About Oryx GTL

ORYX GTL is a Private Shareholding Company. It is a joint venture between Qatar Energy,
with 51% shareholding and Sasol Middle East and India (SMEI), with 49% shareholding. It is a
downstream oil and gas company located in Ras Laffan Industrial City in the State of Qatar.
The company has exper se in the produc on of gas-to-liquids (GTL) products, opera ng
within the energy and industry sector in Qatar.
ORYX GTL has been producing high-quality GTL products, since 2006 by conver ng natural
gas supplied from Qatar’s North Gas Field into synthe c gas, and ul mately into liquid
hydrocarbons using innova ve gas-to-liquids (GTL) technology – the Sasol Slurry Phase
Dis llateTM (Sasol SPDTM) Process.
The final GTL products consist of ultra-low sulphur GTL Diesel used as a blending component
in transport fuel, GTL Naphtha used as feedstock in petrochemical manufacturing, and
liquefied petroleum gas (LPG), used as a hea ng fuel.

MISSION:

Add value to Qatar’s natural resources applying innovative technology

VISION:

Making ORYX GTL a leading and sustainable energy company in Qatar

Sasol Slurry Phase Dis llate TM (Sasol SPDTM) Process.

Sasol Slurry Phase Dis llate Process™ (SPD Process). This is a three-step process. In the first
step, natural gas is combined with oxygen to form a syngas. This syngas is then subjected to
a Fischer-Tropsch conversion to produce a waxy Syncrude.

Speciali es
GTL Naphtha, GTL Diesel, and LPG

Founded
2003
North Field:

The North Gas Field with total gas recoverable about 900 trillion cubic feet (tcf), is
considered to be the largest single non-associated gas reservoir in the world, covering an
area of 6,000 square kilometres. The utilization of this field’s massive reserves has become a
primary national goal to continue the development and prosperity process in the country.

Ras Laffan Industrial City (RLC):

Located 80 km north of Doha, RLC combines the services of modern industrial port,
excellent infrastructure, support services; RLC accommodates a large number of gas-based
industries that relies on reserves of natural gas in the North Gas Field.

Sasol:

“Sasol is an energy and chemicals company. We convert coal and gas into liquid fuels, fuel
components and chemicals through our proprietary Fischer- Tropsch (FT) processes. We
mine coal in South Africa, and produce gas and condensate in Mozambique and oil in
Gabon. We have chemical manufacturing and marketing operations in South Africa, Europe,
the Middle East, Asia and the Americas. In South Africa, we refine imported crude oil and
retail liquid fuels through our network of Sasol convenience centres. We also supply fuels to
other distributors in the region and gas to industrial customers in South Africa. Based in
South Africa, Sasol has operations in 38 countries and employs some 34,000 people.

We continue to pursue international opportunities to commercialise our gas-to-liquids (GTL)

and coal-to-liquids (CTL) technology. In partnership with Qatar Energy, we started up our
first international GTL plant, ORYX GTL, in Qatar in 2007. In 2009, alongside our respective
partners, we retained an economic interest in the Escravos GTL project in Nigeria and made
progress investigating the feasibility of a CTL plant in China and a GTL plant in Uzbekistan.
We also advanced our upstream oil and gas activities in Mozambique, Nigeria, Gabon, South
Africa, Papua New Guinea and Australia.

Formed in 1950, Sasol started producing synthetic fuels in 1955, Sasol is listed on the JSE
Limited in South Africa and the New York Stock Exchange.”
 Lead construc on Supervisor

Job purpose
Supervise the project construc on in safe manner, on me, within budget and as per agreed
quality and specifica on. Coordinate interdepartmental ac vi es to support project
execu on.
Ensure that the project is built safely, promptly, affordably, and in accordance with the
agreed-upon standards of quality and specifica on. In order to facilitate project execu on,
coordinate cross-departmental ini a ves.

Job Accountabili es

1. Strategy Formula on and Implementa on:

(Contribute to the formula on and implementa on of the Department’s
strategy and plans as appropriate to its needs and objec ves.)

