Project Execution Plan MIDAS - alheembouw.be
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Cargill NV Moervaartkaai 1 9042 Ghent Project Execution Plan MIDAS
Transcript of Project Execution Plan MIDAS - alheembouw.be
Cargill NV Moervaartkaai 1 9042 Ghent
Project Execution Plan
MIDAS
Rev. Date Rev. Description Made By Checked Approved
0 05.05.2020 Marco Tischer
1. Contents
1. Purpose of the Plan ............................................................................................................... 5
2. General Outlines .................................................................................................................... 5
2.1. Project frame ............................................................................................................................ 5
2.2. Abbreviations / Definitions ...................................................................................................... 5
2.3. List of tables ............................................................................................................................. 6
2.4. Table of Figures ........................................................................................................................ 6
3. Project Information ............................................................................................................... 7
3.1. Project Description ................................................................................................................... 7
3.2. Project Objectives ..................................................................................................................... 7
3.3. Main project Risks and Challenges .......................................................................................... 8
3.4. Site Conditions .......................................................................................................................... 9
4. Project organization .............................................................................................................. 10
4.1. General .................................................................................................................................... 10
4.2. Project Organization PDP III................................................................................................... 10 4.2.1. Greenfield [GF] ................................................................................................................ 10 4.2.2. Brownfield [BF] ............................................................................................................... 11 4.2.3. Others .............................................................................................................................. 12
4.3. Project Organization PDP IV .................................................................................................. 13 4.3.1. Greenfield [GF] ................................................................................................................ 14 4.3.2. Brownfield [BF] ............................................................................................................... 15
4.4. Engineering interface ............................................................................................................. 16
4.5. Contracting strategy .............................................................................................................. 17
4.6. Construction scope ................................................................................................................. 18
4.7. Construction Planning ............................................................................................................ 19 4.7.1. Schedule planning ........................................................................................................... 19 4.7.2. Construction sequence ................................................................................................... 20
4.8. Main organization roles and responsibilities ........................................................................ 20 4.8.1. Key project personnel Organigram ................................................................................ 20 4.8.2. Key project personnel description ................................................................................... 22
4.9. Document control & communication ..................................................................................... 27 4.9.1. SharePoint ....................................................................................................................... 27 4.9.2. How to store /share Minutes of Meetings ..................................................................... 27
4.10. Document Workflow........................................................................................................... 30
4.11. Document numbering ......................................................................................................... 31 4.11.1. Introduction ................................................................................................................. 31 4.11.2. Document Numbers .................................................................................................... 31 4.11.3. Key Codes for Discipline, Discipline Sub-section & Deliverable ................................ 31 4.11.4. Engineering Discipline Key Codes ............................................................................... 32 4.11.5. Engineering Discipline Sub-Section Key Codes ........................................................... 32 4.11.6. Engineering Deliverable Number ................................................................................ 32
4.11.7. Plant Number (Europe: 000-049) ................................................................................ 33 4.11.8. Area Number ............................................................................................................... 33 4.11.9. Line number ................................................................................................................. 35 4.11.10. Sequence number........................................................................................................ 35
4.12. Periodic site meetings ......................................................................................................... 36
4.13. Site-Specific plans ............................................................................................................... 39
4.14. Quality Management ......................................................................................................... 39 4.14.1. Equipment Inspection test plan ITP ............................................................................ 39 4.14.2. Issue log ....................................................................................................................... 41
5. General site conditions ......................................................................................................... 42
5.1. General layout ........................................................................................................................ 42
5.2. Site logistics and access control ............................................................................................. 43
5.3. Temporary site facilities Contractor ...................................................................................... 46 5.3.1. Sanitary facilities ............................................................................................................. 46 5.3.2. Laydown area and warehousing ..................................................................................... 47 5.3.3. Parking ............................................................................................................................. 48
5.4. Environmental aspects ........................................................................................................... 48
6. Attachment 7: Example Site safety inspection ....................................................................... 50
1. Purpose of the Plan The present Project Execution Plan is intended to define the Cargill strategies, in conjunction with all
involved parties, for successfully perform the Services of the MIDAS Project at the Cargill site in
Ghent, Belgium.
2. General Outlines
2.1. Project frame Cargill PDP is a gated process that ensure better information early to drive better business decisions.
The project development is consequently divided in several phases from its initiator up to its
completion:
• Phase 1 Explore
• Phase 2 Develop
• Phase 3 Plan
• Phase 4 Implement
• Phase 5 Measure
2.2. Abbreviations / Definitions For clarification purposes, the definitions and acronyms used in the present Project Procedure have
the meaning defined hereafter:
OSBL Outside Battery Limits (Brownfield part/ outside of BDI scope)
ISBL Inside Battery Limits (Greenfield part)
WBS Work Breakdown Structure.
ITP Inspection Test Plan
BPM Build Project Manager
HSE Health, Safety and Environmental
MC Mechanical completion
BOD Basis of design
GF Greenfield
BF Brownfield
MOM Minutes of the Meeting
EBPO Engineering, Build Project Office
CSA Civil, Structural & Architectural
ITP Inspection test plan
CEC Cost Engineering Consultancy
MOC Management of Change
FDS Functional description
2.3. List of tables
Table 1 Site conditions ............................................................................................................... 9 Table 2 Scope assignment different contractor PDP III .......................................................... 10 Table 3 Engineering interfaces, tie in points and involving parties ......................................... 16 Table 4 Key project role, name and phone number ................................................................ 21
2.4. Table of Figures
Figure 1Cargill Risk Management log ....................................................................................... 8 Figure 2 Cargill Ghent location map .......................................................................................... 9 Figure 3 MIDAS Contracting strategy ...................................................................................... 17 Figure 4 Extract MIDAS overall planning with MS Project software ...................................... 19 Figure 5 MIDAS Organigram (visio) ......................................................................................... 20 Figure 6 SharePoint document control MOM - Cargill only ..................................................... 27 Figure 7 SharePoint document control MOM - 3rd party involvement (1) .............................. 28 Figure 8 Sharepoint document control MOM - 3rd party involvement (2) ............................... 28 Figure 9 SharePoint document control - Communication between 3rd parties ...................... 29 Figure 10 SharePoint document control - 3rd party involvement (2) ...................................... 29 Figure 11 Document workflow - Transmittals .......................................................................... 30 Figure 12 Extract Project MIDAS Change request form.......................................................... 40 Figure 13 Extract Project MIDAS Change log ......................................................................... 41 Figure 14 MIDAS Issue log ...................................................................................................... 41 Figure 15 General Ghent site layout including MIDAS laydown areas ................................... 42 Figure 16 Layout Main entrance .............................................................................................. 43 Figure 17 Layout West entrance .............................................................................................. 43 Figure 18 Layout GF portion of MIDAS project ....................................................................... 44 Figure 19 MIDAS ISBL contractor facilities ............................................................................. 46
3. Project Information
3.1. Project Description
Customer Cargill NV Moervaartkaai 1 9000 Ghent
Project MIDAS -Waste & residues based biodiesel plant
Cargill is presented with the opportunity to combine the current VVO biodiesel assets and merchandising activity across Europe with new production capacity based on wastes & residues. In line with the Renewable Energy Directive REDII, Europe will gradually phase-out the VVO based biodiesel increasing the demand for wastes & residues based biodiesel. Having this new plant (100 kt/y) in the Port of Gent, where the current Bioro plant (400 kt/y) is located together with the blending terminal STT (500/kt of throughput/y) will give us another important logistic and blending advantage to remain competitive in the biodiesel market for the coming 10 years. This new plant will enhance the collaboration with GEOS for the supply of about 30% of the total feedstock (fatty acids, wasted oils, spent bleaching oil, UCO) in a strategic location close to several vegetable oil refineries and UCO collectors.
