Project Close Out Report-j364

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CONSTRUCTION OF ATI STUDENT HOSTELSPROJECT NO. 5993

AGREEMENT NO. 115993C1

Page 1 of 31PROJECT CLOSE-OUT REPORT

CONTENTS

1.0 OVERALL SUMMARY

2.0 PROJECT DESCRIPTION

2.1 Site Location

2.2 Brief History

2.3 Scope of the Project (Scope of Work)

2.4 Design Basis

2.5 Description of Building Construction and Installations:

2.5.1 Foundations

2.5.2 Substructure

2.5.3 Superstructure

2.5.4 Exterior Closure

2.5.5 Roofing

2.5.6 Interior Construction

2.5.7 Conveyance Systems

2.5.8 Mechanical

2.5.9 Electrical

2.5.10 Equipment

2.5.11 External Works

2.6 Contractor’s Works (Scope of Works)

2.7 Organization

3.0 PROJECT MANAGEMENT

3.1 Co-ordination and Management

3.2 Schedule Analysis: Original Scope Schedule with major reasons for deviations

3.3 Costs of Works

3.4 Quality Assurance and Control

3.4.1 Project Quality Manual

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4.0 ENGINEERING AND PROCUREMENT

4.1 Engineering

4.1.1 Importation of Shop Drawings/Detailed Reinforcement Drawings

4.1.2 Preparation of Shop Drawings/Detailed Reinforcement Drawings

4.2 Procurement

4.2.1 Procurement Philosophy

4.2.2 Procurement Plan

4.2.3 Vendor and Contractor Pre-qualification

4.2.4 Purchasing

4.2.5 Expediting and Inspection

4.2.6 Shipping

4.2.7 Statistical Data

5.0 SITE WORKS

5.1 Construction

5.1.1 Construction Philosophy

5.1.2 Construction Planning

5.1.3 Temporary Facilities

5.1.4 Construction Works and Subcontracts

5.1.5 Materials

5.1.6 Health, Safety and Environment

5.1.7 Technical Documentation

5.1.8 Local Procurement

5.1.9 Vendors’ Services

5.1.10 Major Events


5.2 Commissioning

5.2.1 Commissioning Philosophy of Services Facilities

5.2.2 Commissioning Planning of Services Facilities

5.2.3 Provisional Acceptance

5.2.4 Vendor Services

5.2.5 Major Events

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6.0 CONTRACTOR’S ANALYSIS OF MAJOR PROBLEMS

6.1 Engineering

6.2 Procurement

6.3 Construction

6.4 Commissioning

7.0 COMPANY ANALYSIS OF MAJOR PROBLEMS

7.1 Engineering

7.2 Procurement

7.3 Construction

7.4 Commissioning

APPENDIX LIST

Appendix 1: Schedule and histograms

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Appendix 2: Cost of Works, Contract Status Summary, Asset Register & Elemental Cost Analysis

Appendix 3: Project Quality Manual

Appendix 4: Shop Drawing Log and As-Built Drawing Log

Appendix 5: Subcontract & Supplier Scope Listing

Appendix 6: Organization Chart & Site Plan

Appendix 7: MAR’s, MVR’s, MS, QCP, ITP, ITR’s, RFI’s, NCR’s and HSE Report

Appendix 8: Testing & Commissioning Reports, Final Snag & Spare Materials.

Appendix 9: O & M Manuals and Warranties

Appendix 10: Master Index List

1.0 OVERALL SUMMARY

The ATI Student Hostel is located nearby the existing ATI Campus at Al Shawamekh Area, Abu Dhabi. The Project Site is a flat ground without major difference in levels and with no topographic or sensitive natural obstruction. The Site Plan is presented in Appendix 6. Contract is for the Construction of ATI Student Hostel. Amana Contracting & Steel Building Co. (referred herein as Contractor) is the Main Contractor, contracted by Abu Dhabi National Oil Co. (referred herein as Company) and the Project’s Consultant is Altorath Engineering Consultant Group (AEC)

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Original contract was awarded for AED 66,280,000.00 (AED Sixty Six Million Two Hundred Eighty Thousand Only).

Original Contract : AED 66,280,000.00

Variation Order No. 1 : AED (1,389,781.03)

Variation Order No. 2 : AED 719,405.12

Total AED 65,609,624.09

2.0 PROJECT DESCRIPTION

The Project consists of the Construction of ATI Student Hostel. The Project encompasses Hostel Buildings of 3 floors (G+2), Recreation Building of 2 floors (G+1) in addition to service block. The Project also includes roads, walkways, hard landscaping, external car parking. The estimated total build-up area is approximately 10,266 m²

Construct, Complete, Commission and maintain a student accommodation facility in Abu Dhabi.

The contract covers mainly (RCC) buildings, electrical systems, utility systems, fire fighting systems, HVAC systems, external works & playground. Thus, the Contractor is responsible for the construction and commissioning of the MEP system.

2.1 Site Location

The Project site is located nearby the existing ATI Campus at Al Shawamekh Area, Abu Dhabi. The Project Site is a flat ground without major difference in levels and with no topographic or sensitive natural obstruction. (See Appendix 6)

2.2 Brief History

Company intends to construct a Student Hostel to serve ADNOC Technical Institute (ATI) at Al Shawamekh, Abu Dhabi, UAE.

2.3 Scope of the Project (Scope of Work)

2.3.1 Original Scope

The original scope consisted of construction of ATI Student Hostel comprised of (G+2) with bedroom, lobby, TV room and study room. (G+1) with kitchen, storage, dining restaurant, prayer room, offices, library, gymnasium, tennis, billiard, snooker room and associated service blocks, roads, walkways, parking and playground.

The original scope envisaged excavation, foundation, backfilling and compaction, reinforced concrete work, wall painting, masonry, doors & windows with related ironmongery, ceiling, floor finishes, drainage, building services including plumbing,

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electrical and mechanical, sanitary ware, insulation, waterproofing and water protection and any further necessary works for the completion of the buildings.

2.3.2 Additional Works.

Architectural and design modifications were made to the original scope of work through value engineering / variation orders. Major variations were as follows; 1. Change of the substructure waterproofing from 4mm thick bituminous

membrane with protection board and cement sand screed to two coats of cold bitumen paint directly on concrete surface.

2. Change of grade slab steel reinforcement mesh bar size from 10mm to 8mm diameter.

3. Change of slab on grade thickness from 200mm to 150mm in Amenities Building.

4. Change of Amenities Building roofing system from built-up steel rafters with standing seam roof cladding to pre-engineered steel building roofing system with aluminum sandwich panel cladding.

5. Change of parapet wall from reinforced cast-in-situ concrete to concrete hollow block with reinforced concrete vertical columns and copping on top.