Ans Strategy formulation and implementation are the two most crucial levels of the strategic
management process. Strategy formulation consists of making plans and decision making
concerned with growing an organisation's strategic goals and plans. Strategy implementation
includes everything associated with executing the strategic plans. Strategy formulation is an
entrepreneurial activity, primarily based on strategic decision-making, Strategic implementation is
an administrative task, based on strategic and operational decisions. The strategic formulation is
performed ahead of strategy implementation. Strategy implementation is performed once
strategy formulation is completed. Strategy formulation demands several initiatives and logical
skills. Strategy implementation calls for particular motivational and management traits.
Examples of Strategy Formulation and
Implementation
Rahul is a hardworking professional who was recently promoted to the department of XYZ. As a
person who is updated with the latest trends and an excellent technical knowledge, Rahul seems
to be the perfect match for his new role.
Yet, after six months, Rahul finds himself struggling. While his thoughts and ideas are excellent
on paper, they don’t appear to work in practice. His strategy formulation methods are quite good,
but he had trouble implementing them in his work.
Rahul comes into contact with Susan, a life coach. She introduces him to the procedure of
strategy implementation. Though the effects aren’t instant, Rahul starts to look at the clear
advantages of strategy implementation after a year of practising it.
Four years later, Rahul’s track record as the advertising and marketing head impresses
shareholders and earns him the position of Chief Marketing Officer.
This example shows us that Rahul had good strategy formulation techniques but was poor in
executing strategy implementation. Strategy formulation on its own is not enough. Strategy
formulation and implementation go hand-in-hand.

Example of Strategy Formulation

Sports giant Nike gives us an instance of strategy formulation. In the early 2010s, Nike began to
lose its position as the endorsement lead amongst footballers, as competitors like Adidas and
Puma were catching up. To make sure that Nike maintained its distinct appeal, the brand
decided to cross-endorse. They used an athlete from one sport to sell products for another.
Their campaign with Michael Jordan, basketball legend, releasing the Air Jordan line of soccer
kits and apparel was a hit. The football club Paris Saint-Germain (PSG) signed up for the Air
Jordan bandwagon. This helped Nike to gain back its position and overcome its competition.
which is now no longer best, instructed Nike to clean off its opponents. Thus, without strategy
formulation, Nike would not have been able to keep up with the other sporting brands.
 2. Project Planning and Scheduling:
(Review project planning and scheduling for all projects and ensure that
remedial ac ons are taken to avoid construc on slippages.)
Ans, I start by researching the client’s needs and expecta ons for the project. I then create
a meline that includes all of the important dates and milestones for the project, such as
when the team should deliver certain aspects of the project or when they need to complete
specific tasks. I also include buffer me in my schedule so that we have extra me to work
on any unexpected issues that arise during the project.

3. Technical Evalua on? (Review construc on philosophies, i.e., methods

statements, procedures, work execu on plans, specifica ons etc., and par cipate
in the technical evalua on of tenders in order to ensure alignment of the same
with ORYX GTL needs and standards.)
Ans Before starting this stage you will already have assessed and determined the successful
tenderers at the Selection Stage, if one is being used.

Technical and quality evaluation is one of the most important stages of the Procurement
Journey. This stage of the Journey ensures that:

 The Contract Award decision is objective and uses the disclosed criteria
 The decision-making process is fair, transparent and auditable
 Your organisation can demonstrate best value in the tender process.

There are six main sections in most evaluation reports: the introduction, background
information, criteria, evaluation, conclusions, and recommendations
 4. Safety Regula ons:( Ensure that safety regula on for contractors,
project safety plans and QP/State of Qatar's environmental regula ons
are understood and followed by the contractors)?
Ans Safety is a priority in the oil and gas industry, and something I take very seriously. In my previous
role, I made sure my team strictly followed all safety policies and procedures. I held regular safety
mee ngs to discuss new risks or concerns and provided training to ensure everyone was aware of
poten al hazards. I also equipped each team member with the appropriate personal protec ve
equipment and rigorously iden fied, and addressed poten al risks and dangerous condi ons in the
workplace.