3.2. Project Objectives
Objectives Measures
- Being the most efficient producer of wastes & residues based biodiesel in EU region
Producing and merchandising the full capacity (115 kt/y) Ability of processing multi feedstocks without any Free Fatty Acids (FFA) limitation and with 8% of yield loss. From 135 kt of dirty feedstocks, to 125 kt of clean feedstocks to 115 kt of biodiesel.
- Leveraging the high quality of the biodiesel to serve the bio-industrial sectors where better margins are achievable with the merchandising support of CBI
70% revenues out of biodiesel sales in EU 11% revenues out of the glycerin sales into the bio-industrial sector 7% revenues out of the distillation residue sales into the bio-industrial sector 7% revenues out of the bio-solvent sales into the bio-industrial sector 5% revenues out of the Belgian Double Counting premium market
3.3. Main project Risks and Challenges The main risks and challenges will be duly identified and with a continuous follow up, in the weekly
Cargill Build Team Coordination Meeting, reported in the corresponding Excel file as shown below.
The team needs to define impact, probability, priority and resulting cost, scope and schedule impact.
Figure 1Cargill Risk Management log
Agreed risks and challenges will be stored on the SP for shared access by all involved parties.
MIDAS - Risk Management SP
Project Mgmt Area:
Risk #Date
Identified
Internal
versus
External
Impact Probability Risk PriorityCost
Impact
Scope
Impact
Schedule
Impact Mitigation Action Attention Risk Owner
Range
Cost
Impact
($1000)
Range
Schedule
Impact
(Wks)
1 01.03.2020 Both High High High High Low HighWork with Legal departments to find solution
to IP clauses etcEscalated Johan D.
$100-
$10005-10
2 (Insert Date) (Select) (Select) (Select) (Select) (Select) (Select) (Insert Text) (Select) (Insert Name) (Select) (Select)
MIDAS - Risk Management
MIDAS
Phase III - Plan
Project Name:
Date:
Project Sponsor:
Project Manager:
Project Phase:
Risk Description
Contract decision delay, delay of long lead items order can delay entire
project schedule
(Insert Text)
Build Project
Build Project Manager
3.4. Site Conditions
Figure 2 Cargill Ghent location map
Table 1 Site conditions
Elevation Above Sea Level Roughly 3 meter above the sea level. Ambient Air Pressure 1013 mbar Ambient Air Relative Humidity
Min: 25 % Max: 100 % Average: 70 %
Ground Wind Velocity Max: 27.7 m/s Average: 4.44… m/s Predominant Direction: South West
Ambient Air Temperature (with frequency in a year)
Min: -20 °C, Max: 40 °C, Average: 11 °C
Distance From Sea ~ 30 km
Location Characteristics Industrial
Earthquake zone type Eurocode 8 zone 1 Once per 50 a / >5 on Richter
Flooding None with the canal next door
Latitude 51.13° North
Longitude 3.78° East
4. Project organization
4.1. General MIDAS is a combined brown – and greenfield project with multiple turnkey portions under EBPO
management and support. Following Cargill’s PDP gated process the described project organization
below, is divided into the different project phases. PDP III organization during detailed engineering,
PDP IV organization during Implementation.
4.2. Project Organization PDP III Detailed engineering is incumbent to several engineering and consultant parties:
Table 2 Scope assignment different contractor PDP III
RepCat Utility Building
Tank Farm & Piperacks
OSBL Waste Water
Fire Protection FPC
Civil
VK Engineering Architectural
Structural
Piping
BDI BOM Waterleau
Process
EIA Agidens
Management and support of interfaces between these parties is in responsibility of Cargill. Outcome
of the detailed engineering phase will be a specific package, covering 100% of the project scope. The
design parameters allow the preparation of RFQ packages to be send out to qualified
vendors/contractors, under controlling and support of Cargill Procurement. Received responses/
offers will then allow to finalize and validate the overall project budget with high accuracy.
Greenfield [GF] Activities within this section are considered to be Inside Battery limit (ISBL). An overview of the Ghent site can be found in section 5. In the following the main parties involved in the GF portion of the MIDAS project are listed.
BDI
The main engineering and technology provider BDI will design, procure, erect and commission the new installed equipment.
The portion of this EPC contract (civil portion is excluded and will not be conducted by BDI) consist of the installation of equipment within the Process- and Utility Building, Pretreatment, truck loading and unloading, the erection of tanks in both tank farms, electrical and instrument installation throughout the entire greenfield site as well as process and utility related piping, tracing and insulation needs.
In addition to the activities above BDI will design, implement, test and validate all automation requirements within the ISBL portion of the project, as specified within the frame of the BOD and contract.
VK Engineering
The local engineering consulting firm VK is in charge of civil, structural and architectural design of the greenfield portion. In cooperation with BDI the scope of VK is the design of process and utility building structures, foundations, truck and barge loading/unloading and logistic building, interconnecting pipe racks, walkways and streets.
Based on the design of VK, the package will be handed over to a civil contractor, which has to be defined during PDP IV. In addition the planning and design of temporary and permanent personnel facilities, control and lab room, construction site infrastructure are part of VK’s scope as well. .
FPC RISK
Fire-fighting system throughout the entire site including brown- and greenfield will be designed and commissioned by Belgium company FPC Risk. Close cooperation with all other engineering parties is strictly needed during the project to avoid interferences.
Based on the design of FPC Risk, the package will be handed over to an installation contractor that will be defined in PDPIV.
Brownfield [BF] Activities within this section are considered to be Outside Battery limit (OSBL). All OSBL activities executed by the contractor require good coordination with different project parties and in addition with Plant operations as portions of this area remain under control of the Plant. Involved parties of the BF portion are listed as following:
BOM Engineering
Due to the existing Ghent site, services can be shared between new and existing structures. BOM engineering is responsible of planning and designing interfaces between BF and GF areas within the MIDAS project. Part of this package are shared utilities such as nitrogen, compressed air, water supply and new connections needed like natural gas and chemical supply.
