous, commodity type purchases.
The long form is appropriate for major equipment purchases involving

high dollar values (over $1 million), long lead times, and complex,
engineered items, particularly where there would be significant risk if
the supplier did not perform adequately.
The intermediate form bridges the gap between the long form and the
short form.
3.2.2.3 Services. A full set of service contract documents includes the following,
where applicable:
Agreement Section.
Essential Service Contract Information.
Safety, Health and Accident Prevention.
3.2.2.4 Customization. The Project Procurement Manager will customize the

above references to reflect the actual scope of work, equipment, and/or services being
purchased. The General Terms and Conditions are customized by utilizing the
3.2.2.5 Addenda to Purchases and Documents. All revisions/addenda to
conformed, executed purchase orders/subcontracts shall be documented with a
revision.
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Inquiry/Request for Quotation Documents
3.3.1 Content of Inquiry/RFQ Documents

An inquiry/RFQ document will contain, as appropriate, a set of subcontract
documents, purchase order documents, or service contract documents, as described
above. In addition, an inquiry/RFQ document will contain an inquiry/RFQ cover
letter, instructions to bidders, and a bid form.
3.3.2 Addenda to Inquiry/RFQ Documents
All revisions/addenda to inquiry/RFQ documents during the inquiry/RFQ period shall
be documented in an addendum and issued to all suppliers/subcontractors who were
originally issued the inquiry/RFQ, unless a supplier/subcontractor has withdrawn
from consideration.
Each addendum that involves revised drawings or design information lists shall
include a list of the revised documents by title, drawing number, revision number, and
revision date. Bid deadlines may be extended as the project schedule permits.
3.4
Guide Documents
Commercial terms complying with the requirements of the EPC Contract and the
Consortium Agreement, if applicable, shall be prepared by the Procurement
Departments Commercial Services during the early stages of the project.
Guide
inquiry/RFQ documents shall be prepared by the Procurement Department during the
early stages of the project. These documents shall be prepared for each type of
purchase.
The guide documents for this project shall be used by the Glow project procurement
team to prepare the individual inquiry/RFQ and procurement packages.
The project guide documents are located in PowrSpec, Project 161808.
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Introduction
A list of acceptable suppliers and subcontractors shall be established for each of the
procurement packages at an early stage in the project following the development of
the project procurement package, in accordance with Energy-Std-2-00615-00001,
Standard for Sourcing and Leveraging. This section discusses the handling of
expressions of interest from prospective suppliers/subcontractors, and the
development, review, and approval of the suppliers/subcontractors list.
Information regarding approved suppliers/subcontractors shall not be provided to
anyone without a need to know as determined by the Project Procurement Manager.
Following issue of inquiry/RFQ documents to suppliers/subcontractors, the Project
Procurement Manager may state that inquiries/RFQs have been issued and advise a
supplier/subcontractor that inquiry/RFQ documents were issued and if he is or is not a
bidder.
4.2
Suppliers/Subcontractors Data
The Procurement Department maintains information regarding manufacturers,

construction contractors, and suppliers of special services for use in the development
of suppliers/subcontractors lists. This information shall be consulted by the Project
Procurement Manager in the development of the proposed suppliers/subcontractors
list for the project.
4.3
Inquiries from Prospective Supplier/Subcontractor
Inquiries from a prospective supplier/subcontractor shall be handled as described in

the following subsections.
4.3.1 Expression of Interest
All manufacturers and contractors, and their representatives, whom to be contacted by
project procurement representative or who contact the project team shall be requested
to confirm their interest in writing or via email.
4.3.2 Responses to Expressions of Interest
The Project Procurement Manager shall review all written requests for consideration
as a supplier/subcontractor.
Following review and acceptance of a request in accordance with Energy-Std-200615-00001, Standard for Sourcing and Leveraging, it will be forwarded to the
Group Manager - Sourcing with a request for information about the
supplier/subcontractor if needed, then returned to the Project Procurement Manager.
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The Project Procurement Manager or procurement representative shall also provide

one of the following written responses to the prospective supplier/subcontractor, as
determined during the review:
4.4
If the inquiry documents have been issued, the manufacturer or

subcontractor shall be so advised and informed that, while it is too late
for this project, his expression of interest will be retained for future
reference.
When the manufacturer or subcontractor information is already

included in the Suppliers/Subcontractors Data, the individual
expressing interest should be notified that the information was
received, that it is either complete or that additional data is needed, and
that the firm will be considered as a potential supplier/subcontractor
when the supplier/ subcontractor is selected for this project.
When the manufacturer or subcontractor expresses interest in one or

more of the required packages and is not included in the
Suppliers/Subcontractors Data, the necessary forms will be provided
for use in submitting that data so that the firm can be reviewed as a
potential supplier/subcontractor when the suppliers/subcontractors are
selected for this project.
When the manufacturer or subcontractor expresses interest in furnishing equipment or construction that is not required or is not
purchased separately, notification should be given stating that the
presently anticipated procurement or construction packages do not
include separate purchases of the type of equipment or construction
which they have expressed an interest in furnishing.
When a distributor expresses interest in furnishing equipment or

material, the distributor should be advised that proposals are normally
requested directly from the manufacturer or fabricator.
Development and Maintenance of Project Suppliers/

Subcontractors List
4.4.1 Development and Approval

The proposed suppliers/subcontractors list for this project shall be developed by the
project procurement team, in coordination with the list of approved suppliers and
subcontractors in EPC contract and the Procurement Departments
supplier/subcontract database, and presented for review as appropriate to the Project
Manager, the Procurement Manager, the Project Engineering Manager, Project
Construction Manager, and the appropriate Project Discipline Engineers (PDEs). The
proposed supplier/subcontractor list will be developed for each procurement package,
and shall be prepared prior to the issue of the specifications. The reviewed
suppliers/subcontractors list for the project can be accessed in Documentum, project
docbase, File No. 24.0660.
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4.4.2 Determination of Construction Package Subcontractor Interest

All suppliers/subcontractors who are expected to receive an inquiry/RFQ for
construction work should be notified prior to the anticipated inquiry/RFQ issue date to
determine interest.
4.4.3 Update of Suppliers/Subcontractors List
The suppliers/subcontractors list will be updated by the project procurement team to
reflect changes in the list of approved suppliers/subcontractors.
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Introduction
The process of awarding a purchase order or subcontract involves the evaluation of

factors other than cost and service capabilities of the suppliers or subcontractors. These
factors include the following:
The performance history of a supplier or subcontractor. In making the

decision to award a purchase order or subcontract, a project is interested in
both past and current performance of the supplier/subcontractor. If there
is a problem with that performance, the project should have information
about the nature, cause, and ultimate resolution of the problem. Likewise,
the project should have information about those suppliers/subcontractors
who have performed exceptionally well for other projects.
Opportunities to leverage the business. Knowing that a supplier or

subcontractor is currently doing business or about to be awarded some
business by another project presents an opportunity for projects to
combine their business and negotiate a better purchase order/subcontract.
The purpose of this section is to ensure that this project provides and receives timely
information about suppliers and subcontractors on other or future projects.
All information regarding the performance of a supplier or subcontractor, business
awarded to a supplier or subcontractor, or the evaluation of a supplier or subcontractor is
considered confidential and shall not be copied or distributed or discussed with third
parties.
5.2
5.2.1 Project-Supplied Information

The Project Procurement Manager will provide the Procurement Department related
groups the following information:
Preliminary and final qualified supplier/subcontractor list.
Ongoing schedule data specific to procurement activities, including, as a

minimum, the specification number, planned and actual inquiry/RFQ
dates, and planned and actual award dates.
Evaluation data used in awarding the business to a supplier/subcontractor,

e.g., Bid Tabulation data.
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Claims, back charges, warranty issues, or other complaints about

supplier/subcontractor performance.
Supplier performance feedback as necessary.
Other information regarding significant achievements by or problems with

a supplier/subcontractor.
5.2.2 Information Provided to the Project

The Procurement Department related groups will gather and store the information
provided by each project. This information will be available through the use of
Documentum and access to the Procurement Departments supplier/subcontractor
database.
From time to time, the Procurement Department related groups will communicate to the
Project Procurement Manager certain information regarding suppliers/subcontractors that
has recently become available to assist in preparing suppliers/subcontractors lists and in
negotiating with suppliers/subcontractors.
The Project Procurement Manager can also request project-specific data and coordination
requirements at any time.
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Introduction
The issue of inquiries/RFQs to qualified suppliers/subcontractors and receipt of

proposals/quotations needs to be accomplished in a consistent and timely manner.
This section contains instructions regarding the process that shall be used to prepare
and approve the issue of inquiries/RFQs, receipt of proposals/quotations, and
distribute and determine the disposition of received proposals/quotations.
Refer to Appendix I, Procurement Process Flow Chart, as a supplementary to this
section.
6.2
Preparation, Process, and Approval of Inquiry/RFQ

Document
6.2.1 Obtain Reference Documents

To begin preparation of the inquiry/RFQ documents, the responsible department will
locate all the technical specifications and commercial documents through PowrSpec.
The PowrSpec library of documentations will include all the commercial and
technical documents needed to assemble the inquiry/RFQ.
6.2.2 Edit Reference Technical Specification
The Responsible Engineer will edit the reference technical specification or prepare a
new specification to indicate the project-specific requirements and ensure compliance
with the EPC Contract in PowrSpec. In addition, the Responsible Engineer shall
consult with other engineering departments, as appropriate, for comments or
suggestions.
6.2.3 Edit Reference Commercial Documents
The Procurement Representative will edit the latest generic project-specific
commercial documents in PowrSpec and shall coordinate with the assigned
Responsible Engineer to edit these reference documents for inquiry-specific requirements.
6.2.4 Prepare Draft Inquiry/RFQ Document
The Responsible Engineer and Procurement Representative will finalize the edited
technical specifications and commercial documents in PowrSpec. The Procurement
Representative will also prepare a P-GN-192 form and bidder list in PowrSpec and
issue a notification of In House Review (IHR) to project team including the Project
Procurement Manager, all discipline PDEs, Project Engineering Manager,
Construction Manager (for subcontract packages), Project Control Manager, QC
Manager, Chief Engineer Office, and Project Manager for review.
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6.2.5 Incorporate Comments

Upon completion of IHR, Responsible Engineer will resolve comments that are
technical in nature, coordinate with all parties impacted by the comments, respond to
all comments not being incorporated, and edit the technical section of inquiry/RFQ
accordingly. The Procurement Representative will do the same for all comments that
are commercial in nature, and assemble the technical and commercial documents into
one inquiry/RFQ document.
6.2.6 Approve Final Inquiry/RFQ Document
The Procurement Representative will prepare a P-GN-193 form and route the final
inquiry/RFQ document (hard copy) to the respective PDE, Project Procurement
Manager, Project Engineering Manager, Project Manager, and/or Project Construction
Manager (for subcontract packages) for approval.
6.3
Issue of Inquiries/RFQs
6.3.1 Verification and Distribution of Inquiries/RFQs

Upon receipt of the approved inquiry/RFQ document (and its attachments), the
Procurement Representative shall confirm that it is complete and processed properly
and that it has been approved by the Project Procurement Manager, Project
Engineering Manager, Project Manager, and PDE, if applicable. Any further
comments received shall be reconciled as indicated in Article 6.2.5 above, and the
final inquiry/RFQ document will be created in a PDF format for file, distribution and
issuing to bidders. All comments and approval forms received prior to inquiry issue
shall be maintained in the project Documentum file system. Distribution of the
inquiry package to the project team shall be indicated in Appendix B.
6.3.2 Issuing the Inquiry/RFQ to Bidders
The Procurement Representative will prepare and transmit the inquiry/RFQ document
to each bidder. Inquiry/RFQ will be transmitted electronically. The inquiry shall
describe the package, and request each supplier/subcontractor to acknowledge receipt
of documents and to provide an email statement of intent to respond. The inquiry
shall also provide any special instructions regarding submittal of the quotation, the
date and time the quotations are due, and the location to which the quotations are to
be delivered.
6.3.3 Addenda to the Inquiry/RFQ
When required, issue of addenda and notification of inquiry period extensions shall be
accomplished in the same manner as issue of the original documents, except that there
is no requirement for the P-GN-192 review described in Subsection 6.2.4. Addenda
will be sent to all original bidders except for those who have given notice of
withdrawal from the inquiry.
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6.3.4 Bidder Proposals/Questions

During the time allowed for the bidders to respond, verbal questions will be directed
as described in the inquiry. All verbal questions must be confirmed by the bidder in
writing and addressed to the Procurement Representative. The Procurement
Representative, after discussion with Procurement Manager will answer all
commercial questions and will direct all technical questions to the appropriate PDE.
The Procurement Representative will communicate all answers, commercial or
technical, to the bidder. If any answers change or clarify the inquiry package or need
to be put in writing, the Procurement Representative will issue an inquiry addendum
to all bidders documenting those answers.
6.3.5 Requests from Nonapproved Suppliers/Subcontractors
Inquiry/RFQ documents shall not be supplied to companies that were not listed on the
bidders list approved prior to inquiry issue, nor will companies be given the
opportunity to provide the qualifications for review and consideration by the project
after the inquiry documents have been issued. Should a company request to be added
to the bid list prior to the issuance of the inquiry/RFQ documents, then the request
will be considered by the project on a case-by-case basis.
6.4
Receipt and Distribution of Proposals/Quotations
Each bidder shall be requested to submit their proposal/quotation electronically to the

project email Address (Glow161808@bv.com). Submittal requirements shall be
included with the inquiry/RFQ document issued to bidders. Refer to Appendix B for
internal distribution requirements.
Each proposal/quotation shall be delivered to the project on or before the date and
time designated in the inquiry/RFQ. Failure to meet this deadline may result in the
proposal/quotation being disqualified.
Requests for extension will be directed to the Project Procurement Manager. Any
extension given to one bidder will be given to all bidders included in the inquiry.
The Project Procurement Manager or designated Procurement Representative is
responsible for verifying the bidders receipt of the inquiry and for monitoring and
reporting to the project the bidders response.
6.4.1 Proposal/Quotation Distribution
All proposals/quotations will be stored in Documentum under .00D, and Procurement
Representative will notify the team the receipt of quotations as per Appendix B.
Upon receiving the proposal/quotation, the Procurement Representative will
determine if the proposal/quotation is complete; that is, that the bidder has provided
all necessary documents and information, and will notify the bidder accordingly.
Complete proposal/quotations will be included in the evaluation process. Incomplete
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proposal/quotation may not be evaluated. If the project chooses to pursue an

incomplete proposal/quotation, the Procurement Representative shall promptly
request the bidder to supply the missing information.
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Introduction
The project uses formal analyses of suppliers/subcontractors (bidders)

proposals/quotations to determine which bidder has the lowest evaluated cost and
satisfactorily meets the specified requirements of each inquiry. This section describes
the types of analyses used and the process leading to the decision for award of each
purchase order/subcontract.
The Project Procurement Manager or Procurement Representative will coordinate the
preparation of all analyses. The responsible PDE or Responsible Engineer or Project
Construction Manager will direct the technical analysis, and the Project Procurement
Manager or Procurement Representative will direct the commercial analysis and
preparation of the combined results.
7.2
Analysis
Generally, detailed evaluations will be performed only on competitive proposals.

During the analysis, all communication with the bidder will be conducted through or
with the Project Procurement Manager or Procurement Representative.
As
appropriate, such communication will be documented for inclusion in the final
evaluation and ultimately for the project files.
7.2.1 Technical Analysis
The Responsible Engineer or the Project Construction Manager will conduct and
prepare an analysis that addresses the bidders compliance with the technical
requirements of the inquiry. The Responsible Engineer or the Project Construction
Manager will coordinate and gather information from other engineering disciplines as
necessary. The Responsible Engineer will be responsible for entering information
into the technical portions of the Bid Tabulation Form and the Bid Evaluation Form
throughout the evaluation process. The initial technical evaluation should take no
more than 3 working days after distribution of the proposal. After receipt of
responses to technical clarifications and/or questions from the bidder(s), the final
technical evaluation, including recommendations, should take no more than 2 working
days.
7.2.2 Commercial Analysis
The Procurement Representative will conduct and prepare an analysis that addresses
the bidders compliance with the commercial requirements of the inquiry. The
Procurement Representative will be responsible for entering information into the
commercial portions of the Bid Tabulation Form and the Bid Evaluation Form
throughout the evaluation process. The commercial evaluation should take no more
than 3 working days after distribution of the proposal. After receipt of responses to
commercial clarifications and/or questions from the bidder(s), the final commercial
evaluation, including recommendations, should take no more than 2 working days.
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7.2.3 Schedule Analysis

The Project Controls Manager will coordinate with the Responsible Engineer or
Project Construction Manager as necessary. The final schedule analysis should take
no more than 3 working days after the Project Procurement Manager or Procurement
Representative has distributed the schedule portion of the proposals.
7.2.4 Economic Criteria for Analysis
The comparative cost evaluation of each bid analysis shall include the following items
whenever they are applicable:
Base proposal prices.
Optional prices as quoted by the bidder.
Total base proposal prices.
Adjustments to base proposal prices.
Total adjusted proposal prices.
Differential balance-of-plant costs.
Total evaluated costs, including cost of quality.
Differential evaluated costs.
Differential terms of payment.
Ability to reach a timely agreement.
7.2.5 Clarifications to Bidders

The Procurement Representative and Responsible Engineer will coordinate compiling
quotation clarification questions to bidders. The Procurement Representative will
send all questions to the bidders, with copies to the project team in accordance with
the Document Distribution Matrix.
7.2.6 Final Analysis
After the Responsible Engineer or Project Construction Manager, Procurement
Representative, and the Project Procurement Manager have completed their
evaluations, received technical and commercial clarifications from bidders, and
reached a preliminary analysis, they will discuss and agree on the following:
A shortlist of the bidders. This list will normally be limited to two

bidders, but may be expanded to three or limited to one under the
appropriate circumstances.
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Method (in person, via email, or over the phone) of conducting

negotiations with the shortlist bidders. The Project Procurement
Manager will set the time and date for these negotiations, conduct the
negotiation meetings, and report their results.
The Project
Procurement Manager will determine when the shortlist negotiations
may not be necessary.
Identification of open issues, both technical and commercial, regarding

each bidder that will be addressed at the negotiations.
If the Responsible Engineer or Project Construction Manager, the Procurement

Representative, and the Project Procurement Manager cannot reach an agreement on
the selected bidder, each will present their analysis and recommendation to the Project
Manager, who will make the final decision.
After the determination of the shortlist, the Project Procurement Manager will report
to the project management the intention and strategies regarding the final
negotiations. The Project Procurement Manager or Procurement Representative will
proceed with negotiations as further described in Section 8.0.
7.3
Recommendation
The Procurement Representative or the Project Procurement Manager will set and
lead the final negotiations to reach a conclusion and recommendation for the selected
bidder. Once completed, the Procurement Representative will prepare the evaluation
and recommendation for approval. The form of evaluation and recommendation
request shall be combined and will generally follow the Bid Evaluation Spreadsheet.
7.4
Approval
The Procurement Representative will route the evaluation and recommendation (Bid
tab) to the Project Procurement Manager, Project Discipline Engineer, the Project
Engineering Manager, and the Project Manager for approval. Any comments will be
resolved by the Procurement Representative and Responsible Engineer, if required.
7.5
Confidentiality of Proposals/Quotations and Analyses
Information in proposals/quotations and analyses is considered confidential. Pricing

data shall be provided only to those persons who are directly involved in the
preparation of the cost evaluation.
All requests for missing data and clarification of proposals that are necessary for
analyses to be performed shall be made to the bidder by the Project Procurement
Manager.
The conclusions and recommendations contained in each analysis shall remain
confidential.
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8.0
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Negotiation, Award, and Release of Purchase

Orders/Subcontracts/Service Contracts
Introduction
Issuance of each purchase order/subcontract/service contract shall be performed in

Energy-Std-2-00615-00006,
Standard
for
Purchase
accordance
with
Orders/Subcontracts/Service Contracts and Revisions. The project will utilize the
Enterprise Procurement System (EPS).
8.2
Final Negotiations
The Project Procurement Manager will lead the negotiations with support from the
Responsible Engineer, Project, Construction Manager, and others as appropriate. The
Project Procurement Manager will contact the selected bidder and arrange for a
meeting, as appropriate.
The Project Procurement Manager will identify the Best and Final offer process that
will be used for the final negotiation. The strategy will vary for each award
depending upon the response from the bidder, technical options, commercial
conformance, and their associated competitiveness.
If a Best and Final offer process is not used as a negotiation approach, the Project
Procurement Manager and Project Manager will identify an approach for accepting a
bidders proposal that can be used consistently and fairly for project procurements.
If a meeting with the selected bidders is warranted, the Project Procurement Manager
will set the agenda. This agenda may include either a review of a draft of the
proposed purchase order/subcontract/service contract with all attachments and
specifications, including proposed resolution of the items to be negotiated, or a
detailed listing of the items with proposed wording for the items to be negotiated.
Because of schedule constraints, information available at the time of purchase
order/subcontract/service contract award is often more complete and accurate than the
information issued for inquiries. Generally, purchase orders/subcontracts/service
contracts shall be awarded on the basis of the best information available at the time of
award. During the negotiation process, to the extent that schedule considerations
permit, all available revised information shall be given to the selected bidder prior to
award, so that the bidder may determine any adjustments in the price necessary to
incorporate the latest information. If negotiations are being conducted with more than
one bidder, all contending bidders shall be given an opportunity to submit a price
adjustment after receiving the revised information.
If negotiations are unsuccessful or reach an impasse, the Project Procurement
Manager will recommend whether to initiate negotiations with the second bidder on
the shortlist. Making this recommendation means that the Project Procurement
Manager has determined that negotiations with the selected supplier will not be
successful and another bidder should receive the award. The Project Procurement
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Manager and Responsible Engineer or Project Construction Manager will review the
status of negotiations with the selected bidder and the recommendation for the next
bidder on the shortlist and obtain the approval of the Project Manager before
proceeding.
Upon successful completion of the negotiations, the Project Procurement Manager
will obtain Project Manager an approval. The Project Procurement Manager or
Procurement Representative will prepare and issue a notification to the bidder
confirming the award. This notification may be a Notice to Proceed, a Letter of
Award, or a Letter of Intent. This notification may not be necessary if the purchase
order/subcontract/service contract can be conformed within a time frame acceptable to
both the Project Procurement Manager and the bidder.
8.3
Disposition of Proposals
The proposal documents shall be maintained as confidential information, in

accordance
with
Energy-Std-2-00615-00006,
Standard
for
Purchase
Orders/Subcontracts/Service Contracts and Revisions.
As soon as the award is made and accepted, the Project Procurement Manager shall
collect and destroy all hard copies of proposals submitted by the unsuccessful bidders,
with the exception of the file copy, if there is any.
8.4
Preparation of Purchase Orders/Subcontracts/Service

Contracts
The conforming of purchase orders/subcontracts/service contracts should take no

more than 10 working days after the receipt of the signed LOA from successful
bidder. Cost codes shall be assigned by the Cost Engineer.
The Responsible Engineer shall prepare the technical portions of the purchase
order/subcontract/service contract; the Procurement Representative shall prepare all
the commercial portions. These documents will be delineated to show agreed-upon
changes from the original inquiry. The Procurement Representative shall coordinate
the overall purchase order/subcontract/service contract preparation activity. The
Procurement Representative will then prepare a P-GN-193 form and route the
purchase order/subcontract/service contract to the Project Procurement Manager,
Responsible Engineer, Project Engineering Manager, Project Construction Manager
(for subcontract packages), and Project Manager for review and approval.
The Procurement Representative will receive, resolve, and incorporate any review
comments received.
Technical comments will be coordinated through the
Responsible Engineer. The final purchase order/subcontract/service contract shall
then be issued by the Project Manager.
The purchase order/subcontract/service contract will be sent to the successful bidder
for signature.
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Execution and Distribution of Purchase Orders/

Subcontracts/Service Contracts
All purchase orders/subcontracts/service contracts will be executed within 5 working

days for Onshore procurement and 10 working days for Offshore procurement after
being submitted to the bidder.
The Project Procurement Manager will instruct the bidder to sign all conformed
copies, and return all back to the project address.
The Project Procurement Manager will notify the Project Manager if the bidder fails
to return a signed copy within the time allowed.
After the purchase orders/subcontracts/service executed by B&V, one original
executed purchase orders/subcontracts/service will be mailed to successful bidder, and
others will be filed and distributed in accordance with Appendix B of this PIM.
8.6
Informing Unsuccessful Suppliers/Subcontractors
The Procurement Representative will notify each unsuccessful bidder and express
appreciation for the proposal that was submitted. This notification should be sent
within 5 working days after the conclusion of successful negotiations with and award
to the selected supplier/subcontractor.
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9.0
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Introduction
Revisions to purchase orders/subcontracts/service contracts for equipment and

materials are required to document changes to the specified schedule, to the scope of
work, or to technical or commercial requirements. Documented changes improve the
quality of the work and minimize mistakes and misunderstandings.
This section describes the change order/revision process.
9.2
Sources and Types of Changes
There are normally five sources of changes: Engineering, Construction, Procurement,

supplier/subcontractor, or Owner.
There are two types of changes: technical or commercial. Within the project,
technical changes usually come from either Engineering or Construction. The
supplier/subcontractor may request either type of change. When there is a question
about the necessity of issuing a change order, the Project Procurement Manager will
decide if the nature of the change requires a change order/revision.
9.2.1 Project Technical Changes
Requests for technical changes will be initiated by the Responsible Engineer and will
be processed as described on Figure 9-1, Change Order/Revision Flow Chart.
The request for change must be further processed and approved within the procedures
of the requesting organization, either Engineering or Construction, and those
contained in this PIM (refer to Part 50, Section 1.5). Those requests include the
following:
Engineering Change Notice (ECN).
Contractor Information Request.
The use of sketches in lieu of drawing changes is discouraged and is only appropriate
in emergency situations to maintain a smooth construction process. If a sketch is used
to make a change, it shall be confirmed by revision to the appropriate drawings and
design information lists.
The change request will be forwarded to the Procurement Representative for further
processing.
9.2.2 Project Commercial Changes
Requests for commercial changes will be initiated and/or processed by the Project
Procurement Manager or Procurement Representative.
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PR is notified of change request, and then initiates contract revision.

RE ensures the change by completing Revision Request Form (RRF)
(RRF template in 60.0000/Procurement templates).
RR/PPM works with the contractor to reach an

agreement on the changes and related commercial terms.
PR completes Revision Authorization.

PR creates Revision in EPS.
PR incorporates changes into conformed contract document
if needed, then routes altogether to team for review and
approval.
Revision Authorization Onshore/Offshore form (template in
60.0000/Procurement templates).
PR incorporates comments, if there are any; and PDFs the file.

