ASSIGNMENT TASK

Your company has bagged a lucrative contract to construct a housing colony for an Industrial Group to be located in Western Maharashtra in coastal belt. You as a Project Manager have been asked by the company to evolve organization structure with the following conditions; I. Organization should be as lean and thin as possible with bare minimum of personnel on company roll up to Junior Engineer level. II. All supervisor to down below will be temporary for project duration only to be recruited locally from 100 km radius Suggest & discuss an organization structure denoting responsibility, authority, communication control for all facts of construction work & management function as visualized by you. Housing Colony consists of 10 bungalows for senior executives, 20 apartments in five buildings, 100 dwellings for white collar workers and 300 dwellings for blue collared workers. Colony will have marker and entertainment complex.

ASSIGNMENT: PGP IDM 11- MANAGEMENT IN ORGANISATION

1. Overview
PRB Developers have secured a very good contract to build housing colony for BP industrial Group. Project is going to execute near Patalganga Industrial Estate, Riagad District of Maharashtra State. Project Location is around 150 km from Mumbai. This is our first project with BP industrial Group, Indias One the fast grooving Group. This is very good opportunity to establish the good business relation with the Group which are Planning for expansion in the other parts of India. So we expect some future business opportunities with the client. The major objective of the project is timely completion of development. Schedule for complete job is 30 months with overall budget of 980 million INR. This one of the good project to add to our annual turnover & works in the western part of India. We are currently executing project in near Panvel which is on the verge of completion by next few months. We can mobilize most of our equipments & non manual staff from Panvel project site to this project. 1.1. Purpose, Objectives & Performance indicators

This project execution plan outlines the objectives, processes and strategies that will be employed by the parties managing the project to execute the works and also establishes a framework to ensure that the project expectations and key performance indicators are met The plan ensures that a consistent approach is adopted by all parties managing the project and is intended to be a mandatory control document for all aspects of the project. Goals and Expectations The key drivers and desired outcomes for the project are: Occupational Health and Safety zero harm and no incidents. Environment and Community zero harm and no incidents. Implementation deliverables meet or exceed project requirements for scope, cost, time and quality. Key Performance Indicators The following threshold performance criteria (KPIs) are expected outcomes for the successful delivery of the project: Occupational health and safety Disabling injuries Nil. Medical treated injuries Nil. Serious or reportable incidents - Total Recordable Injury Frequency Rate-

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TRIFR <15 100% of all incidents to be reported (and recorded) with 80% of all incidents reported by the project Team. Environmental and community Community complaints - Nil 100% of all incidents to be reported (and recorded) with 80% of all incidents reported by the project Team. Implementation and deliverables Scope - no unauthorised deviations. Cost - completion within approved budget. Time - completion within approved schedule. Quality - meet requirements of technical specifications.

Qualifications Delivery of the project in accordance with the performance criteria (KPIs) is dependent on the following: Project approval to proceed given in accordance with the agreed programme. Finalisation of contractual arrangements in accordance with the agreed programme. Provision of Approved for Construction drawings and documentation to the contractor in accordance with the agreed programme. No significant delays due to inclement weather or latent conditions on the site. 1.2. Related Documents

The project execution plan is one of a number of documents that define the project and describe how the project will be delivered. These defining documents are supported by specific management plans (e.g. safety management plan), policies and procedures. This project is defined by the following documents: Scope of work. Approved budget. Approved schedule. Project execution plan. Design Basis Report . Technical Specification and Drawings for All Works .

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1.3.

Project Deliverables & Scope of Work

Projects consist of housing colony of 10 Bungalows for senior executives, 20 Apartments in Five Buildings, 100 dwellings for white collar workers, 300 dwellings for blue collared workers. Colony will have market & entertainment complex. Scope of works includes apart from civil work, complete MEP work & interior fit out. Internal Roads & Landscaping work is also forms the part of works. 1.4. Assumptions, Dependencies, and Constraints

This section of the project execution plan is intended to identify and address those issues or conditions that are beyond what are usually considered to be normal project constraints, such as cost and time. These issues or conditions can originate from a variety of sources, ie internal, external, climatic, physical, and cultural. Project and Site Specific The key issues are: The wet/dry season cycle that imposes access, safety and workability constraints on progress of the work. Final Finishing work might take more time because of mainly the interior fit out design for Bungalows & entertainment complex is not finalized till date. Ability to source and retain suitable and adequate resources (both labour and equipment). Availability of adequate survey data to complete detail design and determine final quantities in order to meet the programme.