In addition BOM is planning OSBL piping towards barge loading/ unloading, transfer to OTG terminal and the discharge of waste water. Based on the design of BOM, the package will be handed over to a piping contractor, which has to be defined during PDP IV.
Waterleau
Waterleau engineering will be acting as EPC contract (civil portion is excluded and will not be conducted by Waterleau) for the future Cargill Ghent waste water treatment. The existing system will not meet future requirements and needs to be renewed/ adapted. Main goal is to reuse as much existing infrastructure and building the new equipment while keeping the current process running until a final switch over.
Agidens
Agidens Infra Automation NV is defining the high level scope for the EIA [Electrical / Instrumentation / Automation] works outside the battery limit of the GF portion of the MIDAS project. The scope of Agidens includes medium voltage distribution, sit electrical power facilities, Lighting, installations around the new logistic building and weighbridge, Access control and camera networks as well as the extension and integration of the new project parts in existing fiber and fire protection networks. Based on the design of Agidens, the package will be handed over to an electrical contractor, which has to be defined during PDP IV.
Others In addition to the mentioned above the following firms are involved in engineering and consulting scopes during PDP III.
Waterlink
The neighboring company Waterlink will provide process water in certain qualities for the future MIDAS needs. The scope includes the design and installation of a supply line until the defined turnover point within Cargill premises. Waterlink is already a known contributor to the Ghent site, as the existing plant is already sharing synergies.
Prolink Engineering
Prolink will support all project parties in regards of process automation and will ensure, that all
Cargill guidelines and requirements will be fulfilled within the turnkey packages. During PDP III
Prolink defines the BOD for Automation and a dedicated Automation lead is the main point of
contact of all parties in regards of Automation. This support will be enhanced throughout the
following project phases.
Cost Engineering Consultancy
Cost Engineering Consultancy [CEC] is supporting the MIDAS team in activities as estimating, cost
control and cost forecasting. The databases and expertise of CEC will be used to validate the
estimations and offers of different contractors. The information allows to finalize and validate the
overall project budget with high accuracy.
AirLiquide
As already in use on site, AirLiquide will also be the future as provider for liquid Nitrogen. AirLiquide
will design and adapt the current system to meet the new requirements of the new process.
4.3. Project Organization PDP IV The site construction effort represents a large part of the project cost, and the way the effort is executed has a significant influence over the ultimate cost and completion date of the project. A key function of the Project organization in PDP IV must therefore be the effective HSE environment, quality, scheduling and sequencing of the work as well as the efficient use of methods, techniques, tools, equipment, and qualified workforce to perform the work. The key sections described below are the critical elements of the project execution plan as determined and agreed to by all team members. Several areas of the plan will require further development and input from the team members. As the project progresses the project team and Contractor representatives will focus on finalizing those elements of the construction execution plan.
The objectives of the construction effort on the plant project include:
Health, Safety and Environmental Objectives
Design, procure and construct the facility in compliance with the applicable health, safety and environmental regulations with zero incidents and accidents. (Zero tolerance)
Schedule Objectives
On time achieving Mechanical Completion [MC] for the project within the specified milestones.
Cost Objectives
Complete the detailed engineering, procurement services and construction management & commissioning services within the budget that is agreed with Cargill and adhere to the established change management procedure.
Quality Objective
Produce quality designs and facilities that are "fit-for-purpose", in accordance with Cargill specifications
The project team has reviewed the project independently in numerous joint sessions in order that each member understands the project baseline, project objectives, and their specific scope and responsibilities. More importantly, the Construction team shall clearly understand the importance of sequence and timing through the entire project - from equipment and material deliveries through civil works and mechanical completion. The construction execution sequence has been developed and recorded in a project schedule, that considers the scope of each Sub/Contractor and the timing, space and resources needed to accomplish their specific tasks.
Greenfield [GF] Activities within this section are considered to be Inside Battery limit (ISBL). During construction, this area will be fenced and will be under full control of the contractor, including all HSE requirements. A separate access control system to enter this area will be put in place and will be managed by Cargill. Plant Operations and the Project Team will audit on a daily basis the construction activities of the contractor to ensure compliance with the Cargill Ghent leading practices. Formal inspections related to Site Safety (see attachment 1) and Housekeeping (Housekeeping-Plan ) will be performed on a regular basis. Involved parties if the GF portion are listed as following
BDI
The main engineering and technology provider BDI will design, procure, erect and commission the new installed equipment.
The portion of this EPC contract (civil portion is excluded and will not be conducted by BDI) consist of the installation of equipment within the Process- and Utility Building, Pretreatment, truck loading and unloading, the erection of tanks in both tank farms, electrical and instrument installation throughout the entire greenfield site as well as process and utility related piping, tracing and insulation needs.
In addition to the activities above BDI will design, implement, test and validate all automation requirements within the ISBL portion of the project, as specified within the frame of the BOD and contract.
VK Engineering
Unlike BDI, VK will not be in charge of construction but will stay as local CSA lead in the project organization during PDP IV (see 4.8.1) to work closely with the awarded civil contractor. In collaboration with the Cargill construction lead, VK will consult both parties in questions regarding CSA throughout the project
Civil Contractor
TBD
FPC RISK
As mentioned before in PDP III, fire-fighting system throughout the entire site including brown- and greenfield will be designed and commissioned by Belgium company FPC Risk. Close cooperation with all other engineering parties is strictly needed during the project to avoid interferences.
Based on the design of FPC Risk, the package will be handed over to an installation contractor.
Fire Fighting Installation Contractor
TBD
Brownfield [BF] Activities within this section are considered to be Outside Battery limit (OSBL). All OSBL activities executed by the contractor require good coordination with different project parties and in addition with Plant operations as portions of this area remain under control of the Plant. The activities of the contractor in the OSBL area falls under the standard Plant work permitting system. Involved parties if the GF portion are listed as following:
BOM Engineering
Due to the existing Ghent site, services can be shared between new and existing structures. BOM engineering is responsible of planning and designing interfaces between BF and GF areas within the MIDAS project. Part of this package are shared utilities such as nitrogen, compressed air, water supply and new connections needed like natural gas and chemical supply.
In addition BOM is planning OSBL piping towards barge loading/ unloading, transfer to OTG terminal and the discharge of waste water. Based on the design of BOM, the package will be handed over to a piping contractor.
BOM will not be in charge of construction but will stay with consulting function in the project organization during PDP IV, to work closely with the awarded civil contractor. In collaboration with the Cargill construction lead and the Cargill piping lead, BOM will consult both parties in questions regarding OSBL piping throughout the project.