PR submits EPS PO Revision to PPM for approval. PR creates
PDF of final revision.
PR keeps signed Revision Authorization form and the EPS PO in
.01D/Revision # folder.
PR prepares Letter of contract Revision issue, and has PM signed.

PR issues scanned PO Revision package and signed letter to
Supplier/Subcontractor via email.
PSA express mails three hard copies to contractor for signature, and
notifies contractor.
PSA files this email in .01D/emails sub-folder.
After PO Revision returned, B&V authorized persons signed PO Revision.

One original to be returned to contractor; one to be issued to Asia Legal;
and one for project file.
Figure 9-1
Change Order/Revision Flow Chart
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In certain instances, construction will identify actions or activities that will require
commercial changes. These types of activities include added or decreased scope;
back charges; overage, shortage, and damage (OS&D); and other forms of claims.
The resolution of these issues usually involves a cooperative effort between
Engineering, Procurement, and Construction. When resolved, the applicable
documents governing the issue will be sent to the Procurement Representative for
processing of the change order/revision if necessary.
The Project Procurement Manager will ensure that the appropriate forms are
completed and processed in accordance with department and project policies and
procedures.
The Project Manager will approve all project commercial changes.
9.2.3 Supplier/Subcontractor Change Requests
The supplier/subcontractor will send any request for a change in writing to the project
address. After recording and logging receipt of the request, the Project Procurement
Manager will initiate the required action.
The Project Procurement Manager will review the request. If the request is for a
technical change, the Project Procurement Manager will forward the request to either
the appropriate Responsible Engineer or to the Project Construction Manager. If the
request is for a commercial change, the Procurement Representative or Procurement
Manager will evaluate the request.
9.2.3.1 Technical Change Request. After recording and logging receipt of the
request, the Responsible Engineer will initiate the required action.
The PDE or the Construction Manager will evaluate the request for change in
accordance with department policies and this PIM.
Any communication with the supplier/subcontractor will be coordinated with the
Procurement Representative or Procurement Manager and documented for inclusion
in the project files.
When a decision has been made, the Responsible Engineer will forward the request,
correspondence from the supplier/subcontractor, and copies of notes from meetings
and phone calls to the Procurement Representative or Procurement Manager, who will
place all documentation in the project files.
Either the Responsible Engineer or the Project Construction Manager and the Project
Procurement Manager will communicate acceptance or rejection of the request for
change to the supplier/subcontractor.
If the request is approved by the Project Manager, the PDE or Responsible Engineer
will prepare and issue an ECN. Refer to Part 50, Section 1.5, for detailed instructions
on issuing ECNs.
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9.2.3.2 Commercial Change Request. The Procurement Representative or

Procurement Manager will evaluate the request for change from the
supplier/subcontractor.
The Procurement Representative or Procurement Manager will document all meetings
and phone calls with the supplier/subcontractor and place them, as well as copies of
all correspondence between the project and the supplier/subcontractor, in the project
files.
The Project Procurement Manager or Procurement Representative will inform the
supplier/subcontractor if the request is approved or denied. If the request is approved
by the Project Manager, the Project Procurement Manager or Procurement
Representative will prepare and process a change order.
9.3
Change Orders/Revisions
Before notifying the supplier/subcontractor, the Project Procurement Manager or

Procurement Representative will submit the change to the Project Manager for
approval.
The Project Procurement Manager or Procurement Representative will prepare and
process a change order/revision authorization form to communicate any approved
revision to executed purchase orders/subcontracts. The change order shall include the
cost codes assigned by the Cost Engineer.
The Project Procurement Manager or Procurement Representative may issue a written
interim authorization when it is necessary for a supplier/subcontractor to proceed with
the changes before a change order is issued. This authorization may be a letter or
email, as the Project Procurement Manager deems acceptable, and will be specific in
its content and description of the work.
All interim authorizations shall be confirmed by the timely issuance of a change
order.
The Project Procurement Manager shall prepare the change order within 5 working
days after the Project Manager has approved the request for change.
After the change order is executed, the Project Procurement Manager or Procurement
Representative will issue copies to holders of conformed purchase
orders/subcontracts/service contracts.
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10.0 Spare Parts Procurement

10.1 Introduction
Procurement of spare parts is required on a schedule that will provide delivery to
support startup and initial operation of the unit and the Owners maintenance program
following commercial operation.
This section discusses the spare parts procurement process for this project. To the
extent applicable, spare parts required for startup and commissioning are to be
included within the original purchase order/subcontract. The procurement of
operational spare parts is not required; however, the preliminary supplierrecommended operational spare parts lists will be provided to the Owner.
The Project Procurement Manager is responsible for spare parts procurement, with
assistance from the Responsible Engineer or Project Startup Manager, as necessary.
10.2 Spare Parts Purchasing Methods

Spare parts shall be purchased using the following methods:
Startup and commissioning spare parts will be included in the original

purchase order/subcontract for the equipment.
Separate proposal covering 2 year operational spare parts to be

obtained on a later schedule than the award of the purchase
order/subcontract for the equipment will be provided to the Owner for
review, selection, and purchase.
10.2.1 Startup and Commissioning Spare Parts

Startup and commissioning spare parts shall be purchased as part of the original
purchase order/subcontract and delivered with the equipment.
These parts shall be required by the specifications, listed as a separate price from the
equipment, and shown as a separate line item.
10.2.2 Operational Spare Parts
Two year operational priced spare part list shall be obtained after the manufacturer of
the equipment has completed the engineering and drawing preparation for the
equipment. This spare part list will be forwarded to the Owner for review, selection,
and purchase of these operational spare parts. The supplier/subcontractor shall be
request to provide a detailed 2 year operational priced spare part list within the
submittal schedule portion of the purchase order/subcontract, and the price shall be
valid for 180 days after the submission.
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The Procurement Representative shall coordinate the receipt of the priced spare part
list from each of the suppliers/subcontractors. Upon receipt of the priced spare part
list, the Procurement Representative will forward the list to Project Manager, and
update the spare part log for records in Documentum.
Project Manager shall forward the priced spare part list to the Owner for review,
selection and purchase of these spare parts.
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11.0 Drawings, Data, and Submittal Management

11.1 Introduction
The development of a Submittals List, purchase order/subcontract and award,
proactive expediting, and the processing and reviewing of manufacturers drawings
and data shall determine that the manufacturer is meeting the intent of the
specifications. This process is also used to obtain information needed to interface the
associated equipment into the facility.
The review of documents by B&V shall be limited to a determination as to specific
objections to the information contained in or on the documents submitted, and shall
not in any case imply that B&V modified any of the terms, conditions, or
specification requirements of contract documents. The supplier/subcontractor shall be
solely responsible for providing documents and performing work in accordance with
purchase order/subcontract requirements on a schedule that will permit reasonable
time for review by B&V and correction by the supplier/subcontractor so that the
schedule for items and services is maintained.
11.2 Schedule of Submittals

The Responsible Engineer and Procurement Representative will be responsible for the
creation of a schedule of submittals (Submittals List) to be included with the
commercial sections for each purchase order/subcontract as deemed appropriate and
as follows:
The Procurement Representative will establish the list of commercial

submittals.
The Responsible Engineer will establish a comparable list for

engineering submittals and identify the standard approval time required
for both parties.
Suppliers/subcontractors will provide their cross-reference drawing

name(s) and number(s) for each submittal.
The Procurement Representative will consolidate all three lists into one
Submittals List for the purchase order/subcontract. All submittals shall
have due dates assigned, when possible, and these dates will be
included in the purchase order/subcontract.
The Submittals List will contain the suppliers/subcontractors submittal obligations.

The information contained on the list should include the following, at a minimum:
Name, description, and drawing number, if available, for each

document.
Deliverable code/sequence number.
Contractual due date.
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11.3 Submittal Management

All projects that have a procurement scope shall assign a Responsible Party for each
submittal. Typically, the Responsible Party will be the Responsible Engineer for
engineering drawings and data and the Procurement Representative for commercial
submittals.
Certain submittals shall be tracked and the status updated by a delegate of the
Responsible Party. The Responsible Party shall do the following:
Log actual date of receipt of the drawing or document.
Review document for acceptance and compliance.
Update the status of submittals.
Notify supplier/subcontractor of action needed, if required, and status

of documents.
Record return of document.
The Responsible Parties will status these activities in a list available to other project
team members in Documentum. Deficiencies or late submittals in the schedule of
submittals will be acted upon for resolution.
Upon receipt of a purchase order or change order for engineered items and other items
designated on a project basis, the Responsible Party will review the document to
identify the contractual requirements for submittals.
Contact will be made with the supplier/subcontractor, as required, to ensure that
agreed upon submittal dates are being adhered to.
The Responsible Party will monitor orders for initial submittals and the internal
review cycle. Upon or after obtaining updates from the responsible parties, the
Responsible Party will be able to ascertain the current status of submittals, weld
procedures, or any pertinent information that may delay the supplier/subcontractor
from releasing the order to fabrication.
The Responsible Party will, in the normal course of business, work with the suppliers,
Responsible Engineers, and other project team members, as appropriate. When
problems are identified, the Responsible Party will work with the parties involved to
resolve issues and keep the information flowing.
Once initial drawings or other data is returned No Exceptions Noted or Exceptions
Noted by the Responsible Engineer enabling the order to be released for fabrication,
the subsequent submittals revert back to the responsible party.
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11.4 Supplier/Subcontractor Drawings

Supplier/subcontractor drawings and data shall generally be processed when the PDE
determines that the supplier/subcontractor is meeting the intent of the specifications.
The review by B&V shall be limited to a determination as to specific objections to the
information contained in or on the documents submitted. It shall not in any case
imply that B&V modified any of the terms, conditions, or specification requirements.
The supplier/subcontractor shall be solely responsible for performing work in
accordance with contract requirements.
Detailed information in Section 11.6, Manufacturers Drawing Control, also applies to
the handling of supplier/subcontractor drawings.
11.5 Manufacturers Drawing Control

The following are requirements for processing manufacturers drawings in the
POWRTRAK Drawing Control System.
11.5.1 Receipt of Drawings
Drawings will be received
received if electronic copies
for processing.
Section
Manufacturers Drawings,
drawings.
electronically; however, hard copy submittals

are not available. Hard copy submittals will be
11.7, Processing Procedure Sequence for
describes the B&V method for processing
may be
scanned
Imaged
imaged
Manufacturers drawings and other data shall be received through the project
management organization. The documents shall then be forwarded to the appropriate
PDE in accordance with Section 4.0, Project Document Control, in Part 10 of this
PIM.
Drawings shall be in sufficient detail to indicate the kind, size, arrangement, weights
of each component, breakdown for shipment, and operation of component materials
and devices; the external connections, anchorages, and supports required; the
dimensions needed for installation and correlation with other equipment and
materials; and other information specifically required.
Manufacturers drawings shall include the Owners project number as well as the
suppliers purchase order number.
A drawing index listing all drawings to be submitted for each item of equipment
covered by the specifications shall be requested as part of the initial submittal of
drawings. The drawing list shall be resubmitted as required to indicate revisions to
the list.
Prints shall be black line on white background (preferred) or blue line on white
background. Print size shall not exceed A0 unless, due to the size of the equipment,
larger drawings are necessary. The maximum width of drawings is limited to 36
inches and length to 110 inches. Drawings requiring a size larger will need to be
presented on two or more separate drawings.
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Except in extreme cases, drawings submitted that are not suitable for scanning shall
not be accepted.
11.5.2 Scanning
Drawings are scanned by Drawing Control personnel upon receipt. Supplier
operation manuals, welding procedures, and similar documents that are better suited
for review by hard copy will not be scanned. Scanned drawings are available
electronically for packeting, numbering, and review as soon as the imaged drawings
are imported into the respective database. Project personnel and Drawing Control
personnel perform their respective functions independently of each other until the
drawings are ready to be statused. All submittals of drawings are identified in the
scanning process by a submittal logging sequence number (designated and maintained
within the system), B&V project number, specification number (as provided by the
supplier/subcontractor or Project Manager on the transmittal letter), and the name of
the manufacturer. The project and specification numbers and manufacturers name
are entered by the scanning personnel immediately prior to the drawings being
scanned.
If Drawing Control personnel are unable to complete the identification of a drawing,
they can initiate an email or telephone message or personally contact the engineer
indicating that they need assistance to complete the processing.
11.5.3 Drawing Control
The program provides a To Do List, by project, for the Drawing Control clerks to
choose from. This list is displayed whenever the clerk accesses the database and
whenever the clerk completes or exits a packet. The default for this list will order the
submittals or packets by oldest entry on top.
As contracts are awarded, project personnel will make distribution list information
available to Drawing Control personnel so that the appropriate project personnel can
be notified to review all, or specific, drawings in the submittal and so that the
drawings can be distributed appropriately when the packet is manifested. Appendix B
of this PIM contains the distribution lists.
As soon as the drawing numbering and distribution information is provided to
Drawing Control personnel by the engineering staff, the drawings will be packeted,
numbered, and made ready for review and/or manifesting.
The drawing submittals will be packeted and B&V drawing numbers assigned before
the consolidation of review comments. After numbers are assigned, the drawings will
be statused and the review completed.
11.5.4 Processing of Documents
Each department is responsible for review of all items shown on a manufacturers
drawing affecting the design responsibilities of that department.
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11.5.4.1 Scope of Review. The review of manufacturers drawings and data

includes the following:
Review for conformance to procurement document requirements.
Review for proper coordination with other purchased equipment.
Review by each department for coordination with the applicable B&V

construction drawings of that department.
11.5.4.2 Status Classifications. Nine status classifications shall be used to

indicate results of the review as follows:
Returned for Corrections (RC).
Exceptions Noted (EN).
No Exceptions Noted (NE).
Received for Distribution (RD).
No Comment (NC).
Hold (HO).
Superseded (SS).
Void (VO).
Release for Record (RR).
11.5.4.3 Review. Project personnel responsible for reviewing the drawings are
able to access the drawings electronically from their To Do List by project and will
begin reviewing the drawings as soon as the imaged drawings have been scanned into
the database. Selection screens are available to access the drawings by the submittal
number before the drawings are packeted and numbered.
Prior to the submittal of drawings being scanned, a sequential submittal number is
created by the Drawing Control clerk doing the scanning. Each document is
identified by a document and page number until the drawing is packeted and assigned
a B&V number. The document and page numbering system also indicates to the
project engineering and Drawing Control personnel whether the drawing is a single
sheet or a multiple sheet document.
The program provides the Project Engineer with a comment section whereby a note
can be made and retained at the time the submittal is accessed for future reference.
The responsible Project Engineer reviewing the drawings may enter a B&V drawing
title in addition to the manufacturers drawing title entered by the Drawing Control
clerk.
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Any markups made prior to the drawings being packeted and numbered will be
retained and identified. The engineer responsible for the overall review of the
drawings will be able to see the marks on each drawing for consolidation of review
comments and statusing of the drawings in a given packet.
11.5.4.4 Statusing. The responsible PDE is the only person authorized to consolidate comments and status drawings. Each individual drawing in a given packet
will be statused. When the review is completed, the packet will be electronically
transferred back to the Drawing Control clerk for manifesting and distribution.
11.5.4.5 Return to Manufacturer. Drawings and data returned to the manufacturer after review shall be accompanied with the drawing manifest prepared by the
Drawing Control System. Copies of the transmittal letters and manifests shall be
distributed as defined in Appendix B of the PIM.
11.5.4.6 Drawing Index. An online index of all manufacturers drawings is
maintained in the database and is available to anyone having project permissions.
11.5.4.7 Document Files. The PSA or designated project personnel shall
maintain the official file copies of all documents and data submitted by manufacturers
and contractors. Other project engineers shall maintain files only as needed for
reference. Filing of drawings and data shall be by project, specification, and sequence
numbers as described in Appendix D of this PIM.
11.5.5 Distribution
Distribution of manufacturers drawings shall be made to the parties defined in
Appendix B of this PIM.
11.6 Processing Procedure Sequence for Imaged

Manufacturers Drawings
Figures 11-1 and 11-2 show manufacturers drawing processing procedures.
Figure 11-1 indicates the initial submittal of drawings, while Figure 11-2 explains the
resubmittal process.
11.6.1 First Submittal of Manufacturers Drawings
(1)
Submittal (imaged or hard copy of manufacturers drawings and

transmittal letter) received from manufacturer by PSA. Submittal
forwarded to the Project Engineering Manager.
(2)
Project Engineering Manager assigns file number and responsible PDE

to submittal, and returns submittal to PSA.
(3)
PSA places copy of transmittal letter in project file and delivers

submittal to responsible PDE.
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Project Support Assistant (PSA)

receives submittal (Non-imaged or Imaged
Manufacturers Drawings).
Project Engineering Manager (PEM) assigns file

number and responsible Project
Discipline Engineer (PDE).
PSA copies transmittal letter.

Delivers submittal to PDE.
Transmittal letter
to project files.
Responsible PDE receives submittal, fills out

Manufacturers Drawing Control Information
Sheet, and assigns B&V drawing sequence identifiers.
Drawing Control clerk (DCC) receives one copy of non-imaged drawings

and information sheets. DCC submits drawings (hard copy) for
scanning when not received electronically.
DCC accesses
To Do List to process submittal.
DCC packets and numbers drawings and distributes

packets to design departments for internal review.
System notifies project personnel

of review packet.
PDEs expedite late

reviews of packet.
Departments review packets and forward

comments to responsible PDE.
Responsible PDE consolidates review

comments, statuses drawings, and
returns drawings to DCC for processing.
DCC generates Distribution Lists from Distribution List forms

completed and furnished by PDE. DCC generates drawing
manifest. DCC distributes drawings according to Dist. List and
DCC provides PSA with copy of drawing manifest.
PSA files drawing

manifest with
transmittal letter in
project files.
DCC archives drawings

and manifest to Write Once Read Many electronic storage.
Figure 11-1
Processing Procedure Sequence for Imaged Manufacturers Drawings:
First Submittal of Manufacturers Drawings
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Manufacturers drawings
resubmitted for review are
processed as described on
Figure 11-1.
PDEs expedite
manufacturers resubmittal
of drawings for review.
Final review, processing,

and distribution of
drawings are described on
Figure 11-1.
Figure 11-2
Processing Procedure Sequence for Imaged Manufacturers Drawings:
Resubmittal of Manufacturers Drawings
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(4)
PDE fills out the Manufacturers Drawing Control Information Sheet,

assigns the appropriate sequence identifier (refer to Appendix E of this
PIM), and delivers one set of drawings to the Drawing Control clerk.
(5)
Drawing Control clerk receives submittal from PDE with completed

information sheets and has transmittal letter and non-imaged drawings
scanned.
(6)
Drawing Control clerk accesses To Do List to process submittal.
(7)
Drawing Control clerk packets and numbers drawings and distributes

packets to design departments for internal review. The system notifies
project personnel of review packet.
(8)
Departments review drawings and forward comments to responsible

PDE.
PDEs or Project Engineering Manager may generate late reports as
necessary through J07EN.
PDEs expedite late reviews of packet.
(9)
Review comments are consolidated by PDE and drawings are statused

before being transmitted back to Drawing Control clerk for further
processing.
(10)
Drawing Control clerk generates distribution lists. *
(11)
Drawing Control clerk generates drawing manifest.
(12)
Drawing Control clerk distributes drawings according to

predetermined distribution list. Drawing Control clerk sends copy of
manifest to PSA for filing with transmittal letter.
Manufacturer is required to resubmit drawings that are marked
Exceptions Noted or Returned for Corrections to B&V for review.
(13)
Drawing Control clerk archives drawings and manifest to Write Once

Read Many (WORM) electronic storage.
11.6.2 Resubmittal of Manufacturers Drawings

(1)
Manufacturers drawings resubmitted for B&V review will generally

be processed as previously described.
(2)
PDEs expedite manufacturers resubmittal of drawings for review.
(3)
Final review, processing, and distribution of resubmitted drawings will

generally be as described above.
PDE completes distribution list forms, which are forwarded to the Drawing Control clerk.
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11.7 Data Control

11.7.1 Instruction Manuals
Manufacturers shall be required to submit instruction manuals for record purposes. In
addition, those manufacturers of equipment that require engineering specifically for
this project shall submit instruction manuals for review prior to submittal of the final
instruction manuals.
11.7.2 Procedures for Welding, Nondestructive Examination, and Heat
Treating
When required by the specifications, manufacturers shall submit procedures for
welding, nondestructive examination, and heat treating for review and record in the
same quantities and following the same process as required for drawings. Such
procedures shall be typed and printed on A4 pages, with accompanying drawings or
figures of the same size.
11.7.3 Quality Assurance Program Manuals
When required by the specifications, manufacturers shall submit one controlled copy
of their Quality Assurance Manual for B&V review and reference.
11.7.4 Quality Assurance Shop Inspection Plans
When required by the specifications, the manufacturer shall submit six copies of its
shop inspection plan for the specific contract. This plan shall be typed and printed on
A4 pages, with accompanying drawings as required.
11.7.5 Material Samples
When required for the specific contract, one set of material samples shall be submitted
to B&V. Following review and acceptance of the sample, it will be shipped to the
project field office for use in making comparative inspections of the actual materials
furnished with those proposed.
11.7.6 Test Reports
When required by the specifications, the manufacturer shall submit test reports that
describe specified tests and the results. These reports shall be submitted in the same
quantities and following the same process as required for drawings, except that the
reports shall be submitted for record purposes and not for review. The reports shall
typed and printed on A4 pages, with accompanying drawings or figures of the same
size.
11.7.7 Material Safety Data Sheets
When required by the specifications, the manufacturer shall submit material safety
data sheets (MSDS) along with the shipment.
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12.0 Expediting
12.1 Introduction
The purpose of this section is to establish how expediting will be performed on this
project to support on-time deliveries of engineering information, equipment, and
materials.
12.2 Expediting Services

Effective expediting is essential for avoiding costly project delays and for ensuring
uninterrupted progress throughout various phases of this project. The Project
Procurement Manager will assign a Project Expediter(s), as required, who will report
to the Project Procurement Manager to support the project.
The Project Expediter will have the lead role in performance of commercial
expediting services, and Responsible Engineer will have the lead role in performance
of technical expediting services.
The Project Expediter is responsible for updating delivery information or noting
comments from supplier contacts or shop inspectors on applicable expediting reports
and forwarding those documents to the Materials Control Manager on a weekly basis.
The Responsible Engineer is responsible for updating technical submittal status.
Project expediting shall be in accordance with the requirement of the QMS. Shipping
information will originate from suppliers, carriers, and freight forwarders. The
Project Expediter will coordinate shipment information on a weekly basis and forward
it to the Materials Control Manager. Typical information may include Ex-Works
date, packing date, load/ship date, carrier name and applicable freight bill or ocean
bill of lading numbers, and estimated dates of arrival at the site.
12.2.1 Key Services
The following are some of the key services performed by the Project Expediter or
Responsible Engineer:
Supporting the Submittals List discussed in Section 11.2 of this PPP.
Expediting drawing/commercial/logistical and quality submittals.
Monitoring supplier/subcontractor and subsupplier manufacturing.
Assisting supplier/subcontractor.
Developing alternatives to production delays.
Coordinating jobsite deliveries.
Coordinating visits to manufacturer site locations.
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12.2.2 Actions
These services will be accomplished primarily by the following actions:
Expediting complete and timely submittals from the suppliers and

prompt return to support their manufacturing process.
Expediting key engineering data to support the project schedule.
Obtaining detailed schedules from suppliers/subcontractors for use by

the Project Procurement Manager, Project Quality Manager, and PDE.
The Project Procurement Manager and/or PDE may reject
unacceptable schedules and require the supplier/subcontractor to
submit a schedule with the proper details to monitor all phases of the
production process.
Establishing a regular schedule to visit each potential problem

supplier/subcontractor identified in the Project Expediting Plan. These
visits can be accomplished by sending Project Expediters and/or source
inspectors, using third party expediters worldwide, or a combination of
efforts across multiple projects to help reduce the cost of travel.
Using the detailed production schedules to verify progress from shop

visits and to keep the Project Quality Manager informed to coordinate
surveillance activities.
Supporting field activities on an as-requested basis for furnish and

erect contracts and subcontracts.
Assisting the Materials Control Manager by identifying the equipment

and material shipping points, providing material lists and subsequent
shipping documents, and assisting in resolving supplier/subcontractor
overage, shortage, and damage (OS&D).
12.3 Project Expediting Plan

Section 12.4 below contains the required steps for expediting each item in the project.
Critical orders that would affect construction shall be identified and given priority.
Expediting efforts will be executed in a proactive, cost-effective, and professional
manner to provide engineering information, equipment, and materials where
contractually required on a timely basis to meet the requirements of the project
schedule. All information relating to deliveries will be accurate and disseminated on
a timely basis.
12.4 General Information

Expediting in support of the Glow Phase 5 Combined Cycle/Cogen Project will be
directed from B&Vs project office in Bangkok, Thailand with support from B&V
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offices in Beijing office, China and in Overland Park, Kansas. A Project Expediter
will be assigned to the project team. The Project Expediter will report directly to the
Project Procurement Manager. The Project Expediter and Responsible Engineers
responsibilities are defined in the Procurement Responsibility Matrix (Table 12-1).
Table 12-1
Procurement Responsibility Matrix
Expediting Responsibilities
Activity
Engr.
Procur.
Expedite Commercial Submittals (insurance, bonds,

etc.)
Expedite Production Schedule Submittals
Expedite Technical Submittals (drawings, data,

manuals, etc.)
Expedite Logistics Submittals (packing lists, etc.)
Ensure that Supplier has Sufficiently Approved

Drawings for Manufacturing
Key:
R =
I =
S =
Determine if Supplier has Shipped all Materials