6. Reducing height of the parapet wall to 400mm in all four side of Admin office, Billiard and Gym Areas (Building 1). (The proposed VE change is not feasible due to safety reason and as agreed by the Company vide Amana RFI # 029, dated 05.10.2009)

7. Change of wardrobe carcass from mahogany veneered MDF to laminated MDF.8. Change staircase handrail from aluminum to powdered coated steel.9. Changes to the ironmongery specification.10. Deletion of entrance canopies in all buildings except in Amenities building.11. Deletion glass shelves in toilets.12. Deletion of cementitious fire proofing to steel structure.13. Change of wash basins with counter top to semi pedestal wall mounted without

counter top.14. Change of internal roads from asphalt to 80mm thick interlock tiles.15. Change of table tennis flooring from rubber to 2mm thick vinyl sheet.16. Change of Gym flooring from wooden parquet to vinyl with soft pad underneath.17. Deletion of cold room system. [Dairy chiller, Chiller, Freezer, Pastry Chiller &

Wet Garbage Chiller]18. Change of flooring from porcelain tiles to carpet tiles at Library, Manager Room,

Photocopy Room, Acquisition, Instruction Area and General Collection.19. Change of carpet in Masjid from wool to nylon.20. Change of bedroom flooring from porcelain tiles to first grade ceramic tiles.21. Deletion of decorative light fittings type L21 and L22.22. Deletion of complete light fittings on roof.23. Reduction in rainwater pipe risers from 26 nos. to 13 nos.24. Deletion of spot lights types L8 and L20 with all relevant conduits and wiring

accessories.25. Change of corner windows in accommodation buildings to individual windows.

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26. Change of tie beam depth from 800mm to 700mm for all accommodation blocks.27. Reduction in number of side bar reinforcement bars in internal tie beams of

accommodation building from 4 numbers to 3 numbers.28. Change of 60 mm thick interlocking tiles at right side of grid ‘A’ towards

playground area and left side of grid ‘A’ towards substation and between grids ‘1’ and extreme bottom road into loose aggregate.

29. Provision of intranet connection to the COMPANY temporary site offices and deletion of interconnection.

30. Optimization of external drainage piping network.31. Change of floor trap and floor drain materials.32. Change of sanitary pipes from HDPE to UPVC.33. Deletion of public address system except mosque; and provision of conduits,

wiring, outlets for all buildings.34. Deletion of electronic ballast for all light fittings except for amenities building.35. Change of bedrooms Air Conditioning (AC) system from ducted split unit to

decorative wall mounted split unit.36. Deletion of all data wireless access outlets from all corridors of all

accommodation blocks.37. Provision of conduits, wiring and outlets for centralized digital clock system.38. Change in main water tank from underground reinforced cast-in-situ concrete to

above ground GRP water tank.39. Extension of staircases of accommodation buildings from second floor to roof.40. Deletion of GRP overhead water tanks, pipes and pumps: and redesigning the

main water tank and pump for direct feeding.41. Change of exhaust fans from explosion proof type non-explosion proof type.

This change is not applicable; there are no explosion proof fans in this project.)42. Optimization of fire alarm system and incorporating the new Civil Defense

requirements for fire hydrant.43. Deletion of centralized UPS system and provision of alternative localized UPS

system for offices, library and telecommunication room.44. Provision of fire hose cabinets in the roof and adjacent to staircases of all three

buildings.45. Change of all MCCBs in Main Distribution Boards (MDBs) and Sub Main

Distribution Boards (SMDBs) from draw out type to fixed type.46. Provision of power, water and drainage connections to the TV room in ground

floor of accommodation building for the purpose of converting this TV room to ADNOC-OASIS C-store.

47. Deletion of complete soft landscaping, additional of agricultural soil and provision of pipe sleeves and electrical power cable.

48. Deletion of four (4) nos. external manholes for direct buried LV cables.49. Additional four (4) meter high chain link fence behind the existing precast

boundary wall for basketball and hand ball plyground.50. Change of few non fire rated doors to two (2) hour fire rated doors and one (1)

hour fire rated doors to two (2) hour fire rated doors as per Civil Defence request.

51. Additional external steel ladder for Service Block.

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52. Convert the Laundry Manager’s room into toilets and additional external door to staff dining.

53. Deletion of load bank from generator.54. Structural redesign of Segment 1 for Amenities Building-Extend the planted

columns in the 1st Floor down to Ground Floor with an added strip foundation, foundation beam and tie beams on the transverse direction.

55. Additional handicap/disable access and toilet for amenities building.56. Deletion of fiber optic network for SMATV (satellite master antenna television).57. Deletion of IF SMATV (satellite master antenna television).58. Deletion of four (4) nos. heap filter (high efficiency filter) for four (4) nos. of

Fresh Air Handling Units.59. Change of pressure reducing valves from bronze to epoxy coated ductile iron.60. Deletion of 150 mm thick reinforced concrete slab and the artificial grass at

football court and use natural grass including all necessary irrigation system.61. Change water booster pump set (6.7 l/s @ 4 bar) from high standard

specification to acceptable standard requirements.62. Change 11 KV, Ring Main Unit (QRM) from high standard specification to ADDC

requirements.63. Transfer the ownership of Contractor’s Site Office and both. ADNOC as well as

Contractor’s Site Offices (portacabins) have to relocate, redesign and provide all necessary services.

2.4 Design Basis

The facility is designed and constructed of durable materials appropriate for the environment existing in Abu Dhabi and to achieve the specified life span of 10 years as mentioned on Article 16.5 of General Terms and Conditions. “DECENNIAL STRUCTURES WARRANTY” which stated that “ CONTRACTOR warrants the safety, soundness and stability of the WORKS and its liability for them shall be subject to mandatory provisions of the laws of the Emirate of Abu Dhabi and the U.A.E. This warranty shall remain in force for ten (10) years from the date of the CONTRACTOR’s Provisional Acceptance Certificate (PAC)”.

Buildings are designed to meet international, NFPA and local code and regulations for the health, safety and environmental requirements.

The structures are designed and constructed that all types of specified loads are safely transmitted to the ground in a direct manner and without excessive deformation and deflection of any part of the building and without such ground movement impairing the stability of any part of another building.

The building stability should not be impaired by subsoil movement. Arrangement of structural system should be such that robustness and stability of structure is ensured and that it will not introduce progressive collapse under the effects of misuse or accidental damage to any element.

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2.5 Description of Building Construction and Installations:

2.5.1 Foundation

Excavation for foundation were carried out, lean concrete were laid and waterproofed. Temporary shutters and steel reinforcements were placed, ready mixed concrete were then poured. After reaching its curing period, the foundation were waterproofed and backfilled.