These issues are crucial constraints and will be pivotal elements of the contractors resource plan and work schedule. Also for utilities like water electricity & drainage approval with local authorities are in the progress. It has been agreed that permanent utilities will be available at least before 12 months of final handover 1.5. Evolution of the Plan

The project execution strategy and methodology may need to change during the course of the project, to adapt to prevailing conditions and requirements. The principal mechanism for review and monitoring project execution will be regular project meetings involving all affected team members

2. Project Organization
Management of the project will be implemented through an integrated project team comprising personnel from three organizations as follows: Owner - BP Industries. Contractor PRB Developers.
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Engineering Consultant & Project Manager (OE-Owners Engineers)- SKM Consultants. Architect & Interior Designer- PM & Associates. It is considered that project team members from the contractor and project manager will be full-time whilst the owners representative(s) may be full-time or part-time. In order to achieve successful project completion, other specialist personnel or organizations may supplement the project team on an as-required basis. The project team will be located in a dedicated project office at the site The Project is divided into the six sectors namely Sector I , II, III, IV, V & VI Sector I 10 Bungalow for the senior executives. Sector II 20 Apartment in five building. Sector III 100 Dwellings for the white color workers. Sector IV 300 Dwellings for the Blue color workers. Sector V Market & Entertainment Complex. Sector VI Roads & landscaping work. Manpower availability & disbursement in the proximity of the construction site should be analyzed. Skilled and unskilled workers belonging to different categories mainly mason, shuttering carpenters, steel fixers, finishing carpenters, plumbers, electrician, painters, carpenters, Ducting workers & helpers are to be recruited locally.

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Requirement of personnel for successful execution of the Project Sr No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Project Manager Project Coordinator Construction Managers- Civil Construction Manager- MEP Project Engineer- Civil Project Engineer- Electrical Project Engineer- HVAC Project Engineer- Plumbing & Fire Fighting Quantity Surveyors Cost Control Planning Engineer Quality Assurance & Quality Control Engineer Health & Safety Engineers & Inspectors Procurement & Material Control Staff Site Engineer- Civil Site Engineer- MEP Supervisors Administrative Staff/Secretary/Clerks Job Title No 1 1 2 1 4 1 1 1 4 1 1 4 3 5 8 4 38 9

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For Detail Site organization chart refer to the Attachment -1 Organization Chart. 2.1. Roles and Responsibilities

The following section is a summary description of the key project team members roles and responsibilities
2.1.1 Owners Team

Project Manager Champions the project. Provides senior management support and guidance to the project team. Audits and reviews project delivery. Reports progress and significant issues to senior management. Principal point of contact and prime responsibility for managing major project interfaces. Ensures agreed support services are provided to the project as required. Audits and reviews project safety and environmental performance for compliance. Team will consists of small team consists of Discipline Engineers Engineering, Architect & Interior Design Engineering Consultant (OE) firm appointed by the Owner will check & approved the shop drawings for the construction. All Material submittal & approval will be done by the Engineer. Architect & Interior Design firm is appointed by Owner; they are responsible for complete project architectural & interior design work including external landscaping work.
2.1.2 Contractors Team

Project Manager Champions the project. Manages the implementation phase of the project, including resourcing, detailed scheduling, methodology, work packaging and sub-contracting. Ensures relevant management plans are prepared and implemented. Responsible for overall execution of the project within the given time, assured quality & budget constraints. Oversees and reviews progress of the work on a daily basis. Manages and reviews safety and environmental performance on a daily basis. Reports on progress, all aspects of project delivery (including time and cost), project issues, and incidents to the higher management. Manages contractual issues. Manage industrial relations on the project site.

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Negotiation & purchase of the major materials & finalizing them according to the requirement of the client. Ensures the personnel under his control are adequately experience or trained to enable them to carry out their duties. Ensures timely submission of monthly interim bills and follow up their certification and payment. Attending the meeting with the client and evaluate the progress of the site activities. Project coordinator Implements and oversees the works on a daily basis. Prepares and monitors detailed resource plans and schedules. Requisitions, allocates and maintains resources. Determines, in collusion with the Construction Manager, work packaging and methodology. Implements and audits all safety, environmental and quality requirements for the work. Manages sub-contractors. Coordination with the internal department in connection with execution of the project. Ensures all quantities for completed work are verified and recorded Reports on all aspects of site progress, site issues and incidents to the Construction Manager Manages daily site industrial relations Construction Manager Civil & MEP Champions the project. Overall responsibility for delivery of the project and agreed project outcomes. Provides leadership and direction to the project team. Manages all aspects of the project in accordance with agreed delivery criteria, policies, management plans and constraints. Performs a pivotal role in determining in collaboration with senior members of the project team, the overall direction and delivery strategy for the project. Directs the Projects Engineers, Site Engineers & Supervisors to ensure construction works are progressed efficiently & cost effectively. Establishes and manages the project control system for the project. Audits and reviews all aspects of project performance. Conducts regular project progress and review meetings with the project team. Delegates duties and monitors performance of the project team. Manages, in collaboration with the Design Manger, engineering and technical requirements during the implementation phase. Reports on all aspects of project delivery, project issues and incidents to senior management. Assist the project manager & coordinator in all decision making about all site related matters.