Required by Contract
Jobsite
Expedite Manufacturing (including shop visits)
Obtain Breakdown List of Components to be Shipped

from Supplier
QMS
Responsible party.
Receives information but no action.
Support.
Expediting will be based on a preventive philosophy. As an integral member of the

project team, the Project Expediter and Responsible Engineer will interface with all
other functions and disciplines in order to take proactive, responsible steps to avoid
problems. The Project Expediter or Responsible Engineer will promptly inform the
Project Procurement Manager, Project Quality Manager, and PDE (as appropriate) of
any potential or identified problems, with recommendations for resolution, so that
they may be resolved as expeditiously as possible. Timely communications are
absolutely essential to ensure the success of the project.
12.4.1 Execution Overview
Project expediting commences prior to the award of the first purchase order and
continues through receipt of material at the contractual delivery location. Generally,
purchase orders/subcontracts will be expedited by telephone a minimum of at least
once every 2 weeks, more often when required. In addition, many orders will require
shop visits to augment telephone contact. The Procurement Matrix located in
Documentum,
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Bangkok docbase, File No. 24.0650 indicates the level of planned expediting by
supplier/subcontractor. This matrix is developed early in the project in order to plan
and control these activities. This plan is a living document and is subject to
ongoing review and updates throughout the expediting process.
Preventive expediting mandates a proactive approach and close follow-up of all
aspects of the suppliers processes as follows:
Order Entry (including any subcontracts).
Submittal and Resubmittal of Drawings.
Design/Engineering.
Material Acquisition.
Manufacturing.
Testing/Inspection.
Painting/Coating.
Shipping Preparation/Date/Method.
After shipment takes place, the Project Expediter will continue to monitor orders
through receipt at the contractual delivery location.
12.4.1.1 Contacts. Upon receipt of an order, the Project Expediter will review the
package to determine scope, special requirements, potential problem areas, level of
criticality, whether a shop expediting assignment needs to be made, etc.
Initial contact with the supplier/subcontractor will be made within 5 days of receipt of
the package to verify that the order has been received and accepted by the
supplier/subcontractor by the return of a signed executed copy of the purchase
order/subcontract. The Project Expediter and Responsible Engineer will establish
points of contact, plant locations, delivery dates, etc.
12.4.1.2 Contact Log. The Project Expediter and Responsible Engineer shall
maintain a current and detailed written Contact Log, which will document, for each
contract, the main point of contact, any suppliers or subcontractors, dates of contact,
and a brief description of each contacts purpose/outcome.
12.4.1.3 Drawings and Submittals. The Responsible Engineer is responsible for
expediting drawing submittals and resubmittals and supporting prompt return of key
supplier drawings. The Project Expediter may assist in obtaining other data when
problems cannot be handled by the responsible party.
12.4.1.4 Supplier/Subcontractor Schedules. The Project Expediter will
obtain a production schedule from each supplier/subcontractor outlining all
production activities/milestones that are required in the execution of the purchase
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order/subcontract for review by the Project Controls Manager. The Project Controls
Manager should reject a suppliers/subcontractors schedule if it does not contain
enough detail to monitor progress. The schedule is to be updated by the
supplier/subcontractor every month and is to include the schedules, names, locations,
and contacts of all subsuppliers for major components. The Project Controls Manager
will scrutinize each schedule monthly to determine compliance with contractual
requirements. Any deviations from the schedule will prompt the Project Controls
Manager to request a detailed explanation from the supplier/subcontractor on how the
deviations will be corrected. A revised recovery schedule will be requested from the
supplier/subcontractor in those cases when the equipment/material will slip past the
due date. The Project Controls Manager will work with the supplier/subcontractor,
project management, and the jobsite to ensure that there are no impacts to the overall
project schedule.
12.4.1.5 Expediting Shop Visits. Visiting supplier/subcontractor shops may be
necessary to monitor progress. The Project Expediter, or in some cases, third party
shop expediters located strategically in major manufacturing areas worldwide, will
perform these shop visits in support of the home office expediting efforts, as outlined
in the Procurement Matrix.
12.4.1.6 Interfaces. The Project Expediter, as an integral project team member,
will work closely not only with the supplier/subcontractor but also with all other
project team members, to provide an integrated approach toward project goals and
objectives. The Project Expediter will maintain particularly close contact with each
purchase orders/subcontracts Responsible Engineer, since timely deliveries are
predicated on the prompt submittal, review, and return of supplier/subcontractor
drawings, schedules, etc. Other key interface relationships will include project
management, purchasing, scheduling, source inspection, and field project personnel.
12.4.2 Reporting
The Project Expediter or Responsible Engineer is responsible for the types of reports
described in the following subsections.
12.4.2.1 Expediting Reports. The Project Expediter and Responsible Engineer
will issue Expediting Reports. This report will be used to record major activities on a
purchase order/subcontract, such as Exception Reports, Shop Visit Reports,
Document Submittal Reports, Drawing Status Reports, and Material Status Reports.
The Expediting Report will typically cover one or more of the following categories.
12.4.2.2 Exception Reports. The Project Expediter will serve as an early
warning system and will identify problems at the earliest possible time and include
potential problem areas that are not yet identified or communicated by
suppliers/subcontractors. An alert will be issued whenever contact with a
supplier/subcontractor results in a determination that a change in shipping date has
occurred or there is any activity or issue that would be of interest to the project team.
12.4.2.3 Shop Visit Reports. These reports will be issued any time a visit is
made to a suppliers/subcontractors shop and will present an accurate description of
the status of the order and shop activities using a milestone schedule as a benchmark,
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and may include exceptions as noted in Subsection 12.4.2.2. These reports will be
issued within 48 hours after return to the home office. Longer trips may require email
or faxed reports on a regular basis.
12.4.2.4 Document Submittal Reports. The Project Expediter will maintain a
document submittal database of those non-drawing related items identified in each
purchase order/subcontract. This database is capable of providing many types of
reports, and samples can be provided upon request.
12.4.2.5 Drawing Status Reports. The Responsible Engineer will maintain a
drawing status database of drawings identified in each purchase order/subcontract.
12.4.2.6 Material Status Reports. The Project Expediter will maintain an
equipment and materials database showing the most recent promised shipping dates.
This database is capable of providing expediting status and material delivery reports.
12.5 Equipment Recommended for Shop Visits

Project management will make the final determination for the requirements of shop
visits. The Procurement Matrix details the type and minimum frequency of contact
with the suppliers.
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13.0 Supplier/Subcontractor Quality Surveillance

13.1 Introduction
The PQM is responsible for managing the quality assurance activities discussed in this
section. The QC Coordinator, with assistance from the appropriate design department
and the Project Expediter, will coordinate surveillance activities including
prefabrication
meetings,
inspection
of
equipment,
witness
of
suppliers/subcontractors equipment testing, and preshipment inspections. Refer to
Energy-Std-2-00615-00015, Standard for Supplier Surveillance.
The PQM is responsible for developing a baseline project Inspection Test Plan (ITP)
for each specification and submitting it to project management for approval.
Surveillance activities shall be planned, performed, and reported in accordance with
purchase order/subcontract requirements or on a random basis, as deemed necessary
by B&V Energy and project management. After approval of the ITP and prior to the
surveillance, the QC Coordinator shall discuss it with the suppliers representative to
ensure a complete understanding of both the purpose and the scope of the verification
to be performed during surveillance. Refer to Energy-Std-2-00616-00014, Standard
for Project Supplier Inspection Test Plan.
The surveillance shall be performed in accordance with the approved ITP; results
shall be documented in the summary section of the Supplier Surveillance Report
(SSR) (P-GN-286). Open issues will be recorded and tracked in the source inspection
results log. Copies of the SSR will be distributed after project management review.
13.2 Surveillance of Document Submittal

The initial receipt of quality assurance-related drawings and data submittals shall be
monitored and late submittals expedited. After drawings and data submittals have
been received, the PDE will monitor the status of documents using the Drawing
Control System. The Expeditor is responsible for verifying and reporting that all
required submittals have been received and reviewed and that they meet the
requirements of the contract specifications.
13.3 Surveillance of Quality

Scheduling of factory visits for prefabrication meetings, inspection of manufacturing
processes, and witness of tests will be coordinated by the QC Coordinator. The
Owner may be notified and invited to participate at the discretion of the Project
Manager.. Trips for such factory visits and their purpose shall be predefined in the
ITP. The number and frequencies of surveillance may vary due to schedule and
surveillance findings. Additional inspections shall be approved by the Project
Manager. The QC Coordinator shall designate a source inspection specialist to
perform the surveillance if specified in the ITP.
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During the surveillance, the focus will be on ensuring that the supplier meets quality
assurance requirements; implementation will involve troubleshooting any problems to
ensure that the equipment and material are fit for their purpose and delivered on time
to the field. The designated source inspection specialist shall accomplish the
following activities:
Confirm that equipment fabrication and work activities are being

implemented in accordance with the contract specifications.
Assist with assessment and resolution of deviations or open issues

between engineering requirements and supplier capabilities to keep
fabrication and production on schedule.
Review and document that special processes, procedures, drawings,

and instructions are current and properly implemented
(product/equipment identification, rod control, postweld heat
treatment, painting/coating, etc.).
Review and report suppliers current and future work capabilities, in

terms of adequate production tools, resource availability, and project
workload.
Review and report the production schedule, equipment percent

complete, and forecast delivery dates.
Review the work instructions/shop travelers and verify that activities

are
being
implemented
in
accordance
with
the
suppliers/subcontractors quality assurance program.
Review qualification/certification of personnel (such as certified

welding inspectors, welders, nondestructive examination personnel).
Verify that measuring and test equipment is appropriately calibrated

and controlled.
Document that nonconforming conditions are identified, controlled,

and addressed in a timely manner.
Review other specific requirements, as applicable.
The surveillance activity shall be documented on the SSR.

Results,
nonconformances, Corrective Action Requests, and Stop Work Orders shall be
attached and documented in the SSR. If a nonconformance is identified and resolved
during the surveillance, a detailed narrative of the nonconforming condition and how
it was resolved shall be included in the SSR.
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14.0 Logistics
14.1 Introduction
The purpose of this section is to define the services that Logistics provides and show
how these services support the projects requirement for damage free delivery, and
ease of identification for unloading and movement, either directly to the jobsite or to
the lay-down yard. Logistics shall be in accordance with Energy-Std-2-00615-00009,
Standard for Logistics Management Support for Projects.
14.2 Logistics Services

The logistics services needed by a project vary with the size, location, and scope of
the project. They will also be influenced by the procurement strategy, especially the
terms of purchase. In general, the logistics services anticipated for this project are
described in the following subsections.
14.2.1 International Projects
When the project site is located overseas, suppliers/subcontractors may ship from the
United States, from within the host country, or from other countries. Logistics
services associated with shipments to an international site in these situations are the
same services as defined for domestic sites, plus the following:
Select logistics service providers, e.g., freight forwarders; customs

brokers; ocean, air, motor, and rail carriers, at origin and at destination;
and export packing.
Provide logistics management of all service providers.
Provide logistics management of all shipments.
Manage claims and back charges that are related to any service
provider.
14.3 Logistics Plan

The Manager of Logistics will assign a Logistics Specialist to each project, who will
report to the Project Procurement Manager. Prior to initiation of shipments, the
logistic manager shall prepare a more detailed logistics plan.
The Logistics Specialist will meet with the Project Procurement Manager to identify
the logistics services the project needs.
The Field Procurement Manager will assist the Logistics Specialist as requested by
the Project Procurement Manager.
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14.3.1 Purpose
The purpose of this section is to present the Logistics Plan for meeting the logistics
obligations of the project.
14.3.2 INCOTERMS
For international projects -Source of Equipment and Materials
INCOTERMS
US
International
In-Country/Local
FCA - Port of Export or Export Packer

FOB - Port of Export
CPT or CIP - Site
14.3.3 Evaluation
Inquiries for material/equipment will instruct the supplier/subcontractor to quote the
cost of goods along with necessary transportation and to itemize the transportation
cost components.
The inquiry will also request suppliers/subcontractors estimates of pieces, weight,
and cube for each shipment.
The Project Procurement Manager will forward a copy of the suppliers/
subcontractors response to the Logistics Specialist if the cost of the transportation is
$50,000 or more. The Logistics Specialist will evaluate the suppliers/subcontractors
transportation quotations against current market rates. The Logistics Specialist will
record and advise the Project Procurement Manager of the comparative differences
for the Project Procurement Manager to use in negotiations with the
supplier/subcontractor. The Project Procurement Manager may request that the
Logistics Specialist participate in these negotiations.
The Project Procurement Manager will advise the Logistics Specialist of the final
negotiation results.
The Logistics Specialist will perform all tasks, duties, and responsibilities in
accordance with the standard operating procedures of the Procurement Department
and the Logistics section. The Logistics Specialists responsibilities are shown in the
Procurement Responsibility Matrix (Table 14-1).
14.3.4 Cargo Preparation
Cargo preparation standards have been adopted by the project and are stored in
PowrSpec at the following location.
documentum\Docbases\bangkok\POWRSPEC\161808\Commercial _____.
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Table 14-1
Procurement Responsibility Matrix
Shipments to Domestic Projects - Responsibility Matrix
Logistics
Engr.
Procur.
Verify Packed Materials Against Packing List
Notify Vendor of Shortages and Arrange Replacement
Oversee Vendor Arrangements for Transportation

to Site
Submit Shipping Documents to Owner, Including Notices
N/A
N/A
Monitor Status of Logistics
Key:
R =
I =
S =
QMS
N/A
Jobsite
R
R
Responsible party.
Receives information but no action.
Support.
Revisions will be coordinated with the Logistics Specialist.

14.3.5 Transportation
Transportation responsibilities for shipping materials and equipment have been
adopted by the project and are stored in Documentum or PowrSpec Project _____.
Revisions will be coordinated with the Logistics Specialist.
14.3.6 Service Provider Selection and Use
This subsection describes the responsibilities for selecting the logistics service
providers required for an international project.
Whenever possible, the Logistics Specialist will use those logistics service providers
who have established alliance agreements with B&V. The Logistics Specialist will
assist in negotiating the purchase order service agreement to include the projectspecific logistics requirements.
There may be instances when the negotiations with a service provider who has an
alliance agreement fails to meet the needs of the project or when there is no alliance
agreement with a service provider who can meet the needs of the project. In those
instances, the Logistics Specialist will proceed as follows:
Assuming time permits, conduct a competitive bid to meet the needs of

the project.
If time is limited, conduct one-on-one negotiations with a service

provider recommended by the Logistics Specialist and approved by the
Manager of Logistics and the Project Procurement Manager.
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14.3.7 Licenses and Duties

This subsection describes responsibilities for export or import licenses and paying
duties associated with a shipment to the project site.
14.3.7.1 US Shipments. The Logistics Specialist will begin the export license
process as soon as purchase orders/subcontracts with origins within the United States
have been conformed. If shipments begin before this happens, the Logistics Specialist
will instruct the freight forwarder in writing to use an Export Administration
Regulations 99 classification for each shipment until the export license process is
completed.
The Logistics Specialist will submit a Request for Classification of all material and
equipment originating in the United States to the Bureau of Export Administration. If
the Bureau of Export Administration determines that an export license is required, the
Logistics Specialist will process the application.
The Logistics Specialist will provide a copy of the Bureau of Export Administrations
decision to the freight forwarder, who will report the decision on the Shippers Export
Declaration and other export documents as necessary. If the Bureau of Export
Administration decision is a classification other than Export Administration
Regulations 99, the freight forwarder will submit the necessary changes to export
paperwork submitted for shipments that have already taken place.
14.3.7.2 International Shipments. The suppliers/subcontractors will acquire and
process any licenses required for and pay any taxes or duties associated with
exporting project material and equipment from a foreign country.
If requested by the Logistics Specialist, the supplier/subcontractor will furnish a copy
of the export license or proof of payment of export tax and duty. If no license is
required or no taxes or duties are assessable, the supplier/subcontractor will provide a
document so stipulating.
The Owner will provide the import license(s) needed to import project material and
equipment into the project site country.
The Owner will pay all taxes and duties associated with importing project material
and equipment into the project site country.
Import taxes and duties are normally required to be paid before the material and
equipment can move beyond the port of import for delivery to site. The Logistics
Specialist will therefore ensure that the customs broker establishes a process with the
Owner to promptly pay all import taxes and duties. The customs broker will notify
the Logistics Specialist immediately when such payments have not been made and the
material and equipment will incur demurrage, detention, or storage charges at the
port. The Logistics Specialist will notify the Project Procurement Manager, who will
attempt to resolve the issue(s) preventing the Owner from making the required
payments. In those instances, all such charges will be for the account of the Owner.
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14.3.8 Insurance
The Owner will provide Marine Insurance, which will be of the all risks type and
will cover the material and equipment for risk of physical loss or damage while in
transit from the supplier/subcontractor facilities to, and until received at, the site. The
coverage amount will be not less than the replacement value of the material and
equipment in each shipment.
14.3.9 Documentation and Reports
14.3.9.1 For US Shipments.
14.3.9.1.1 Supplier/Subcontractor. The supplier/subcontractor will submit the
following documents either before or at the time of shipment, as detailed in this
Logistics Plan:
Bill of material or the equivalent.
Packing slip.
Bill of lading
Detailed packing list.
Attached to each invoice, the supplier/subcontractor will provide the following:
A copy of the bill of lading.
A copy of the delivery receipt or materials receiving report.
14.3.9.1.2 Export packer. The export packer will provide and/or submit (as
applicable) the following documents as indicated:
A materials receiving report within 48 hours of receiving a shipment.
An OS&D report with the materials receiving report as applicable.
A weekly status report of material and equipment by specification.
Monthly inventory report of material and equipment with beginning

on-hand, receipts, shipments, on-hold, adjustments, and ending onhand quantities by specification.
An export packing list 48 hours before the ocean or air shipment.
Delivery receipt from port of export.
The export packer will submit a copy of the export packing list with its invoice for
services.
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14.3.9.1.3 Freight forwarder. The freight forwarder will prepare and submit the
following documents:
Ocean or airway bill of lading.
Commercial invoice (CI).
Shippers export declaration (SED).
Certificate of origin.
Any/all other documents required for importing into the site country.
The freight forwarder will attach a complete set of the export documents to its invoice
for services.
14.3.9.1.4 Customs broker.
process the following documents:
The customs broker will prepare, submit, and
Prepare all documents not prepared by the freight forwarder, but

required by the importing country.
Submit and process all documents required to import material and

equipment into the site country.
Provide delivery instructions or their equivalent for moving material

and equipment from the port of import to the site.
The customs broker will attach a copy of the customs clearance and a copy of the
sites delivery receipt to its invoices for services, as applicable.
14.3.9.2 For International Shipments.
14.3.9.2.1 Supplier/Subcontractor. The supplier/subcontractor will submit the
following documents either before or at the time of delivery to the port of export:
Bill of material or the equivalent.
Packing slip.
Export packing slip.
Delivery receipt from port of export.
Attached to each invoice, the supplier/subcontractor will provide the following:
A copy of the packing slip.
A copy of the delivery receipt.
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14.3.9.2.2 Freight forwarder. The freight forwarder will prepare and submit the
following documents as applicable:
Ocean or airway bill of lading.
Commercial invoice (CI).
Certificate of origin.
Any/all other documents required to export the material and equipment

from the country of origin.
Any/all other documents required for importing material and

14.3.9.2.3 Customs broker. The customs broker will prepare, submit, and
process the following documents:
Prepare all documents not prepared by the freight forwarder, but

required by the importing country.
Submit and process all documents required to import material and

Provide delivery instructions or their equivalent to local carriers for

moving material and equipment from the port of import to the site.
14.3.9.3 In-Country or Local Shipments. The documentation requirements for

shipments from in-country suppliers/subcontractors will be coordinated between the
supplier/subcontractor, the Field Procurement Manager, and the sites Field Material
Manager.
14.4 Receipt at Site

The customs broker will coordinate the scheduling of carriers with the Field Material
Manager.
The site will process all receipts in accordance with the detailed receiving procedures
in this PIM.
14.5 Other
Possible topics or issues are as follows:
Claims involving logistics service providers.
Preshipment inspections.
Tracing and tracking shipments while en route to site.
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Export-import bank or other export credit agency requirements.
Temporary imports.
Reports from logistics service providers.
Refer to Appendix II, Board of Investigation Procedure Flow Chart, as a

supplementary to this section.
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15.0 Materials Control Management and Receipt at Site

15.1 Introduction
It is important to the successful completion of a project to manage the purchased
equipment and material. Tracking and controlling project parts and components
supports the project and construction schedules, while reducing the need for duplicate
or replacement purchases.
The purpose of this section is to define the steps and processes to be implemented by
the project for the identification, tracking, reporting, and control of the project
materials and equipment from procurement, receipt, turnover, handling, storage, and
final disposition. The process includes the utilization of a materials control
management system to track, monitor, and report project material and equipment
status. Materials management and control shall be in accordance with Energy-Std-200615-00010, Standard for Materials Management and Control.
15.2 Materials Management and Control

The Project Procurement Manager will be responsible for administering and
supervising the materials management and control functions on this project. Those
functions include, but are not limited to, the following:
Home office
maintenance.
Site material and equipment receipt and exception reporting.
Documented turnover of project items to installing contractors.
Oversight of contractor compliance to acceptable handling and storage

practices.
Directing contractor
maintenance activities.
Spare parts control.
Project closeout.
Materials
Information
in-storage
System
preservation
processing
and
and
preventive
Home office materials management, in conjunction with project material control

personnel, will manage project materials and equipment information and initiate any
data transfers, uploads, or hard key entry of all project materials and equipment
provided by the project.
As project equipment and material listings are developed, the information will be
forwarded to the assigned Materials Control Manager for processing to the Materials
Information System. Data provided would include material descriptions, tag and
equipment numbers, quantities, requisition numbers, scheduled and forecast dates,
and drawing and isometric reference numbers. Project purchase contract documents
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will also be provided for input to the system. All line item quantities and descriptions
will include appropriate engineered tag numbers.
The Materials Control Manager will monitor and interface with the project expediting
representative and ensure that any necessary delivery change information is entered
into the system. Revised delivery information will be the basis for the generation of
revised project material and equipment delivery reports. The Materials Control
Manager will also interface with the project logistics and traffic representative. As
shipping information is received from suppliers and carriers, the Materials Control
Manager/ will ensure that the system is updated.
15.3 Site Activities

Management and control of project materials and equipment shall be in accordance
with Energy-Std-2-00615-00010, Standard for Materials Management and Control.
15.4 Materials Management and Control Process

15.4.1 Scope
This process, which applies to the Glow Project where materials and equipment are to
be installed, encompasses the processing and management of project materials
information within the home office.
15.4.2 Responsibilities
15.4.2.1 Materials Management Manager. The Materials Control Manager
shall be responsible for establishing and implementing policies, procedures, systems,
and operating methods for company-wide material management organizations. As
such, the Materials Management Manager will be responsible for identifying and
coordinating material support services at all office and field site locations. The
Materials Control Manager shall also be responsible for the daily interface with
project engineering, controls, and procurement personnel to ensure the timely
identification, quantification, and processing of project materials information. The
Materials Control Manager shall also ensure the timely transfer of electronic data
between material systems; coordinate and enter information when necessary; and
source document information from requisitioning, procurement, expediting,
inspection, and shipping activities to the Project Inventory Control System (PICS).
15.4.2.2 Project Discipline Engineer. The PDE will ensure that copies of
identified and agreed-upon engineering originated documents and electronic files that
specify and detail project materials and equipment requirements are available to the
Materials Control Manager in a timely manner.
15.4.2.3 Project Procurement Manager or Procurement Representative.
The Project Procurement Manager or Procurement Representative shall ensure that
copies and electronic files of appropriate procurement information, including
additions, changes, or deletions of project material and equipment requirements, are
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available electronically or are forwarded by hard copy to the Materials Control

Manager.
15.4.2.4 Project Expediter. The Project Expediter will be responsible for
ensuring that all expediting, inspection, and shipping information is current and that it
is provided to the Materials Control Manager on a weekly basis.
15.4.3 Process
15.4.3.1 Material Identification - Tagged Equipment/Components. The
PDEs will provide the Materials Control Manager with a copy of the original and
subsequent revisions of the project-tagged equipment and component list for inclusion
in the PICS. The Materials Control Manager will enter the relevant descriptive
information and use the equipment/component identification number (tag number) as
the item identifier. The Materials Control Manager will include references to the
applicable P&ID, data sheet number, or other available relevant document number in
the comments section of the data entry screen. The Materials Control Manager will
ensure that all data are transmitted to support procurement and field material control
activities.
15.4.3.2 Bulk Material Identification. The PDEs shall identify bulk commodity
(e.g., piping, electrical, instrumentation, etc.) requirements and forward applicable
quantities and technical descriptions to the Project Procurement Manager or designee.
After this information is received, a copy will be forwarded to the Materials Control
Manager, who will ensure that all required data are entered into the PICS.
15.4.3.3 Material Identification. The responsible PDEs will identify project
material requirements, technical descriptions, and associated quantities. The
identified requirements will be forwarded to the Project Procurement Manager or
designee. After these requirements are received, a copy will be forwarded to the
Materials Control Manager, who will ensure that all required data are entered into the
PICS.
15.4.3.4 Purchase Order Processing. Upon receipt of a purchase order
document or subsequent revisions, the Materials Control Manager will ensure that
relevant data reside in or are entered into the PICS. In the event that detailed material
data are not specified on the purchase order, the Materials Control Manager will
contact the designated material supplier to obtain a more comprehensive listing of
material deliverables. After completion of data input, the Materials Control Manager
may report project material and equipment status by purchase order number, supplier,
tag number, and promised delivery dates.
15.4.3.5 Project Material Expediting. Current delivery information will be
critical to project planning and execution activities. The Project Expediter will be
responsible for updating delivery information or noting comments from supplier
contacts or shop inspectors on applicable expediting reports and forwarding those
documents to the Materials Control Manager on a weekly basis. The Materials
Control Manager will enter all relevant data into the PICS and provide project
personnel with updated equipment and delivery information. Project expediting shall
be in accordance with Energy-Std-2-00615-00008, Standard for Expediting.
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15.4.3.6 Project Material Shipments. Shipping information will originate from

suppliers, carriers, and freight forwarders. The Project Expediter will coordinate
shipment information on a weekly basis and forward it to the Materials Control
Manager. Typical information may include Ex-Works date, packing date, load/ship
date, carrier name and applicable freight bill or ocean bill of lading numbers, and
estimated dates of arrival at site. All project transportation and logistic processes
shall be in accordance with Energy-Std-2-00615-00009, Standard for Logistics
Management Support for Projects.
15.4.3.7 Project Materials Receiving. The receipt of all materials and
equipment shall be monitored and verified by the Materials Control Manager in
accordance with Energy-Std-2-00615-00010, Standard for Materials Management and
Control, or other approved project-specific material control procedures. Receipt
verification will be to the applicable procurement document and specification. All
receiving information will be recorded in the PICS.
15.4.3.8 Project Material Storage and Preservation. Proper storage of
project materials and equipment prior to installation will ensure the items integrity
and operability. Periodic preventive maintenance of designated equipment will also
ensure integrity and operability, while maintaining manufacturer warranties and
guarantees. Site storage facilities and lay-down areas should be configured to ensure
adequate security and accountability of stored materials and equipment. Project
storage and maintenance of materials and equipment shall be in accordance with
Energy-Std-2-00615-00010, Standard for Materials Management and Control.
15.4.3.9 Project Material and Equipment Issue/Turnover/Assignment.
Issue, turnover, or assignment of materials and equipment shall be documented at all
times, recorded in the PICS, and managed in accordance with the requirements of
Energy-Std-2-00615-00010, Standard for Materials Management and Control. An
authorized agent for the receiving subcontractor shall prepare, sign, and date the
applicable project turnover document. The document will then be returned to the
Materials Control Manager, who will enter the issue date into the PICS.
15.4.3.10 Project Material Closeout. Reconciliation of excess materials and
supplies and prudent disposal or transfer are essential to investment recovery efforts
and closeout of material control responsibilities at a project. The Materials Control
Manager shall manage this task in accordance with Energy-Std-2-00615-00010,
Standard for Materials Management and Control.
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16.0 Remittance
16.1 Introduction
The invoices for equipment and services shall be processed for payment in accordance
with the terms of the purchase order/subcontract. This section discusses the
responsibility and procedures for processing and payment. Remittance shall be in
accordance with Energy-Std-2-00615-00007, Standard for Remittance, to the extent
applicable to this project.
16.2 Processing of Invoices

The Procurement Representative will be responsible for ensuring the accurate and
timely processing of all supplier/subcontractor invoices.
The roles, responsibilities, and procedures for processing invoices are shown on these
flow charts:
Figure 16-1, Invoice Processing Procedures for Office-Originated

Purchase Orders/Subcontracts.
16.3 Partial Payment

Because of issues such as back charges or claims, there may be instances when the
amount of the suppliers/subcontractors invoice is substantially greater than the
amount that B&V is prepared to pay. In general, suppliers/subcontractors shall be
asked to submit credit invoices and/or revised invoices to avoid partial payment of
invoices. On occasion, with the written agreement of the supplier/subcontractor, a
partial payment can be made while a credit invoice is being prepared. In those
instances, the Project Procurement Manager will coordinate with the appropriate
project personnel about deducting the amount in question from the
suppliers/subcontractors invoice or invoicing the supplier/subcontractor separately.
16.4 Payment of Invoices

Approved invoices should be paid within the terms of the purchase order/subcontract.
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PPM receives invoice with payment documents.