2.5.2 Substructure

Specific concrete mix design used for the construction of the substructure that can resist the presence of chlorides and sulphates present in the soil.

All concrete surfaces below grade such as footings, tie beams, neck columns & walls were carried out by application of bitumen paint. All concrete elements exposed to earth were covered with bituminous vapor barrier for moisture protection and to improve concrete durability and long term performance.

2.5.3 Superstructure

Columns are steel reinforced cast-in-situ concrete of varying sizes and shapes: square and rectangular. Beams are a combination of steel reinforced concrete cast-in-situ.

Ground Floor is steel mesh reinforced concrete slab on grade. Floors are reinforced concrete slab and hollow core slab in different areas. Finishing screed is applied for the receiving of all floor finishes such as carpet tiles, ceramic / porcelain tiles, vinyl tiles, epoxy paint and granite tiles. Waterproofing system were applied / installed at roof level. Equipments and other MEP services are laid on top of roof slab.

2.5.4 Exterior Closure

All building exterior walls are constructed of autoclaved aerated concrete masonry units, then cement plastering are applied. Polyester powder coated for Aluminum doors and windows with tempered glass was provided.

2.5.5 Roofing

The roofing system comprised of a foam concrete slopped to the drain outlets, for the removal of storm water. Surface was covered with bituminous membrane and then protected with insulation and geo-textile fabric. Finally, it was covered with graded gravel while cement pre-cast tiles were laid to determine the pathways for maintenance to the equipment installed on the roof. Concerning sheds on kitchen,

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beverage, storage, staff dining and dining restaurant aluminum areas sandwich panel on structural steel frame were installed.

2.5.6 Interior Construction

Internal partition of building is composed of concrete masonry units. Plaster and jointing of the internal walls was carried out and the finish materials were applied with paint and ceramic tiles.

2.5.7 Conveying System

Elevator systems were equipped with traction machinery and associated traction equipment, elevator cars, control systems, durable and efficient vertical transport system. A total of one (1) elevator is installed in the amenities building.

2.5.8 Mechanical Systems

2.5.8.1 HVAC System The conditioned air is supplied to the occupied areas by Package units, AHUs & FCUs. Package units are installed in the roof to serve the occupied areas, and the FCUs and AHUs are concealed above false ceiling. Fresh package unit air is supplying the fresh air to all the indoors kept at roof. All bedrooms are equipped with Decorative Split Units.

2.5.8.2 Cold Water System The main water supply from municipality is connected to the GRP tank located at the ground level. Water is then filtered by filtration units & transferred to the GRP filtrated water tank by filtration pumps. The filtered water is then supplied to the buildings by booster pumps. All pumps are installed in the pump room of the service block & serves through the piping network.

2.5.8.3 Hot Water System Separate horizontal type electric water heaters of different capacity are installed in the toilets and bathroom as well as the kitchen areas.

2.5.8.4 Soil, Waste and Vent System A soil, waste and vent system is provided to collect the waste from all sanitary appliances, drain from A/C equipments and kitchen. The waste system for the kitchen is designed as such it is connected to the greese trap internal sewerage network. Storm water network is designed to collect all the rain water by means of rain water outlets over the roof. All the collected soil, waste, drain and chemical waste water is collected through the drainage piping network to the manholes and is connected to existing city sewage mains.

2.5.8.5 Fire Fighting System

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The fire protection system comprises of the wet riser, dry riser & sprinkler system designed under the light hazard application for the Amenities building. A fire pump is installed in the pump room of service block and is connected to network by means of pipes.

The Kitchen hood system is protected by FM-200 System. Fire extinguishers (CO2) are installed separately in each electrical, telecom room, pantry & storage of the building respectively.

2.5.8.6 LPG System LPG System for the Amenities building is provided with all the necessary piping, valves, metering devices, leak detection and alarm system connection to equipment etc. to the fullest satisfaction of “ADNOC” and Abu Dhabi Civil Defense Authority. Gas storage tank are installed at roof of Amenities building.

2.5.8.7 Stand Alone System Stand Alone System Including integration with air conditioning system, fire alarm system and pumps. All exhaust fans are connected to individual monitoring panel in each building.

2.5.9 Electrical Systems

2.5.9.1 Electrical Distribution System The Low Voltage supply is 400/230V 50Hz four wire with a declared fault of 31MVA. Subsequently, power is distributed through sub main distribution board (SMDB) followed by DBs.

2.5.9.2 Lighting Distribution System Lighting circuits are distributed in accordance with their loads.

2.5.9.3 Fire Alarm System Building is provided with analogue addressable fire alarm system consisting of Main Control panel/LCD annunciator, multi-sensor, line isolators, addressable interfacing modules, pull station break glass, loop sounder and flasher.

2.5.9.4 Public Address System (Masjid) This system is designed to centralized city operated call to prayer system.

2.5.9.5 Telephone and DATA System

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All telephone outlets are located on wall and floor mounted serviced box flexibility. Data network is done with structural cabling placed under-floor trunking accessible through floor mounted service outlets.

2.5.9.6 Lighting Control System Control & monitoring of the lighting circuits. All lighting control circuits can be controlled via any of the available device (timer controllers and photocell).

2.5.9.7 Lightning Protection System We installed lightning protection system which complies with the recommendation contained within relevant British Standard complete BS EN 62305:2006, BS EN 50164: 2000.

2.5.9.8 Central Clock System The building comprises only provisions like conduits, boxes and wiring and data & power points are provided for Central Clock System.

2.5.9.9 SMATV System The optical transmitter is installed in the existing SMATV head end station while optical receiver was installed within the telephone room in ground floor of each building. From the existing head end station the TV signal distributed through fiber optic cable to the new blocks and then to the SAT/TV/FM outlets through distribution coax cable.

2.5.9.10Emergency Lighting The system supply automatic testing and monitoring exit and safety luminaries in circuits. Panels are located inside electrical rooms in each floor. The total emergency back up time duration was 3 hours.

2.5.9.11Diesel Generator Sets Stand-by generator is provided feeding to emergency SMDB in case of power failure.

2.5.9.12U.P.S. The system rated 1KVA with battery autonomy of 9 minutes is placed at Main Electrical room.

2.5.10 Equipment

The following equipments are installed at site.

Conveyance Equipment A total of 1 No. passenger lift is installed at Amenities building.

2.5.11 External Works

Roads and Pavements

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A combination of grey and red pavers is laid on walkway around the buildings and grey interlocking tiles on road areas. Road signs and marking were provided.

Playground Sports flooring and equipment for basketball and handball courts, volleyball and badminton court also considered, while irrigation system was provided to suit the requirements of football court natural grass.