 Safety regula on for contractor –

 project safety plans

Contractor shall ensure that all QP project safety related requirements are met from
the conceptual stage of the project through to the design, construc on, installa on
and commissioning stages. Facili es shall be designed and installed in accordance
with the requirements of the Contract and in compliance with the requirements in
the document QP Corporate Fire & Safety Philosophy (QP-PHL-S-001) and other
project specific safety documents
PRELIMINARY CONTRACT HSE PLAN Contractor shall develop a Preliminary Contract HSE Plan
as part of its tender submission to demonstrate that all hazards associated with the work or
services have been iden fied and that adequate control and recovery measures have been
determined. The Preliminary Contract HSE Plan shall cover the contract phases from
mobiliza on through execu on, de-mobiliza on and site restora on, and clearly indicate the
specific procedures and standards to be followed during each phase of the contract.

 Environmental regula on - For each Contract, the Contractor shall be required to

implement an environmental protec on program as part of implementa on of the Contract
HSE Plan. The program shall include but not limited to the defini on of environmental
objec ves, target se ng, implementa on of measures to achieve the objec ves and targets,
 performance monitoring and audi ng to ensure con nuous improvement. The issues in the
following sec ons shall form part of the program. The Contractor shall also conform to all the
environmental regula ons covered in the State of Qatar Decree Law No. 30, 2002 and all it’s
related Execu ve By-Laws and annexes

5. Resourcing? (Direct mely mobilisa on and demobilisa on of

contractors in order to ensure op mal staffing levels.)
PRE-MOBILIZATION INSPECTIONS Contractor shall make available its major equipment/plant
such as earth-movers and li ing equipment to enable concerned QP approved par es to
conduct premobiliza on checks to determine the suitability of the equipment for use in QP
opera ons and projects. Li ing equipment shall be inspected, cer fied and verified in
accordance with the QP Li ing Equipment Technical Regula ons (DOC. NO: QPREG-Q-001).
Only equipment and plant found suitable shall be mobilized and used.
For certain category of work in high-risk environments (e.g., offshore work), equipment,
hand tools, PPE, and scaffolding materials shall be inspected by QP HSE Offshore department
and clearance cer ficate issued prior to mobiliza on to offshore work sites. Without this
clearance cer ficate, Contractor’s equipment/ materials cannot be dispatched to offshore
produc on and construc on project loca ons.

DEMOBILIZATION AND SITE RESTORATION Upon comple on of the Work or Services, the
Contractor shall de-mobilize his equipment, facili es and personnel. Contractor shall restore,
to the sa sfac on of QP, the site including any QP concession area and any premises thereon
used by the Contractor to perform the work or Services. Refer also to Sec on 7.1 of this
document.

6. Construc on Progress Reports? (Review and/or finalise daily and

weekly construc on progress reports and verify contractors’ progress
statements and invoices.)

7. Plant Shutdown? (Ensure that steps are undertaken to minimise plant

shutdown requirements, such as planning and arrange appropriate
coverage during shutdown, Coordinate with shutdown planning team
to ensure smooth execu on of shutdown projects)

Ans A Plant shutdown is a scheduled event that occurs when a refinery or process unit
needs to be taken offline for a predetermined period to perform essen al maintenance,
repairs, or modifica ons.
Some mes referred to as a TAR – shutdowns and turnarounds a highly-expensive planned
period of regenera on in a plant or refinery. During this me, an en re part of the opera on
is off lined whilst plants are inspected and revamped.

8. Construc on Works and Materials? (Inspect construc on works and

materials in accordance with project quality plans, inspec on and test
plans.)
Ans Inspecting construction works and materials involves conducting thorough
assessments to ensure that the construction is in compliance with plans,
specifications, and building codes. Here are some steps involved in inspecting
construction works and materials:

1. Review documents: Begin by reviewing the project plans, specifications, and

contractual requirements. Understand the scope of work, materials to be used, and
any special instructions or quality requirements.

2. Prepare inspection checklist: Develop an inspection checklist that covers all key
aspects of construction, such as foundations, structural elements, electrical and
mechanical systems, finishes, and safety measures. This ensures that inspections
are organized and consistent.

3. Site visit and visual inspections: Visit the construction site regularly and conduct
visual inspections to assess the progress and quality of work. Ensure that workers
are following the approved plans, using the right materials, and following accepted
construction practices.

4. Material inspections: Inspect the quality and suitability of construction materials

by checking the manufacturer's certifications, labels, and markings. Determine if the
materials meet the project specifications and industry standards. This may include
inspecting concrete mixtures, reinforcement steel, plumbing fixtures, electrical
equipment, etc.