PPM identifies PR to process the payment.
PSA stamps the date of invoice receiving, scans to

Documentum (.09A), forwards soft file to PPM, and
returns the original to assigned PR.
PR checks invoice
correction against payment
term & invoice value etc.?
Supplier submits additional

payment documents or revised
invoice (s).
Incorrect
PR contacts suppliers for correction
or requires additional documents.
Correct
PR creates EPS receipt, Pay-Cert,

updates the invoice status report, and
then routes all original documents to
project team for approval.
Project Team
reviews and approves
Pay-Cert with invoice.
Yes
PR resolves issues with

unapproved invoices.
If needed, supplier to
re-issue invoice?
No
No
Yes
PR hands over Invoice set to PA.

PA scans the executed Pay-Cert, EPS Receipt and
original invoice in Documentum (.09B).
PA emails the invoice set (pay-cert & EPS receipt

etc.) to Accounts Payable who enters invoice and
makes payment.
PA updates the payment due in the invoice

summary report
Figure 16-1
Invoice Processing Procedures for Field-Originated Purchase Orders/Subcontracts
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17.0 Purchase Order/Subcontract Closeout and Warranty

Administration
17.1 Introduction
It is important to the successful completion of a project that purchase
order/subcontract closeout activities and warranty administration responsibilities be
handled properly. The project needs to ensure that suppliers/subcontractors have met
all their obligations, that outstanding issues/claims have been resolved, that payments
have been made, and that the project has taken the necessary steps to comply with its
warranty obligations.
The purpose of this section is to define how Procurement will close out its files for
each purchase order/subcontract and provide for warranty administration.
17.2 Purchase Order/Subcontract Closeout

The Project Procurement Manager is responsible for administration and supervision of
all closeout activities in accordance with the requirements of Energy-Std-2-0061500012, Standard for Warranty Administration. Closeout activities will be completed
in accordance with Energy-Std-2-00615-00011, Standard for Purchase Order and
Subcontract Closure. Because closeout activities will normally occur toward the end
of a project and many team members have moved on to other assignments, the Project
Procurement Manager may need to open a special phase and budget the man-hours
and expenses to cover the time and expense of closeout activities.
For those purchase orders/subcontracts that do not have retention provisions, closeout
can occur as soon as all obligations have been met. For those purchase
orders/subcontracts that do have retention provisions, closeout cannot be completed
until the factors governing retention have been satisfied.
The Project Procurement Manager will keep a record and advise project management
of the status of closeout for all purchase orders/subcontracts.
A purchase order/subcontract will be considered closed when the following are
completed:
The supplier/subcontractor has satisfactorily performed all work and

service covered by the purchase order/subcontract.
The supplier/subcontractor has submitted, and the project has received,

all documents, drawings, manuals, etc., as specified in the Schedule of
Submittals.
The supplier/subcontractor has submitted, and the project has received,

all required conditional and final waivers of lien.
The supplier/subcontractor has issued all appropriate invoices.
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The supplier/subcontractor has completed all the requirements of the

purchase order/subcontract with regard to equipment and work
completion.
The project has paid or resolved all disputes pertaining to invoices

submitted by the supplier/subcontractor.
All claims, exceptions, back charges, and other open issues have been
resolved.
All change orders or revisions have been issued to update price, terms,
conditions, and responsibilities for the project and the supplier/
subcontractor.
All Procurement files (e.g., Purchasing, Subcontracts and Field

Procurements, Materials Management, Expediting, and Logistics),
have been assembled and boxed for storage with the purchase
order/subcontract files.
The Project Procurement Manager will update the Procurement Matrix (located in
Documentum, Bangkok docbase, File No. 24.0650) and submit a final copy to the
Project Manager to be included in the Project Closeout Package.
17.3 Warranty Management Plan

Procurement shall develop a Warranty Management Plan to provide guidance for
warranty administration. The Project Procurement Manager will assign a Warranty
Administrator to be responsible for administering and complying with the Warranty
Management Plan. The Project Procurement Manager will ensure that appropriate
project and phase numbers are open and that the necessary man-hours and other
expenses are budgeted to cover the Warranty Administrator for the warranty period
specified in the
EPC Contract. When required by the EPC Contract, the Project
Procurement Manager will inform the Owner of the name, address, and phone number
of the Warranty Administrator.
When the EPC Contract allows a pass through warranty, and the pass through
provisions have been included in the purchase order/subcontract, the Owner will
contact the supplier or subcontractor directly. A pass through warranty removes the
project from warranty administration.
For pass through warranty provisions, the Project Procurement Manager will
provide the Owner with a list of supplier/subcontractor names, addresses, points of
contact, and phone numbers for warranty items.
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When the project retains warranty administration responsibility, the Owner will notify
the Warranty Administrator in writing when a material, equipment, part, or
component under warranty has failed. The information that the Owner should provide
in the warranty claim includes the following:
Date failure was noticed.
Name and description of part, component, etc.
Drawing reference, i.e., drawing number, page number, tag, or

equivalent number.
Specification number, if known.
The Warranty Administrator will record the receipt of the Owners warranty claim in
accordance with project correspondence procedures.
The Project Procurement Manager will update the procurement package list on the
Procurement Matrix (located in Documentum, Bangkok docbase, File No. 24.0650)
and
submit a final copy to the Project Manager to be included in the Project
Closeout Package.
The Warranty Administrator will then take the following steps:
Confirm that the failed part or component is under warranty. This

includes checking the warranty provision in the EPC Contract and
identifying the appropriate purchase order or subcontract that governs
the failed part or component.
If the failed part or component is either out of warranty or not covered

by the warranty terms and conditions in the EPC Contract, notify the
Owner accordingly.
If the failed part or component is under warranty, contact the

appropriate PDE to investigate and validate the nature of the failure.
If the investigation determines that the failure was due to Owner

action, such as not properly maintaining or using the failed part or
component, notify the Owner accordingly.
If the investigation determines that the failure is covered by the

warranty, notify the supplier/subcontractor and arrange for the part or
component to be replaced or repaired.
The Warranty Administrator will inform the Project Manager, the Project Engineering
Manager, and the Project Procurement Manager of all warranty claims, their progress,
and the final settlement. When necessary, the Warranty Administrator will request
their help and assistance in resolving any warranty claim issue.
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The Warranty Administrator will place all original documentation and

correspondence in the purchase order/subcontract file. A copy may be placed in a
separate file governing warranty administration, if available.
The Warranty Administrator will also provide a copy of the warranty claim and its
settlement to the Procurement Services Manager, who will record the failure in the
appropriate suppliers/subcontractors file.
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18.0 Supplier/Subcontractor Performance Evaluation

18.1 Introduction
The purpose of this section is to ensure that each project conducts continuous
supplier/subcontractor evaluations, recommends milestones for when evaluations
should be done, suggests who should perform the evaluations, and provides
evaluation forms.
All information regarding the performance of a supplier or subcontractor or the
evaluation of a supplier or subcontractor is considered confidential and shall not be
copied or distributed or discussed with individuals outside the company or with other
companies.
18.2 Supplier/Subcontractor Evaluation Process

The Project Procurement Manager will coordinate and supervise the evaluation
process.
The evaluation phases and the parties to complete each phase are as follows:
Phase
No.
Milestone/
Phase
Recommended
Evaluators
Award to
Shipment
Project Discipline
Engineer
Project Quality
Manager
Project Procurement
Manager
Applicable to suppliers and to

subcontractors
II
Delivery
Material Manager

subcontractors
III
Startup
Startup Manager

subcontractors
IV
Warranty
Warranty
Administrator

subcontractors
Notes
The Project Procurement Manager will forward the appropriate form to the
appropriate individual when each phase for a purchase order/subcontract has been
completed. The Project Procurement Manager will specify a deadline for completing
the form and provide the return name and address.
The individual completing the form will return the original as instructed, keeping a
file copy. The Project Procurement Manager will contact the individual if the
evaluation form is not received by the specified deadline. The Project Procurement
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Manager will take steps as deemed necessary to ensure that the evaluation form is
completed and returned as soon as possible.
The Project Procurement Manager will review the evaluation form and will determine
if exceptional performance or problems should be discussed with the supplier/
subcontractor. The Project Procurement Manager will inform the appropriate project
personnel of any such discussions.
The Project Procurement Manager will place the evaluation form in the project files.
As each phase of evaluation is completed, the Project Procurement Manager will
forward a copy of the evaluation forms to the Procurement Services Manager for
recording in the Procurement Departments supplier/subcontractor files.
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PART 80 CONSTRUCTION MANAGEMENT
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Contents
1.0
2.0
3.0
4.0
5.0
1-1
1.1
Scope of Construction Services
1-2
1.2
B&V Construction Management Responsibilities
1-5
Daily Logs
2-1
2.1
Introduction
2-1
2.2
Format and Content
2-1
Services
3-1
3.1
Introduction
3-1
3.2
Site Services
3-1
3.3
Security
3-2
3.4
First Aid
3-3
3.5
Testing
3-3
4-1
4.1
Introduction
4-1
4.2
Site Safety
4-1
Project Labor Relations (Not Used)
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All onsite construction works shall be performed by B&Vs Consortium Partner.

B&Vs Consortium partner intend to subcontract all such construction works to the
Thai based erection contractor STECON (Sino-Thai) herein referred to as the
Constructor.
As part of B&Vs Consortium Agreement, B&V shall provide construction field
management services. These construction management services shall include overall
project management and coordination but is limited to providing advice, monitoring,
and surveillance in matters related to the work and shall not include supervision of or
responsibility for construction.
For a detailed itemization of Consortium scope splits related to construction, refer to
Division of Responsibility in Section 5.0 of the Consortium Agreement.
As site construction manager, B&V will develop and monitor the site safety program
during the construction and commissioning phases based on OSHA, Thai, and Owner
standards and requirements. For these activities B&V will mobilize a safety manager
and safety inspectors to monitor and ensure the safety program and lockout/tag out
program, suitable to B&V standards, is being implemented.
The Constructor shall provide sufficient numbers of safety management and
supervisory staff to ensure their staff meet the requirements of the safety program.
The Constructor shall provide the site emergency medical response team resources.
B&V is responsible for development and maintenance of the overall project schedule.
B&V shall develop the project schedule, including construction, milestones, and
interface dates that shall be agreed upon between B&V and the Constructor. The
Constructor shall be responsible for the providing maintenance information for the
construction activities in the overall project schedule.
B&V is not responsible for construction delay provided delivery of B&V-released for
construction drawings and B&V supplied equipment meets the required onsite dates
of the interface schedule with Consortium Partner. B&V shall have input to the
construction for any engineering, procurement, or commissioning activities that
interface with construction. B&V shall closely monitor other parties to ensure their
activities support the overall project and B&V requirements and provide timely
notification of any impacts to the commissioning schedule due to construction delays.
B&Vs site staff shall consist of an expatriate project field manager supported by a
mixture of expatriates, third country nationals (TCNs), and local staff. BVI site staff
shall consist of construction engineers and facilitators, discipline office engineers
from the Bangkok office, quantity surveys, materials receiving staff, quality control
inspectors, and safety staff as well as locally hired site administration staff. B&V
shall provide technical field advisors (TFAs) to provide advice and counsel to the
constructor.
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As B&V has commodity risk B&V shall have disciple quantity surveyors on the site
staff that shall ensure that the quantities correspond with our design and that we have
sufficient stock on site to ensure construction is not impacted by material availability.
All B&V quantity definitions are based on designed quantities and not installed
quantities. A separate document defining quantities is included in the Consortium
Agreement. Upon receipt of additional design and product data B&V and Consortium
Partner shall need to agree on industry accepted waste factors for any commodities
supplied, such as small bore pipe, cable, and conduit, that must be supplied above and
beyond the designed quantity.
B&V shall implement B&Vs Standard for BOQ Management. To the greatest extent
possible, designed quantities shall be provided on the Approved for Construction
drawings, or downloaded directly from POWRTRAK or associated systems.
B&V is responsible for the entire commissioning program including B&V-supplied
equipment as well as packages provided by others. The Startup Manager shall lead a
team of expatriate and locally sourced commissioning engineers. B&V shall perform
pre-commissioning and commissioning mechanical checks, electrical and calibration
tests, and loop checking.
The Constructor shall be responsible for the supply of craft to assist B&V in the precommissioning and commissioning phases of the project.
B&V will provide operations supervisors to operate the plant as well as perform onthe-job training and supervise Owner provided operations and maintenance staff.
B&V shall coordinate and ensure sufficient vendor-supplied TFAs are provided for
both the construction, commissioning, plant testing and operations, performance
testing phases of the project. B&V shall be responsible for scheduling, management,
and performance of the TFAs.
1.1
Scope of Construction Services
1.1.1 B&V Construction Services

B&Vs primary role onsite are to provide construction management services in the
role as well as project site management. Coordination of site activities will be a B&V
responsibility and will include the following general functions:
Overall construction planning and scheduling.
Construction progress reporting.
Field engineering.
Cost control (for B&V portion).
Schedule Management.
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Quantity surveying/BOQ management.
Subcontract administration (for B&V portion).
Document control.
Site services coordination.
Construction coordination.
System startup and overall coordination.
Quality control monitoring and inspection.
Quality assurance monitoring and administration.
Management and oversight of site safety program.
These functions are described in greater detail in later sections of this Part 80.
1.1.2 B&V Subcontractors
B&V shall hire various subcontractors to perform certain portions of their scope of
work. Such works are anticipated to include the following:
Site surveying subcontractor.
Geotechnical investigation subcontractor.
In-country freight forwarder to deliver B&V scope of equipment

supply to site including heavy hauls.
Pre-boiler and HRSG chemical cleaning subcontractor.
High voltage electrical testing subcontractor (optional).
Calibration testing subcontractor (optional).
1.1.3 Owners Construction Services

The Owner shall be responsible for field activities including:
Obtaining various regulatory permits, approvals, and licenses.
Liaison between the MBC Consortium and third parties.
Various insurances including CAR/EAR, Third Party Liability, and

others (refer to Part 10, Section 6.0, for additional details).
Public relations.
Final approval authority.
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Overall site safety and security.
Providing plant operation and maintenance staff.
Refer to the various Exhibits of the Prime Contract for further details.
1.1.4 Consortium Constructor Services and Responsibilities
Each construction subcontractor shall be responsible for the following:
Managing the work specified in the contract, including preparing

detailed scheduling for the work. This schedule will be coordinated
and merged with the project schedule.
Providing all required management, supervision, craft labor,

construction equipment and tools, miscellaneous materials, and
consumables.
Providing direct labor relations.
Cooperating with other subcontractors during work progress.
Providing work to the quality level specified and in accordance with

the plans and specifications.
Erecting and maintaining site offices.
Securing and maintaining offsite equipment storage facilities and

fabrication shops.
Heavy hauls of all turbine-generator supplied equipment.
All heavy lifts.
Procurement of materials and equipment.
Meeting the specified schedule.
Providing safe working conditions.
Providing bonds and insurance as required.
Acting as an independent contractor.
Managing and administering the work of subcontractors.
Protection of existing facilities.
Site services (refer to Part 80, Section 3.0 for more details).
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Administration of safety program.
Site security and first aid administration.
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1.1.5 Third Party Services

Each project participant shall hire third parties from time to time to perform parts of
the works. Any such parties shall be subject to the same rules and requirements as
other project participants and subcontractors.
1.1.6 Interface with Regulatory Agencies
Each project participant shall interface with the appropriate regulatory bodies as
necessary to obtain licenses, permits, and certificates as required.
1.2
B&V Construction Management Responsibilities
1.2.1 Organization
The B&V project field organization has been established by the Director of
Construction in accordance with the policies of B&V Energy, so that work activities
are controlled and monitored, and work is performed in accordance with Owner and
B&V requirements.
Key B&V and Owner field personnel assigned to the project are listed in Table 1-1.
The personnel staffing schedule is shown on Figure 1-1. Refer to the B&V project
field organization chart in Section 2.0. B&Vs Consortium partner and their
Constructor shall implement a similarly arranged construction organization onsite
with counterparts from each party interfacing directly with one another.
The Project Field Manager is responsible to the Project Manager and the Director of
Construction for overall management of the field organization and operation.
The Field Controls Manager implements the project schedule and directly administers
site staff related to costs and schedule and material supply subcontracts and manages a
staff to handle inventory control and clerical support functions.
The Construction Manager directly administers the site construction management
activities and manages a staff of resident field engineers and construction staff
responsible for construction coordination, quality control (in conjunction with the
Quality Control Manager), field modifications, subcontract enforcement, progress
reports, and as-built records.
The Quality Control Manager overseas, monitors, and ensures the site quality control
program is implemented.
The Startup Manager directly implements the startup program and manages a staff of
commissioning engineers and technicians.
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Table 1-1
Construction Management Personnel
Title
Telephone
Number
Fax No.
Email Address
Later
Project Field Manager
Later
Later
Later
Vishal Baliga
Field Controls Manager
Later
Later
Later
Joe Neale
Later
Later
Later
Later
Quality Control Manager
Later
Later
Later
Later
Startup Manager
Later
Later
Later
Later
Safety and Health

Manager
Later
Later
Later
Name
Black & Veatch
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Name
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later

Title
Project Field Manager
Construction Management
Civil/Structural Superintendent
Civil/Structural Superintendent
Mechanical Superintendent/Piping
Mechanical Superintendent
Piping Superintendent
Elect/I&C Superintendent
I&C Superintendent
Project Controls
Project Controls Manager
Cost Planner Engineer
Filed Cost Engineer
Civil Quantity Surveyor
Mechanical Quantity Surveyor
Electrical/I&C Quantity Surveyor
Procurement
Material Manager
Open Box Inspector
Administration
Office Manager
Receptionist/Clerk
Drawing Control Clerk
Material Control Clerk
Document Control Clerk 2/TO
Packages
Town Runner
Office Helper
QA/QC
QA/QC Manager
QA/QC Inspector
Safety
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Start Date
March 2009
End Date
June 2011
July 2009
May 2009
July 2009
October 2009
June 2009
October 2009
July 2009
September 2009
April 2011
January 2011
March 2011
April 2011
April 2011
February 2011
April 2011
April 2011
May 2009
March 2009
March 2009
May 2009
December 2009
October 2009
June 2011
March 2011
July 2011
September 2010
January 2011
January 2011
September 2009
December 2009
January 2011
November 2010
May 2009
August 2009
May 2009
September 2009
September 2009
October 2011
July 2011
March 2011
January 2011
June 2011
May 2009
May 2009
July 2011
July 2011
May 2009
September 2009
April 2011
June 2011
Figure 1-1
Personnel Staffing Schedule
(Page 1 of 2)
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Name
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later
Later

Title
Safety Health Manager
Safety Health Specialist
Safety Health Specialist
Safety Health (LOTO Coordinator)
Field Engineers
Field Engineering Manager
Civil Field Engineer
Mechanical Field Engineering
Piping Facilitator
Electrical Field Engineer
Elect/I&C Field Engineer
SU Engineers
Start-up Manager
Mechanical SU Engineer
Elect/I&C SU Engineer
I&C SU Engineer
I&C SU Engineer
Electrical SU Engineer
DCS SU Engineer
DCS SU Engineer
Chemical SU Engineer
SU Operations Coordinator
SU Operations Supervisor
Training Coordinator
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Start Date
May 2009
July 2009
September 2009
End Date
July 2011
June 2011
March 2011
May 2009
May 2009
October 2009
March 2011
January 2011
June 2011
September 2009
September 2009
March 2011
March 2011
March 2010
March 2010
April 2010
September 2010
March 2010
May 2010
July 2010
March 2010
June 2010
June 2010
November 2010
October 2010
July 2010
November 2010
July 2010
November 2010
November 2010
July 2011
July 2011
October 2011
June 2011
July 2011
October 2011
February 2011
June 2011
July 2011
July 2011
April 2011
June 2011
July 2011
July 2011
July 2011
June 2011
December 2010
Figure 1-1
Personnel Staffing Schedule
(Page 2 of 2)
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The Safety and Health Manager overseas, monitors, and ensures the site safety
program relative to site safety, security, and first aid.
1.2.2 Preconstruction Services
The following preconstruction activities will be performed by the project team in
conjunction with regionally based Construction and Procurement staff.
Assign qualified personnel to the field staff (by the regionally based
Director of Construction).
Develop a Construction Control Critical Path Method (CPM)

Schedule.
Provide input to and review the Constructors requirements and

arrangement of temporary construction facilities. These facilities are
to be integrated, as much as possible, with permanent station facilities.
Develop a Site Procedures Manual to identify B&V inspection criteria

for inclusion in a standard Energy Quality Control Manual. The
criteria shall be tailored specifically for the project.
Define inspection documentation to be utilized for inspection of the

subcontractors work.
Review Constructors layout of construction facility systems, including

temporary facilities, lay-down and storage areas, and utilities.
Review Constructors construction equipment requirements including

subcontractor-furnished equipment for site service subcontracts.
Develop a Construction Safety and Health Manual for construction

management use including plans for worker safety, project site
security, fire prevention and control, and medical services. The scope
and content of this manual shall be approved by the Owner.
Perform constructability reviews:
Delivery sequences--Perform constructability reviews to

establish adequate lead time for long-term delivery items and to
interface sequenced delivery of equipment or material with the
installation contract dates. Review delivery dates of any
furnish/erect subcontractors and Constructor subcontracts to
check for properly sequenced delivery of subcontractorfurnished equipment and material.
Installation sequences--Perform constructability reviews to

verify the integrity of previously installed facilities,
construction access, heavy lift arrangements and interfaces with
existing and new facilities, and determine compatibility with
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other interfacing new installation projects concurrently ongoing at the jobsite.
Equipment requirements--Perform constructability reviews to

confirm that functional, dimensional, and erection requirements
for the equipment to be installed are met.
Access--Review plans and documents to determine adequacy of

access provisions for the sequenced delivery and installation of
materials and equipment, and for personnel access within the
site and facilities.
Material flow patterns--Review and evaluate the planned flow

of material from delivery onsite through installation and final
acceptance to optimize construction procedures and to avoid
adverse effects on the operating units.
1.2.3 Construction Management Activities

The following construction management activities will be performed by filed staff.
Refer to the separate Site Procedures Manual for additional details.
Custom size the construction management and field engineering staff

to meet the particular needs of the project.
Manage the physical construction through advising, coordinating, and

interfacing of the Constructors various disciplines and construction
subcontracts. This includes thorough documentation of job conditions
and construction activities.
Manage plant system completion and subsequent startup coordination.
Manage and maintain the overall Level 3 project schedule with input
and maintenance provided by the Constructor. The Constructor shall be
responsible for providing input and updates to the Level 3 schedule as
well as maintaining a Level 4 schedule.
Provide complete subcontract administration services for the B&V

portion of both construction and material supply subcontracts.
Ensure all equipment undergoes a complete open box inspection and

documentation is signed by the clients representative and handover
with care custody and control correctly documented with the
installation contractor.
Manage inventory control including ensuring storage maintenance of

all material and equipment. Inventory control and verification shall be
accomplished utilizing B&Vs PICS system.
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Provide the document control and clerical services required to

effectively support the construction management operations.
Provide a project wide Quality Control Inspection Program and review

Constructors program including an Inspection and Test Plan to ensure
the Constructors and any subcontractor quality control procedures are
adequately implemented and compliance is achieved.
Manage site loss control including safety, security, and first aid.
Ensure conformed to construction records and engineering records are

kept by the responsible party
Schedule and monitor the work of the B&V-equipment TFAs and MC

turbine and generator TFAs and keep accurate cost records of their
activities including work that should be to the suppliers account.
Provide progress and status reporting on a custom basis to meet the

project requirements through the use of the construction management
application of the Field Progress Measurement System (FPMS). Refer
to Energy-Gid-2-00511-01205, Guide for Field Progress Measurement,
and the Site Procedures Manual for more information.
Utilize the FPMS, including the following key features:
Material control, including material expediting and material

receipt tracking.
Progress tracking for civil commodities, mechanical

commodities, electrical commodities, control commodities,
startup, manpower, and weather reporting.
Loss control, including personnel, accident, productivity,

violations, and vehicle and crane inspections.
Quality control to track Nonconformance Reports.
Manage/administrate plant startup and commissioning program

including turnover of systems and units to Owners operation staff.
1.2.4 Correspondence
This information supplements the procedures for the overall project communications
discussed in Section 3.0, Project Communications, in Part 10 of this PIM.
Outgoing B&V correspondence shall be transmitted formally by means of typed
letters, typed memoranda, or typed project control form documents. Handwritten
correspondence, speed memos, subcontractors forms, etc., shall not be transmitted
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outside of the office. Sketches given to subcontractors by hand shall be promptly and
formally transmitted by cover letter with an additional copy of the sketch.
Correspondence to equipment and material subcontractors regarding delivery, shipping damages, shortages, invoicing, and similar subjects shall be prepared at the
direction of the Field Control Manager.
Correspondence to the Constructor and any B&V construction subcontractors
regarding construction coordination and scheduling, quality control, and similar
subjects shall be prepared at the direction of the Site Manager, and be in accordance
with Part 10 of the is document.
1.2.5 Drawings
Control of B&V and manufacturers drawings is discussed in Part 50 of this PIM.
Additional requirements regarding field control of these documents are as follows.
1.2.5.1 B&V Drawings. Two sets of B&V design drawings shall be maintained for
each field subcontract. One set of design drawings shall be drawer filed by
subcontract number. The second set shall be maintained on drawing stick files in the
field office. The stick file shall be for reference use by the field staff and shall be kept
current.
During the course of construction, each subcontractor shall submit information to
B&V whenever the installation or construction deviates from the design drawings or
design information lists. B&V shall review this information to determine the impact,
if any, on other parts of the project, then mark the information on these drawings. The
drawings shall also be marked with any other revisions that may occur.
When a drawing is superseded, it shall be removed from the stick and replaced with
the revised drawing. The superseded drawing shall be folded, stamped superseded,
and filed with the drawer file copy. All markings not incorporated on the revised
drawings shall be transferred to the new drawing. The superseded drawer file copy
shall also be stamped superseded. The stick set of drawings shall not be removed
from the office. Drawer file copies of drawings may be used for reference outside the
office.
1.2.5.2 Manufacturers Drawings. Manufacturers drawings shall be maintained
and filed according to the subcontract number under which they are received. The
drawings shall be filed in numerical order, with an individual folder established for
each drawing. Superseded drawings shall be discarded and replaced with the revised
drawings, leaving only the latest issue in the files. The field management staff shall
transmit copies of the drawings to the installing construction contractors upon receipt
of the drawings from the B&V home office.
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1.2.6 Construction Quality Control

The Constructor and each construction subcontractor shall be contractually
responsible for performing the work to the required quality level and in accordance
with the quality requirements specified by the subcontract.
B&V shall provide surveillance of Constructor and subcontractor quality compliance
through various inspection functions, audit functions, and administration of
independent testing contracts. Energy-Std-2-00615-00015, Standard for Supplier
Surveillance, shall serve as the basis for surveillance of subcontractor quality.
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Daily Logs
Introduction
All field staff engineers and technicians shall maintain a daily log of their
observations of events affecting the project. These logs shall be suitable for future
reference when required by the individual or the Project Field Manager.
2.2
Format and Content
These logs shall be maintained in ink in permanently bound composition books.