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Review field related coordination issues and direct resolutions for the implementation. Project Engineers- Civil, Mechanical, Electrical Provides day to day support to the Construction Manager principally for project control, reporting, contract administration, invoicing and payment. Study the drawings and specification to understand the project requirement and sequence of works. Check the material requirement and submit to the construction manager & Project managers approval. Asses the manpower requirements and inform the construction manager accordingly. Supervise the material usage at site and control wastage. Collect and record project data and information to enable accurate cost and time reporting and forecasting. Participates in audit and review of project delivery. Coordination of project consultants and external service providers. Ensures that persons under his control are having enough experience to carry out the site works. Ensure that corrective action is taken where require to meet budget quality and standards. Quantity Surveyors Tender Evaluation and preparation of tender evaluation reports recommending the prospective subcontractor. Check the contract document prior to signature of the Managing Director. Prepare the forecast of rate of spend giving dates & amounts. Coordinates with engineers on expenditure of prime cost sum. Prepare financial reports at the time interim valuation. Prepare claims for increase in cost of labor, material etc. Measure project and value at the contract rates. Cost Controls Engineer The Project Controls Engineer will be responsible for overall project cost control and high level scheduling of the project. Proving Cost Engineering Cost Codes to various task & project deliverable- To provide unique numbers for tracking expenses. Preparing Monthly Cost Status Reports and Project Forecast Reviews - To generate a monthly report of a projects cost status and financial performance against budget, through a common database of budget, expense to-date and forecast cost, that is reviewed and agreed by Finance and Accounting Department, Project Controls Services Department and Operations. To provide a method for the maintenance of the budget at current status, by incorporating all changes to the original budget.

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Planning Engineer Coordination with concerned departments for timely approval of various materials involved. Compiling the tender and master programs and obtaining approval from clients. Monitoring and updating the master programs. Identify deviations and problematic areas in project. Analyze the updated and highlighting the areas of concern and slippages. Recommending the solution for the areas of concern and slippages. Updating manpower actual v/s Planned. Preparing of weekly and monthly progress reports Validate time extension Coordinate day to day activities with project manager & construction manager to ensure timely handover of the projects. Accumulating and compiled data to prepare the update of the project, progresscurves, performance reports, resource, manpower Close out report and Historical data preparation Quality Assurance & Quality Control Engineer To ensure that works carried out is according to the specifications. To ensure full compliance of works with the related quality procedures. To provide necessary training to the side engineers & supervisors for various activities. To advise the site engineers of all specific requirements related quality and make sure that he is aware of the quality works. Responsible for snagging and de-snagging activities. Coordinating with the management representative in the measurement analysis and improvement of the quality management system. Coordinate all receipt inspections. Verify that the quality related site activities are in accordance with the applicable codes & standards. Assures all technical documents relative to site quality control are current status. Health & Safety Engineers & Inspectors Responsible for overall implementation of the safety policy of the company at site. Gathers information about health and safety through visit of activities. Checks that the workers carry out and enforce the conditions set by the health & safety matters. Monitors contractors and workers awareness of safety manners. Verifies the inspections of machinery and equipments used on site is in accordance with regulation. Checks that the accidents have been reported and registered and measures have been implemented to prevent reoccurrence of the same in future. Ascertains the existence of work permits in dangerous places or use of hazardous equipments.

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Conduct the tool box talks & training programmes on site for workers so they are familiar with safe work environment and practices. The site safety program will be administered by the Project Safety Engineer, who will advise whenever site personnel and construction workers are not following the requirements of the program, especially as they relate to OSHA safety regulations. Project Manager will work closely with the Safety Manager to ensure that all company policies are followed while contractors are on site. Procurement & Materials Control Staff Project procurement control is essential. Completing a project on time and within budget requires careful attention to materials contracting and procurement activities. Detailed engineering design depends on the prompt selection of equipment and schedule certainty relies on timely material purchase orders and subcontract selection. Continued support after contract award includes control and monitoring of costs. Internal materials contracting and procurement will be managed the Purchasing Department. Purchase of the approved and quality construction products and goods and keeping track on all the materials. Keeping a proper record of the material issued to the site and prepare inventory Verification of inventory computation by comparing them to physical counts of stock, investigate discrepancies or adjust errors. Site Engineers To carry out all the activities as per the drawings & specifications with all quality standards. Execution of activities as per the program and highlighting delay if any at right time. Highlighting drawing discrepancies to Project Engineers. Leading a team of supervisors to carry out their duties and responsibilities. Ensuring optimum utilization of manpower and material. Ensure safety of construction work. Supervision of execution of works. Supervisors Supervisors will be responsible for the activities and will ensure that completed work will only be released if it is of the required quality and as per the related specification and drawings. Provides day to day support to the site Engineer principally for project control, Labour report, work competed, Material order. Giving instruction to team of skilled & unskilled workers . To ensure that Gang leader is aware of the job requirements and that they have enough information to carry out their duties properly. Supervision of execution of works.
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Engineering Services Department Engineering Manager will be responsible for the activities performed by the engineering team providing engineering services for project work. Engineering team will do all calculation & design check as per the tender drawings , preparation of Shop drawings for Clients Engineer Approval. The Engineering Manager will oversee the day to day activities in the design office he will report directly to the Construction Manager. Reporting to the OE Project Engineering Manager will be discipline engineering leads, including preparation of as build upon completion of work