Landscaping Agricultural soil filling, irrigation system and provisions for pits for greeneries were provided.

Car Parking A grey interlocking tile was laid on car parking. Road signs and marking are also provided.

2.6 Contractor’s Works (Scope of Works)

The Contractor shall carry out the Construction fulfilling all Company requirements and in accordance with the Design Technical Specifications and other Related Documents which are part of the Agreement.

Pre-tender1. Submit staff CV’s and company profiles for the Projects.

General Requirements1. Continually collect, analyze and submit detailed construction programs.2. Approve, maintain and install site offices.3. Install & maintain sign board.4. Construction / Illustration of Main Works.5. Responsible for damage of any existing buildings, services, roads, etc..6. Approval of all materials and their procurement and delivery.7. Approval of fully detailed plans.8. Perform all testing.9. Testing and commissioning.10. As-built drawings, O & M Manuals.11. Submit warranties / guaranties12. Incorporate Company’s request for changes.

For any other information regarding scope of work please refer Project Quality Manual, Appendix 3, Section 2.1. and refer to Annexure “B “ Clause 3.0 of CONTRACT.

2.7 Organization

2.7.1 Contractor’s Organization Amana Contracting & Steel Buildings Co. – Corporate Office

P.O.Box 115126

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Dubai, U.A.E. Tel. No. : 04-885 4449; Fax No. 04-885 9010

Amana Contracting & Steel Buildings Co. W.L.L. P.O. Box 5643 Abu Dhabi, UAE Tel. No.: 02-642 8383; Fax No. 02-642 8644

SITE Office ATI Student Hostel Al Shawamekh

2.7.2 Company’s Organization ADNOC Headquarters

P.O. Box 898 Abu Dhabi, UAE Tel No.: 02- 602 3669; Fax No. 02-6024994

Site Office Petroleum Institute Sas Al Nakhl Campus Southwest Part

PROJECT MANAGEMENT

3.1. Coordination and Management

Coordination had two (2) different levels: 1. MEP (ADNOC/Amana), 2. Client (ADNOC). For these; Contractor had one (1) individual responsible for each. In addition to these individuals coordinating the respective works, coordination meetings were held weekly. (Also refer to Annexure “D” of the Contract)

3.2. Schedule Analysis: Updated Schedule with major reasons for deviations:

Appendix 1 enclosed, updated schedule – planned versus actual and Project Key and Major Milestones.

Many of the deviations to the schedule were when value engineering works occurred. Playgrounds, agricultural soil filling and irrigation works in which new activities were reflected on the baseline schedule and resulting completion of these works in Exceptions List. These deviations then created a ripple effect to the other phases of the Project schedule such as procurement, construction and turnover.

Engineering

All the drawings were coordinated with the Client and different trades involved in order to facilitate the Construction of the Project.

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The approved shop drawings incorporating the Client comments and on-site variations were submitted as As-Built drawings detailing the actual site conditions. The planned and actual start dates of the engineering did not deviate for Original List, however the planned and actual completion dates deviated considering some additional shop drawings made for schedule in which shop drawing and As-built drawings were affected. Engineering works were monitored to properly manage drawing requirements of the Project.

Procurement

Having a solid procurement plan is a must to ensure success of the Project. CONTRACTOR has endeavored to have all materials approved and ordered ahead of time to give advantage of material delivery over the others. But still, problems do come up, and how CONTRACTOR manages procurement issues separates us from the other contractors.

Construction

Deviations to the construction phase are due to structural re-design for amenities building.

Overall Achievement

Contractor’s Management group ensured that the project will be constructed according to its contracted milestone dates and made all efforts leading to the successful completion of the Project. Vigilant monitoring of the schedule prevented delays and unnecessary slippages to the final completion date. No revision was necessary for schedule and all along schedule was followed. Achieving Milestone as is quite an accomplishment and Contractor wishes to convey its gratitude to all who made this possible. It’s is an achievement to every one who is involved can be proud of.

3.3 Costs of Works

Original and Final Cost of Works with major reasons for deviation and details of variations. Appendix 2 enclosed.

Details of cost breakdown by each cost element separately for preliminaries, design, construction, external works and variation orders. Appendix 2 enclosed.

Detailed Asset Register. Appendix 2 enclosed. Elemental Cost Analysis. Appendix 2 enclosed.

3.4 Quality Assurance and Control

The articles of the agreement and the Project specifications defined the Project Quality Assurance and Quality Control Objectives.

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Based on the above, Contractor developed the Project Quality Manual (PQP), refer to Appendix 3. The PQP contained all necessary information regarding the Project, the site organization and the key personnel and outlined the main QA/QC objectives that were to be followed throughout the Project.By implementing the PQP, Contractor was required to provide specific procedures such as method of statement (MS), quality control procedures (QCP) and the inspection test plan (ITP), guidelines for the works to be executed at site, forwarded to Company for their review and approval prior to execution of work.

All works performed on the site were governed by the relevant method statement, quality control procedure, inspection test plans, material approval (MAR) and inspection and test plan which indicated the level of inspection on behalf of COMPANY.

Contractor developed specific inspection check sheets, detailing the items to be inspected for each activity. Inspection check sheets were submitted and approved by COMPANY along with the relevant Quality Control Procedure related to each activity. All works requiring an inspection were notified to COMPANY as per the requirements of the Agreement and Inspection and Test Requests (ITRs) were raised when necessary.

All necessary tests were performed and the final compliance of materials was ascertained. COMPANY’s quality control staff and management were present in all relevant activities starting with the trial mix for the approval of the concrete mix design and up to the end of the Project verifying the compliance of the works. (Also refer to Annexure “K” of the contract)

4.0. ENGINEERING AND PROCUREMENT

4.1. Engineering

4.1.1. *Importation of Shop Drawings/Detailed Reinforcement Drawings

4.1.2. *Preparation of Shop Drawings/Detailed Reinforcement Drawings

*Combined: See enclosed Shop Drawing Log, Appendix 4.1a and As-built Drawing Log, Appendix 4.1b.

4.2 Procurement

4.2.1 Procurement Philosophy

As part of better service, it’s always at the best intention of the Contractor to provide quality service, products, taking into consideration the price, delivery, service and reliability of the product. Purchases are to be accomplished through transactions with financially sound, reputable organizations, capable of satisfying Clients needs.

Major material procured from worldwide sources compatible with prevailing financial conditions such as, Carpet Tiles from Belgium, Carpet Roll from K.S.A, Aluminum Accessories & Ironmongery from Italy, Passenger Elevator from Thailand, Ventilation Fans & Variable Air Volume from U.S.A, Booster Pump Set, Diesel Generator Set

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and Fuel Transfer Pump from U.K., Telecommunication System from Switzerland, Fire Alarm System from U.S.A., Public Address and Music System from France. Other Remaining materials which is considered for the Project cost saving was procured locally.