OSBL Piping contractor
TBD
Waterleau
Waterleau engineering will be acting as EPC contract (civil portion is excluded and will not be conducted by Waterleau) for the future Cargill Ghent waste water treatment. The existing system will not meet future requirements and needs to be renewed/ adapted. Main goal is to reuse as much existing infrastructure, building the new equipment while keeping the current process running until a final switch over.
The scope of Waterleau consist of the installation of equipment within the waste water treatment instrument installation as well as process and utility related piping.
In addition to the activities above Waterleau will design, implement, test and validate all automation requirements within the ISBL portion of the project, as specified within the frame of the BOD and contract.
Excluded from the portion of Waterleau is the electrical installation which will be handed over to an awarded electrical contractor but based on the design of Waterleau. In addition Waterleau is providing a Functional description [FDS] for automation software, which will than be implemented by Prolink in a later stage of the project.
Agidens
Agidens Infra Automation NV is defining high level scope for the EIA [Electrical / Instrumentation / Automation] works outside the battery limit of the GF portion of the MIDAS project. The scope of Agidens includes medium voltage distribution, sit electrical power facilities, Lighting, installations around the new logistic building and weighbridge, Access control and camera networks as well as the extension and integration of the new project parts in existing fiber and fire protection networks. Based on the design of Agidens, the package will be handed over to an electrical contractor.
As Agidens is a well-known contractor and employees are highly familiar with the Ghent site, they will stay with consulting function in the project organization during PDP IV, to work closely with the awarded electrical contractor. In collaboration with the Cargill construction lead and the Cargill EIA
lead, Agidens will consult both parties in questions regarding OSBL electrical installations throughout the project.
OSBL Electrical contractor
TBD
A detailed list of the assigned scope of each contractor is available on the MIDAS SharePoint under
the following link:
MIDAS- Detailed scope
All site activities will be executed according the Cargill Ghent leading practices. These practices are described in the different tenders and are available on the SharePoint.
4.4. Engineering interface Except for the civil design and erection of the buildings (engineering by VK) as well as the work packages defined as OSBL, the EPC contract Contractor BDI is responsible for the full design and engineering of the project (including the implementation of information coming from OSBL contractors). BDI will organize and will be part of design reviews (3D model reviews, PID reviews, HAZOP,..) with Cargill to ensure the design is in accordance with the Cargill Best Practices.
The EPC contractor will prepare a tie-in list and will design the tie-in points in cooperation with the OSBL engineering contractor BOM, to ensure the connection of BDI equipment to the existing and new Utilities/ loading and unloading lines. Interfaces between ISBL and OSBL are as follows:
Table 3 Engineering interfaces, tie in points and involving parties
Medium Tie in point Involved parties
Crude oils supply T 001 / T 301 BDI / BOM Methanol supply T 002 / T 302 BDI / BOM Biodiesel T 004 / T 304 BDI / BOM Cooling tower water supply T 005 / T 305 Waterlink / BDI / BOM Natural Gas T 011 / T 311 BDI / BOM Process water T 012 / T 312 BDI / BOM Waste water T 017 / T 317
T 035 / T 335 BDI / BOM / Waterleau
Compressed air T 022 / T 322 BDI / BOM Nitrogen T 025 / T 325 AirLiquide / BOM / BDI Potable water T 029 / T 329 BDI / BOM Phosphoric acid T 043 / T 343 BDI / BOM Sodium hydroxide T 045 / T 345 BDI / BOM ---
All interfaces will be designed and executed in close collaboration with Plant operations.
4.5. Contracting strategy
Figure 3 MIDAS Contracting strategy
All site activities will be executed according the leading practices approved by the applicable Business Unit for this project CASC EMEA. In addition in some cases further leading practices (approved by different business units) have been issued, which are seen as non-binding but as recommendation. These practices are described in the different tenders and are available on the SharePoint.
4.6. Construction scope Unless otherwise stated in the Basis of design [BOD] and the detailed scope, below construction
activities are part of the scope of the contractors.
Civil
- Foundation works for buildings, tank farms, utilities, loading/ unloading bays, WWT - Trenches for MV cabling and gas, foundation for pipe racks - Access roads and Infrastructure - Drainage
Structural / Architectural
- Building for Utilities (including boiler room, catalyst unloading/dosing, MCC & control room)
- Building for Fat-Pretreatment
- Building for RepCat-Process
- Building for new MCC tank farm 1
- Building for Logistics
- Building for truck loading/ unloading
- Building for WWT
- Pipe racks, stairs, railings, walkways and ladders
- Penetrations (incl. fire proof and gas tight sealing where needed)
Mechanical
- RepCat process equipment (incl. catalyst unloading/dosing/ Fat-Pretreatment)
- Utility Building equipment
- Tanks
- Bio Filter
- Transformers
- MCCs
- Waste water equipment
- Cooling tower
- Installation of piping including supports, valves & specialty items
- Installation of secondary equipment.
- Installation of insulation
- All erection and installation materials as needed
Electrical, Instrumentation Automation
- Cabling and tray installation
- Compressed air supply to users
- Instrument installation
- Installation of tracing
- Installation, testing, validation of Automation
- Labeling
Miscellaneous
- Scaffolding
- Logistics, delivery and lifting equipment
- Safety requirements throughout all project phases
- Labeling
The updated version of the BOD and the detailed scope is available on the MIDAS SharePoint.
MIDAS Basis of Design
MIDAS Detailed scope
4.7. Construction Planning
Schedule planning In order to ensure the planning and controlling of the project timeline an overall project schedule is
generated using MS Project software. The schedule is covering all defined deliverables and
milestones of all project phases. All involved parties starting of PDP III have to generate a planning
which will be integrated in the overall schedule, showing target dates of engineering deliverables.
Figure 4 Extract MIDAS overall planning with MS Project software
During PDP IV, every contractor needs to provide a milestone and deliverable schedule which will
also be combined to the overall schedule and be used to track project progress. Schedule and project
progress will be reviewed during the weekly contractor coordination meeting and the schedule
review meeting (minimum biweekly). The attendance of the construction manager of each
contractor and the Cargill construction lead is mandatory for the coordination meeting. In order to
help aligning the multiple schedule by each party into a single overall schedule, the assistance of a
hired planner is considered beginning of PDP IV.
The Schedule is stored on the MIDAS SharePoint is can be accessed following the link below:
MIDAS Overall Schedule
Construction sequence Site logistics and installation phasing are critical in any construction project. Scheduling and sequence
analysis ensures that phasing is streamlined, and identifies potential conflicts in the timeline.
All contractor need to provide a construction sequence plan ahead of their mobilization. This allows
the integration of tasks in the overall project schedule. Critical paths and conflicts can so be identified
and need to be discussed frequently in the contractor coordination meeting and the schedule review
meeting. The attendance of the construction manager of each contractor and the Cargill
construction lead is mandatory.