5. Testing: Carry out necessary tests to verify the quality and performance of
construction materials. This can involve performing strength tests on concrete, soil
compaction tests, conducting electrical tests, or obtaining material samples for
laboratory analysis.

6. Compliance with codes and regulations: Ensure that construction works comply
with local building codes, regulations, and safety standards. Confirm that the
construction methods follow the approved plans and that all necessary permits have
been obtained.

7. Documentation: Maintain detailed records of inspections, including photographs,

inspection reports, test results, and any non-compliance issues. These records serve
as evidence of compliance and can be used for future reference or in case of
disputes.

8. Coordination with project stakeholders: Communicate and coordinate with the

project team, including contractors, architects, engineers, and regulatory authorities.
Address any non-compliance issues promptly and work together to find suitable
solutions.

9. Final inspection: Conduct a thorough final inspection before project completion to

ensure that all works and materials meet the specifications. Issue a final inspection
report detailing any outstanding items for rectification.

9. Budge ng and Cost Control? (Assist in preparing Projects Sec on

budget and monitoring financial performance versus the budget so that
the business is aware of an cipated costs / revenues.)
Ans This process allows organizations to effectively plan and allocate resources, identify
potential financial risks, and make informed decisions to achieve their project objectives.
In this comprehensive response, we will outline the steps involved in preparing a Projects
Section budget and monitoring financial performance, along with the key considerations
and best practices.

1. Preparing a Projects Section Budget:

a. Define the Scope: Begin by clearly defining the scope of the Projects Section budget.
Identify the specific projects or initiatives that will be included in the budget, along with
their objectives, deliverables, and timelines.

b. Gather Project Information: Collect all relevant information related to each project,
including estimated costs, resource requirements, and revenue projections. This
information can be obtained from project managers, subject matter experts, historical
data, or industry benchmarks.

c. Categorize Expenses: Categorize expenses into different cost elements such as

personnel costs, equipment and supplies, subcontractor fees, travel expenses, marketing
expenses, etc. This categorization helps in better tracking and analysis of costs.

d. Estimate Costs: Estimate the costs associated with each project element based on the
gathered information. It is important to consider both direct costs (e.g., salaries) and
indirect costs (e.g., overheads) while estimating expenses.

e. Determine Revenue Projections: If applicable, estimate the revenues expected from

each project or initiative. This can be based on sales forecasts, market analysis, or
historical data.

f. Consider Contingencies: Include contingency funds in the budget to account for

unforeseen events or risks that may impact project costs. It is advisable to allocate a
certain percentage of the total budget as contingency funds.

g. Review and Finalize Budget: Review the estimated costs and revenue projections for
each project element. Ensure that the budget aligns with the overall business objectives
and financial constraints. Seek input from relevant stakeholders, such as project
managers and finance teams, to validate the budget assumptions. Once reviewed and
approved, finalize the Projects Section budget.

2. Monitoring Financial Performance:

a. Establish Key Performance Indicators (KPIs): Define KPIs that will be used to measure
the financial performance of the Projects Section. These KPIs can include metrics such as
actual costs vs. budgeted costs, revenue generation, profit margins, return on investment
(ROI), etc.

b. Track Actual Expenses: Regularly track and record the actual expenses incurred for each
project element. This can be done through accounting systems or project management
software that allows for expense tracking.

c. Compare Actual vs. Budgeted Costs: Periodically compare the actual expenses against
the budgeted costs for each project element. Identify any significant variances and
investigate the reasons behind them. Variances can be due to factors such as changes in
scope, resource allocation, market conditions, or inefficiencies.

d. Analyse Revenue Generation: Monitor the revenue generated from each project or
initiative and compare it with the projected revenues. Identify any deviations and analyse
the underlying causes. This analysis can help in identifying areas where revenue
generation can be improved.

e. Conduct Regular Financial Reviews: Conduct regular financial reviews to assess the
overall financial performance of the Projects Section. This can involve analysing financial
statements, conducting variance analysis, and identifying trends or patterns that may
impact future budgets.

f. Take Corrective Actions: Based on the analysis of financial performance, take

appropriate corrective actions to address any deviations from the budget. This may
involve reallocating resources, adjusting project timelines, renegotiating contracts, or
 implementing cost-saving measures.

g. Communicate Financial Performance: Regularly communicate the financial

performance of the Projects Section to relevant stakeholders, such as project managers,
department heads, and senior management. This ensures transparency and enables
informed decision-making.

h. Update the Budget: If necessary, update the Projects Section budget based on the
actual financial performance and any changes in project scope or objectives. This helps in
maintaining an accurate and up-to-date budget for future reference.