4.2.2 Procurement Plan

The plan was well maintained through out the Project. Established target dates for placing orders and delivery of the materials to meet the construction schedule milestones that was monitored and controlled throughout its duration by the Project Management.

Appendix 1 enclosing the Construction Schedule and the Project Major and Key Milestone, shows the procurement of items were scheduled properly in accordance to the Construction Schedule which enabled us to accomplish the Major and Key Milestone without any liquidated damages.

4.2.3 Vendor and Contractors Pre-qualification (See Contract Document Annexure G)

Contractor’s Pre-qualification documents were submitted in the tender stage giving an overall description of the company status, Projects accomplished, duration of each Project and the key personnel responsible for the success of each Project.

Placement of orders for material and equipment was confined to those listed on COMPANY approved Vendor List. However, local vendors were selected and their pre-qualification documents were submitted to Company as part of the procedure. Upon receipt of approval, orders were placed to the concerned vendors. The Contractor has taken into account the required approval times for purchase orders.

The material procured were installed at site, respective ITR’s were raised for material verification and approved by the COMPANY representatives.

4.2.4 Purchasing

Materials purchased at site for installation at the Project, were approved by Company before placement, taking into consideration the economical factor, better quality, time strain and services. However, Material Verification Request (MVR) was raised for verification for these materials and found satisfactory prior to installation at site. Materials was tracked, deliveries were scheduled to be available at site, in accordance to the Construction schedule.

4.2.5 Expediting and Inspection

In order to meet the Construction Schedule, Key Milestones and Major Milestones, refer appendix 1, due to the time constraint to meet the requirements of Company Engineering Dept and ATI. The materials were expedited to be available at the Project site. As a fast track Project and in order to meet these milestones, materials were procured and installed at site, with relevant MVR raised for verification of

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materials at site and for the supply and installation of mechanical materials. Inspection were held in the presence of COMPANY representatives and found satisfactory.

4.2.6 Shipping

CONTRACTOR’s concerned for this fast track Projects, was the delivery of long lead items as they were manufactured internationally and be shipped. Design and approval of the long lead items were done at the initial progressing stage of the Project and orders were placed for their delivery. If the deliveries cannot be scheduled, alternative solutions were provided. A good cooperation from the COMPANY enabled the Contractor to successfully maintain the strict and vigorous Construction Schedule.


Please refer Appendix 7– Material Submission Log

5.0 SITE WORKS

5.1 Construction

5.1.1 Construction Philosophy

CORPORATE VISION

WE WILL BE THE PROVIDER OF CHOICE, LEVERAGING OUR COLLECTIVE TALENTS

TO MEET THE NEEDS OF OUR GLOBALLY DIVERSE CUSTOMER BASE.

WE WILL CONDUCT OURSELVES WITH UNCOMPROMISING COMMITMENT TO OUR

CORE VALUES.

WE WILL INSPIRE AND GUIDE WITH POSITIVE LEADERSHIP.

WE WILL ATTRACT AND RETAIN THE BEST TALENT BY PROVIDING CHALLENGING

OPPORTUNITIES, ENCOURAGING INNOVATION AND REWARDING

ACCOMPLISHMENTS.

WE WILL LEVERAGE OUR RESOURCES THROUGH VALUE-ADDED ALLIANCES,

PARTNERSHIPS AND ACQUISITIONS TO EFFECTIVELY PROVIDE THE BEST

SOLUTION.

WE WILL EMBRACE PROMISING TECHNOLOGIES AS A MEANS TO DELIVER ADDED

VALUE AND CREATE COMPETITIVE ADVANTAGE.

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OUR THINKING WILL BE FLEXIBLE AND ENTREPRENEURIAL.

OUR ACTIONS WILL REFLECT AGILITY AND RESPONSIBLE URGENCY.

WE VALUE DIVERSITY AND SEE IT AS AN ADVANTAGE.

WE WILL CONTINUOUSLY DEVELOP A LEARNING CULTURE THAT SUPPORTS THE

DEVELOPMENT AND GROWTH OF OUR PROFESSIONAL, TECHNICAL AND CRAFT

TEAMS.

CORE VALUES

SERVE OUR CUSTOMERS BY LISTENING, UNDERSTANDING AND PRODUCING

ADDED VALUE.

EMBRACE CHANGE THROUGH CONSTANT LEARNING, FEEDBACK AND CONTINUOUS

IMPROVEMENT.

RELENTLESSLY PURSUE SUCCESS THROUGH COMMITMENT TO TEAMWORK AND

INNOVATION.

BUILD TRUST AND LOYALTY THROUGH UNCOMPROMISING HONESTY AND INTEGRITY.

PROVIDE OPPORTUNITIES FOR OUR EMPLOYEES TO ACHIEVE THEIR GOALS AND

IMPROVE THE QUALITY OF LIFE.

RECOGNIZE THAT WE HAVE A RESPONSIBILITY TO THE ENVIRONMENT, THE

COMMUNITY AND OTHER STAKEHOLDERS.

CORE PURPOSE

DELIVER WORLD CLASS FACILITY-RELATED SERVICES FOR OUR CUSTOMERS’

SUCCESS.

5.1.2 Construction Planning

Amana had a fulltime Planning Engineer on-site throughout the duration of the Project. Initially the Project was tendered to meet the milestone schedule published by Company. After award of the Project Amana verified and validated the schedule with input from all contractors, subcontractors, vendors, suppliers and consultants. P3 software was use to monitor report. This schedule was then manpower loaded for each activity. Each activity

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and the overall schedule was then updated and tracked on a weekly and monthly basis. Included in every week and month tracking were also histograms for easier graphical analysis and trend patterns. A separate planning and progress meeting was scheduled and attended with ADNOC to review and monitor progress, evaluate and forecast potential delays and conflicts.

5.1.3 Temporary Facilities

Contractor mobilized a team of fulltime staff, accommodated in on-site offices: see Project Quality Manual, Section 3.0 for detailed breakdown of on-site staff. These facilities included Contractor’s Project management and engineers, toilets and washing, safety and first aid, secretarial and administration, drafting, MEP full-service, Company full-service, testing services, stores, site fabrications, storage, rest areas, temporary utilities and cranage / material handling. Two tower cranes were provided for lifting of material on upper levels. In addition to facilities, Contractor held to a strict logistics policy for all material delivery, storage and access around the site.

5.1.4 Construction Works and Subcontracts

*See enclosed subcontractor list with their respective works. (See Appendix 5)

5.1.5 Materials

All materials were kept on-site, per manufacturer’s recommendations and documented to be the correct material per approved shop drawings and Project specifications/requirements.