Cargill needs to be informed in written about any occurring changes to the anticipated construction
sequence. A reevaluation about the accuracy of the planning will be done by the project team during
the periodic site meetings. Possible action items or risks as a result of this review will be documented
in the action log or risk register.
The design and therefore the construction of the main buildings is based on the fact, that the CSA
construction can begin way earlier as the mechanical installation. These is reducing the total
headcount on site at the same time and is an improvement in safety and schedule optimization.
4.8. Main organization roles and responsibilities
Key project personnel Organigram
Johan Dreprez
Build Project Manager
Marco Tischer
Engineering & Construction Lead
Katleen Van Rossem
Environmental Lead
Martin Kleber
Manufacturing Technology Lead
Andreas Vanden Baviere
FSQR Lead
Jonas Uytdenhouwen
Process Safety Lead
Olivier Maere
Maintenance & Reliability Lead
Jonas Uytdenhouwen
Commissioning Lead
Len Willemsen
Operations Lead
Steven Matthijys
Project User
Davy Tanghe
Finance Lead
Cargill MTL & SME
Ingo Höller
BDI Project Manager
Ingomar MaunzProcess Enineering BDI
Martin PauschProcess Engieering VTU
Wolfgang SchützPlant Engineering BDI
Bernhard DeutschmannElectrical Engineering
Civil ContractorProject Manager
NameTitle
NameTitle
NameTitle
Fire FightingProject Manager
Piping ContractorProject Manager
NameTitle
NameTitle
NameTitle
WaterleauProject Manager
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
Greenfield Brownfield
Luc De Maesschalk
Automation Review
Michael van Esbroek
Layout & Piping Review EBPO
Wim Vermeesch
Layout & Piping Review Local
Michael van Esbroek
Mechanical Review EBPO
Bart Cautreels
Electrical Review
Bart Cautreels
Instrumentation Review
Barry Van Gills
Process Review Energy
Wim Vermeesch
Mechanical Review Local
Hakan Yardimci
CSA Review EBPO
Phillipe Van Daele
Safety Officer
Jonas Uytdenhouwen
Process Review Local
Local Review Team Ghent
Contractor Contractor
Bart Cautreels
Electrical & Instrumentation Lead
Joakin Kirschen (VK)
Civil Lead
Michael van Esbroek
Mechanical Lead
TBD
Structural LeadTitle
Stijn Noppe (Prolink)
Automation LeadMichael van Esbroek
Piping Lead
Jonas Uytdenhouwen
Process Control Optimization lead
EBPO support
Safety
Ingrid van Geel
EBPO Document control
Melisa Jamakovic
Procurement Lead
Petra van den Bossche
EBPO Admin Support
Giovanni Gianni
Project Manager
Tom Pauwels
Supply Chain lead
Alexis Cazin
Project Sponsor
Katleen Van Rossem
Health & Safety Lead
NameSafety Officer Civil /Process / Utilities
NameSafety Officer Tank Farm
NameSafety Officer OSBL/ WWT / EI
BUEMEA Engineer [EBPO]Cargill Strategic SourcingContractorTBD
Kathleen Louckx
Human Resource Lead
Burak Ovacik
CSSP Lead
Gerward Buiks
Engineering & Construction Lead WasteWater
Gerward Buiks
Construction Lead WasteWater
TBD
Construction lead Civil
Name
Construction Lead EI
Construction lead
Andrew Cooper
Group EIA Lead
Frank Van Der Pal
Group BPMJerry Verbruggen (Vincotte)
Safety Coordinator
NameSafetyGuardI
NameSafety Guard
Eric Van Gelderen
Document Control Local
Kris Vanderhoydonck
EBPO Lead
Evangelos Pyknis
EEHS Lead
Richard Van der Spuij
EPEO Lead
TBD
Planning Reporting
Mark Huget
Cost Control Lead
EBPO Leads
Figure 5 MIDAS Organigram (Visio)
A list of involved personnel is part of the Organigram and can be found on the MIDAS SharePoint
under:
MIDAS - Organigram PDP3
Table 4 Key project role, name and phone number
Function Name Phone number Email Alarm number Security 555 or 0476 666 770
Project Manager Giovanni Gianni [email protected]
Build project manager Johan Deprez (+32) (0) 475 660 228 [email protected]
Engineering Lead Marco Tischer (+32) (0) 473 740 124 [email protected]
Environmental Lead Stephan Ghekiere (+32) (0) 477 220 443 [email protected]
Construction Lead Marco Tischer (+32) (0) 473 740 124 [email protected]
Health & Safety Lead Katleen Van Rossem (+32) (0) 486 503 125 [email protected]
Safety Guard TBD Cargill
Security Guard TBD
FSQR Lead Andreas Vanden Baviere (+32) (0) 933 779 39 [email protected]
Commissioning Lead Jonas Uytdenhouven (+32) (0) 473 523 801 [email protected]
Document Controller Ingrid Van Geel (+31) (0) 164 282 924 [email protected]
Maintenance & Reliability Lead Olivier Maere (+32) (0) 495 911 766 [email protected]
Civil Lead Joakin Kirschen (VK) (+32) (0) 484 763 074 [email protected]
Mechanical Lead Michael van Esbroek (+31) (0) 615 322 033 [email protected]
Structural Lead Hakan Yardimci (+31) (0) 682 477 352 [email protected]
Automation Lead Stijn Noppe (+32) (0) 491 150 876 [email protected]
Electrical & Instrumentation Lead
Bart Cautreels (+32) (0) 498 581 305 [email protected]
Safety coordinator (Contractor) Jerry Verbrugghen [email protected]
Safety Officer Philippe van Daele (+32) (0) 475 552 380 [email protected]
Project Director (Contractor) TBD
Project Manager (Contractor) TBD
Engineering Manager (Contractor)
TBD
Planning (Contractor) TBD
Procurement (Contractor) TBD
Construction Manager (Contractor)
TBD
Process Lead (Contractor) TBD
EHS Lead (Contractor) TBD
EHS Consultant (Contractor) TBD
Piping Lead (Contractor) TBD
Civil Lead (Contractor) TBD
Mechanical Lead (Contractor) TBD
Structural Lead (Contractor) TBD
Automation Lead (Contractor) TBD
Electrical Lead (Contractor) TBD
Instrumentation Lead (Contractor)
TBD
Commissioning + Startup Lead (Contractor)
TBD
Document Controller (Contractor)
TBD
Key project personnel description
Build Project Manager
• Lead: Johan Deprez
• Accountability:
✓ Safe execution of the project ✓ Designing and executing a project that is compliant with requirements from
Cargill Corporate Food Safety and Regulatory Affairs BU and Cargill Environmental, Health and Safety BU
✓ Achieving the technical aspects of the project objectives (scope, schedule, cost)
• Responsibilities: ✓ Leading with a zero injury expectation ✓ Leading the identified technical roles throughout the project ✓ Developing a responsibility matrix for the identified technical roles and
communicating with the project team ✓ Coordinating completion of all Build deliverables throughout each phase ✓ Coordinating and preparing for these reviews throughout each phase: Project
Workshop, Project Definition Rating Index (PDRI), Independent Project Analysis (IPA), Technical, Operational Readiness and Gate
✓ Maintaining control of the technical aspects of the project by measuring performance and taking corrective action
✓ Designing and building a project that meets the operability requirements ✓ Documenting and communicating the technical lessons learned
Engineering Lead
• Lead: Marco Tischer
• Accountability: ✓ Technical engineering and design of the project
• Responsibilities: ✓ Incorporating requirements from Cargill Corporate Food Safety and Regulatory
Affairs BU and Cargill Environmental, Health and Safety BU into the engineering design
✓ Integrating input, best practices and lessons learned from all roles into the engineering design
✓ Ensuring the Process Systems and Control Lead is engaged in the engineering design and engineering deliverables
✓ Ensuring Tartan is informed and aligned with the design of the shop floor integration (manufacturing enterprise system)
✓ Consolidating the engineering deliverables and the conceptual, process and basic design packages in alignment with the project schedule
✓ Supporting development of the engineering estimate ✓ Tracking engineering progress against budgeted estimates ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Commissioning and Startup Lead