10. Management Repor ng? (Provide accurate and mely reports to

Projects Manager on key accountability areas highligh ng problems or
opportuni es where applicable to keep him abreast with
regard to func onal performance.)
Ans Management reporting in construction refers to the process of collecting, analyzing,
and presenting relevant information about a construction project's progress, performance,
and financial status to key stakeholders within an organization. It plays a crucial role in
helping management make informed decisions, monitor project outcomes, identify potential
issues, and ensure project success.

Construction projects are complex and involve various stakeholders such as owners,
contractors, subcontractors, architects, engineers, and suppliers. Effective management
reporting provides these stakeholders with accurate and timely information to assess project
performance against established goals and objectives. It enables them to track progress,
identify areas of concern, allocate resources effectively, and take corrective actions when
necessary.

Key Components of Management Reporting in Construction:

1. Project Progress Reporting: This component focuses on tracking the physical progress of
the construction project. It involves collecting data on completed tasks, work in progress,
and planned activities. Project progress reports typically include information on milestones
achieved, tasks completed, delays encountered, and any changes made to the project
schedule. These reports help stakeholders understand the overall project timeline and
identify potential bottlenecks or areas requiring additional attention.

2. Financial Reporting: Financial reporting in construction involves monitoring and

reporting on the project's financial performance. It includes tracking costs incurred, budget
variances, cash flow projections, and overall financial health. Financial reports provide
stakeholders with insights into cost overruns or savings, revenue generation, profitability
analysis, and adherence to budgetary constraints. This information is crucial for decision-
making related to resource allocation, contract negotiations, and financial planning.

3. Risk Reporting: Risk reporting focuses on identifying and assessing potential risks that
may impact the successful completion of a construction project. It involves analyzing various
risk factors such as safety hazards, environmental concerns, regulatory compliance issues,
contractual disputes, design flaws, or unforeseen events like natural disasters. Risk reports
provide stakeholders with an understanding of potential threats and their potential impact
on project timelines, costs, and quality. This information helps in developing risk mitigation
strategies and contingency plans.

4. Quality Reporting: Quality reporting involves monitoring and reporting on the adherence
to quality standards and specifications throughout the construction project. It includes
tracking the performance of materials, workmanship, compliance with building codes, and
adherence to project specifications. Quality reports provide stakeholders with insights into
potential quality issues, non-compliance instances, and corrective actions taken. This
information is crucial for ensuring that the project meets the desired quality standards and
customer expectations.

5. Communication Reporting: Communication reporting focuses on documenting and

reporting all communication related to the construction project. It includes recording
meeting minutes, correspondence, change orders, requests for information (RFIs), and other
project-related communications. Communication reports help stakeholders track decisions
made, actions taken, and agreements reached during the project lifecycle. They serve as a
reference for resolving disputes, clarifying responsibilities, and maintaining a transparent
communication flow among project participants.

Benefits of Management Reporting in Construction:

- Improved Decision-Making: Management reporting provides stakeholders with accurate

and timely information to make informed decisions regarding resource allocation, risk
management, schedule adjustments, and budgetary considerations. It enables them to
identify potential issues early on and take proactive measures to address them.

- Enhanced Project Control: Effective management reporting allows stakeholders to

monitor project progress, financial performance, risks, and quality metrics. It helps them
maintain control over the project by identifying deviations from planned objectives and
taking corrective actions promptly.

- Increased Stakeholder Engagement: Management reporting facilitates effective

communication among stakeholders by providing them with relevant information in a
structured format. It promotes transparency, collaboration, and accountability among project
participants.
 11. People Management? (Is responsible for the achievement of Sec on’s
objec ves through people leadership which includes selling individual
objec ves, managing performance, developing and mo va ng
Employees, provision of formal and informal feedback and appraisal in
order to maximize subordinates and Sec on’s performance. Encourage
Employees to demonstrate key behaviours in order to achieve the set
objec ves)

Ans People Management in construction refers to the process of effectively managing

and coordinating the human resources involved in construction projects. It involves
various activities such as hiring, training, supervising, and motivating the workforce to
ensure the smooth execution of construction projects.