5.1.6 Health, Safety and Environmental

5.1.6.1 INTRODUCTION

The Project started in June 07, 2009 and achieved a cumulative 909,236 man-hours without Lost Time Injury and an average of 479 man powers on site throughout the duration of the Project.

Implementation of HSE performance is a continuous process. Highlights includes positive approach to HSE implementation, commitment by Top Management, allocation of manpower resources, financial resources, motivational budgets, scaffolding program, approved tool box talks, weekly HSE meeting and joint inspection, emergency evacuation exercises, Third Party training on First Aid and Heavy and Light duty Equipment operation, Hygenic rest room, prayer room, Ambulance availability for emergency condition and also presence of Male Nurse at site for all working hours.

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The task was also made challenging as the site involved more than one place of work, each having its own restrictions, work permit requirements and stringent safety requirement from Company.

Despite of all the efforts, incidents do happen, but how you handle the situation will spell the difference.

The most important lesson that we have learnt is…….. It is never safe enough, things can still be improved. Safety is everybody’s responsibility. (See Appendix 7.1g. HSE Report)

5.1.6.2 PRE-COMMENCEMENT ACTION

PREPARATION OF HSE PLANA Project specific HSE Plan was prepared on the basis of ADNOC Code of Practice COPV1 – 04: HSE Plan Guidelines for the Major Contracts. This HSE Plan was subjected to a review by COMPANY.

The HSE Plan of this Project describes HSE Policy, the organizational structure and responsibilities, procedures and controls implemented and maintained to ensure that this Project is executed safely.

The plan included a risk assessment of all common activities followed by on site activity based on the risk assessment for critical activities. Method Statements submitted included hazards identification and planned control measures.

HSE ORGANIZATIONAn effective HSE Organization was mobilized on site with a dedicated Contractor Site Staff. Additional safety watchmen were selected from the work force and became part of HSE team in the safe execution of the Project.

5.1.6.3 HSE PERFORMANCE / MANAGEMENT SYSTEM The Site Health, Safety and Management System and the various innovations adopted to maintain the safety standards at the desired level are detailed herein.

Leadership and Management Commitment Leadership and senior management commitment and support at all levels

laid the foundation for an effective HSE program and have become vital to the success of Safety, Health and Environment program as detailed herein.

Management team has given full commitment and sustained effort to keep the HSE performance with the compliance of site at the highest level.

Training

In line with the Contractor’s HSE Policy, priority was accorded to the training and development of the workforce. Safety training was imparted to the employees as per the scheduled training matrix designed to meet the training

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needs of the Project. In addition to this, special need based training programmes were organized by external agencies to enhance the safety performance of the Project. Audio Visual aids such as LCD Projector, megaphones were used for effective communication during the training programmes. A few of the training programmes conducted on regular basis are as given below:

Safety Induction Training Safety Induction Training is imparted to all workmen within 24 hrs of arriving on site. All employees were made aware of the Safety Policy, local regulations, emergency procedures and main features of the Project Specific Safety Plan.

Construction Safety Training All the employees (including staff) are covered in Construction Safety Program designed by Company (HSEE) – Project Management Team. The module constitutes of all important aspect of Construction Safety and the regular participation of Company HSE Engineer added great value to the program.

Work at Height and Usage of Safety Harness All the workmen work at height are covered in this module. Urdu/Hindi/English/Arabic speaking Safety Officers from Site Safety Department delivered the training with demonstration of using the Full Body Safety Harness.

Scaffold Safety – Erection & Dismantling

Training was conducted by competent personnel from the approved third party training institute, M/s TUV Suddeutschland Middle East L.L.C. All scaffolders engaged in erection and dismantling of scaffolds on the site are trained and certified by TUV.

Safe Rigging Course/Banks Man Training Training was conducted by competent personnel from the approved third party training institute, M/s TUV Suddeutschland Middle East L.L.C.

Hazard Identification

HSE Inspection

HSE Inspection is a major activity by the site safety personnel in identifying the hazards on the site and advised the site management on the necessary remedial measures. Apart from the regular inspections like the Daily Safety officer Inspection, General Safety Inspection by Site Management as mentioned in the Project Safety Plan, other inspection like Daily Safety Walks by Safety Officers along with the Project Manager, Weekly Joint HSE Inspections along with Company HSE Engineers are carried out.

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1. Daily Inspection by Safety Officers Safety inspection is carried out by Site Safety Officers on a daily basis in their respective areas and reports are submitted to the concerned Site Engineer for their rectification.

2. General Safety Inspection General Safety Inspection is carried out by Company HSE Engineer along with Site Management on weekly basis.

3. Joint HSE Inspection A joint HSE inspection of the site is conducted by Company HSE Engineer, Contractor HSE Engineer & Project Manager.

4. Tool Box Talks General weekly safety tool box talks were conducted by experienced

HSE Engineer.

Risk Assessment The routine HSE inspection was done with the aim not only monitoring compliance with requirements but to identify potential hazards and risks associated with the given work. Suitable corrective actions will be taken to either eliminate the risk involved or to effectively reduce to significantly low level.

Near Miss Reports All workmen on site are encouraged to report Near Miss Incidents and the

main objective is to identify, investigate and eliminate all unsafe practices/conditions on site. (See Appendix 71.g, HSE Report)

HSE Meeting

Weekly HSE meeting was conducted on weekly basis and attended by COMPANY/Contractor and subcontractors.

Apart from reviewing the HSE Performance of the week, serious issues relating to site HSE are discussed.

A total of 35 such meetings were conducted since the start of the Project.

Apart from these meetings, internal HSE meetings were conducted on a monthly basis.

HSE matters were also discussed during the Internal Weekly Progress & Planning Meeting which is chaired by Project Manager. HSE issues were also one of the agenda in the monthly review meeting.

Tool Box Talk

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Tool Box Talk is carried out twice a week by Safety Dept. and records were kept.

In addition to the above, pre-task safety talks are carried out by the respective Foreman before commencement of critical task.

Safety Audits

With an objective to review the HSE performance of the Project and in accordance with the HSE Plan, Comprehensive Audits of the Management System of the Project was carried out by Company’s Sr. HSEE.

Safety Incentive Scheme

A well-advised safety incentive scheme to encourage employees to participate in the safety movement and thereby achieve the goal of zero accident is enforce.

Certificate plus AED 500.00 was given to the selected Best Safety Employee of the month.

Special Campaign

Special campaigns were conducted on occasion to focus on the specific issues and also in line with the Contractor’s campaign.