• Lead: Jonas Uytdenhouwen
• Accountability: ✓ Checking out equipment, instruments and processes according to the agreed
upon acceptance standards ✓ Ensuring the equipment, instruments and processes are ready for startup
• Responsibilities: ✓ Leading with a zero injury expectation ✓ Implementing safe work processes during commissioning ✓ Developing and executing a commissioning plan for the equipment, instruments
and processes, which includes a schedule (in alignment with the project schedule), required resources and commissioning procedures
✓ Documenting the completion of each item commissioned (equipment, instruments and processes), and transferring the documentation to operations
✓ Identifying, documenting and communicating lessons learned to the appropriate functions
Construction Lead
• Lead: Marco Tischer
• Discipline Lead: Civil (VK/TBD), Structural/Architectural(VK/TBD), Piping (BDI/BOM/TBD), etc.
• Accountability: ✓ Alignment of all construction activities ✓ Safe, timely, high quality and cost-effective construction of the project
• Responsibilities: ✓ Leading with a zero injury expectation ✓ Implementing safe construction processes ✓ Addressing all environmental regulatory compliance requirements during
construction ✓ Integrating efforts with the engineering lead, procurement lead and startup lead ✓ Robust constructability review of the engineering design ✓ Developing contracting and executing strategies ✓ Supporting development of the construction estimate ✓ Tracking contractor progress against budgeted estimates ✓ Managing onsite contractors effectively
Environmental Lead
• Lead: Katleen Van Rossem
• Accountability: ✓ Environmental compliance of the project
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Environmental Lead: ✓ Consolidating the environmental and energy deliverables in alignment with the
project schedule ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Finance Lead
• Lead: Davy Tanghe
• Accountability: ✓ Financial integrity of the project and compliance with internal and external
finance policies
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Integrated Project Plan (IPP) Finance Lead: ✓ Appropriate application of the Commitment Model ✓ Adherence to the commitment approval process ✓ Ensuring appropriate level of analysis on values and costs ✓ Reviewing and validating project metrics ✓ Monitoring costs and results against the commitment projections ✓ Identifying and managing tax requirements ✓ Identifying and managing loan and/or bond requirements
Food Safety, Quality and Regulatory Lead
• Lead: Andreas Vanden Baviere
• Accountability: ✓ Food Safety, Quality & Regulatory compliance of the project
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Food Safety, Quality & Regulatory Lead: ✓ Consolidating the food safety, quality and regulatory deliverables in alignment
with the project schedule ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Health and Safety Lead
• Lead: Katleen Van Rossem
• Accountability: ✓ Human health and safety requirements for the project
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Health and Safety Lead: ✓ Incorporating requirements from Cargill Health and Safety BU into developing
the plan for safe work permits during construction ✓ Consolidating the health and safety deliverables in alignment with the project
schedule ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Human Resource Lead
• Lead: Kathleen Van Louckx
• Accountability: ✓ Human Resource mentoring and coaching to the project team ✓ Staff acquisitions
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Integrated Project Plan (IPP) Human Resource Lead: ✓ Assessing potential impacts of short-term and long-term staffing and labor issues
on corporate reputation ✓ Supporting management of cross business unit and cross-functional
commitments ✓ Developing and executing plans for staff acquisitions that incorporate the needs
of a manufacturing facility (e.g. a sourcing and selection plan, a training plan, a benefits plan)
Maintenance and Reliability Lead
• Lead: Olivier Maere
• Accountability: ✓ The ongoing maintenance of the project ✓ Executing maintenance strategies
• Responsibilities: ✓ Organizing, setting up, qualifying and implementing a maintenance team ✓ Developing maintenance standard operating procedures/work procedures ✓ Providing training to maintenance staff ✓ Ensuring quality work and complying with all standards ✓ Setting up the contact/contract with the predictive maintenance contractors ✓ Owning the Asset capability ✓ Owning the maintenance related 5-S projects and areas ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Manufacturing and Technology Lead
• Lead: Martin Kleber
• Accountability: ✓ Delivering manufacturing process technology with sufficient definition that it
can be engineered, constructed and operated to meet the project objective.
• Responsibilities: ✓ Designing inherently safe processes and technology that will enable compliance
with Corporate Food Safety and Regulatory Affairs requirements and customer requirements
✓ Developing material and energy balances, other process design components and control technologies that will be used to assess options for minimizing environmental impacts and maximizing efficiency opportunities and regulatory compliance obligations
✓ Developing a commercially viable manufacturing process and transferring to operations during startup
✓ Incorporating all manufacturing technology process best practices ✓ Robust representation of the project’s technology in the Conceptual and Process
Design Package deliverables ✓ Preparing the deliverables: Technology Transfer Package and Technology Startup
Plan/Report ✓ Validating the achievement of technology performance during startup ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Operations / Production Lead
• Lead: Len Willemsen
• Accountability: ✓ Transfer of operational information to be engineered, constructed and operated
to meet the project objectives
• Responsibility: ✓ Providing operational safety hazards inherent to the project ✓ Defining the operational root cause for the performance gap leading to this
project ✓ Providing operational input to assist in identifying technology options and
selecting the solution ✓ Providing operating costs, raw material and energy costs ✓ Providing the operability requirements in engineering design reviews ✓ Coordinating and preparing for the Operational Readiness review ✓ Developing operational procedures and training operational personnel in
conjunction with the startup lead ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Procurement lead
• Lead: Burak Ovacik
• Accountability: ✓ Procurement and contracting of goods and services
• Responsibilities: The following responsibilities for the Build template are in addition to those defined as a PPM Integrated Project Plan (IPP) Procurement Lead: ✓ Providing market intelligence for construction materials, labor, equipment and
chemicals ✓ Contracting and procurement of goods and services ✓ Ensuring alignment with the Total Cost of Ownership model ✓ Consolidating the procurement deliverables in alignment with the project
schedule ✓ Integrating efforts with the engineering lead and construction lead ✓ Identifying, documenting and communicating lessons learned to the appropriate
functions
Respective counter parts of contractors have to be identified and added to this list during PDP IV.