Daily entries shall begin with the date of the entry and end with the authors initials or
signature. Entries should be continuous with no lines skipped; lines shall not be
skipped between daily entries. Any error made in an entry should be crossed out with
a single line through the entry. Errors shall not be totally scratched out or erased.
Pages are not to be torn out or left blank.
Daily entries shall include the following types of information:
Weather and ground conditions.
All directions given to a contractor that are not documented.
All directions received verbally from the Owner.
A description of any rejected work, material, or equipment, together

with the reasons for rejection.
A brief description of the work activities of the day, including the

commencement or completion of any unit of work.
A description of delays in the construction.
A description of disputes involving contractors, subcontractors, the

Owner, or the engineer.
A brief description of any accident that the individual engineer or

technician observes or is involved in.
A description of a work item for which there is reason to believe a

claim for extra compensation may be filed.
The names of any visitors.
A record of any telephone calls, with a brief description of the

conversation.
General observations of any activities that seem significant at the time
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Services
Introduction
This section covers the various services provided for the project by the Constructor
under the management and oversight of the Project Field Manager, Construction
Manager, and Safety and Health Manager.
3.2
Site Services
The following site services works shall be performed and administered by the
Constructor:
Janitorial and maintenance services for construction

guardhouses, first aid building, warehouses, etc.
Trash collection and disposal, including landfill operation.
Road and parking lot maintenance.
Weed and vegetation control.
Site fencing maintenance.
Temporary sewage treatment plant operation and maintenance (if any).
Construction water operation and maintenance.
Construction water treatment equipment operation and maintenance.
Construction power operation and maintenance.
Construction lighting operation and maintenance.
Construction area cleanup.
Dust abatement of site roads.
Onsite erosion control devices maintenance.
Construction fire extinguishers maintenance.
Construction first aid station.
Communications center maintenance.
Reproduction equipment maintenance.
Centralized welding system maintenance.

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Welder qualification test facility maintenance.
Warehouse staffing.
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Security
The Site Security Program shall provide for adequate control of personnel, vehicles,
and visitors entering and leaving the site; prevent the theft of property and injury to
personnel; protect property against fire and malicious destruction; provide for
reporting of unusual or hazardous conditions; and establish a separate recordkeeping
system for security-related activities and occurrences.
Overall site security shall be provided by the Owner however all Phase 5 related
security including adequately protecting existing facilities accessible by Phase 5
personnel shall be performed by the Constructor, who will furnish all personnel and
equipment. Security shall be coordinated by the Safety and Health Manager as a site
loss control activity. Construction contractors and their employees shall adhere to the
Site Security Program rules issued by the Safety and Health Manager. Those rules
contain the following responsibilities:
The Safety and Health Manager shall establish and maintain the Site
Security Program.
All construction contractors shall be responsible for onsite security of

tools, materials, and equipment in their custody and brought onto the
jobsite by their employees. Security methods will be employed by
each construction contractors, as required, to protect tools, material,
and equipment from theft, vandalism, fire, and other damage or loss,
particularly during nonworking hours.
Uniformed guards shall be on duty 24 hours a day, 7 days a week.

During regular working hours, including periods when employees are
arriving at and leaving the site, guards will be on duty at the security
guardhouses at gate entrances for personnel and vehicle control.
During off-hours, weekends, and holidays, a guard will patrol the site
and punch key stations as assigned.
Identification badges shall be issued to all employees on the site. The

identification badges shall be worn on the outer garment (coat, shirt,
blouse) of employees at all times while on the jobsite. There will be
four types of badges:
For the Owner, Consortium Partner, and B&V employees-Allow access to the jobsite at any time.
For Constructor and subcontractor key supervisory personnel-Allow access to the jobsite at any time.
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For Constructor and subcontractor personnel--Allow access to

the jobsite only during working hours and when special written
authorization is obtained.
For visitors--Allow limited access to authorized visitors to the

site.
Vehicle decals shall be used to control authorized vehicle entry at

gates. The Safety and Health Manager shall supervise the issuance of
vehicle decals.
The Safety and Health Manager shall administer a reporting system to

ensure that project management and subcontractors are informed of
security activities and incidents.
The Constructor and each subcontractor shall be responsible for

determining that his or her employees adhere to the Site Security
Program rules and shall arrange appropriate security measures with the
Safety and Health Manager when work is to be performed during
abnormal working hours.
First Aid
Onsite first aid will be available from full-time medical personnel located at the site
first aid station. The medical personnel shall be employees of the Constructor and
shall be administered by the Constructor to the satisfaction of the Safety and Health
Manager.
Each construction contractor shall cooperate with the Safety and Health Manager and
medical personnel in performance of the first aid and medical services. Each
construction contractor shall be required to inform his or her employees of the first aid
program and shall also be required to notify the Safety and Health Manager and
Project Field Manager of any plans to perform work during weekends or off-hours so
that first aid coverage may be provided. Construction subcontractors and their
employees shall be required to adhere to the site first aid administrative procedures, as
issued by the Safety and Health Manager.
3.5
Testing
B&V will award a separate subcontract for soil testing and for high voltage testing.,
The Construction Manager shall administer these subcontracts, including definition of
the specific tests to be conducted when such definition is not included as part of the
subcontract for the testing services. Concrete testing and nondestructive testing shall
be provided by the Constructor.
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Introduction
The protection of life and property, prevention of accidents, and maintenance of a safe
and healthy work environment for site personnel and visitors are needed for the
project to be successful. This section discusses site safety, site security, and
administration of the Site Safety and Loss Control program.
4.2
Site Safety
The site safety program is defined in the Project Safety and Health Manual. It shall be
administered by the Constructor with surveillance and oversight provided by the
Safety and Health Manager. The Safety and Health Manager and his designees shall
advise the Constructors Safety and Health Manager whenever the Constructors
personnel are not following the requirements of that manual or abiding by local safety
regulations.
4.2.1 Constructor and Construction Contractor Responsibilities
All construction contractors shall be responsible for compliance with all state and
federal laws related to their operations. In addition, all contractors shall implement
the following activities in connection with their work, and in cooperation with the
Owner, B&V, and other construction contractors:
Initiate and maintain procedures that are necessary to comply with

OSHA regulations.
Provide frequent and regular inspections of the jobsite, materials, and

equipment by competent persons.
Determine that their employees comply with established first aid and
medical attention procedures.
Be responsible for the distribution of potable drinking water and the

provision of sanitary toilet facilities for employees as required by
OSHA regulations.
Determine that equipment used on the project meets OSHA regulations.
Maintain suitable equipment and procedures for the prevention and

control of fires, with particular emphasis on daily hazardous work
areas.
Establish special safety rules and regulations for their particular

employees.
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Furnish required personal protective equipment, safety warning

devices, signs, portable fire extinguishers, etc., which meet OSHA
requirements.
Issue safety instructions along with work assignments, supervise

weekly safety meetings with various crafts, and determine that craft
employees are familiar with OSHA regulations.
Be responsible for the attendance of all new employees at orientation

meetings held by the Safety and Health Manager.
Construction contractor will perform its work in a safe manner, comply with all
environmental safety and health requirements of the subcontract documents as issued
by the B&V, and comply with all applicable laws codes, ordinances, rules,
regulations, and lawful orders of all public authorities. Construction contractor has
the sole and complete obligation to provide a safe and healthful working environment
for its employees and for others persons at the project site who may be exposed to
Construction contractors work.
Construction contractor and its lower-tier construction contractors are responsible for
the development, implementation, administration and enforcement of their individual
safety and health programs, regardless of any safety or first aid personnel the B&V
may have assigned as oversight to the project site or facility.
Construction contractor is responsible for the implementation of all applicable
governmental federal, state and local statutory regulations as they apply to the scope
of work and the project.
Construction contractor is responsible for conforming to all applicable safety
requirements of B & V, as specified herein and in the subcontract.
Construction contractor is responsible for assuring that project supervisors are trained
in safety procedures and that designated Competent Persons meet all training and
experience requirements necessary to comply with OSHA directives.
Construction contractor is required to maintain a Substance Abuse Prevention
Program that meets all applicable regulatory requirements and B &V programs.
Construction contractors employees must successfully complete a substance abuse
prevention test.
A copy of Contractors safety program manual is available for review and copying at
either the contractors field or corporate offices. Construction contractor may adapt
any part of that program that is appropriate to its organization and scope of work..
Construction contractor is required to have a written safety and health program
aligned with OSHA and the subcontract requirements. This program must include the
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requirements of this document and be submitted to B&V for review and approval
prior to commencement of work.
Use of any portion of B&Vs program and approval of Construction

contractors safety and health program does not relieve Construction
contractor from its responsibility for employees, public safety, and
compliance with all applicable safety requirements. The safety and
health program must as a minimum include and address
implementation of the following, to the degree they are applicable to
the scope of work.
Description of planned work including task hazard breakdown where

appropriate.
Responsibilities and lines of authority for the planned work
Method for identifying job hazards and control methods.
Personal Protective Equipment (PPE) required for the planned work

(Note if respiratory protection is required, a Respiratory Protection
Program must be included).
Employee orientation and required job training.
Safety and health inspections.
Safety and health goals and expectations.
Disciplinary policy for violation of safety rules.
Fire Prevention and Protection including contingency planning.
Rules of Conduct and/or Standard Operating Procedures as required for

the work.
Security and site control measures.
Sanitation and onsite medical support services.
Owner-specified safety requirements.
Accident Reporting, Root Cause Investigation, and Corrective Actions.
Recordkeeping.
Hazard Communication training.
If the planned work includes additional task specific work such as lead coating
removal, asbestos work, confined space entry, work on energized systems, critical
lifts, blasting or diving operations, then task specific plans will be required. Such task
specific plans must comply with regulatory requirements and subcontract specific
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rules. The requirements for such plans will be either specified in the subcontract
requirements, specific client requirements or by reference to specific OSHA or other
regulatory agency requirements. For programs involving hazardous waste removal,
treatment, or related construction activities, a specific plan meeting the requirements
of 29 CFR 1910.120/29 CFR 1926.65 will be required. For most other activities,
OSHA Safety and Health Standards (29CFR 1926/1910) will be used as the
regulatory document in addition to any state and local specific requirements as
applicable to the work.
Construction contractor will develop a job hazard analysis (JHA) that identifies the
hazards before commencing each major phase or activity at the site. The analysis will
also describe the planned work and assign responsibility for hazard prevention or
control of identified hazards, and state corrective action to prevent injury.
Prior to commencement of any work on the jobsite, Construction contractor shall
submit a copy of its safety and health program, and Construction contractor and B&V
shall meet to review and discuss Construction contractors safety and health program
and its enforcement. This meeting will also be utilized to discuss the project safety
and health requirements. Any changes to the program resulting from the meeting
shall be incorporated by Construction contractor.
A revised copy of Construction contractor safety and health program must
provided to B&V during the project preconstruction conference. A copy of
Construction contractor Safety and Health Program must be available on site
employee access and review. Changes/modification to the program must
documented in the project files.
be
the
for
be
Construction contractor shall be required to designate a qualified Safety

Representatives that has the authority and support of his/her management to conduct
and coordinate Construction contractors and its lower-tier construction contractors
safety and health program and/or policies. The duties and responsibilities of the Safety
Representative shall be specified in the site-specific Safety and Health Plan. The
Safety Representative shall be granted stop-work authority, along with the
responsibility and organizational freedom necessary to implement and enforce
construction contractors safety and health program..
The level of education and expected qualifications of Safety Representatives shall be
as follows:
Subcontracts of six-months or more duration and/or with 25 or more

onsite employees, including lower-tier construction contractors
employees shall have at least one full-time, onsite Safety and Health
Manager. Safety and Health Manager shall meet one of the following
criteria:
Safety Professional with 5-10 years construction experience.
Certified Safety Practitioner by recognized Institutions.
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Completed the OSHA 40 hours Safety and Health Standards for the
Construction Industry. The Safety Manager must have performed fulltime safety responsibilities for 5 years in the construction industry.
Subcontracts of less than six-months duration and/or less than 25 on-site employees,
including lower-tier construction contractors employees - one part-time, on-site Safety
Representative whose other assigned duties do not interfere with the conduct of the
safety and health program. The Safety Representative at a minimum will have
knowledge of safety and health rules and regulations, specifically in the hazards of the
work to be performed, and will have completed the basic 10 hour Introduction
OSHA course.
Prior to commencement of work Construction contractor shall provide B&V with the
name and qualifications of their Safety Manager/Representative for approval by B&V.
Once approved, the Safety Manager/Representative will not be changed without the
approval of B&V. The Safety Manager/Representative must be present on the project
site whenever work is being performed by Construction contractor and is responsible
for administering and promoting their safety and health program. The Safety
Representative may have other assigned duties subject to approval of the B&V.
Construction contractor management is responsible for ensuring compliance and
enforcement of their safety and health program.
4.2.2 B&V Responsibilities
B&V shall be responsible for the following activities:
Manage the Project Safety and Health Program.
Initiate reports and maintain records and reports required by the

Owners insurers and OSHA regulations.
Monitor the enforcement of all safety rules and regulations on the

project.
Provide safety program communications to all construction

contractors, including literature and information designed to solicit and
encourage management, supervision, and craft employee participation
in all aspects of the Project Safety and Health Program.
Maintain liaison with construction management, local regulatory

agencies safety personnel, the insurance carriers, construction
contractor representatives, and others on matters of loss control,
medical, fire control, and security.
Monitor construction contractor enforcement of personnel wearing

appropriate personal protective equipment.
Assist the construction contractors in posting safety signs in hazardous

locations. These signs shall conform to all standards established by
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OSHA. Notify construction contractors regarding any consistent

disregard of hazard warnings or safety instructions.
Monitor construction contractor performance to ensure compliance

with OSHA construction standards.
Monitor construction contractor working areas and note any violations

of safety regulations. Violations will be reported to the construction
contractors supervisor. If corrective action is not taken on noted
violations, report the violations to the Project Field Manager, who
shall request construction contractor compliance. These actions will be
taken to secure compliance by the construction contractor with
legislated safety standards and shall in no way relieve the construction
contractor of responsibility for conformance with OSHA regulations.
Maintain surveillance of jobsite working practices and conditions,

including levels of airborne contaminants, noise exposure, and sanitary
facilities. Determine that precautionary measures necessary for control
of the work environment are implemented by the construction
contractors.
Maintain conspicuous posters with hazard information, rules and

regulations, speed limits, cautions, warnings, clearance notices, and
others.
Provide suitably equipped first aid facilities on the project site with
medical personnel on duty as required by the work schedule.
Organize a Supervisory Safety Committee consisting of the Safety and

Health Manager and each construction contractors Construction
Manager or designated safety representatives to evaluate the
performance of the safety program. This committee shall meet twice a
month.
Assist construction contractors supervision with safety information for

weekly safety meetings with craft personnel.
Maintain liaison with construction contractors on ordering, handling,

and controlling hazardous materials.
Assist in claim investigations.
Conduct weekly safety and site loss orientation meetings for new
employees of B&V, the Owner, and all construction contractors.
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Project Labor Relations
This section is not used since Union Craft Labor will not be utilized on the Glow
project.
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Contents
1.0
Plant Startup
1-1
1.1
Introduction
1-1
1.2
System Descriptions and Startup Manual
1-1
1.3
Subsystem Startup Package
1-1
1.4
Startup Program and Coordination
1-5
1.5
Initial Operation
1-9
1.6
Integrated Plant Operation and Tests on Completion
1-10
1.7
Test Procedures
1-10
1.8
Commissioning Documentation
1-10
1.9
B&V Plant Tagging Procedures
1-11
2.0
System Descriptions
2-1
3.0
Operations Manuals
3-1
3.1
Introduction
3-1
3.2
Operations Manuals
3-1
3.3
Review, Approval, and Issue of Operations Manuals
3-1
4.0
5.0
4-1
4.1
Introduction
4-1
4.2
B&V Responsibility
4-1
4.3
Training Manuals
4-1
5-1
5.1
Introduction
5-1
5.2
Collection of Field Data
5-1
5.3
Conforming of Documents
5-1
5.4
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6.0
6-1
6.1
Introduction
6-1
6.2
Information for Conforming of Construction Documents
6-1
6.3
Field Office Correspondence and Documents
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Plant Startup
Introduction
Plant startup involves several parties including B&V, B&Vs the Consortium Partner,
the Owner, Vendor provided Technical Field Advisors (TFAs), and various B&V
subcontractors. Startup shall be performed on a system or subsystem basis, with the
Constructor completing their construction and testing activities, the Owner providing
operating and maintenance personnel for sustained plant operation, Vendor TFAs
providing inspection and technical advice, and B&V providing overall coordination of
the startup program from the completion of construction through initial operation and
up to plant turnover.
The Constructor shall also provide various skilled and semi-skilled craft labor to
support B&Vs Startup Staff as well as Vendor TFAs. It is anticipated that B&Vs onsite construction Subcontractors will be limited to a Chemical Cleaning Contractor as
well as the potential for a various testing electrical and testing contractors.
This section discusses the definition of subsystem startup packages, the planning and
coordination of startup, and specific startup activities.
1.2
System Descriptions and Startup Manual
This subsection is not applicable and therefore not used.
1.3
Subsystem Startup Package
A subsystem startup package is a group of one or more components that function

together and that are to be started up together. Normally, all components in a
subsystem startup package are part of the same plant system; however, in some
situations, components from different plant systems may be included in the same
subsystem startup package.
1.3.1 Preparation of Subsystem Startup Package
Early in the project, the Startup Engineers shall prepare a scoped set of startup
packages (sometimes referred to as a Startup Package Definition) for the purpose of
scheduling the construction and testing of each subsystem. These initial startup
package definitions normally include marked up design drawings supplemented by
equipment, instrument, and device lists where available.
After initial issuance of the startup package definitions the Startup Engineers shall
fully developed subsystem startup packages which will serve as the basis for defining
the testing work for each package, turnover of the package from construction to
commissioning, preoperational review by B&V, and turnover to the Owner.
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Subsystem startup packages are designated by a code, which consists of the system
designator and sequence of startup, e.g., FWA-1, FWA-2, APA-2, WSA-2, etc. A list
of Subsystem Startup Packages, Report FS-STRT-G5, will be prepared containing
package code, included systems, and scheduled and actual dates for beginning and
completion of startup activities for each package.
Fully developed subsystem startup packages will contain the following:
INTRODUCTION
Brief Description of Subsystem
List of Interfacing Systems
SIGN-OFF
Constructor
Service Representatives and Vendor Technical Field Advisors
Black & Veatch Verification
Owner Acceptance
LISTS OF INCLUDED EQUIPMENT
Major Equipment
Power Sources
Instrumentation/Electrical Devices
Motor-Operated Valves, Control Valves, Control Drives
List of Alarms
List of Circuits
LIST OF APPLICABLE DRAWINGS
Piping and Instrumentation Diagrams
Schematics
Other as Required
REMARKS
Exceptions
Special Conditions
Temporary Connections (jumpers, bypasses, etc.)
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SUPPORTING DOCUMENTATION (file and Owner copies only)

Test Forms
Calibration Sheets
Manufacturers Service Reports
Alignment Data
Other as Required
The subsystem startup package shall include the piping and instrumentation diagrams
and electrical schematic diagrams marked to define the limits of the subsystem, if
necessary. Applicable data forms (e.g., Pressure Test Data Sheet, Lubrication and
Coupling Check Sheet, etc.) and manufacturers service reports shall be reviewed by
the Systems Engineer and included in the package.
The Systems Engineer shall note special instructions regarding additional construction
activities after startup, such as piping flushes utilizing the permanent plant equipment,
and additional loop checks required during startup. A listing of the instrumentation
shall also be included in the package definition. The Systems Manager shall
designate the startup date when the total package is scheduled to be turned over to the
Owner for review and acceptance for operation.
Sign-offs shall be provided by each Constructor and the Systems Engineer designating
the completion of specific construction and testing elements. Exception items of not
completed, non-critical elements shall be described, with an expected completion date
noted.
1.3.2 Issue of Subsystem Startup Packages
The initial subsystem startup package for each subsystem shall be issued for
information and scheduling purposes as soon as it is prepared and shall include
introduction, list of included equipment, and list of applicable drawings for each.
Distribution shall be as follows:
Two copies to each Constructor who has responsibility for construction

or testing work related to subsystems.
As subsystem startup packages are fully completed distribution shall be as follows:
One copy of each subsystem startup package definition shall be issued

by the Startup Manager to the Constructor.
Three copies of each subsystem startup package shall be issued by the

Startup Manager to the Construction Manager, who shall forward one
copy to each responsible Construction Engineer.
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One copy of each subsystem startup package definition shall be issued

by the Startup Manager to the Owner for reference.
The original startup package will be maintained by the Startup

Manager.
As work proceeds and the startup period approaches, the following exchange of
documents shall begin and continue until startup is complete:
At least 2 weeks prior to the scheduled testing of the work described in

each subsystem startup package, each responsible Construction
Engineer shall ensure the responsible construction Constructor
performs an internal subsystem walkdown inspection and makes a list
of work remaining to be completed prior to beginning startup of the
subsystem.
At least 2 days prior to scheduled turnover of the system from

construction to commissioning a joint walkdown shall occur between
the Construction Engineer shall prepare a list for each construction
Constructor of all work remaining to be completed prior to beginning
startup of the subsystem.
Two copies of each list of remaining items shall be forwarded to the

Startup Manager, one copy for the subsystem startup package file, and
one copy for the use of the Startup Engineers responsible for the
subsystem. The Startup Engineers responsible for the subsystem shall
review the lists of the work and advise the Construction Engineers of
any additional items. The Startup Engineers shall verify that all
remaining work has been completed (or noted as an exception) prior to
startup.
Additional copies of the subsystem startup packages shall be provided

to the Constructor as required for them to complete their work. When
each Constructors work is complete, the responsible Construction
Engineer shall arrange for him or her to sign off the original document.
Two copies of the completed subsystem startup package shall be

submitted to the Owner for review, acceptance, and signature.
One copy of the signed package sign-off sheet shall be returned by the
Owner to the Startup Manager for distribution to the construction
Constructor.
The subsystem startup package shall be submitted to the Owner only
when it includes the completed and signed sign-off sheet, and the
completed test sheets, exceptions sheets, manufacturers service
reports, pressure test forms, alignment data, etc. Each data sheet shall
be reviewed, stamped, and initialed by the Systems or Construction
Engineer prior to submittal to the Owner.
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1.3.3 Subsystem Startup Package Files