A people manager in construction is responsible for various key tasks, such as:

- Recruiting and hiring skilled workers for construction projects.

- Training and developing employees to enhance skills and overall performance.

- Assigning tasks and responsibilities to the workforce based on their expertise.

- Managing work schedules and ensuring adequate staffing levels.

- Motivating and providing feedback to employees to enhance morale and productivity.

- Resolving conflicts and maintaining a positive work environment.

12. Policies and Procedures? (Is responsible for the development and
oversee the implementa on of opera onal policies, procedures and
controls covering all areas of Construc ons' ac vi es so that all
relevant procedural / legisla ve requirements are fulfilled while
delivering a quality, cost-effec ve service to customers.)
Ans
13.Safety, Quality and Environment? (Ensure compliance to all relevant
safety, quality and environmental management procedures and
controls across the Construc ons Sec on to guarantee employee and
Contractor’s safety, legisla ve compliance, delivery of high-quality
products/service and a responsible environmental a tude. Ensure
Contractors full adherence to the PTW (internal and external) and
ensure Contractors obtain relevant work permits in a mely manner
and as per agreed schedule.)
Ans PERMIT-TO-WORK SYSTEM The Contractor shall be required to obtain Permit-to Work as
per QP PTW procedure for any non-rou ne work such as:- • Hot Work of any type. •Any work
which directly affects the safety of personnel or the opera on of safety/emergency systems, if it
is not part of the well programme requirements. • Disconnec on or opening of any closed
pipeline or vessels containing flammable or toxic materials, if it is not part of the well programme
requirements. • Entry into confined space. • Electrical work of any nature outside daily rou ne
maintenance. • Use of radioac ve materials unless used as part of the well programme
requirements. • Use of explosives, unless used as part of the well programme requirements. •
Non-rou ne maintenance or opera ons. • Drilling Contractors shall implement their own PTW
system a er the worksite QP produc on department has issued the handover cer ficate to
Drilling department. QP PTW system shall be implemented during rigless opera ons and
Simultaneous opera ons (SIMOPS) as per QP document numbers IP-OPS-061and GD-OPS-063.

6.1 Worksite Safety

Operating Authority shall supervise and manage the Operating
safety of a worksite while the Performing Authority is Authority,
executing the work. Performing
Performing Authority shall provide and maintain a safe Authority
working environment that poses no risk to health and
safety of the workers andassets at the worksite.
Operating Authority shall ensure the qualified and
competent person are involved in site work activities
to ensure safe practice are implemented.
All the workplace hazards shall be identified prior to
the submission of the CPW application and any risk
associated with these hazards must be assessed and
managed through effective control measures.
Operating Authority and Performing Authority shall Operating
ensure that the involved work group understands the Authority,
work activities and its limitations and shall comply with Performing
all the work requirements before commencement of Authority
work. The concurring authority shall have the right to
inspect the work area to ensure safe performance
for protectingtheir assets.
 Operating Authority shall obtain the relevant Operating
Environmental approval (New Projects, Renovation, Authority
Expansion and Dewatering) from MME, asapplicable,
after review and endorsement from the respective
Environment division of Industrial Cities HSSE
department.