Project / Construction Manager BDI
Project / Construction Manager Civil
Project / Construction Manager OSBL Mechanical
Project / Construction Manager OSBL Electrical
Project / Construction Manager Waterleau
Project / Construction Manager FPC
4.9. Document control & communication
SharePoint All major third parties working on the project will have access to their own dedicated subsite within
the Cargill main SharePoint. The contractors and their teams can work in this subsite to prepare all
their engineering deliverables. In addition the SharePoint is used to archive and share Minutes of
Meetings [MOM] with involving parties.
How to store /share Minutes of Meetings - Minutes of Meeting [MOM] are preferable made in OneNote during the meeting - MoM will be archived in pdf file - MoM will not be send out via email - If a third supplier joined the meeting and is not using the SP, the MoM will be send in
exception only to him by email. - For those who wants to receive the MoM , they have to turn on the “Alert me”
button.
Cargill only
- If the meeting only concerns Cargill employees , pdf is stored on the Official Cargill SP in “Build Documentation” folder and in item “150. Meetings & Communications”
Figure 6 SharePoint document control MOM - Cargill only
Third party involvement
- If it concerns a meeting together with an external Third-party the .pdf file is shared on the Official Cargill SP in “Subsites (Externally Shared Content) “ folder
Figure 7 SharePoint document control MOM - 3rd party involvement (1)
- And furthermore under the correspondent supplier in “Meetings” folder.
Figure 8 Sharepoint document control MOM - 3rd party involvement (2)
Communication between Third-Parties
- Only registered members of a Third-party have access to their own SP folder. In order to allow communication between different Third-Parties the folder “Various parties” have been created.
Figure 9 SharePoint document control - Communication between 3rd parties
- To control the document flow, specific folders between different parties have been created as shown below
Figure 10 SharePoint document control - 3rd party involvement (2)
4.10. Document Workflow Deliverables in contractor subsites or the various parties folder, are preliminary documents and do not have a formal issue. Once a formal issue of deliverables is required, the contractor will prepare an electronic transmittal and upload it to the respective subsite folder “Transmittals” as shown below.
Figure 11 Document workflow - Transmittals
The transmittal will be thereby part of the official document workflow. The Cargill document
controller will receive the documents and will distribute according to the “Document distribution and
approval matrix” of the project. The deliverables will be reviewed in accordance to the matrix and
the deliverables will be stamped according to requirements
- Reviewed
- Reviewed with comments
- Approved
- Approved with comments
- Rejected
Only deliverables with the status “Approved” and “Approved with comments” will be stored by the
Cargill document controller on the Cargill main SharePoint site. Rejected deliverables will not be
stored on the main SharePoint site.
PID-reviews, 3D-reviews, SWIFT / HAZOPs or BOD-reviews will be conducted independently from
the transmittal section of the SP in separate meetings.
Below list are the minimum triggers to initiate a formal issue of deliverables by a contractor:
- On contractor’s initiative
- Prior to project reviews (3Dmodel, HAZOP, layouts,…)
- Prior to order equipment
- Prior to start construction activities
The engineering deliverables will be released to the construction organization in a phased approach
as defined in the general schedule.
The Engineering leads will interface with the construction manager and supervisors to ensure an
appropriate handing-over and to ensure the Site construction team is having the correct
understanding of the scope.
4.11. Document numbering According Document number LP72010-08 Projects
Introduction The foundation for this Document Numbering Leading Practice document is the PDP Engineering Deliverable list as well as the Cost Breakdown Structure (CBS) which is used within Cargill globally. For documents without any reference to Engineering Deliverables, the Business Group responsible function or delegate should provide input for the applicable document number.
Document Numbers In case of Greenfield projects (and associated documents), the following structure is applicable.
Description Positions Type
Cargill key code 6 Numeric Plant Number 3 Numeric Area Number 2 Numeric Line Number 1 Numeric Sequence Number 2 Numeric
In case documents are not linked to any area number and line number (AAL) please fill in 000.
In case of Brownfield projects (and associated documents), the local Business Group responsible function should provide input for the applicable document number. The Cargill key code must be added in front of the local document number in all cases (see Chapter 3).
Key Codes for Discipline, Discipline Sub-section & Deliverable The combination of Engineering Discipline, Engineering Discipline Sub-section & Engineering Deliverable will generate the Cargill Key Code. For a complete list of Cargill Key Codes, see the PDP Engineering Deliverable List (owned by Capital Excellence) and linked to the BUILD template.
see document: BPDM3_Lists_Project Keycode Matrix
KKKKKK
Engineering Discipline Key Codes
The Key Codes for engineering disciplines are based on the cost breakdown structure (CBS) defined by Cargill and used globally. The Key Codes have been identified:
10 Process
20 Mechanical
30 Piping
40 Architectural
50 Civil
60 Structural
70 Electrical
80 Instrumentation
90 Automation
100 Multiple - Fire Protection
110 Multiple - EHS, FSQR & IT
120 Multiple - HVAC
150 Project Management, Admin & Controls
Engineering Discipline Sub-Section Key Codes
The Key Code for engineering disciplines Sub-Sections is based on the PDP Engineering Deliverable List (owned by Capital Excellence) and linked to the BUILD template. The Engineering Discipline Sub-Section Key Codes have been identified:
1 BASIS OF DESIGN 2 LISTS & DATASHEETS 3 DRAWINGS 4 TECHNICAL DETAILS FOR BID PACKAGES
Engineering Deliverable Number
The Key Code for the Engineering Deliverable number is based on the PDP Engineering Deliverable List. For a complete list of the Engineering Deliverables, see the PDP Engineering Deliverable List (owned by Capital Excellence) and linked to the BUILD template.
Plant Number (Europe: 000-049) The plant number consists of 3 characters.
Amsterdam Multiseed 001 Rotterdam 015
St. Nazaire 016
Antwerp 003 Salzgitter 017
Barcelona 004 Seaforth 018
Brest 005 Sevilla 019
Brocklebank 006 Cahovka ( Ukraine) 020
Donetsk 007 Podari (Romania) 021
Ghent 008 Novovanninskiy 022
Hamburg 009 Efremov (Russia) 023
Hull 010 Craiova (Romania) 024
Izegem 011 Mainz Bio Diesel 025
Mainz 012 Adony (Hungary) 026
Reus 013 Balikesir (Turkey) 029
Riesa 014 Montoir 032
Area Number The area number consists of 2 characters.