The original copy of each subsystem startup package, letters transmitting it to the
Constructor, work completion lists, the completed package definition, subsequent
letters advising of exception completions, etc., shall be in a file maintained in one
central location. A separate file folder shall be maintained for each subsystem startup
package definition by startup code.
1.4
Startup Program and Coordination
The overall startup sequence and logic shall be developed by the Startup Manager so
that subsystem startup packages are completed and turned over by the Constructor in
the proper sequence to support an orderly startup (auxiliary power, followed by basic
control air and water treatment packages, equipment cooling water, etc.). The time
span from energization of the auxiliary power systems utilizing the MV cross-tie from
the Owner to commercial operation is approximately 14 months.
The goal of the startup program is an orderly, sequential startup commencing with
energization of basic elements of the plant while ongoing construction continues on
items required later. This philosophy is incorporated into the Construction Control
Schedule.
The Startup Engineer shall coordinate the overall testing and startup phase of the
project utilizing B&V provided technicians, Constructor support craft, and
manufacturers TFAs.
The Startup Engineer shall coordinate remaining instrument loop checks and shall
assist the B&V DCS Engineers in operational function testing and balancing the
controls. B&V shall provide and connect the startup instrumentation required to
monitor initial operation and support control balancing, such as ammeters for reading
motor startup currents, vibration detection equipment, recorders for analyzing control
response, etc.
Calibration of permanent devices and instrumentation shall be performed by B&V
technicians under the direction of the Startup Engineer. Errors found during or after
system startup shall be corrected by the applicable technician on assignment from the
Startup Engineer.
The subsystem startup package exception items shall be completed by the responsible
Constructor and verified by the B&V Construction Engineer.
The Constructor shall provide craft labor to support B&Vs Startup Engineers as well
as vendor related TFAs.
The Owners Operation and Maintenance (O&M) staff shall operate and maintain the
plant under the direction of B&Vs operations staff. This involvement will
progressively increase beginning during the testing and commissioning phases and
culminate in full operation of the plant under B&Vs direction during the hot
commissioning phase of the project.
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Equipment failure or other warranty-related repair following plant turnover shall be

coordinated by the Startup Engineer with the Owners support.
1.4.1 Startup Coordination Meeting
The Startup Manager shall conduct a weekly startup coordination meeting. All
Constructor and subcontractors performing work in areas currently being readied for
subsystem turnover shall attend as well as the Construction Manager, Construction
Engineers, Startup Engineers, and appropriate service representatives. Problems of
general interest and scheduled upcoming subsystem startups shall be discussed.
Incomplete work, status of testing, etc., shall also be discussed. Each Constructor
shall designate an individual to be its Startup Coordinator to monitor status on each
subsystem, to follow up on work-remaining lists, and to attend the startup
coordination meeting.
In the period leading up to initial energization of equipment the Startup Manager shall
conduct daily startup coordination briefings to discuss the days activities. Attendance
shall be as mandated by the Startup Manager.
1.4.2 Subsystem Startup Status Display
The Startup Manager shall maintain a time line subsystem startup status display (or
equivalent system), which shall indicate the scheduled weekly startup completions. A
movable tab, identified by startup code and title, shall be placed on the display for
each package. Each tab shall be placed on the display for the time line of the week for
which startup is scheduled. Each tab shall be marked to indicate the date of actual
startup and turnover dates. The status display shall be in the field construction
management office.
1.4.3 Exceptions
The Construction Manager (and later the Startup Manager) or his designee shall
maintain a working file of all subsystem startup package exception sheets. Each
exception shall be monitored until complete. The assigned Construction Engineer or
Startup Engineer shall pursue correction and completion of all exceptions in an
expeditious manner. Upon the correction or completion of each exception item, the
Constructor, Construction Engineer (or Startup Engineer) shall sign the item
indicating as complete and return to the Construction Manager (and later the Startup
Manager).
1.4.4 Special Operations
Piping system hydrostatic tests shall be performed by the responsible Constructor
prior to subsystem startup. Piping system flushes shall be performed by the
responsible Constructor prior to subsystem startup where possible.
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Turbine, fan, feed pump, and other major lube oil flushes requiring the use of
permanent plant equipment (lube oil pumps, tanks, filters, heaters, etc.) shall generally
be performed by the responsible Constructor after subsystem turnover to B&V.
The Constructor shall clean strainers, operate valves, change filters, install bearing
jumpers, wrap pipe, heat and cool oil, etc. However, the Constructor shall not operate
permanent plant items such as lube oil pumps. The Startup Engineer responsible for
the subsystem startup package shall coordinate operation of permanent equipment
during all flushes.
Pre-boiler and HRSG chemical cleaning shall be performed by B&V utilizing a
specialist subcontractor. The supply of chemicals of chemical cleaning operations and
the waste disposal shall be performed by B&Vs specialist subcontractor. The
constructor will be responsible for installation of all B&V-furnished piping and
equipment as well as providing craft labor to support the chemical cleaning
operations. Any nitrogen required for lay-up will be provided by B&V.
B&V will furnish materials for all steam blow including piping, valves, targets, and
silencers to be installed by the Constructor. B&V shall perform all steam blows
(steam cycle, process steam, auxiliary steam, and seal steam) supported by the
constructors craft labor.
The Startup Manager shall designate the B&V personnel to direct and coordinate
chemical cleaning and steam blow operations on a 24 hour basis.
1.4.5 Testing, Calibration, and Checkout
The construction Constructor shall complete erection of the mechanical, electrical,
control, and water treatment equipment in accordance with the manufacturers recommendations and the Engineers design. Manufacturers service representative
assistance shall be furnished during erection, as required. Upon completion of
construction, the manufacturers representative shall thoroughly inspect the equipment
and perform all adjustments, with craft support furnished by the installing
Constructor.
The manufacturers service representative shall submit a service report to the Startup
Engineer stating whether the equipment is ready for operation. Electrical testing
required by the manufacturer shall be performed under the service representatives
direction, and the results shall be attached to the service report. The Startup Engineer
shall inspect the equipment in conjunction with the manufacturers service
representative.
All functional testing shall be performed by B&Vs Startup Engineer. The Startup
Engineer shall assign electrical testing by issuing a Startup Testing Assignment
form (CEGMF-842). Control wiring verification, grounding verification, metering,
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transformer ratio testing, insulating oil testing, pipe pressure testing, breaker testing,
etc., shall be performed and recorded on the following forms:
High Potential Test Data form (CEGMF-828).
Relay Test Sheet form (CEGMF-825).
Metering Test Sheet form (CEGMF-824).
Current Transformer Test Report form (CEGMF-819).
Transformer Test Report form (CEGMF-813).
Medium Voltage Breaker or Motor Controller Test Sheet form

(CEGMF-801).
Low Voltage Circuit Breaker Test Sheet form (CEGMF-802).
Transformer Thermal Device Settings form (CEGMF-815).
Ground Resistance Test Report form (CEGMF-829).
Motor and Control Test Data form (CEGMF-809).
Low Voltage Power Cable, Motor, and Control Test Data form
(CEGMF-800).
Medium Voltage Motor Test Data form (CEGMF-803).
Hydrostatic Test form (BVCI-04).
Equipment Alignment form (CEGMF-832).
Ground Rod Resistance Test Report form (CEGMF-830).
The forms are available online and may be retrieved through the B&V Intranet at the
B&V Forms Web site.
The installing Constructor shall initially lubricate the equipment as required by the
contract and in accordance with the manufacturers recommendations. Subsequent
lubrication work shall be performed by the Constructors Support Craft under B&Vs
direction and per the manufacturers lubrication schedule. The installing Constructor
shall record the lubrication data on the Equipment Alignment form (CEGMF-832) and
submit one copy to the Startup Engineer.
The installing Constructor shall perform equipment alignment in accordance with the
manufacturers recommendations and the contract. The final alignment shall be
witnessed by the Startup Engineer and, where applicable, the Owner and
manufacturers service representative. The installing Constructor shall record the
1-8
BV

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alignment on the Equipment Alignment form (CEGMF-832) and submit one copy to
the Startup Engineer.
The installing Constructor shall perform piping pressure testing to support the startup
schedule and shall submit one copy of the Pressure Test Data form (CEGMF-836) to
the Startup Engineer.
Instrument calibration shall be assigned to B&Vs calibration and checkout
Technicians by the Startup Engineer through the issuance of the Instrument
Calibration form (CEGMF-837). The Startup Manager shall provide the calibration
set points and issue revised set points to meet field conditions.
Control loop checking shall be performed by B&V calibration and checkout
Technicians in conjunction with the functional testing and as directed by the Startup
Engineer. Pneumatic-operated control valves shall be stroked and adjusted by B&Vs
calibration and checkout Technicians, with support from the manufacturers service
representative and installing Constructor Support Craft.
Drive motors shall be checked for correct rotation by bumping by the Startup
Engineer. The Startup Engineer shall verify pre-start checks are complete including
that motor lubrication has been completed and assign the rotation check. Energization
of the motors shall be under the direction of the Startup Engineer. The Startup
Engineer shall note on the assignment any special instructions such as no load
vibration checks or marking for magnetic center alignment purposes.
The applicable portions of the Motor and Control Test Data form (CEGMF-809) shall
be completed. Upon completion of a satisfactory rotation check, the Startup Engineer
Manager will then advise the installing Constructor to complete final alignment check
and coupling.
Removal and replacement of any defective mechanical or electrical equipment or
instrumentation shall be performed by the responsible Startup Engineer. The Startup
Engineer shall pursue replacement of defective equipment.
1.5
Initial Operation
Once a subsystem package is sufficiently tested, pre-commissioned, and remaining

exceptions, if any, are determined to be sufficiently minor; the subsystem will be put
into initial operation. Prior to initial operation the Startup Engineer and applicable
vendor representative will review the subsystem and prepare it for initial operation.
The Startup Engineer and applicable vendor representative shall then place the
subsystem into initial operation with the assistance of the Constructors support craft.
The process commissioning engineer and /or vendor representative(s) will oversee
these activities and address any equipment malfunctions, determine if construction
involvement is required, and expedite resolution to any problems encountered during
the initial operation.
1-9

BV
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During initial operation the Constructors staff will perform minor adjustments, as
required. This will include cleaning pump screens, checking and adding lubricants,
tightening packing glands, etc.
Subsystem flushes requiring the use of the permanent plant equipment will be
conducted at this time. The flush will be carried out at the direction of the Startup[
Engineer with additional support provided by Constructor.
When the subsystem has been successfully operated, adjustments made, basic tuning
and protection tests are complete, and flushes complete the subsystem will be
considered sufficiently complete to begin larger integrated systems operation. This
will also signify that the subsystem is generally ready for continuous and normal
operation. The Owners O&M staff should become increasingly involved through this
stage of the project.
1.6
Integrated Plant Operation and Tests on Completion
Integration of plant subsystems and systems shall progressively increase through the
steam blowing, bypass operation, synchronization, and hot commissioning phase of
the project. Equipment adjustments, equipment tuning, and operational tests will also
be completed during this phase of the project.
After successful startup and commissioning of all ancillary equipment necessary for
safe and proper operation of the Plant it shall be tested for performance and reliability.
Test on The overall testing program for the Project shall consist of the following:
1.7
Combined Cycle Capability Demonstration Tests.
Performance Tests including Environmental Testing.
Reliability Run.
Test Procedures
Not less than one month prior to the proposed commencement of the relevant tests,
the Startup Manager shall submit to the Owner in writing all relevant test procedures
that shall include. Procedures for the Performance Test procedures, Emissions test
procedures, and sound test procedures, steam blow procedures and chemical cleaning
procedures shall be submitted 3 months prior to the proposed commencement of the
relevant tests.
1.8
Commissioning Documentation
The Owner has specified extensive requirements related to project documentation

including commissioning documentation. Refer to the Prime Contract for details of
the required commissioning documentation.
1-10
BV
1.9

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B&V Plant Tagging Procedures
A system of testing, startup, and operating control shall be used for this project. This
system shall use appropriate tags on each item of equipment that can be energized,
pressurized, operated, placed in service, or removed from service. The Project Safety
and Health Manual describes the tagging systems and designates the personnel who are
authorized to perform tagging functions.
1-11
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2.0
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System Descriptions
System descriptions will be developed during the design phase of the project (Refer to
Part 20, Subsection 1.4).
2-1

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3.0
3.1
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Operations Manuals
Introduction
The plant operations manuals describe plant startup, operation, and shutdown. B&V
will provide Operations Manuals as required in the EPC Prime Contract Appendix B,
Attachment 18, Section 8 as well as Appendix B, Design Basis and Scope of Work
Subsection 1.29.6.
3.2
Operations Manuals
B&V shall prepare the operations manuals, which shall include plant specific
operating instructions including the following type information:
Operating procedures for integrated unit operation.
System operating procedures, including complete procedures for

systems that operate independently, and system-unique procedures for
systems that operate as a part of the integrated unit operation.
The turbine generator supplier will prepare the section of the operations manual
covering its portion of the scope. The requirements for the contents of the manual are
included in Appendix B, Attachment 18, Section 8 of the EPC Prime Contract. To the
greatest extent possible, manufacturers standard manuals will be used.
3.3
Review, Approval, and Issue of Operations Manuals
Following preparation and review of the operations manuals by B&V, copies will be
provided to the Owner for review and approval. Upon receipt and resolution of
Owner comments, B&V will complete the manuals and issue them to the Owner.
Issue of the manuals shall be as described in Section 3.0, Project Communications, of
Part 10, and Appendix B of this PIM.
3-1
BV

4.0
4.1
FILE
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161808.21.0090
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Introduction
Training shall be provided to Owner operations and maintenance (O&M) staff to start
up, operate, and maintain the plant equipment and systems. The training will be
limited to onsite formal classroom training and informal onsite on the job training.
Various equipment suppliers will provide both training materials and onsite
instructors for the training program as outlined in the Prime EPC contract.
Details of the required training program can be found in Appendix B, Attachment 4 of
the EPC Prime Contract.
4.2
B&V Responsibility
B&Vs home office based training staff will develop and coordinate the necessary
classroom training program including development of training materials and overall
coordination of the training program.
B&Vs Training Coordinator will coordinate all training activities with the Owners
representative and vendor training instructors. The timing of the training will be
coordinated between the B&V Training Coordinator, the Owner, and Startup Manager
will be timed to support the scheduled date of initial testing and operation of the unit.
An adequate training facility provided by the Owner must be provided on site and
reserved exclusively for training for the duration of all classes. The Owners trainees
will have appropriate education and experience in their field of activity.
The startup and commissioning team will be introduced during the classroom training.
The startup team will lecture the class on the lockout/tagout procedure to be used
during the plant startup. This will be the beginning of the second phase of the
training; the hands-on phase.
4.3
Training Manuals
Training materials will provided by B&Vs home office based training staff as well as
major vendors for each student plus extra copies for administrative purposes.
4-1

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5.0
5.1
FILE
NO.
161808.21.0090
GLOW 101508-0
Introduction
In accordance with Prime Contract Exhibit B Section 1.24, design

drawings and design information lists shall be conformed to construction records to
appropriately show field changes and deviations from the intended design that have
been conveyed or communicated to the project design organization. This section
discusses the collection of field data, the conforming of documents, and the
transmittal of documents to the Owner.
5.2
Collection of Field Data
B&V field personnel will collect the necessary data for conforming of documents and
transmit it to the B&V design office.
5.3
Conforming of Documents
Upon receipt and review of complete information necessary to conform the

documents, the responsible Project Engineers shall direct the revision of the
documents. Following revision of the documents, all design drawings and design
information lists shall be identified as discussed in Section 1.7, Conforming of
Documents to Construction Records, in Part 50 of this PIM.
5.4
In accordance with Prime Contract Exhibit B Section 1.24 conformed to construction

records shall be submitted to the Owner within 3 months of Substantial Completion.
5-1
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6.0
6.1
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Introduction
Construction record information shall be collected to appropriately portray all changes

and deviations from the intended design as shown on the drawings and design
information lists. This information will be used by the B&V Design Office to prepare
the conformed to construction records issue of these documents.
Other documents necessary for the B&V Design Office to maintain complete
construction records shall be collected at the conclusion of construction and plant
startup.
Appendix B, Attachment 18, Section 8 of the EPC Prime Contract includes the
detailed requirements for final construction and commissioning documentation.
This section covers field activities involved in the collection and transmittal of the
required data.
6.2
Information for Conforming of Construction Documents
During the course of construction, each Constructor shall submit record information
to B&V whenever the installation or construction deviates from the design drawings
or design information lists. This information shall be placed on file and transmitted to
the Project Manager upon subcontract closeout so that the information may be
incorporated into the conformed to construction record issue of drawings to the
Owner. The procedures for maintaining this information in the field office are
discussed in Section 4.0, Project Document Control, in Part 10 of this manual.
6.3
Field Office Correspondence and Documents
At the conclusion of construction and plant startup, the PSA in the B&V field office
shall review all of the field office files, as directed by the Project Field Manager. All
documents not received from or transmitted to the B&V Design Office shall be
prepared for transmittal to the Project Manager so that they can be included as part of
the project records.
A-2
BV

APPENDIX A
Appendix A
A-1
FILE
NO.
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GLOW 101508-0
BV

APPENDIX A
Appendix A
Not used.
A-2
FILE
NO.
161808.21.0100
GLOW 101508-0
BV

APPENDIX B
Appendix B
Document Distribution
B-1
FILE
NO.
161808.21.0100
GLOW 101508-0
BV

APPENDIX B
1.
FILE
NO.
161808.21.0100
GLOW 101508-0
Document Distribution Matrix
B-2
FILE
NO.
TBD
TBD
Joe Neale
TBD
Construction Operation Mgr. Greg Bahora
TBD
Afrial Tezzy
DM
DM
DM
DM
DM
DM
EPC Contract Change Orders/Scope Changes (11.0210)
E,C
DM
DM
DM
DM
DM
DM
DM
DM
DM
DM
Tax Correspondence (11.0350)
AR
Insurance Correspondence (11.0360)
AR
Project MC/Owner Correspondence (General Correspondence) (14.0000)
AR
E-Copy as Required Depending on Subject
Conference Memoranda (15.0000)
AR
E-Copy as Required Depending on Subject, Attendees Get E-Copy
AR
AR
PIM File System & Distribution Matrix (21.0100)
DM
DM
DM
DM
DM
Project Design Manual (23.0000) (Controlled Copy = E On Line)
DM
DM
DM
DM
DM
DM
DM
DM
AR
Invoices to Glow (11.0221)
Project Schedule (25.0400)
E,C
Schedule Updates, Float Reports, Look Aheads, PES reports (25.0400)
Man-Hour Spent Reports (26.0870)
Project Instructions Manual (21.0100) (Controlled Copy = E On Line)

Quality - ITP/Audits, etc. (18.0000)
Stecon/Construction Contractor Correspondence (70.0000)
Site Manager
Engrg Mgr
AR
AR
Material Control
SU Mgr
Expediting
Insurance Certificates
QC Manager
Bonds, LOCs
Lauren Reinholz
Materials Application group
Cynthia Hernandez
Welding Group
Bryan Loque
Bob Worthington
Van Dorn, Travis R./TBD
PR / RE
Legal
Proj Acctg
C/S PDE
Proj Cntrls Mgr
Project Mailbox/File
Asst. Engrg Mgr
Document
PM
EPC Contract (11.0203)
SR. Proj Director
PQM
PR/RE
Peter Chieng
Barry C. / Suthep N.
Cont /
Elect PDE
Shannon A. / Tawatchai P.
Mech PDE
161808.21.0100
GLOW 101508-0
Brenden B. / Ruechai L.
Ailly Liu
Project Procurement
Mgr
Vishal Baliga
Barry Clegg
PPM - Technical
glow161808@bv.com
Ruechai Lagampan
Jason Schottler
Document/Correspondence Distribution Matrix
John Gustke
BV
Mark McDermott

APPENDIX B
AR
AR
C
E
AR
AR
DM
DM
C
E
AR
AR
AR
Project Controls & Reporting

E,C
SCN/Trend Correspondence with/Owner (26.3000)
AR
Project Cost Report & R&O (26.2100)
Owners Monthly Progress Report (28.0200)
Wkly Const. & Site Cost Rpts, FPMS, etc. (85.1000)
Permits (30.0000)
Distribution Codes O = Original
C = Hard Copy
E = Electronic Copy
E
E
AR = As Required
PROJ161808_Glow/21.0100/ 21_0100 Glow PIM Document Distribution Matrix.xls
E
E
E
E-Copy as Required
E
D = Discipline Specific, DM = Available through Documentum
E
E
B-3
E-Copy as Required
FILE
NO.
TBD
Material Control
TBD
SU Mgr
Construction Manager Joe Neale
TBD
Site Manager
Construction Operation
Greg Bahora
Mgr.
TBD
Expediting
Cynthia Hernandez
Bonds, LOCs
Afrial Tezzy
Bryan Loque
Materials Application
group
QC Manager
Bob Worthington
Welding Group
Insurance Certificates Lauren Reinholz
Van Dorn, Travis R./TBD
Peter Chieng
Legal
PQM
Proj Acctg
PR/RE
Cont /
Elect PDE
PR / RE
Shannon A. / Tawatchai P.
C/S PDE
161808.21.0100
GLOW 101508-0
Mech PDE
Vishal Baliga
Ailly Liu
Project Procurement
Mgr
Proj Cntrls Mgr
Barry Clegg
PPM - Technical
glow161808@bv.com
Project Mailbox/File
Ruechai Lagampan
Asst. Engrg Mgr
Engrg Mgr
Mark McDermott
John Gustke
Document
PM
Document/Correspondence Distribution Matrix
SR. Proj Director
BV
Jason Schottler

APPENDIX B
60.xxxx Procurement
Procurement Reports (24.0000)
Bid List Development (.00A)
In-House Review (.00B)

RFQ Package (.00C)
Proposals (Initial Submittal From Suppliers) (.00D)

E
LOAs, C.O.s & Corresp (.01A)
E
E
AR
AR
AR
Correspondence (Technical) (.02C)

Correspondence (Commercial) (.02C) (includes backcharges, claims, late
delivery info, late design submittals, progress reports, critical issues, etc.)
2C
DC
DC
DC
AR
AR
AR
Welding PQRs and WPSs (.04)
AR
AR
AR
AR
Painting Submittals (.04)
AR
AR
AR
Manufacturers Shop Drawings (Notifications, reviews through J07) (.05)
E
E
Construction/Startup Reports & Documents
AR
AR
Construction Test Procedures (88.0200)
Nonconformance Reports (NRCs) (88.0400)
Startup (89.2000)
AR
Acceptance Test Procedures (94.2000)
Training (95.3100)
OS&Ds (Overage, Shortage, Damage) (84.7000)

Safety (87.3000)
Distribution Codes O = Original
AR
C = Hard Copy
E = Electronic Copy
AR
AR = As Required
RFIs (85.0500) /FCNS (85.0600)
E
E
E
Equipment Fab & and Shipping Schedules, Shipping Notices, Expediting

Reports, Quality Plan, ITPs, etc. (.03/.08)
Site Generated Material Receipt Reports (84.2400)
Bonds/LOCs (.01)
AR
AR
Insurance Certificates from Suppliers (.01)

Conformed Contract (.01A)
Refer to the file Procurement Matrix in the documentum /20.0000/24.0650/24_0650 Procurement Matrix.xls
E
E
E
,C
E
E
E
D
D
D
E
Bid Tab & Auth to Award (.00D)
E-Copy as Required by Discipline

DM
E
E
2C
AR
AR
AR
E
FS
HS
AR
AR
AR
AR
E
C
D = Discipline Specific, DM = Available through Documentum
B-4
E
C
BV

APPENDIX B
2.
FILE
NO.
161808.21.0100
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Drawing Distribution Matrix
B-5
FILE
NO.
Later
Greg Bahora
Vishal Baliga
Later
Sunee Ngaoaram
Dan Wahl
Site Mgr
Const. and Startup
Proj Cntrls Mgr
Pwr Del PDE
Cont / Elect PLD
Cont / Elect PDE
Mech PLD
Mech PDE
C/S PLD
C/S PDE
Project Hard Copy /

Stick File
Engrg Mgr
PM
Owners Engineer
Document
Project Electronic File
Internal
Erection Contractor
External
Chris Bennett
Channon A. / Tawatchai P.
Travis Gee
Napitha Traivakin
glow161808@bv.com
Jason Schottler
Owner
161808.21.0100
GLOW 101508-0
Mark McDermott
APPENDIX B
Chem PDE
BV
Design Engineering
Engineered Drawing List (J05)
EC
Manufacturers Drawing List (J07)

Manufacturers Shop Drawings
Drawing Manifests
O&M Manuals / Instruction Manuals - Draft
O&M Manuals / Instruction Manuals - Final
Final Documentation
EC
1C
11C,
5EC
O, EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
EC
C
EC
EC
EC
HS
HS
A4000 Architectural Drawings
HS
HS
HS
HS
HS
HS
HS
HS
G1000 General Arrangement
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
In-House Review Drawings
S3000 Composites
EC
EC
M
HS
HS
M
S5000 Foundations
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
S6000 Steel
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
S7000 Floors
EC
EC
HS
HS
HS
HS
M0000 General Mechanical Information
HS
HS
HS
HS
HS
HS
HS
HS
M
M
M1000 Plant Arrangements
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M2000 Piping and Instrument Diagrams
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M3000 Composites
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
M4000 Detailed Piping - Large Bore
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M7000 Detailed Piping - Small Bore
Additional Project Manual Distribution
Quality Assurance
Mgr.
CDC
Distribution Codes:
A = Application Parts
M = Manifest or Approval Request Sheet Only
O,C
C = Copy
NC = More than one copy, number defined by N
O,C
EC = Electronic Copy
= Original
Regulatory Requirements Table
O,C
FS = Full Size
= Project Managers copy to be routed to the Project Manager and the Project File.
* Size of documents shall be A4 (210 x 297 mm.)
HS = Half Size
= Distribution to Interested party as directed by the B&V - Project Manager,

Engineering Manager or Construction Manager.
B-6
Project Instructions Manual
FILE
NO.
E0001 Electrical General Information
Later
Later
Pwr Del PDE
Greg Bahora
Sunee Ngaoaram
Chem PDE
Vishal Baliga
Dan Wahl
Cont / Elect PLD
HS
HS
E1000 Diagrams
EC
EC
HS
HS
HS
HS
HS
HS
HS
E2000 Site Electrical
EC
EC
HS
HS
HS
HS
HS
HS
E3000 Raceway Composites
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
E4000 Raceway Details
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
Site Mgr
Const. and Startup
Cont / Elect PDE
Mech PLD
Mech PDE
C/S PLD
C/S PDE
Project Hard Copy /

Stick File
Engrg Mgr
PM
Document
Internal
Erection Contractor
Owners Engineer
Owner
External
Chris Bennett
Travis Gee
Napitha Traivakin
Jason Schottler
glow161808@bv.com
GLOW 101508-0
Mark McDermott
APPENDIX B
161808.21.0100
Proj Cntrls Mgr
BV
E5000 Grounding
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
E6000 Lighting & Communication
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
K1000 Control Logics
EC
EC
HS
HS
HS
HS
HS
K2000 Schematics
EC
EC
HS
HS
HS
HS
HS
K3000 Control System Architecture
EC
EC
HS
HS
HS
HS
HS
K4000 Instrument Location Drawings
EC
EC
HS
HS
HS
HS
HS
HS
K5000 Instrument Installation Details
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M
Owner Review Drawings
EC
EC
EC
HS
HS
HS
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
Construction Issue
A4000 Architectural Drawings
G1000 General Arrangement
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
S3000 Composites
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
S5000 Foundations
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
S6000 Steel
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
S7000 Floors
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M0000 General Mechanical Information
EC
EC
EC
HS
HS
HS
HS
HS
HS
M1000 Plant Arrangements
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
Additional project Manual Distribution
Quality Assurance
Mgr.
CDC
HS
HS
HS
Distribution Codes:
O,C
C = Copy
O,C
= Original
O,C
FS = Full Size
HS = Half Size
B-7

FILE
NO.
EC
EC
EC
Later
Greg Bahora
Vishal Baliga
Later
Sunee Ngaoaram
Dan Wahl
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
Site Mgr
Const. and Startup
Proj Cntrls Mgr
Pwr Del PDE
Cont / Elect PLD
Cont / Elect PDE
Mech PLD
Mech PDE
C/S PLD
C/S PDE
Project Hard Copy /