6.1.2 General Safety

The performing worksite supervisor in conjunction Worksite Supervisor
with the site safety officer / supervisor shall ensure
safe work conditions on the site before allowing
workers to start any work activities.
Prior to the start of the work activities on site, the Site Safety
site safety supervisor shall conduct a tool box talk Supervisor
highlighting the job requirements and limitations,
associated risks and required control measures for
safe execution of the work. All tool box talks shall
be signed by the involved work groups and records
of the tool box talks shall be maintained by the
Performing Authority.
For all work activities, the operating authority Operating Authority
authorized representative shall inspect the
worksite, in coordination with the performing
authority, prior to the approval of the work activities
to ensure that worksite is safe and all
recommended control measures for identified
hazards are in place.
Special attention shall be given to ensure clear Operating Authority
access and egress for the movement of equipment
within the vicinity of the work area to avoid any
damage to existing facilities and/or utilities. Vehicle
barrier units shall be installed where necessary, to
protect existing facilities and/or utilities.
Any concerns on existing facilities which are
noticed during the site inspection shall be reported
to the relevant asset holder and Industrial Cities
permit office for record and further actions are
taken.
The concurring party shall be informed before
starting the work askingfor a site visit to ensure the
agreed safety measures are taken.
In the event of any unforeseen damages to the Operating Authority,
existing utilities during the execution of work, the Concurring Party, Performing
job shall be stopped immediately and respective Authority
Industrial Cities permit office and asset holder of
the affected facilities shall be immediately notified.
All work activities must also be immediately Site Personnel
stopped if there are any changes in the site
conditions which may lead to the development of
hazardous situation.
All site personnel shall immediately leave the work
area until it has been determined that the hazards
have been completely eliminated and/or effectively
controlled.
If possible, all electrical equipment shall be
switched off, radiographic equipment shall be
returned to it designated place and crane loads
shall be put down.
All site workers shall abide to specific work Site Personnel
requirements detailed in the work permit as per the
method statement and JSA as well as safety best
practices.
Performing authority shall ensure that all workers Performing Authority
are trained to act safely during the work execution
and to properly use tools, equipment, and personal
protective equipment relevant to the work activities.
Performing authority shall also ensure that their Performing Authority
work group members are trained in hazard
awareness, familiar with applicable emergency
procedures and familiar with the on-call/ toll free
emergency telephone numbers (135).
14.Con nuous Improvement? (Contribute to the iden fica on of
opportuni es for con nuous improvement of Sec on’s systems,
processes and prac ces taking into account 'interna onal best
prac ce’, improvement of business processes, cost reduc on and
produc vity improvement. Iden fy areas of unsa sfactory
performance, areas of poten al improvement and capitalise upon.)

Ans Continuous Improvement in construction refers to an ongoing process of identifying

and implementing changes and enhancements to improve the efficiency, quality, safety,
and overall performance of construction projects. It is a systematic approach that aims to
optimize processes, eliminate waste, reduce costs, enhance productivity, and deliver
better outcomes.

Continuous improvement in construction can be applied to various aspects of the

construction process, including planning, design, procurement, scheduling, resource
allocation, construction methods, quality control, safety protocols, and project
management. Some common strategies and techniques used in continuous
improvement include:

1. Process Mapping: Process mapping involves visually representing the steps involved
in a particular process or workflow. By mapping out processes in detail, construction
teams can identify bottlenecks, redundancies, and areas for improvement. This helps in
streamlining processes and eliminating unnecessary steps or activities.

2. Root Cause Analysis: Root cause analysis is a problem-solving technique used to

identify the underlying causes of issues or problems. By analyzing the root causes of
problems such as delays, errors, or accidents on construction sites, teams can develop
targeted solutions to prevent similar issues from occurring in the future.

3. Kaizen: Kaizen is a Japanese term that means "continuous improvement." It refers to

the practice of making small, incremental changes on a regular basis to improve
processes and outcomes. Kaizen encourages all members of a construction team to
contribute ideas for improvement and fosters a culture of continuous learning and
innovation.

Continuous improvement in construction has numerous benefits for all stakeholders

involved, including owners, contractors, subcontractors, architects, engineers, and
workers. Some of the key benefits include:

- Enhanced Efficiency: Continuous improvement helps in identifying and eliminating

inefficiencies and bottlenecks in construction processes. This leads to improved
productivity, reduced project duration, and increased overall efficiency.
- Improved Quality: By continuously evaluating and enhancing construction practices,
the quality of workmanship can be improved. This results in fewer defects, rework, and
customer complaints.

- Enhanced Safety: Continuous improvement also focuses on identifying and mitigating

safety risks on construction sites. By implementing better safety protocols, providing
training, and improving communication, the number of accidents and injuries can be
reduced.

- Cost Reduction: Through continuous improvement efforts, construction companies can

identify opportunities to reduce costs by eliminating waste, optimizing resource
allocation, and improving productivity. This can lead to significant cost savings over time.