Hand Protection Campaign

1. Display of poster on hand protection was done.

2. Procurement of special heavy duty hand gloves to suit the requirements of steel fixers, fabricators and welders.

3. Hand protection was given emphasis during tool box talks and during site inspections.

Heat Stress Campaign

1. Nine water coolers for drinking, forty water jugs, sixty pedestal fans, two extractor fans (exhaust fan) and ice maker that can produce 500 kilograms of ice were provided.

2. Education of workmen through training programs and tool box talks on heat related illness and remedial measures.

3. Oral re-hydrated solutions, glucose and fruit juices to mitigate the heavy dehydration in peak summer were provided.

Waste Management

Management of wastes generated in the Project fully complies with the COMPANY requirements.

Construction Debris/waste

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1. Waste/debris (paper, plastic glass etc) arising out of regular construction activity were collected at a designated location, segregated and stored in skips and later disposed.

2. Other waste/debris like concrete, blocks, tiles and wood were removed on a regular basis to Mukhatara, Municipality dumping area which is 150 km away from Project site.

Scaffold Safety

Scaffold safety has been a highlight in the execution of the Project. Erection/dismantling had been executed with utmost care.

Some of the steps taken in ensuring the scaffold safety are:

1. Trained and experienced scaffolder in charge engaged to monitor the erection/dismantling and inspection of scaffolds on site.

2. Scaffolds procured for usage in the Project were thoroughly inspected and defective materials are immediately removed from site.

3. Only qualified and experienced workmen were engage in the erection/dismantling of scaffolds. All scaffolders are certified by third party agency, M/s TUV. Suddeutschland Middle East L.L.C.

4. Scaffold – tag was implemented on site. Regular inspection of all erected scaffolds on site was done by Site Safety Personnel and Scaffolder in charge.

Safety Signage

Adequate hazard identification signage was provided to highlight the nature of the work and hazards involved.

5.1.6.4 INNOVATIVE ACTIONS

Construction is a risky business and Health, Safety and Environment aspects play a very important role in ensuring that risk especially loss of human life, property, disruption in progress are kept to a minimum. The following initiatives by Contractor could be counted as innovations leading to the significant safety achievement at site.

Behavioral Safety Audits

Introduced for the first time by the Contractor in this Project, through the initiative of COMPANY. These audits ensured that people understood that safety issues need to be tackled for their own safety and that they have to be alert to hazards and to take appropriate actions when they see one. People involvement was improved in the overall scene.

Follow Up register of HSE Action

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A good system of HSE Actions follow up for inspections and corrective actions was initiated and implemented at the behest of Company PMC HSE. The registers ensured that the corrective actions were taken on time and follow up on the other issues. This help to track the actions initiated and monitor the status.

Procurement of Special Personal Protective Equipment

Procurement of Full Body Harness for all personnel working at height. All harnesses are regularly inspected. Personnel are also trained on the proper usage of this harness.

Procurement of good quality PPE used on site.

Training/certification of workmen using power tools

All workmen required for powered hand tools (portable grinder/cutting machines) were trained by the Safety Dept. Team and issued certificates as authorized operators.

Training/certification of Riggers/banks man

Third party M/s TUV carried out training for all riggers/banks man on site and certificates obtained.

Total of 4 riggers for Tower crane and 6 banks man for Heavy Equipments were trained / certified.

First Aid Training

Total of 12 personnel from Amana undergo training for First Aid and certificates were obtained.

Medical agreement with Mafraq Hospital.

One full time male nurse.

Fall Protection Measures

Life line is provided on the parapet walls of the buildings.

Handrails, Midrails and toe board are provided in all openings/edge of the work area.

Protection from Falling Material

Canopies provided at the access/exits from building for protection from falling material.

In addition to warning tapes and sign boards at all locations of height work, a standby person (safety watchman) is assigned at the area below to physically prevent any person entering into barricaded area.

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Toe – boards at all floor edges and in the erected scaffolds to prevent material falling on personnel working below.

Emergency Evacuation Exercises

Drills for Emergency Evacuation of all personnel from site were conducted two times.

No Smoking Policy

Keeping in line with COMPANY Policy, a No Smoking Policy is implemented on site as well on the site offices. Special designated Smoking Area (for Staff and for workmen) is identified on site. The workmen are continuously informed of the Health and Safety Hazards of smoking in the weekly tool box talk.

Daily Safety Walks

A safety walk of the site is undertaken jointly by the Project Manager/Construction Manager along with the Site HSE Engineer to identify the prevailing unsafe practices. Project Manager/Construction Manager then advises the relevant Supervisors for rectification of the findings. A follow up inspection is done by Safety Dept. and report submitted to the Project Manager.

Pre – Task Tool Box Talk:

Pre – Task Tool box talk was carried out by concerned Supervisor/Foreman and Safety Officer prior to start critical activities.

Method Statement, Risk Assessment of particular task was communicated to all workmen involved in the pre – task tool box talk.

Fire Extinguishers:

Enough numbers of Fire Extinguishers were provided at Fuel Area, Generator room and all other areas as per the approved HSE Drawing.

5.1.6.5 LESSONS LEARNED

Implementation of an HSE Plan is a continuous process. Despite of all efforts, the Project witnessed a few HSE deficiency / violations such as, working at heights, incomplete platforms, and leniency during welding and scaffolding activities. All these deficiencies were overcome.

The lessons learned to avoid accident, incident, near miss or any violations in the Project, that HSE trainings, proper information and reminders should be disseminated for the improvements on Safety performances and awareness on

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health & safe environment. It is also required that time to time inspections and monitoring should be conducted at site. HSE should be tackled pro-actively and not reactively with the support of Contractor’s Management and COMPANY HSE.

The lessons learned during Project execution are recognized and the experiences gained can be applied for other ADNOC Managed Projects. Documents related to Method Statement, procedures, risk assessment, have been made and these could be utilized to have uniform standard for all Projects. Frequency rate and severity rate should be evaluated.

5.1.6.6 CONCLUSION

A total of 1,669,252 man-hours were achieved on 10 June 2010. However, Lost Time Injury happened on 21st week of the Project at 311,037 man-hours. Stricter safety measures were implemented at Site to prevent reoccurrence of the incident.

Implementation of HSE performance is a continuous process. Highlights includes positive approach to HSE implementation, commitment by Top Management, allocation of manpower resources, financial resources, motivational budgets, scaffolding program, approved tool box talks, weekly joint inspections, emergency evacuation exercises as mentioned in ‘Annexure N’.

Despite of all the efforts, incidents do happen, but how we handle the situation will spell the difference.

Contractor appreciates and sincerely thanks the Company, PMC and the Sub-Contractors involved for the whole hearted participation and contribution to this Project. Please refer the enclosed measurable reports, Appendix 7.