Stick File
Engrg Mgr
PM
HS
Document
Internal
Erection Contractor
Owners Engineer
Owner
External
Chris Bennett
Travis Gee
Napitha Traivakin
glow161808@bv.com
Jason Schottler
M2000 Piping and Instrument Diagrams
161808.21.0100
GLOW 101508-0
Mark McDermott
APPENDIX B
Chem PDE
BV
HS
HS
HS
M3000 Composites
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M4000 Detailed Piping - Large Bore
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M5000 Space Conditioning
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
M6000 Pipe Support Drawings
EC
EC
EC
HS
HS
HS
HS
HS
HS
M7000 Detailed Piping - Small Bore
EC
EC
EC
HS
HS
HS
HS
HS
HS
E0001 Electrical General Information
EC
EC
EC
HS
HS
HS
HS
E1000 Diagrams
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
E2000 Site Electrical
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
E3000 Raceway Composites
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
E4000 Raceway Details
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
E5000 Grounding
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
HS
E6000 Lighting & Communication
EC
EC
EC
HS
HS
HS
HS
HS
HS
K1000 Control Logics
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
K2000 Schematics
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
K3000 Control System Architecture
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
K4000 Instrument Location Drawings
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
K5000 Instrument Installation Details
EC
EC
EC
HS
HS
HS
HS
HS
HS
HS
HS
Additional project Manual Distribution
Quality Assurance
Mgr.
CDC
Distribution Codes:
O,C
C = Copy
O,C
= Original
O,C
FS = Full Size
HS = Half Size

B-8
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APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
Appendix C
C-1
BV

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
Appendix C
C.1
Introduction
This Appendix C describes the file index system and instructions for its use. Also
included are a description of the various parts of the file number and their use, and
instructions regarding the need for multiple file numbers in selected circumstances.
Appendix C of the file index system will be updated periodically throughout the
project. The working copy of the file index will reside in Documentum at location
21.0100. All requests for changes or additions to file numbers shall be sent to the
Project Manager.
File numbers are to be included on all correspondence documents, including project
emails using the following example format line:
Subject; File #, extension # Date in numeric YYMMDD format, Subject
Example 62.3405.00D 090324 Bids tabs are now available for review
In the example above, the date format 090324 = 24-Mar-09. The format is establish
in this method so that emails and documents stored in Documentum are easily sorted
by date.
File numbers should be used for all files (spreadsheets, Word documents, etc.) that are
stored in Documentum. All project-related files that are not stored in other B&V
tools (Powrtrak, Powrspec, etc.) should be stored in Documentum.
C.2
File Number Description
The complete document identifying number comprises the following:

Project Number
First Level File Number
Second Level File Number
Third Level Category
Fourth Level Suffix
________ ____ ____ ____ _____
NNNNNN . WW . XX YY . ZZZZ
C-2

APPENDIX C
BV
FILE
NO.
161808.21.0100
GLOW 101508-0
The fourth level suffix may be either a two-digit or four-digit suffix. It is used to
provide additional classification of design documents in the 40.0000 and 50.0000
series files, contract documents, and manufacturers drawings and data in the 60.0000
and 70.0000 series files. Instructions regarding this suffix are included in
Section C.6, Use of the Fourth Level Suffix.
C.3
Principal Subject and Activity Classifications
The principal subject and activity classifications are as follows:

10.0000
Project Administration
20.0000
Project Planning/Control
30.0000
Permits and Licensing
40.0000
Conceptual Design (Studies, Decisions, and Design Control)
50.0000
Design Engineering
60.0000
Procurement Contracts
70.0000
Construction Contracts
80.0000
90.0000
Project Completion
C.4
File Numbers
The file numbers, including first and second level file numbers and third level
category, are defined in Table C-1 at the end of this appendix.
The fourth level suffix is applicable only to the, 60.0000, and 70.0000 file series.
Instructions regarding the fourth suffix are included in a subsequent part of these
instructions.
In the 42.0000, 43.0000, and 52.0000 first level series file numbers, the second and
third levels are taken from the Master List of Systems. The list of systems shows the
second and third level numbers that are used to accumulate information common to a
specific system.
The 60.0000 and 70.0000 series include the procurement of material and services and
procurement administration information. All items that are procured as factory
finished items are in the 60.0000 series. Furnish and erect, labor only, construction
tools, consumables, and site services are in the 70.0000 series. A procurement may be
done as a contract, office purchase order, field purchase order, or any other approved
purchasing method. To assist with cross project data accumulation, the file number
for the type of item should be consistent.
C-3
BV
C.5

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
Use of Multiple File Numbers
The use of multiple file numbers is discouraged, but it may be advantageous to file
selected documents using more than one file number to permit easy retrieval.
Memoranda and letters are the documents most likely to be assigned multiple file
numbers. Ideally, these shall be cross filed in the memo, or letter file and also in a
subject file, claim/trend file, or supplier contract file.
A conference memorandum and/or telephone or email memorandum that cannot be
identified with a specific subject, or the administration of a specific procurement or
construction contract, shall be designated for file in the appropriate 15.0000 series
file.
Conference memoranda and telephone memoranda, when identified with a specific
design subject (40.0000 and 50.0000 series) or with the administration of a specific
procurement or construction contract (60.0000 and 70.0000 series), shall be
designated for file with the subject file number so identified.
Conference memoranda and telephone memoranda with third parties other than
contractors (procurement and construction) that may relate to overall project
administration shall be filed in accordance with the designated file number.
Memoranda of conference or telephone conversations between B&V and contractors
(both procurement and construction) that relate to contract administration shall be
designated for file in the same manner as correspondence for the subject file number
of 60.0000 and 70.0000 series file numbers and shall not be assigned 15.0400 and
15.1200 file numbers.
C.6
Use of the Fourth Level Suffix
A fourth level suffix shall be included as part of the file number for selected
documents in the 40.0000, 50.0000, 60.0000, and 70.0000 series files.
C.6.1 Calculations and Cost Estimates
The 40.0000 series file numbers (4l.0000 General Studies, 42.0000 System Analyses,
and 43.0000 System Descriptions) require the fourth level suffix to identify design
control documents such as calculations and cost estimating backup data or
information. The classification number shall be affixed to the complete file number
as a suffix in the following manner:
XXXXXX . XX.XXXX . 1000
Design Calculations
XXXXXX . XX.XXXX . 2000
Cost Estimating Data

Document Classification
B&V File or Document Number
B&V Project Number
C-4
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APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
The basic file number without a fourth level suffix of .0000 shall be used for design
correspondence.
The document classification number shall be serialized to identify sets within the
classification. The Classification 1001 identifies the first set of calculations, 1002 the
second set, etc. An example follows:
XXXXXX . 42.0201 . 1003
Calculations--Third Set
Document Number for System Analysis
Ash and Scrubber Solids--Bottom Ash
System
B&V Project Number
All calculations of estimated costs that are part of the economic evaluation of
alternate plans in system analyses or the cost analysis of proposals shall be filed with
the respective calculations for the system analysis or bid analysis, and not with the
cost estimating data.
Calculations prepared as part of the detailed design (50.0000 series file numbers) shall
be identified by the system name and system file identifying the document number
and the additional file classification suffix that identifies calculations. This is
52.XXXX.1000. Cost estimating backup data shall be classified as 52.XXXX.2000.
For example, the calculations prepared in the design of the Bottom Ash System of the
System Category Ash and Scrubber Solids shall be identified as follows:
XXXXXX . 52.0201 . 1002
Document Classification
Calculations--Second Set
B&V File or Document Number
Design--Ash and Scrubber Solids-Bottom Ash System
B&V Project Number
For system design of more complex systems for which responsibility for design of
elements or components of the system is divided between the functional engineering
disciplines, the classification for calculations shall be as follows:
.1100 Civil/Structural
.1200 Mechanical
C-5
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APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
.1300 Electrical
.1400 Control
.1500 Chemical
The identification of calculation sets would be as previously discussed.
It is significant that calculations and cost estimating are associated only with
conceptual design (40.0000 series) and design engineering (50.0000 series). For
purposes of filing or document identification, calculations or cost estimating backup
information shall not be identified with procurement and construction contracts
(60.0000 and 70.0000 series). For example, the backup data for the first preliminary
project cost estimate that is based upon procurement packages would identify with the
conceptual design phase. Such an estimate that is not arranged on the basis of
systems can be designated for file purposes as XXXXX.40.0000.2001, thereby
denoting the first set of overall project cost estimating data. In a similar manner, a
cost estimate prepared on the basis of detailed takeoff of component quantities from
completed plans associated with a construction package would be designated for file
and record XXXXX.52.0000.2001 for the first set of cost backup data.
C.6.2 Procurement and Construction Contract Administration
The administration of procurement and construction contracts (60.0000 and
70.0000 series) and consultant subcontracts (12.0000 series) requires classification of
the distinct and separate types of documents associated with procurement contract
administration.
The classification number shall be affixed to the document identifying number or file
number as a numerical suffix in the manner that follows:
161808.XX.XXXX.00
Pre-Award Documentation (Filed Chronologically)

.00 E mails (to contain all emails for the .00 series)
.00A Bid List Development, Pre-RFQ Proposals, and
Correspondence Until Pre-Bid Review (IHR) Issue
.00B Pre-Bid Review (IHR) Issue and Related
Correspondence Preceding Bid Issue RFQ
.00C Bid Issue RFQ and Proposal/Tender Documents
.00D Bid Evaluation, Negotiation, Authorization to
Award, and Conforming Process/Bid Rejections
.01
Post-Award Contract Documentation/General/Contract

Documents/Correspondence
01
Emails (to contain all emails for the .01 series)
.01A
Purchase Orders, Subcontract Documents
C-6
BV

APPENDIX C
.01D
FILE
NO.
161808.21.0100
GLOW 101508-0
Purchase Order and Subcontract Revisions.

.01K Letter of Credit Performance Bonds
.01H Insurance Certificates
The following items should be assigned a .01 file

extension Engineering Change Notice, Engineering
Information Request, and Field Engineering Change
Request
.02
General Information/Correspondence (Including the

following subjects)
o
Meeting Minutes
Claims Documentation
o
o
o
o
Letter Correspondence to/from and email

to/from
Supplier/Subcontractor
Correspondence--Internal -B&V
Back Charges (BCN), BC Invoices,
Liquidated damages Assessments and Related
Correspondence
Warranty Claims and Correspondence
.03
Expediting/Shipping/Receiving/General/
Correspondence/Expediting Report, OS&Ds (Overage,
Shortages, and Damage)
.04
QA and Nonconformance Reporting/General

Correspondence/QA Plan/I&T Plan/Surveillance
Reports/Test Reports/Weld Procedure
Specifications/Review/Seismic Certification
.05
Vendor/Contractor Drawings/General/
Correspondence
.06
Technical Data and Procedures
.07
Instruction Manuals, Spare Parts Lists & Erection

Drawings from Suppler/Subcontractor
.08
Contractor Schedule/Progress Reports
C-7
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APPENDIX C
.09
FILE
NO.
161808.21.0100
GLOW 101508-0
Payments and payment correspondence including:

.09A Invoices (Including all payment documents)
.09B Payment Certifications/Authorizations
In Documentum, the file structure shall include each suffice for the .00 and .01 series
and 1 folder to cover the .02 through .09 series of folders as illustrated below.
.00 Pre-Award Docs
.00 Emails
00A Bid List Docs
.00B IHR Docs
Record
Working Files
.00C RFQ Docs
Record
Working Files
.00D Bid Eval/Neg/LOA Docs
Bids
.01
Post-Award Docs
01 Emails
.01A PO Docs
Record
Working Files
.01D PO Revs Docs
Record
Working Files
.02-.08 Other Docs

.09
.09A Invoice with payment documents
.09B Signed Paycerts
C-8
BV

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
Dividing a procurement package shall be avoided whenever possible, and new file
numbers should be added from the master list, or an unused file number shall be used.
If it becomes necessary to divide a purchase or to split a procurement contract
package Project Manager approval shall be received. When the proposals have been
received and evaluated, additional classifications are required. The additional
classification number shall be affixed to the document identifying number as follows:
XXXXXX. XX.XXXX.1 First Purchase
.2 Second Purchase
.3 Third Purchase
In the administration of the contract for a procurement package that has been divided,
the classification of documents shall be as previously discussed. The suffix number
for document classification of the first purchase or package split shall be .11, .12, .13,
etc. The classification of the documents for the second purchase or package split shall
be .21, .22, .23, etc. In this manner, the document identifying number of the original
procurement document or bidding document is retained.
It is not necessary to index or serialize the procurement administration documents so
classified, except for subcontractors and manufacturers drawings. The drawings,
however, shall be indexed or serialized. The classification .05 identifies contractors
drawings. The serialization or numbering of the drawings would merely be 5-10001,
5-10002, 5-10003, etc., designating respectively the first, second, and third drawings
submitted by the subcontractor for Unit 1, and for which record copies will be retained.
An example of the complete document identifying number for drawings received for
the procurement package covering the Turbine Room Crane is as follows:
XXXXXX . 61.1203 . 05 - 1 0001
First Drawing of the Sequence

Unit Number
1--Unit One
2--Unit Two
C--Common to Station Units
Document Classification Identifying
Subcontractors Drawings
File Number
B&V Project Number
C-9
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APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
Attachment C.1
File Numbers
The file numbers, including first level file number, second level file number, and third
level category prefix (if applicable), are defined on the following pages.
10.0000
Project Administration
10.0500
Proposal Documents
10.0501 Proposal Handover Book

11.0000
Contracts and Agreements (Owner and Consortium)
11.0200
EPC Contract Administration
11.0203
EPC Contract Documents & Correspondence
11.0210
Change Orders
11.0220
Invoices to Owner
11.0230
Owners Insurance
11.0240
Spare Parts Purchasing (Includes Quotations to Owner)
11.0250
Punch List--Contract Completion Not Used - See 89.1600
11.0260
Completion/Acceptance Correspondence and Certificates Not

Used See 89.6000
11.0300
Consortium Agreement
11.0350
Taxes (Duty Stamp)
11.0360
Insurance
11.0370
Legal
11.0380
Bonds/Loc
11.1100
Accounts Payable Not Used See 26.0600
11.1200
Accounts Receivable Not Used See 26.0600
C-10

APPENDIX C
BV
11.1300
12.0000
****
FILE
NO.
161808.21.0100
GLOW 101508-0
Project Opening/Closing/Updates Not Used See 16.0200
JV and Consultant Subcontracts

Identify Additions and Add Sequentially as Required
12.0200
Subsurface Investigations & Site Survey
13.0000
Owner/Third Party Agreements and Business
14.0000
General Correspondence
14.0100
Overall ProjectMBC/Owner
Glow to MBC
B&V to Glow
MC to Glow
14.0200
Overall ProjectB&V/MC
B&V to MC
MC to B&V
14.0400
Overall Project--JV/Third Party
14.0800
Overall Project--B&V Internal
Note 14-1: General correspondence shall be filed chronologically. General correspondence for specific subjects shall be placed in the file for the subject
covered by the correspondence rather than the appropriate 14.0000 series
file. Only correspondence that is general shall be filed only in the
14.0000 series files.
Note 14-2: General correspondence includes documentation in the form of letters,
faxes, and email communication that are seen by all parties.
15.0000
Memoranda
15.0200
Conference--MBC/Owner
15.0300
ConferenceMBC Internal
15.0400
Conference --MBC/Third Party
15.0800
Conference--B&V Internal
Note 15-1: Conference memoranda and interoffice memoranda for specific

subjects shall be double filed and placed in the file for the subject
covered by the memorandum in addition to the appropriate 15.0000
series files. Only memoranda that are general shall be filed only in
the 15.0000 series files.
C-11

APPENDIX C
BV
16.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Staffing and Training
16.0100
Engineering and Resource Allocations (Budgets)
16.0200
Project Staffing and Training/Organization Chart
16.0500
MBC Internal Relationships Team Building Notes
16.0501
Partnering/Team Building/
16.0502
Leveraging other project experience/ Lessons Learned
16.0600
Travel Not Used See 16.0200
17.0000
Meetings and Public Information
18.0000
Quality Assurance
18.0200
Quality Control Plan--
18.0600
Vendor QA/Audit
18.1300
QA--Training and Quality Management System (QMS) Processes
18.1500
Audits--Internal
18.1900
Supplier Quality Control Plans Not Used File with individual

supplier contract number
18.2000
Deviation Notifications/Approvals
18.3000
Inspection and Test Plans
20.0000
Project Planning/Control
20.1000
Project Execution PlansEngineering Not Used See 10.500
20.2000
Project Execution PlansConstruction Not Used See 10.500
21.0000
Project Instructions
21.0100
21.0200
MBC/Owner Instructions
21.0800
Safety and Health Manual Not Used See 87.3900
21.1500
Equipment Numbering System
C-12

APPENDIX C
BV
21.1600
21.1700
System Codes List
FILE
NO.
161808.21.0100
GLOW 101508-0
22.0000
Regulatory Requirements Not Used see 30.0000 Series
23.0000
23.0200
24.0000
Project Procurement Information
24.0100
Project Procurement
24.0110
Project Procurement Plan--Part 60 of PIM
24.0140
Project Standard Commercial Terms Not Used Standard

Commercial Terms are Stored in Documentum
24.0160
Project Standard Technical Documents Terms Not Used

Standard Commercial Terms are Stored in Documentum
24.0300
Project Expediting/Shop Visit Plan
24.0400
Procurement Transportation Plan
24.0500
Warranty Management Plan
24.0600
Procurement Reports
24.0610
Supplier Contact List
24.0630
Contract Options Report
24.0640
Procurement Activities Tracking Report
24.0650
Procurement Matrix
24.0660
Bidders List(s) and General Bidders Q&Es
24.0670
Spare Parts Report
24.0680
Instruction Manuals Report
24.0690
Invoice Log
24.0900
Supplier/Subcontractor Invoice Processing (Includes Insurance

Certificates)
(refer to 27.1100)
C-13

APPENDIX C
BV
25.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Schedule and Schedule Management
25.0100
EPC/Milestone Schedule--Level I
25.0200 Project Schedules--Level II

25.0400
Project Management Control Schedule (MCS)--Level III
25.0700
Procurement Schedules / PRS
25.0800
Construction Schedules (Level 4)
25.0900
Float Analysis Reports
25.1000
Startup, Testing, and Preoperational Schedules (Level 3-4)
26.0000
B&V Cost and Cost Management
26.0100
Cost Estimating Documentation
26.0200
Budget and Preliminary Engineering Estimate
26.0210
B&V Engineering Estimate
26.0220
B&V CM/Construction Estimate Not Used - See 82.2000
26.0400
Project Detailed Estimates
26.0440
Bill of Quantity
26.0500
Engineering Labor and Productivity / PES Reports / Man-hour
26.0600
Cash Flow
26.0700
Payment Milestones
26.0800
Cost Accounting / Cost Report
26.2100
Project Cost Reports
reports
26.2110
Dashboard Reports/ & Scrapping Sheet
26.2700
Project Risk & Contingency Analysis Reports
26.2800
Project Performance Reports/ PFC
C-14

APPENDIX C
BV
26.3000
FILE
NO.
161808.21.0100
GLOW 101508-0
Change Management (See 11.0210 Series for Change Order

Documents)
Note 26-1: Change Management documentation, including impact logs, scope change
notices (SCNs), estimates, transmittals, cost documentation, change order
closeout records, and claim documentation, shall be filed in packages
which are logged sequentially by Trend Number. (26.3000.001,
26.3000.002, etc, file 26.3000.000 is reserved for templates.)
26.4000
Backcharge Reporting & Log (send correspondence under supplier

contract number)
26.5000
Supplier Liquidated Damages (LD) Summary Not Used, Log

LDs as backcharges for administrative purposes
27.0000
Information and Information Management
27.0200
Engineers Drawings (Lists)
27.0400
Manufacturers Drawings (Lists)
27.0600
Equipment List and Nomenclature
27.0800
Components and Data Lists
27.1000
POWRTRAK
27.1100
PowrSpec
27.1200
Documentum
28.0000
Progress Reports
28.0200
Project Monthly Progress Reports (MBC to Owner)
28.0400
Project Monthly Progress Reports (MBC Internal)
28.0600
Action Item Lists
28.0800
Construction Reports (Not Used See 85.1600)
28.2000
Owner Information Requests (DIRs)
30.0000
Permits and Licensing
31.0000
General Permitting Topics
31.0120
Progress Reports
31.0140
Public Notices
C-15
BV

APPENDIX C
31.0150
Final EIA Report
31.0200
Environmental Reports
32.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Permits and Approvals to be Provided by the Owner
32.1000
Registration of Land Ownership in Industrial Estate
32.2000
32.3000
Environmental Impact Assessment (EIA) Report

Investment Promotion Certificate
32.4000
Concession for Operation of Electricity Business
32.5000
Permit to Sell Electricity
32.6000
Permit to Generate Controlled Energy
32.7000
Visa for Project Foreign Employees
32.8000
Work Permit for the Project Foreign Employees
32.9000
Machinery Registration Certificate
33.0000
Permits & Approvals to be Applied by Contractor
33.0100
Expansion for Land Use Permit
33.0110
Application for Utilization and Enterprise

Operation/Agreement on Land Usage for Industry (IEAT
01/1)
33.0120
Liscense of Land Utilization and Enterprise Operation

(IEAT 01/2)
33.0200
Construction Permits and Building Permit
33.0210
Application for Construction, Modification, Demolition or

Building Moving (IEAT 02/1)
33.0220
Building Construction Liscense (IEAT 02/2)
33.0230
Application for Completion of Building Construction

Certification (IEAT 02/5)
33.0240
Completion of Building Construction Certificate (IEA 02/6)
33.0300
Electricity Circuit and Power Cable Safety Permit
C-16

APPENDIX C
BV
33.0400
FILE
NO.
161808.21.0100
GLOW 101508-0
Notification of Commencing Operation Permit
33.0410
Notice to Commence Industrial Operation (IEAT 03/1)
33.0420
Acknowledgement of Industrial Operation (IEAT 03/2)
33.0500
Visa for Project Foreign Employees
33.0600
Work Permit for the Project Foreign Employees
33.0700
33.0900
Work Rules Registration

Seawater Intake and Discharge Permit
33.1000
Waste Disposal Permit During Construction
33.1100
Hazardous & Armament Substance Discharge Permit
33.1200
Permit to Engage in Hazardous Operation
33.1300
Power Supply for Construction
33.1400
Permit for Transporting Heavy Equipment
33.1500
Certificate to Connection Electricity with EGATs system
33.1600
Liscenses or Permits to Store and Use Chemical Explosive

Substances
33.1700
Boiler Operation Permit
33.1800
Telephone line registration
33.1900
Metering and Measurement
Note: IEAT= Industrial Estate Authority of Thailand, EGAT = Electrical Generating

Authority of Thailand
40.0000
Conceptual Design (Studies, Decisions and Design Control)
41.0000
General Studies, Fixed Criteria, Natural Phenomena
41.0600
Site Information
42.0000
System Analysis (Refer to System Codes Table*)
43.0000
System Descriptions (Refer to System Codes Table*)
C-17

APPENDIX C
BV
44.0000
Facility System Analyses
44.3000
Underground Line Analysis
44.3001
50.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Underground Line Analysis (1st analysis)
Design Engineering
51.0000
General Design (Specific Criteria, materials, and Components)
51.1000
Structural
51.2000
Mechanical
51.3000
Electrical
51.5000
Chemical
51.6000
Transient and Steady-State Operation
51.6001
Water Hammer Analysis
51.6002
Steam Hammer Analysis
51.6003
Computational Fluid Dynamics (CFD)
51.6004
Heat Balances
51.6005
Startup / Shutdown Analysis
51.6006
Dynamic Simulation
52.0000
System Design (Refer to System Codes Table*)
53.0000
Design Control and Construction Drawing Transmittals
53.1000
Civil/Structural
53.2000
Mechanical
53.3000
Electrical
53.4000
Control
53.5000
Chemical
54.0000
C-18
BV

APPENDIX C
55.0000
Construction Drawing Details/General
57.0000
Substation Systems
57.0200
Civil Facilities
57.0201
Structures
57.0202
Foundations
FILE
NO.
161808.21.0100
GLOW 101508-0
57.0400
Grounding in Buildings
57.0500
Raceway in Buildings
57.1200
Protection, Control, and Metering
57.1400
SCADA and Communications
57.2000
GIS Switchgear Assemblies
57.2200
Switchyard
58.0000
Underground Transmission and Distribution Systems
58.0200
Construction Facilities
58.0205
Construction Laydown and Storage
58.0800
Foundations and Underground Raceways
58.1000
Extruded Dielectric Conductors and Accessories
58.1100
Duct Bank Design
58.1200
Plan and Profile Design
58.1400
Detail Construction Drawings
58.1600
Manhole and Cable Racking Design
58.1800
Cable System Design
58.1810
Cable Sheath Bonding/Grounding Design
58.1820
Ampacity Calculations
58.1830
Cable Pulling and Sidewall Pressure Calculations
C-19
BV

APPENDIX C
58.1840
FILE
NO.
161808.21.0100
GLOW 101508-0
Electromagnetic (EMF) Calculations
58.1900
Cable Termination Structure Design
58.5000
Underground Outside Plant
*System Codes and associated file sequence numbers are listed in the Project Design
Manual (PDM) under file 23.0200. The most current version of the system codes is
also maintained electronically in the Engineering Deliverables list under file 50.0000.
61-Series
Civil / Structural Specifications
61.0523
Adhesive and Expansion
61.0604
Chemical Resistant Coatings
61.0606
Painting & Coating Materials
61.0803
Fixators
61.0810
Embeds and Anchor Bolts
61.0915
Acoustic Wall Panels
61.1211
Turbine Room Crane
61.2005
Oil/Water Separator
61.2915
Pipe Drains
61.3201
HVAC
61.4001
Structural Steel
62-Series Mechanical Specifications

62.0205
Continuous Emissions Monitoring System (CEMS)
62.0401
Compressed Air Equip
62.0406
Compressed Gas Equip
62.0409
Fuel Gas Equipment
62.0801
Underground Fire Protection Materials
62.0805
Fire Prot and Det (F&E)
C-20
BV

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
62.1001 Steam Turbine Generator (Includes Combustion