3. Project Management
Generally the project site work will consist of the following broad functions: Administration Coordination and supervision of work activities Inspection and auditing of work Resource management Safety management Environmental management A site management plan will be prepared by the construction manager to address the above site functions. The plan will include, but not necessarily be limited to, the following detailed functions: Administration General correspondence Site communications Access control Security Filing Site meetings Asset control Receipt of drawings and documentation Site purchase orders and minor contracts Site consumables Material control Request for information register Coordination and supervision Work methodology Work scheduling

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Progress monitoring and reporting Industrial relations Interfaces with operations Constructability reviews

Inspection and auditing Inspection and test plans Inspection reports Non-conformance reports Resource management Resource planning and allocation Equipment maintenance and servicing Equipment register Inspections Safety management Work permits Operating procedures Training Operator competency Inductions Auditing Incident investigation and reporting Environmental management Operating procedures Permits Auditing Incident investigation and reporting

The site management plan will be reviewed on a regular basis by the project manager and the construction manger, and updated as required. 3.1 Communications Management 3.1.1 Document Control PRB Developers will accept the (Owners Engineers) OEs standard document filing and numbering system to maintain organization of submittals. This system will be used to identify and file project documents. The standard document filing and numbering system may be adjusted for project requirements, as mutually agreed between Contractor and the Owners Project Manager.

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PRB Developers Project Managers, the Owners Project Manager, shall ensure that all project documents are properly numbered and filed. All project documents shall be identified by the standard file number. PRB Developers may adopt the OEs system to organize and track internal project documentation once it is available for review. The Owners Project Manager shall ensure that a review of the projects official file system, process, and procedures is performed quarterly. Manager shall be notified of the results of the review. 3.1.2 Owner Representation Plan Senior Project Manager will make monthly project status presentations to the Operations Committee headed by the Project Director. The Project Manager will provide the basis for these reports through consistent reporting from the Project Controls Engineer. Support will be received by the OE Project Manager along with other key members of the project management team as is necessary to explain progress and/or issues with design, schedule, procurement, permitting/licensing, construction, safety, and project financials. The meetings will be held in Site offices on the second Tuesday of every month and will be limited to a one-half day meeting. The agenda for each meeting will be issued to the Operations Committee members on the day prior to the meeting. Each meeting will be followed by a tour of the facility to provide an overview of the progress of the project.

3.2.

Project Controls (Planning & Cost Control) PRB Developers will internally develop, maintain, and implement a logic-driven schedule for the project management team to confirm the requirements of the overall project are being met. This project schedule will integrate project activities. The successful completion of Project on time and within budget requires carrying out the project in accordance with a well developed plan. PRB Developers objective is to implement a cost effective management tool that provides timely and accurate reporting of actual project costs against the project budget and actual project progress against the project schedule, thereby facilitating the management of project cost and schedule risks and helping to minimize disputes. It should provide the necessary information needed to quickly identify and effectively address and resolve problems as they arise. Cost control is an integral part of successful project performance. The necessary elements of a cost control system include accurate budget development, cost reporting/ forecasting, cost tracking, and cash flow development. By implementing these practices, the lowest cost project can be achieved.

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3.2.1 Planning (Scheduling) Three levels of schedules will be developed over the course of the project with increasing amount of detail, as follows: Level I Project Milestone Schedule The Level I schedule shall include the most significant events in the project and planned dates for the accomplishment of each. This will be developed at the beginning of the project by the Project. Scheduler and maintained by the Project Controls Engineer. Summary Schedule The Summary Schedule (sometimes referred to as a Level II schedule) is a time sequence network of summary activities and their associated planned dates. It is developed by the Project Scheduler by summarizing (i.e., rolling up) the Level III schedule and provides an overview of all phases of the project for periodic corporate management. This Level II schedule will be incorporated into the schedule maintained by the Project Controls Engineer, which also tracks internal projects related to the construction work. Level III Control Schedule (CS) The Level III schedule will be prepared by the Project Scheduler utilizing the precedence critical path method covering all phases of the project and incorporating milestones and other key events defined in the Level I schedule. Activities included in the CS cover the permitting, conceptual and detailed design, procurement, construction, and start-up. Interfaces between all activities are included which assures integration of all phases of the project. The construction and start-up portions of the CS will be developed in sufficient detail to logically complete the project and to focus engineering and procurement with early need dates. The CS will be utilized by the project team to monitor and analyze construction and start-up activities and progress of the Engineering and sub Contractors.