In conclusion, continuous improvement in construction is an ongoing process that aims

to optimize construction processes, enhance quality, improve safety, and reduce costs. It
involves adopting Lean principles, utilizing strategies such as process mapping and root
cause analysis, and fostering a culture of continuous learning and innovation. By
embracing continuous improvement practices, construction companies can achieve
better project outcomes and deliver value to all stakeholders involved.
KEY PERFORMANCE INDICATORS

1. Zero harm environments maintained

Ans To achieve a zero-harm environment, construction companies must
prioritize safety at every stage of a project, from planning and design to
execution and maintenance. This involves creating a culture of safety,
implementing robust safety policies and procedures, providing adequate
training and supervision, and continuously monitoring and improving safety
performance.

In summary, a zero-harm environment in construction is achieved through a

combination of proactive measures such as risk assessments, effective
communication, ongoing monitoring, supportive reporting culture,
compliance with regulations, and continuous improvement. By prioritizing
safety at every stage of a project, construction companies can create an
environment where accidents, injuries, and fatalities are eliminated.

2. As built drawings match construc on pa erns

Ans To ensure that as-built drawings match construction patterns in construction,
several steps can be taken. These steps involve careful documentation,
verification, and coordination between various stakeholders involved in the
construction process. The following is a comprehensive guide outlining the steps
to check as-built drawings against construction patterns:

1. Initial Documentation: The first step is to ensure that accurate and detailed
documentation is maintained throughout the construction process. This includes
keeping records of all design drawings, specifications, and any changes made
during construction. It is crucial to have a clear understanding of the intended
design and any modifications that may have occurred during construction.

2. Regular Site Inspections: Regular site inspections should be conducted by

qualified personnel to monitor the progress of construction and ensure
compliance with the design intent. During these inspections, it is important to
compare the actual construction with the as-built drawings to identify any
discrepancies or deviations.

3. As-Built Drawings Preparation: As construction progresses, it is essential to

update the as-built drawings accordingly. This involves incorporating any changes
or modifications made during construction into the drawings. The updated
drawings should accurately reflect the final built condition of the project.

4. Verification of Measurements: To ensure accuracy, measurements of critical

elements such as dimensions, elevations, and alignments should be verified
against both the design drawings and the as-built drawings. This can be done
using precision instruments such as laser levels, total stations, or GPS devices.

5. Coordination with Subcontractors: Construction projects often involve

multiple subcontractors responsible for different aspects of the work. It is crucial
to coordinate with these subcontractors to ensure that their work aligns with the
design intent and as-built drawings. Regular communication and site meetings
can help address any discrepancies or issues promptly.

6. Quality Control Checks: Quality control checks should be carried out at

various stages of construction to verify that materials, finishes, and installations
meet the specified standards outlined in the design drawings. Any deviations
should be documented and rectified to ensure compliance with the as-built
drawings.

7. Final Walkthrough and Punch List: Before considering the project complete,
a final walkthrough should be conducted to inspect all aspects of the construction
against the as-built drawings. This includes checking for any outstanding work,
deficiencies, or discrepancies that need to be addressed. A punch list is typically
created to document these items and ensure their resolution before project
handover.

8. Third-Party Inspections: In some cases, third-party inspections may be

required to provide an unbiased assessment of the construction's compliance
with the design intent and as-built drawings. These inspections can help identify
any discrepancies or non-compliance issues that may have been overlooked
during the construction process.

9. Documentation Review: Once the construction is complete, a thorough

review of all documentation, including the as-built drawings, should be
conducted to ensure accuracy and completeness. This review should involve
cross-referencing the as-built drawings with other project documents such as
specifications, contracts, and change orders.

10. Ongoing Maintenance and Updates: After project completion, it is

important to maintain accurate records of any future modifications or renovations
made to the building. These updates should be reflected in the as-built drawings
to ensure they remain an accurate representation of the current state of the
construction.
In conclusion, checking that as-built drawings match construction patterns
requires meticulous documentation, regular site inspections, verification of
measurements, coordination with subcontractors, quality control checks, final
walkthroughs, third-party inspections if necessary, and ongoing maintenance and
updates. By following these steps, construction professionals can ensure that as-
built drawings accurately reflect the constructed reality.