5.1.7 Technical Documentation

During the lifespan of the Project the following are the number of the various documents generated by the various parties:

No. of ADNOC’s Letter to Contractor (ALC’s) = 347

No. of CONTRACTOR’s Letters to ADNOC (CLA’s) = 620

No. of RFI’s raised = 38

No. of NCR’s raised by PMC = 78

No. of NCR’s raised by TPI = 0

No. of NCR’s raised by CONTRACTOR = 0

No. of Method Statements, Quality Control Procedures

& Inspection Test Plans = 122

No. of MARs = 227

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No. of ITRs = 2,904

No. of Commissioning procedures = 54

No. of Shop Drawings = 613

No. of As-Built Drawings = 524

No. of Change Requests Finalized = 63

No. of Contract Trend Notices (CTN’s) approved = 63

5.1.8 Local Procurement

Wherever are possible Amana utilized local UAE suppliers, vendors and subcontractors. See enclosed Appendix 5 for subcontractor, supplier, and vendor listing.

5.1.9 Vendors’ Services

See enclosed Appendix 5 for subcontractor and vendors listing.

5.1.10 Major Events

The major event in this Project was the addition of strip compound footing, column and tie beam at Amenities Building which affected the erection of beam and hollow core slab eventually causing the delay in achieving K.M #9 (Early Access to End-User to Enable The Installation of Furniture and Fittings (Wild Air Required-A/C Unbalanced Air) on March 27, 2010.

Also, Variation Order No. 1 in which COMPANY issued instruction to proceed with the construction of Basketball, Football, Volleyball & Badminton Playground, works which were previously part of value engineering works.


See enclosed Appendix 1 As-Built Schedule, Progress and Manpower charts, Appendix 2 for Contract Summary, Appendix 3 for Project Quality Manual, Appendix 4 for Engineering & Shop drawing reports, Appendix 5 for Sub-contractor and Supplier list, Appendix 6 for Organization Chart and Location Map, Appendix 7 for MAR’s, MS, QCP, ITP, MVR’s, ITR’s, NCR’s, RFI’s and HSE, Appendix 8 for Testing, Commissioning & Final Snag list.

5.2 Commissioning

5.2.1 Commissioning Philosophy of Services FacilitiesCommissioning philosophy of Contractor was determined by Articles 14.12 of the Contract Agreement, Volume 1 and the specification and the approved commissioning plans and procedures submitted by us.

5.2.2 Commissioning Planning of Services FacilitiesPlease see Testing & Commissioning Reports (See Appendix 8)

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5.2.3 Provisional AcceptanceProvisional acceptance shall only be issued upon submission of Testing and Commissioning Reports, As-built Drawings, completion of all snag works and complete submission of Operation and Maintenance manuals for the system installed at the Project.

5.2.4 Vendor ServicesDuring the commissioning stage, concerned suppliers have been present to represent their respective systems installed at site. The Contractor along with the Company representative, and the MEP Sub-Contractor verified the systems are working properly, before approving the report. Please refer the Appendix 8; Testing and Commissioning Report. (Also refer to Annexure “G” of the contract)

5.2.5 Statistical DataPlease refer to Appendix 8, Testing and commissioning Report Log.

6.0 CONTRACTOR’S ANALYSIS OF MAJOR PROBLEMS

6.1 Engineering (Shop drawing)

Shop drawings were coordinated between the different trades involved in order to facilitate and make possible the construction on site and to achieve Control Milestone # 6 (All Shop Drawings Approved) on 5th September 2009. The approved shop drawings incorporating Company comments and the on site variations, were submitted as “As Built” drawings detailing the actual site conditions. “As Built” drawings are part of the final handover documentation submitted for Client record.

The major problem encountered at the Engineering level was the structural re-design for Amenities Building. These changes affected planned completion dates. CONTRACTOR was asked to redesign the affected structures, requiring additional time to complete the shop drawing milestone date. The lesson learnt from this event was that structural design checks should be performed at the earliest.

6.2 Procurement

The problems in procurement were generally related to the supply and demand of materials for this region. Like many Contractors in this area we struggled getting the required materials as per the approved specifications. Procuring the materials was more or less affected since materials have to be approved by the Company prior to placing order. Contractor pushed forward to meet the schedule and procuring these materials at site to finish the Project according to milestone dates required.Contractor is aware of problems related to supply and demand and endeavor to place order for all approved materials at the earliest possible time.

6.3 Construction

During phasing of the works CONTRACTOR found out the design failure to column sectional area and foundation bearing capacity and punching shear. Construction was affected due to

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Structural Re-design on Amenities Building by additional columns, strip compound footing and tie beams. However, beams were also affected by increasing its width to accommodate connections between beams and hollow core slab.

6.4 Commissioning

There were problems faced considering Phasing of works affected on acquiring permanent power connection. ADDC informed that the permanent power will be available by June 2010 which is beyond the contractual milestone date of March 27, 2010 (KM # 12 - Early Access to End-User to Enable the Installation of Furniture and Fittings (Wild Air Required-A/C Unbalanced Air). Coordination meeting between COMPANY / CONTRACTOR / ADDC and Schlumberger was conducted and decided to re-distribute the load and supply 2.4MW to the Project from WesternGeco. The matter caused a delay on testing and commissioning works but the schedule were recovered properly in accordance to the Construction Schedule which enabled us to accomplish the Major and Key Milestone without any liquidated damages.

Plan and Actual dates for the Testing & Commissioning for Both Civil, Electrical & Mechanical activities attached under Appendix 8.0.

7.0 COMPANY ANALYSIS OF MAJOR PROBLEMS

7.1 Engineering

Major problems were rectified by CONTRACTOR in accordance with instructions of COMPANY. Structural redesign for the Amenities Building was carried out by the CONTRACTOR and subsequent submissions of the shop drawings were expedited to mitigate the delays.

7.2 Procurement

Major problems were rectified by CONTRACTOR in accordance with instructions of COMPANY. CONTRACTOR utilized their experience with the major suppliers in the region in the event of non-availability of the approved materials when so required.

7.3 Construction

Major problems were rectified by CONTRACTOR in accordance with instructions of COMPANY. When a potential delay is expected, CONTRACTOR is willing to take the extra step in providing additional manpower and work extra time to achieve timely completion of its commitment. Micro planning is executed to ensure that all the requirements of the Project is attended to in a timely manner.

7.4 Commissioning

Major problems were rectified by CONTRACTOR in accordance with instructions of COMPANY. In the absence of permanent power supply for final commissioning works, CONTRACTOR utilized other available source of power (from the adjoining facilities) to ensure achievement of its Contractual Milestone Dates.