3.2.2 Estimating The estimate will be based upon preliminary engineering, Architecture & Interior fit out work. It will be based on a well defined site plot plan, general arrangement drawings, and preliminary drawings. The project cost estimate will be updated with actual award procurements and construction proposal pricing that are received as the project progresses. The number of unknowns will be reduced and the accuracy of the estimate will therefore be improved. 3.2.3 Budgeting

The budget estimate has been developed in conjunction with the Tender Drawings and is based on the approved scope of work, and known constraints and site conditions at the time of preparation.

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The level of contingency applied to the estimate aligns with the assumed level of project risk. The project budget will be a controlled document. 3.2.4 Forecasting The project will manage cost changes through Contract Change Orders. The purpose of these documents will be to describe the change and impacts to the schedule and cost. Client need to approve the Contract Change Orders prior to the work being performed. The Project Controls group will manage the process and maintain logs and files for the changes. Forecasts of cost to complete will be derived from factoring the changes into the project cost estimate and thus reported on a monthly basis. 3.2.5 Progress Assessment for Vendor Pay Requests Project Schedule will be analyzed on a monthly basis and deviation and analysis reports will be prepared by the Project Controls group with support from the project team. Other reports will be developed as required and tailored specifically for the projects needs to assess actual progress by the subcontractors. Progress payments will be made in accordance with the terms and conditions set forth in the relevant contract. 3.2.6 Reporting Monthly reports will be produced with a written summary prepared by the Project Controls group that indicates float analysis, problem areas, trends, and risks for Project Manager and project team to review. For critical activities that are trending 20 days or more behind, will be required to develop recovery plans to ensure the project completion date is not impacted. 3.3. Contract Management 3.3.1 Compliance plan A compliance plan will be generated for each major contract to ensure each party has achieved the agreed requirements. This plan will be reviewed by the Project Controls Engineer periodically, or as required by milestones achievement on each contract.

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3.3.2 Contractor Interface Since the project involves a scope split of the permitting, preliminary and Owners engineering, and construction, a detailed division of responsibility (DOR) document shall be prepared, communicated, maintained, finalized, and implemented. Review, expansion, and refinement of the DOR will likely be required during project execution. A list of the key information and data developed for items that will have the most influence on the successful and timely performance of services by each party. The interface coordination list shall be initially developed within 60 days of the OEs notice to proceed. Additions shall be made as new key interfaces are identified. The interface coordination list shall be in tabular format and indicate, as a minimum, the following: Transmittal number of applicable correspondence. Transmittal subject. Date requested. Status. This list will be reviewed from time-to-time in a meetings 3.4. Risk Management Risk management for the project will be the responsibility of all PRB Developers project management staff. It is expected that lessons learned from previous projects and excellent planning will help avoid many of the risks present on this type of project. Selection of appropriate expertise, based on knowledge and experience, will be fundamental in addition to the requirement of good communications between the Owner and each contractor. Many types of risk exist for the project, including business, commercial, permitting, contracting, etc. The most tangible is the risk of loss which may occur at any time, but especially during procurement and construction of the project. This risk of loss is covered through the various forms of property insurance carried by PRB Developers. For all other forms of risk, full risk management plans will be developed to identify where risks may exist, the cause of such risk, the effect, and a mitigation plan for those risks which are considered either highly probably or costly. 3.5. Quality A planned and systematic approach to quality management will be adopted for the project that will focus on delivering project outcomes that are fit for purpose and meet or exceed project requirements.