Turbine/Generator as well as condenser (Siemens Scope)
62.1202
Heat Exchangers
62.1207
Makeup Deaerator
62.1208
Automatic Tube Clean System
62.1400
Insulation & Lagging Materials
62.2201
Fabricated Steel Pipe
62.2202
Fabricated Alloy Steel Pipe
62.2203
HDPE Pipe
62.2206
Large Diameter Steel Pipe
62.2207
FRP Pipe
62.2211
Small Bore Pipe
62.2212
Small Bore Alloy Pipe
62.2215
Underground Steel Pipe
62.2400
Misc Mech Devices
62.2401
Desuperheaters
62.2403
Rubber Expansion Joints
62.2404
HRSG Inlet Expansion Joint
62.2407
Gauge Glasses
62.2408
Pipe Supports (Cold)
62.2409
Pipe Supports (Hot)
62.2414
Silencers
62.2417
Pressure Breakdown Orifices
62.2418
Primary Flow Element
62.2420
Bolts, Nuts, Gaskets
C-21
BV

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
62.2602
Boiler Feed Pumps
62.2603
Vertical Circulating Water Pumps
62.2604
Condensate Pumps
62.2605
Air Extraction Equipment
62.2606
Vacuum Priming System
62.2613
General Service Horizontal Pumps
62.2617
Sump Pumps
62.3002
Strainers
62.3005
Trash Rack & Cleaning Device
62.3006
Debris Filter System
62.3405
Heat Recovery Steam Generator
62.3601
Field Erect Tank Material
62.3602
Shop Fabricated Tank
62.3802
Rubber Seated Butterfly Valves (>24 In).
62.3803
Rubber Seated Butterfly Valves (<24 In).
62.3806
High Pressure Cast Steel Valves
62.3807
General Service Cast Steel Valves
62.3809
Control Valves
62.3810
Bypass Valves
62.3811
Steel Valves - 2 & Smaller
62.3815
Safety Relief Valves
62.3816
Fuel Gas Valves
62.3817
Ball Valves
62.3821
Wafer Check Valves
C-22
BV

APPENDIX C
62.3830
Metal Seated Ball Valves
62.4401
Cathodic Prot Materials
FILE
NO.
161808.21.0100
GLOW 101508-0
63-Series Electrical Specifications

63.0600
Communication & Security Equip
63.0801
Medium / Low Volt Power Cable
63.0803
Control Cable
63.0804
Instrument & Thermocouple Cable
63.0810
Specialty Cable
63.1002
Diesel Generator
63.1201
Isolated Phase Bus Duct
63.1203
Generator Breaker
63.2000
Metering and Relaying
63.2603
Aboveground Conduit
63.2800
UPS Equipment
63.2804
AC Distribution Panels
63.3600
Medium Voltage Switchgear
63.3605
Low Voltage Panelboards & Transformers
63.3801
Generator Step Up Transformers
63.3802
Unit Auxiliary Transformers
63.4000
Lightning Protection
63.5000
Electrical Construction Materials
63.5001
Lighting
63.5010
Ground Materials & Equipment
63.5021
Raceway - Cable Tray
C-23
BV

APPENDIX C
64-Series
FILE
NO.
161808.21.0100
GLOW 101508-0
Control and Instrument Specifications
64.0202
Distributed Control System (DCS)
64.0404
Vibration Monitoring Equipment
64.0602
Primary Flow Elements
64.0800
Level Transmitters
64.1001
Pressure & Temperature Transmitters
64.1002
Pressure & Temperature Indicators
64.5010
Tubing
65-Series
Chemical Specifications
65.0201
Chemical Feed Equip
65.0241
Circulating Water Chemical Feed (Electrochlorination)
65.0601
Steam Cycle Sampling & Analysis Equipment
65.0801
Safety showers
66-Series
Substation Specifications
66.0000 Substation Equipment and Materials

68-Series
HV Cable Specifications
68.0600
70-Series
70.0000
Conductor and Accessories

Construction Contracts
General Construction (Stecon)
73.0201
Electrical ConstructionUnderground (POWRTRAK ONLY)
73.0202
Electrical ConstructionAboveground (POWRTRAK ONLY)
75.0201
Chemical Cleaning
80.0000
81.0000
Hazardous Materials Controls and Handling
C-24
BV

APPENDIX C
82.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Project Site Management and Constructability Reviews
82.1000
Facilities (Including Building, furniture and fixtures)
82.1200
Power
82.1300
Water
82.1400
Communications
82.1500
Computer Equipment/Systems
82.1600
Office Equipment and Supplies
82.1700
Roads
82.1800
Storage and Laydown
82.1900
Vehicles
82.2000
Site Organization and CM Staffing
82.3000
Constructability Reviews
82.4000
Project Site Administration
82.4100
Site Execution Plan (Project Field Instructions Manual)
82.4200
Site Office Procedures and Directories
82.4300
Construction Execution Plan
82.4400
Transportation (Heavy Haul) Study and Plan
83.0000
Scheduling, Monitoring, and Reporting (Not used See

25.0000 series)
84.0000
Contract Administration and Document Control
84.1000
Document Control
84.2000
Equipment Management
84.2100
Site Procured Equipment and Material (Including Rentals)
84.2200
Warehouse Management and Inventory Control
84.2300
Shortage, Surplus Material/Disposal OS&Ds
84.2400
Material Receipt Report (MRRs)
C-25
BV

APPENDIX C
84.5000
85.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Expediting Report--Site (Refer to 24.0300 for Office

Expediting)
Construction Coordination
85.0500
Requests for Information (RFIs)--Site to Office
85.0510
Civil/Structural Correspondence
85.0520
Mechanical/Chemical Correspondence
85.0530
Electrical/Control Correspondence
85.0600
FCNs (Field Change Notices)
85.1000
Field Management Reports
85.1100
Construction Photos/Slides (Site Photos)
85.1500
Productivity (PF) Reports and Installation Rate Reports /

FPMS
85.1600
Construction Report to Owner (Weekly/Monthly)
85.1800
Construction Monthly/Weekly report (Internal MBC/B&V)
85.2000
Coordination Meeting Minutes/Agendas (B&V Only) use

70.0000 for Stecon Meeting Minutes and Agendas
85.3000
Field Cost Reporting Not Used--See 26.0000 Series
86.0000
Labor Relations and Management
87.0000
Site Services Administration
87.1300
Claims Management (Not used--See 26.3000, Trends)
87.2000
Security
87.3000
Safety
87.3100
Safety Program Administration
87.3200
Accident Reporting/Incident Reporting
87.3300
Accident Statistics
87.3400
Safety Meeting Minutes, Audits, Memoranda
87.3500
Crane Inspection
C-26
BV

APPENDIX C
FILE
NO.
161808.21.0100
GLOW 101508-0
87.3600
Crane Life Reports
87.3700
Violation Notices
87.3800
Material Safety Data Sheets (MSDS)
87.3900
Safety and Health Manuals (Project Loss Control

Manual)
87.4000
88.0000
Medical
Quality Assurance Program Administration--Site Activities
88.0100
QA Program Administration
88.0200
QA Procedures/QC Procedures
88.0300
QA Standards
88.0400
Nonconformance Reports (NCRs)
88.0500
Site Surveillance Reports (SSR)
88.1000
Independent Test Lab Administration
88.5000
Offsite Inspection
88.6000
Construction Report
89.0000
Construction/Startup/Operation Interface and Coordination
89.1000
Turnover and Tagging Procedures
89.1200
System Walk-Down Notifications to Owner
89.1400
Turnover Packages
89.1600 Outstanding Work and Deficiencies List

(OWDL)/Punchlist
89.1610
89.2000
Outage Work to Complete Lists
Startup Packages
89.2500
Startup, Optimization, and Testing Plan
89.3000
Construction Deficiencies/Discrepancies
89.4000
Spare Parts Control (Startup and Owner Spare Parts)
89.5000
Document Turnover (Manuals, As-Builts, Etc.)
89.6000
Performance Testing Administration
C-27
BV

APPENDIX C
90.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Project Completion
91.0000
Engineering Summary Documents
92.0000
Conforming Project Records
92.1000
Conforming Construction Drawings
92.2000
Engineering Summary Documents
92.3000
Engineering Change Notice Documents (Refer to 89.3000

Series)
93.0000
System Descriptions
Note 93-1: The System Descriptions as developed following detailed design shall be
identified by the system name and file system number indicated in the
master List of Systems included under File 52.0000. The first level file
number shall be 93.---- -. (Refer to 43.000 for System Descriptions which
are completed prior to detailed design)
94.0000
Testing
94.2000
Performance Testing Procedures
94.2100
Performance Test
94.2200
Reliability Test
94.2400
Startup Tests
94.2500
Sound Level Tests
94.2700
Demonstration Tests
94.2800
Emissions Testing
94.4000
Performance Testing Reports
94.4100
Performance Tests
94.4200
Reliability Test
94.4400
Startup Tests
94.4500
Sound Level Tests
94.4700
Demonstration Tests
C-28
BV

APPENDIX C
94.4800
95.0000
FILE
NO.
161808.21.0100
GLOW 101508-0
Emissions Testing
Operations Manuals
95.1000
Startup Manual
95.2000
Integrated Facility/Unit Operating Procedures
95.3000
Operations Training
96.0000 Completion/Acceptance Correspondence and Certificates

97.0000
99.0000
Final Costs
99.1000
Project Indirect Accounts
99.1100
Engineering Costs
99.2400
Freight (excluding Insurance)
99.2500
Contingency (Not used for file system for use in Cost

Report Only)
99.2501
Contingency--General
99.2502
Contingency--Engineering
99.2503
Contingency--Procurement
99.2504
Contingency--Construction
99.2600
Profit (Not used for file system for use in Cost Report
Only)
C-29
BV

APPENDIX D
FILE
NO.
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GLOW 101508-0
Appendix D
D-1
BV

APPENDIX D
FILE
NO.
161808.21.0100
GLOW 101508-0
Appendix D
D.1
Introduction
All documents received and sent by B&V shall be logged into Documentum.
This system shall be used to track documents, assist in document retrieval, assign
action items, log when action items are complete, and cross-reference documents.
D.2
Document Identifiers
The document shall be identified by file number. Letters to the Owner and MC shall
be identified with a unique identifier as discussed in Part 10, Section 3.0, of this
document.
D-2
BV

APPENDIX E
FILE
NO.
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GLOW 101508-0
Appendix E
E-1
BV

APPENDIX E
FILE
NO.
161808.21.0100
GLOW 101508-0
Appendix E
E.1
Introduction
This appendix describes the B&V Drawing Numbering System to be used to be consistent with B&V quality assurance documents and the B&V computer-aided engineering system.
Equipment numbering, and System codes are covered in the Section 8.0 of the Project
Design Manual.
E.2
Design Control and Construction Drawings
E.2.1 Drawing Number Format

The format of the drawing numbers is consistent with that of the equipment numbers
in that both are hierarchical in nature and consist of the same basic groupings.
Specifically, the drawing number originates with the project number and progresses
down to the drawing sequence number as shown below:
E-2

APPENDIX E
BV
E.2.1.1
group.
FILE
NO.
161808.21.0100
GLOW 101508-0
Project Number. The project number will be a six character numeric
E.2.1.2 Unit Designation. The unit designation character identifies the drawing
as pertaining to Unit l, Unit 2, or common to station units. For two digit unit
numbers, use an alpha character for the designation.
E.2.1.3 System Code. The system code identifies the system to which the
drawing belongs. System codes are identified in the Master File Index System
referenced in Appendix C of this manual. System codes may be accessed on the
intranet.
E.2.1.4 Engineering Discipline. The discipline character identifies the functional
engineering discipline that has primary responsibility for the drawing, although many
drawings reflect input from multiple disciplines.
E.2.1.5 Drawing Classification. The drawing classification is a numeric
character that defines the drawing categories within each discipline. In all cases,
Design Control Drawings are given the first classifications within each discipline
(e.g., S1000, S2000, M1000, M2000, E1000, K1000, and K2000). Additionally, a
special purpose drawing category has been established as the last classification within
each discipline. Drawing classifications for each of the functional engineering
disciplines are defined on the following pages.
E.2.1.6 Sequence Number Group. The sequence number group shall consist of
three numeric characters. Blocks of sequence numbers are defined for various
buildings or areas to facilitate easy reference and retrieval of drawings.
E.2.2 Engineering Discipline, Drawing Classification, and Sequence
Numbers
E.2.2.1 Civil/Structural.
G1
Arrangements
S3
Composites
G1000--G1999
Site Development
Site Preparation
S3000--S3199
Access Roads
S3200--S3249
Underground Systems
S3300--S3399
Site Finishing
S3400--S3499
Details and Sections
S3900--S3999
E-3

APPENDIX E
BV
A4
FILE
NO.
161808.21.0100
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Foundations
S5000--S5999
Steel Framing
S6000--S6999
Floors and Platforms
S7000--S7999
Architectural
A4000--A4999
E.2.2.2 Mechanical.
M0
M1
M2
Table of Contents and Legends

M0100--M0499
Heat Balances
M0500--M0599
Water Mass Balances
M0600--M0699
System Descriptions
M0800--M0899
Arrangements
Building and Facilities
M1000--M1099*
Hazardous Area Drawings
M1100--M1199*
Diagrams
Piping and Instrumentation Diagrams and
Ductwork and Instrumentation Diagrams
M3
Composite
Piping Systems Layout
M4
M5
M2000--M2999
M3000--M3849
Large Bore Piping Detail

Detail Piping (Large Bore Isometrics)
M4000--M4499
Yard Piping (Circulating Water Piping)
M4700--M4999
Space Conditioning
Plant Ductwork
M5000--M5849*
Standard Details
M5950--M5999
E-4

APPENDIX E
BV
M6
161808.21.0100
GLOW 101508-0
Pipe Supports
Pipe Support
M7
FILE
NO.
M6000-M6999
Small Bore Piping

Detail Piping (Small Bore Isometrics)
M7000M7499
Tubing Design
M7500M7599
E.2.2.3 Electrical.
E0
El
E2

Design Control and Construction
Drawings
E0000--E0099
E0100--E0999
Diagrams
One-Lines
E1000--E1299
Communications
E1300E1399
Three-Lines
E1400--E1599
Panelboards
E1600--E1699
Essential Service
E1700E1799
Site Electrical
Lists
E3
E2000--E2199
Cathodic Protection
E2700--E2749
Construction Power (if required)
E2950--E2999
Composite
Raceway Composite
E3000--E3999*
E4
Raceway Details
E4000--E4999*
E5
Grounding & Lightning Protection
E5000--E5849*
Unique blocks of sequence numbers are established for each respective building. These blocks
of sequence numbers are consistent across the various drawing classifications.
E-5

APPENDIX E
BV
FILE
NO.
161808.21.0100
GLOW 101508-0
E6
Lighting and Communication
E6000--E6999*
E7
Substation, Transmission and Distribution
E7000--E7999
E8
Special Purpose
Reproduction of Manufacturers Wiring
Diagrams (If Required)
E.2.2.4 Control.
K0

K0100--K0999
K1
Logic Diagrams
K1000--K1999
K2
Schematics
K2000--K2999
K3
Arrangements
Control System Architecture
Composites
K3000--K3499
K4
Instrument and Control Device Locations
K4000--K4999*
K5
Instrument and Control Installation
K5000--K5999
K8
Special Purpose (Future Use)
E.2.3 Use of Drawing Numbers

The following paragraphs describe the use of the Drawing Numbering System for
design control and construction drawings:
(1)
The full drawing number shall always be shown in the drawing title
block.
(2)
In computerized lists, the drawing number may be shortened by eliminating the project number. Each page of a computer printout must,
however, show the project number in the legend.
(3)
All drawings shall be numbered on a per-unit basis with the exception

of Control Logics, Control Schematics, and Computer Flow Charts,
which shall be numbered on a per-system basis.
Unique blocks of sequence numbers are established for each respective building. These blocks
of sequence numbers are consistent across the various drawing classifications.
E-6

APPENDIX E
BV
(4)
FILE
NO.
161808.21.0100
GLOW 101508-0
Tables of contents, symbology, legends, standard details, and

nomenclature drawings that are not applicable to a particular system
shall be given a system code of AAA.
Not Used
(c)
Not Used.
(5)
Many drawings are produced by area or building. These drawings

include piping composites, space conditioning, grounding, lighting,
raceway, control device locations, etc. When multiple systems are
shown on the same drawing, the system code used in the drawing
number shall be consistent with the KKS building or area code.
(6)
Not Used
(8)
An alpha character is available for use at the end of the drawing

sequence number (not shown in the drawing format). This character
shall be used only when necessary to associate two or more drawings.
(9)
The drawings, which are produced on a building basis, are as follows:

Structural
Architectural
Foundations
Steel Framing/Erection
Floors
Reinforcing Steel Placement
Reinforcing Steel Materials
Mechanical
Building and Facilities Arrangement
Piping System Layout Composite
Space Conditioning
E-7

APPENDIX E
BV
FILE
NO.
161808.21.0100
GLOW 101508-0
Electrical
Raceway Composites
Raceway Details
Lighting and Communication
Control
Instrument and Control Device Locations
(10)
(11)
The drawing sequence numbers for buildings and structures are as

follows:
Electrical & SWGR Building
100-199
Electrochlorination Building
300-399
All Other Buildings
400-899
Standard Details
949-999
When referencing from one drawing number to another, the drawing

number that is being referenced may be limited to the required number
of characters needed to specify a unique drawing number.
To achieve a unique drawing number for a specific unit, only the last
group of the drawing number (i.e., discipline, drawing classification,
and sequence number) is required, with the exception of the following
drawings: Control Schematics, Control Logics, and Computer Flow
Charts. These drawings are numbered on a per-system basis and,
therefore, the system code is essential for the drawing number to be
unique.
When referencing to a drawing in another discipline or classification, it is
necessary that the entire last group of the drawing number be identified in
the drawing reference.
(12)
The table of contents and legend sheets may be assigned 0000 series
drawing numbers if they address a complete set of drawings. It is also
acceptable to locate the table of contents and legend sheets with the
respective set of drawings to which they apply. For example: the
Civil/Structural Section may produce a composite table of contents and
legend for all of its drawings; in which case, it should be assigned
S0000 series drawing numbers.
Additionally, the Mechanical/
Chemical Section may produce a separate table of contents and legend
for its P&IDs; in which case, it should be assigned the first drawing
E-8

APPENDIX E
BV
FILE
NO.
161808.21.0100
GLOW 101508-0
numbers in the M2000 drawing series. In either case, the drawings

shall receive a system code of AAA.
(13)
E.3
The 000 drawing numbers shall be used exclusively for either a table
of contents and/or legend sheet. If a drawing series does not have a
table of contents or legend sheet, the first drawing shall be 001, not
000.
All design information lists, which are computer reports that define procurement
requirements or serve as a necessary continuing reference for construction, shall be
provided with a cover sheet and table of contents. These documents may be
combined onto a single sheet if space permits. The cover sheet and the table of
contents shall contain all identifying information and sign-off requirements as defined
for design control and construction drawings. Sign-off is necessary only on the cover
sheet.
Each table of contents shall define the total number of pages of attached computer
output as well as the run date for the computer output. Standard abbreviations that
appear on the computer output shall also be defined on the cover sheet or on a legend
sheet.
Detail sheets for design information lists, such as those for pipe hangers, shall be
considered additional sheets of the same multiple sheet drawing as the cover sheet,
table of contents, and legend. Detail sheets shall be numbered for identification in the
table of contents.
E.3.1 B&V Drawing Numbers
The B&V drawing numbers assigned to the cover sheet, table of contents, and other
related documents not produced as computer reports shall use a system code of AAA
for a multisystem list. The appropriate system code shall be used if the list contains
components for only one system. The drawing sequence number assigned for those
documents shall be the 0100 through 0999 series within each discipline. Each
discipline shall establish blocks of sequence numbers within the assigned series for
each type of list to provide for orderly assignment of numbers.
E.3.2 Computer Report Format
The computer reports for the design information lists are produced by POWRTRAK
and use a standard format for the issue date, report name, and page identification. The
following is an example of that format:
ISSUE DATE
MM/DD/YY
HANGER LIST
PURCHASE REPORT
M-PH-T3/62.2408/1SGG
PAGE 1
Computer reports that are for information only or that are displayed only on the
computer terminal on an interactive basis shall use this computer report identification
only and do not require cover sheets or tables of contents as previously described.
E-9
BV
E.4

APPENDIX E
FILE
NO.
161808.21.0100
GLOW 101508-0
Specification Drawings
Specification drawings are not considered Design Control or Construction drawings.

However, these drawings are periodically revised and must be effectively controlled
because they may define various contractual obligations. These drawings shall also
have a title block that identifies the revision number, revision date, and drawing title.
The respective Project Discipline Engineer (PDE) shall maintain a list of these
drawings and the specifications of which they are a part.
The format for specification drawings is as follows:
NNNNNN - D A - NNNNNA
Project Number
Specification Drawing
Discipline
S--Civil/Structural
A--Architectural
M--Mechanical
E--Electrical
K--Control
C--Chemical
Drawing Sequence Number
(A = A through Z as required)
The first 999 drawing numbers, NNNNNN-DA-00001 through 00999, in each discipline shall be reserved for each of the respective departments to establish standard
specification drawings. In addition to the first 999 sequence drawings reserved for
standard specification drawings, sequence drawings identified by the appropriate CSI
number may be used; for example, DK-17465 would be a standard specification
drawing for a pressure transmitter specification. Alpha characters may be added to
accommodate additional drawings required for device list cover sheets and other
appropriate specification drawing needs. These drawings may not be revised unless
approved by the Discipline Chief Engineer as indicated by initialing the Approved
block of the drawing title block. When a standard drawing is incorporated into a
project specification, the only item that need be added is the project number.
E-10

APPENDIX E
BV
E.5
FILE
NO.
161808.21.0100
GLOW 101508-0
Schedule Drawings
Schedule drawings are not considered Design Control or Construction drawings.

However, these drawings need to be effectively identified and controlled. These
drawings shall also have a title block that identifies the revision number, revision
date, and drawing title.
The Planning/Scheduling Unit of the Project Controls Department shall maintain a list
of these drawings.
The format for schedule drawings is as follows:
NNNNNN - NAAA - FNNNN
Project Number
Unit Number
System Code
Schedule Drawing Designation
Drawing Classification
0--Table of Contents and Legend
1--Milestone Schedules
2--Management Control Schedules
3--Construction Schedule Logic Diagrams
4--Construction Control Schedules
5--Supplementary Diagrams
Drawing Sequence Number
The system code shall be used for all drawings related to specific systems. When
drawings are for multiple systems within the same system category, the system
category followed by a U shall be used. All other multiple system or nonsystem
related drawings shall use AAA.
E-11

APPENDIX E
BV
E.6
FILE
NO.
161808.21.0100
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Sketches
Sketches are not considered Design Control or Construction drawings. They are
relatively simple drawings that are prepared to help convey to another group,
department, or company a concept or a physical relationship between adjacent
components. These drawings are rarely revised as the concepts change and, as a
result, do not define any contractual obligations or responsibilities. However, the
volume of sketches prepared on a project dictates that sketches shall be controlled in
the following manner.
All sketches shall be dated and receive a drawing number. Additionally, the PDE
shall maintain a complete list of all sketches prepared under his/her responsibility.
The format for sketch numbers is as follows:
NNNNNN - S A - NNNN
Project Number
Sketch
Discipline
S--Civil/Structural
A--Architectural
M--Mechanical
E--Electrical
K--Control
C--Chemical
Sequence Number
Note that drawings prepared by an individual for his own information and
clarification are not considered sketches in the context previously defined and,
therefore, do not have to be numbered or logged into the list of sketches.
E-12
BV
E.7

APPENDIX E
FILE
NO.
161808.21.0100
GLOW 101508-0
Manufacturers Drawings
Numbering of drawings submitted by the major equipment (turbines, boilers, etc.)

manufacturers will receive the following numbering format when input into the J07
system:
NNNNNN . NN.NNNN.N N - N N NNN
Project Number
Contract Number
Document Type Classification
Unit Number
Drawing Sequence Identifier
Sequence Number
The Document Type Classification number is 4 for QA documents; 5 for drawings; 6

for specifications, curves, and other data; and 7 for instruction manuals.
The Drawing Sequence Identifier is only used when the Document Type
Classification (DTC) number is 5. Otherwise, 0 would be used for DTC numbers of
4, 6, and 7. The Drawing Sequence Identifier shall be as follows:
0 - General arrangements/equipment access
1 - Foundations and foundation interface
2 - Structural steel, enclosures, ductwork
3 - Mechanical equipment, valves, piping
4 - P&IDs/flow diagrams
5 - Electrical
6 - Instrumentation and control
7 - Chemical
8 - Open
9 - Construction/erection
E-13

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GLOW PHASE 5 COMBINED CYCLE/COGEN PROJECT

OWNER: GLOW ENERGY PUBLIC COMPANY LIMITED

PROJECT INSTRUCTIONS MANUAL

Part 10 Project Administration

Project Document Control

Project Quality Plan

Part 20 Project Planning and Control

Project Planning and Control Documents

Project Cost Control

Part 30 Permits and Licenses

Project Permit and License Requirements

Part 40 Conceptual Design

Project Design Control

PROJECT INSTRUCTIONS MANUAL

Part 50 Design Engineering

B&V Drawings and Related Documents

Owner Drawings and Related Documents

Part 60 Office Procurement

Qualified Suppliers/Subcontractors List

Inquiry/RFQ Issue and Proposal/Quotation Receipt

Inquiry Evaluation and Recommendation

Negotiation, Award, and Release of Purchase Orders/

Purchase Order/Subcontract/Service Contract Changes

Spare Parts Procurement

Drawings, Data, and Submittal Management

Supplier/Subcontractor Quality Surveillance

Materials Control Management and Receipt at Site

Purchase Order/Subcontract Closeout and Warranty

Supplier/Subcontractor Performance Evaluation

PROJECT INSTRUCTIONS MANUAL

Part 70 Not Used

Part 80 Construction Management

Construction Organization and Activities

Site Safety and Loss Control

Project Labor Relations

Part 90 Project Completion

Training of Operations Staff

Conforming of Documents to Construction Records

Third Party Contracts

File Index System and Instructions for Use

Drawing Numbering System

PROJECT INSTRUCTIONS MANUAL

Preparation, Revisions, and Management Review

Distribution and Control

PROJECT INSTRUCTIONS MANUAL

Preparation, Revisions, and Management Review

Distribution and Control

PROJECT INSTRUCTIONS MANUAL

Scope of B&V Consortium Services

B&V Consortium/Third Party Contracts

Owner/Third Party Contracts

Project Number and Phases

B&V Project Personnel

Conferences and Meetings

Project Document Control

Project File System

PROJECT INSTRUCTIONS MANUAL

Electronic Document Storage

Project Quality Plan

Project Quality Management Activities and

Monitoring and Measurement Activities

Supplier and Subcontractor Insurance