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1.1.1 Quality Assurance The quality system used on the project will comply with the requirements of AS/NZ ISO 9001:2000. A quality management plan will be developed for the project by the project manager in collaboration with the construction manger. The plan will define the requirements and processes for quality management on the project and will be the principal mechanism for ensuring compliance and consistency of completed work on the project. The management plan will include the following: Responsibilities Best practice Continuous improvement Procedures Standards and codes Audit and review Corrective actions Communication The quality management plan is a controlled document and will be reviewed on a regular basis and updated as required. 1.1.2 Quality Control All construction work will be controlled through a site based quality control plan. The key elements of the plan will be: Conformance to the scope of work Compliance with specifications Inspection and testing The quality control plan will be developed by the construction manager in collaboration with the project manager. The plan is a controlled document and will be reviewed as required. 3.6. Site Safety & Loss Control 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. A site safety program will be established and it will be defined and documented in a Project Safety and Health Manual. It shall be administered by the Project Safety Engineer, who will advise the Chugach Electric Project Manager and the OE Assistant Project Manager whenever site personnel and construction workers are not following the requirements of the manual or abiding by OSHA safety regulations. PRB Developers will be responsible for the following activities: Administer the site safety program as documented in the Project Safety and Health Manual.
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Initiate reports and maintain records as required by PRB Developers insurers and OSHA regulations. Monitor the enforcement of all safety rules and regulations on the project, including but not limited to, the following: Monitoring contractor/subcontractor enforcement of personnel wearing appropriate personnel protective equipment (PPE). Assisting contractor/subcontractors in posting safety signs for hazardous locations. Monitoring contractor/subcontractor performance to ensure compliance with OSHA standards. Monitoring contractor/subcontractor working areas and note any violations of safety regulations. Maintain surveillance of jobsite working practices and conditions, including levels of airborne contaminants, noise exposure, and sanitary facilities. Organize and oversee a Supervisory Safety Committee consisting of the Project Manager, OE Assistant Project Manager, and Project Safety Engineer. Construction Manager to evaluate the performance of the safety program Maintain liaison with contractor/subcontractors on ordering, handling, and controlling hazardous materials. Assist in claim investigations; log claims. Conduct safety and site loss orientation meetings for new site personnel and construction workers.

All contractor/subcontractor workers shall be responsible for compliance with all federal and state laws related to their work as evidenced by a safety plan coordinated with the Project Safety and Health Manual. The Engineering and Construction Contractors and all subcontractors shall implement the following activities in connection with their work in cooperation with Chugach Electric, the OE, and other subcontractors. 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, the provision of sanitary toilet facilities for its employees, and furnish required PPE, safety warning devices, signs, portable fire extinguishers, etc. Determine that equipment used on the SPP meets OSHA regulations. Be responsible for the attendance of all new employees to safety and site loss orientation meetings. Issue safety instruction with all work assignments, supervise weekly safety meetings, and ensure all craft employees are familiar with OSHA regulations.

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3.7.

Environment 1.1.3 Policy

PRB Developers have developed the following Environment Policy that outlines their commitment to environmental protection. Environment Policy Companys Environmental Policy is to maintain a high standard of environmental protection. In maintaining this standard, PRB will take appropriate precautions to minimize any potentially adverse impacts of its activities on the environment, the community and its employees. PRB operates with the belief that strong environmental management is essential to a sustainable business specifically: Ensuring all employees and contractors as necessary to meet our environmental requirements; Assessing the potential environmental effects of our activities and integrating environmental considerations into all aspects of our planning, operational decisions and processes; Communicating with our employees, the community, regulators and other stakeholders in relation to environmental issues; Ensuring the efficient use of resources and the minimization of waste generation and disposal; Progressively rehabilitating areas no longer required for efficient operation using the most practical methods; Maintaining an effective, integrated environmental management system; Ensure continual improvement in environmental performance incorporating advances in environmental, community and technology; Taking appropriate actions to correct any deficiencies identified. PRB Developers acknowledges its environmental responsibilities and ranks them equally with its other business objectives. Environmental management plans are an integral part of the overall planning and management process, and will be reviewed continuously. 1.1.4 Environmental Management Plan A project specific environmental management plan will be developed for the project by the contractor in collaboration with the project manager and HSEC coordinator. The management plan will define the issues and processes for environment protection on the site and may utilize existing MRM procedures where appropriate. The management plan will include the following: Responsibilities Targets and license conditions Training and inductions Communication Procedures and mitigation strategies
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Emergency response Incident investigation and reporting Waste management Vegetation management Surface water Noise Air quality Hazardous goods Mosquitoes

The environmental management plan is a controlled document and will be reviewed on a regular basis and updated as required.

4. Project Execution
4.1. Mobilization The temporary facilities necessary for the execution of the works will be constructed and ready for operation, all necessary resources in respect of staff, labor and construction equipment to start the works will be mobilized in accordance with the mobilization plan and adjusted as required to maintain the work schedule. Mobilization of the personnel for execution of early works will take place immediately. 1.1.5 Temporary facilities

A project specific environmental management plan will be developed for the project by the contractor in collaboration with the project manager and HSEC coordinator. Location and availability of area allotted for temporary facilities will be matched against requirement of all parties with regard to: Site Office space. Store-containers and lay-down areas. Power, utilities and communication facilities. Water supply facilities. First Aid facilities. Safety and security both on-site and offsite. Complete Janitorial Services. All existing resources of PRB Developers shall be available for the support of this Project, including offices, lay down yards, camp sites, manpower and equipment for the immediate commencement of mobilization and construction of the Temporary Site Facilities.

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The Site Offices shall be prefabricated modular units manufacture by us and erected on site and shall be in compliance with local regulations. The Site offices will be fully furnished and well equipped with all requirements of power, communications, sanitary and janitorial services/equipment to make them fully operational with adequate provisions of safety and security. The offices will be maintained in the appropriate condition in line with contractual requirements and International Industry Standards. PRB Developers will arrange and maintain adequate and safe transportation operations for the material, equipment and the project personnel to and from work sites, facilities, camps, etc. Specific and detailed plan will be submitted to OE during execution of the project for approval. A camp with all facilities to accommodate the manpower required for this Project is also readily available with all messing, power, utilities and canteen services made available. 1.1.6 Manpower The project management group, construction management and construction supervision personnel will be mobilized from PRB Developers current projects in region that have been involved in Projects of a similar nature and/or have served satisfactorily for us on previous construction projects. The labor requirements for the project have been determined and majority of personnel required to execute this project will be mobilized from our existing operations. This will enable us to provide an experienced workforce with the knowledge of local standards, method and procedures. The project will be staffed with experienced foremen, having good command in English and good communication skills to lead the craftsmen, maintain closer control and familiarity with the project and to enhance safety. PRB Developers will ensure that any certifications of training are current and up to date for each individual. Following are examples of Certification categories: Welder certification. Rigger Certification. Crane Operator certification. Critical coating certification. Power actuated tools certification (i.e. Hilti gun). Contractor, subcontractor and vendor welding. Scaffolding. Heavy Lifting Others where required

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1.1.7

Construction Equipment The majority of the construction equipment required for the Project is readily available with PRB Developers within the Equipment Division of the Company in Mumbai or on the Projects sites. The estimated equipment for the entire project will be made available on site within the time schedule in order to achieve the work progress. There will be a constant coordination between the project management and the equipment division for with regard to the equipment requirement. Equipment Deployment Schedule shall be submitted during submission of EPC schedule.

4.2.

Engineering PRB Developers will establish an exclusive Team at our Office lead by dedicated Team Leader necessitates the engineering requirement. Understanding the nature, complexity and technicality of the work to be carried out is of the utmost importance. PRB Developers will ensure technical control by deploying qualified and experienced engineering support for each discipline. Continuous checking for conformity with the approved design will be part of the process implemented by the discipline Engineers as well as by the QC department; all drawings, specifications, data sheets, vendor data etc. will be controlled and monitored by the Office Engineers assigned to the Engineering Team; they will log in and log out all technical data and ensure that revisions as received are distributed and old revisions returned for filing to avoid re-work due to drawing changes. This will be coordinated with engineering consultant (OE). Request for Information (RFI) will be raised for any discrepancies encountered in the drawing/technical documents or for any additional information. All data sheets will be prepared and submitted to local Authority for approval prior to release of Purchase Orders. All drawings and technical data will be transferred electronically; distribution in the field will be hard copy. The Technical Team will also be responsible for maintaining as built documentation

1.1.8

Engineering Execution Plan Detailed Engineering activities will be carried out at our Engineering Office. Given the nature of the Project, our Engineering shall depute Engineering Coordinator and discipline personnel viz. Electrical, & Civil for the period of 1 to 4 weeks at the beginning of the Project, for Site basic survey, Data collection / verification of the existing facilities with respective Tender engineering drawings. Both will jointly work to ensure consistency on the verification and approach to be followed for the Projects

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for the proposed facilities. The same shall be periodically forwarded to our Engineering Office to enable them to proceed with detailed engineering. Once the verification and adequacy of the information is available to proceed with engineering, they shall be actively involved in the consistency & progress of the deliverables in line with the Site facilities. However, the Engineering Coordinator will be available for participation in all meetings / resolving all queries with Client during the engineering phase envisaged for a period of 9 to 12 weeks from the beginning of the Project. The Engineering coordinator will attend and will be available for all weekly / monthly coordinator meeting with engineering consultant (OE)

4.3.

Procurement and Material Control All the materials will be unloaded at site, stored in the warehouse, or lay down areas and preserved according to an approved material management procedure and the movement will be controlled using Material Management System. No material shall be issued until inspected and approved by both engineering consultant (OE) and PRB Developers at the time of receipt. All the original material test certificates, shipping documents, inspection formats (OS&D reports), etc. shall be kept with ADDC QA Department with copies available at the warehouse. Support materials will be procured and support fabrication will proceed according to the priority as per the standard support drawings. Erection materials will be issued to the field directly as and when warranted by erection. Material traceability will be ensured according to the agreed procedure. All the materials supplied by PRB Developers will be controlled using the ATS, PRB Developers in-house software.

4.4.

Subcontracting strategy The majority of the scope of work will be carried out by PRB Developers on a direct hire basis. If required to sub-contracted out to third parties will be in accordance with the prior approval of engineering consultant (OE) Each Sub Contractor will be assessed and evaluated prior to award against scope, past and present experience, ability to perform, anticipated work load, knowledge of local conditions and resource availability; Each and every sub contractor will be supervised and managed by PRB Developers and will form part of a seamless organization.

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4.5.

Testing & Commissioning Pre-commissioning will be carried according to the agreed scope and procedures. As the construction scope is initially driven by Sections installation and the delivery of equipment, the focus of attention from 0% to 70% of the construction schedule concentrates on the installation of these materials and equipment components on an area by area basis. However as the progress nears the 70% mark emphasis moves towards the interfacing between the different Sections, such that the completed portions can be prepared for pre commissioning. Pre-commissioning involves interface with other disciplines; it shall be the responsibility of PRB Developers to ensure the smooth integration of all activities to support the construction schedule and arranging the vendor assistance required during pre-commissioning. Specific safety procedures will be developed for pre-commissioning, to ensure that the work force is made aware of which systems are energized and require a work permit prior to working on that system; the control and issue of these work permits will be coordinated and managed by a dedicated area permit controller assigned by PRB Developers. PRB Developers shall ensure the smooth commissioning and Site Acceptance Test in coordination with Vendors for their respective equipments and systems, and in whole as a complete system.

4.6.

Maintenance during Warranty Period (12 months) PRB Developers shall carry out the Maintenance as required in the Contract and shall cover follow;

1.1.9

Corrective Maintenance Urgent reported faults Non urgent reported faults Non urgent faults reclassified as urgent due to the failure of another element of the System Urgent faults shall have response and problem resolution timescales as outlined in the main contract documents. A non-urgent fault shall be any other fault not classified as urgent. A reclassified fault shall be a non-urgent fault, which due to further faults or circumstances results in non-operation. Faults shall be reported and logged as outlined in the specification. Best endeavor to restore the system to full operational status as soon as possible and during the first visit along with make available all spares that may be required to achieve this.
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1.1.10 Routine Preventative Maintenance PRB Developers Shall carry out the Routine Maintenance based on approved program of routine maintenance visits which shall be detailed with dates for each site activity and shall cover the following: Submitted schedule of services, together with the program of the services shall be carried out at each site under routine maintenance. Full maintenance and servicing of the full system as required ensuring the system is maintained at its optimum performance. A daily operational test procedure shall be initiated to ensure that the monitoring system is functioning every 12 or 24 hours according to the level required. Performing all necessary quality checks and completing calibration and set up procedures of all equipment. All equipment shall be tested and adjusted in accordance with the manufacturers recommended instructions.

1.1.11 Problem Reporting, Tracking and Fixing Procedures 24 Hour Fault Service with fault registration service, to which the MSEB can report service faults that is manned or otherwise actively monitored seven (7) days per week twenty four (24) hours per day. System shall be provided for logging and tracking all fault reports in line with the procedures set out as follow. Fault Reporting by MSEB PRB Developers Response Problem (Fault) Resolution Response Times Verification

1.1.12 Reports The PRB Developers shall prepare the following during Service Period: Problem Report Outstanding Problem Report Monthly Reports 1.1.13 Replacement of Spare Parts The PRB Developers acknowledges the availability of spares is essential to maintain the operation of the System. All replacement parts and consumables which are necessary for the Services shall be provided by PRB Developers. The PRB Developers shall, as a condition precedent to the issue of the Certificate of Completion , prepare recommended spare parts list that detail its and its Vendors two (2) years operational recommended spares with price lists.

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5. Project Completion
5.1. Practical Completion Practical completion will be reached when the project works are completed in accordance with the scope and performance criteria and are functionally ready. Achievement of practical completion will be determined and agreed by the project manager, the construction manager. Relevant details of practical completion will be recorded on a certificate of practical completion. 5.2. Handover Following practical completion & Warranty Period, the works will be handed over to the owner for operational purposes. A handover certificate will be prepared and signed by the project manager for acceptance and sign-off by the owner. Any outstanding items of work and an agreed timeframe for their completion will form part of the handover certificate. When all outstanding work is complete the handover certificate will be updated accordingly. Staged handover of completed portions of the work will be determined and agreed by the project manger and the mining manger. 5.3. Close out Project close out occurs when all work has been completed and handed over to the owner. A project review will be carried out by the project director and senior members of the project team, following the handover. The review will identify positive project outcomes and areas for improvement. Key learnings from the review will be captured for incorporation into future work. Feedback on project outcomes and performance will be communicated to individual project team members as appropriate. A project close out report will be prepared by the project manager. The report will include all relevant project outcomes and the results of the project review. All relevant project documentation and records will be archived and/or handed over to the owner.

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Bibliography
1. Chapters on Organization Management by Koontz Odoneal; McGraw Hill Publications

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