Crush Area - 0-19
Crush Common 01
Seed Handling 02
Preparation 03
Extraction 04
Meal Handling 05
Oil Handling 06
Dry Byproduct Handling 07
Liquid Byproduct Handling 08
Degumming 09
Protein/FDS 10
Projects for Ghent:
108 = Edison
208 = Ganda
308 = Midas
Projects for Izegem:
111 = Savery
Refinery Area - 20-39
Refinery Common 20
Refining (neutralization, acid/water degumming) 21
Bleaching 22
Deodorizing 23
Hydrogenation 24
Blending (Additive Dosing) 25
Modifications - (Dewaxing, interesterification, fractionation, winterization) 26
Byproducts - Fatty Acid/Distillate/Soap stock Processing 27
Loadout 28
Oil Storage 29
Packaging Area - 40-49
Packaging Common 40
Bottling 41
Packaging 42
BioDiesel Area - 50-59
Transesterification 50
Methyl ester Drying 51
Glycerin Pre-Treatment 52
Spare 53
Glycerin Water Evap 54
Spare 55
Glycerin Refining 56
Spare 57
Spare 58
Tank Farm & Loadout 59
BioDiesel - 2 Area - 60-69
BioDiesel Common 60
Esterification / Transesterification 61
Methanol Recovery 62
Methyl ester Distillation 63
Glycerin Separation 64
Vacuum system FME drying/distillation 65
Glycerin Distillation 66
CIP System 67
Fat Pretreatment 68
Tank Farm and Loading 69
Utilities Area - 90-99
Utilities (Boiler/Steam) 90
Utilities (Waste Water) 91
Utilities ( Incoming Water Pretreatment) 92
Utilities (Electrical distribution) 93
Utilities (Fire Systems) 94
Utilities (Refrigeration/chiller Systems including HVAC ) 95
Utilities ( Cooling Water Tower Systems ) 96
Utilities ( Gasses including plant Air, Nitrogen, CO2 etc ) 97
Utilities ( weighbridges) 98
Utilities (Chemicals) 99
Line number Each (identical) process line we number 1, 2, etc.
In case of only one line use number 1
Sequence number The sequence number is a serial number.
The combination of Cargill key code, Plant number, Area number, Line number and Sequence number must be unique
To reduce the chance of double numbering of documents in the sequence part we agreed following:
ESP will use: -***001 up /to -***799
Cargill will use: -***800 up/to -***999
For instrument (loop data) documents we agreed to deviate from the numbering system as follows:
Instruments dedicated to the same loop will have the same document number as in the P&ID, with
the instrument abbreviation added. So the instrument number will be clear in the document number.
e.g. :
080201-308-611001-03-FI_<esp description>
080201-308-611001-03-TI_<esp description>
080201-308-611001-03-LI_<esp description>
000000-308-60-
No keycode-Midas-Biodiesel Common-
4.12. Periodic site meetings Meeting Frequency Participants Typical Agenda items Required inputs Expected outputs Notes
Project Safety Meeting (Cargill Build team)
Weekly
BPM Construction lead Engineering Lead Operations Lead EHS Lead
- safety statistics - result of safety programs, - planning for recognition - action log for corrections - hazard analyses
- Observation results - safety statistics - PHJA - Action list.
- Actions for recognitions - corrections & adaptations of the safety programs - Review Action list
- OneNote MOM "Safety Minutes" - Actions that are not solved after two meetings should move to Action Log.
Cargill Build Team Coordination Meeting
Weekly
BPM functional leads of the Build Team User Regular attendance from Sponsor
- Safety - Schedule Upcoming work and 2 week look ahead - Job planning - Outstanding payment and approvals, change proposals
- Physical progress from last period - Updates and forecasts from vendors and contractors - Action list.
- Updated Action and Risk Register - Action Items - Review Action list
OneNote MOM "Cargill Coordination minutes". - Actions that are not solved after two meetings should move to Action Log
Project Safety Meetings (contractor)
Weekly
BPM Construction lead Safety Lead from each contracting company Safety coordinator and EHS.
- Job planning - PJHA's - Request work permit. - Cover safety topics such as Lifesavers.
- Observation results - safety statistics, - PHJA etc. - Action list. F-EHS-08-05D
- Actions for recognitions - corrections & adaptations of the safety programs - Review Action list
- OneNote MOM "Safety Minutes" - Actions that are not solved after two meetings should move to Action Log.
Contractor Coordination Meetings
Weekly
Construction Lead, BPM (optional). PM, Construction manager contractor divide the contractors by discipline, area or other segmentation
- Safety - Schedule Upcoming work and 2 week look ahead - Job planning - Outstanding payment and approvals, change proposals
- Physical progress from last period - Updates and forecasts from vendors and contractors - Action list
- Safety plans for upcoming work - Coordination of activities by area and discipline. - Action Items - Review Action list
- OneNote MOM "Contractors Coordination Minutes". - Actions that are not solved after two meetings should move to Action Log
Schedule Review
Bi-weekly (min)
BPM Control Lead Construction Lead EHS (optional) Procurement Lead (optional)
- Completed activities - Current and upcoming activities - Schedule changes and forecasts - Corrective action to correct schedule delays - Review sequence and overlapping activities
- Physical progress from last period - Updates and forecasts from vendors and contractors - Action list
- Changes to schedule out to Build team and coordination meeting - Review action list.
- One note MOM "Schedule Minutes" - Actions that are not solved after two meetings should move to Action Log
Toolbox Meetings
Weekly
All contractors foremen and workers. Cargill team member should attend to ensure quality and show safety leadership.
- Job planning - PJHA's ensure supply and use of personal protective equipment. Request work permits. Cover safety topics such as Life savers. Input from safety meetings.
PJHA and permit forms, Plan of activities to be completed. Safety Material such as Life savers.
Completed PJHAs
Sign in sheet to control attendance
Dedicated follow up meetings.
Daily
Foreman contractor safety supervisor BPM Construction leads.
- Planning for next workday - Permits ongoing.
- Permit, changes on site - Action List
- Extend or renew the permit - Review action list if needed. Indicate the working areas per contractor on board with colored magnets, pens.
OneNote MOM "Daily minutes". - Actions that are not solved after two meetings should move to Action Log - Filling in the board with the colored magnets, pens
Constructability Reviews
Acc. VIP plan
BPM Construction Lead Constructability Lead
- Review and improve progress on each of the constructability concepts being applied to the project
Planning and design information related to each concept.
Action items
OneNote meeting report "Technical meeting minutes". Actions that are not solved after two meetings should move to Action Log.
Safety Kick-off
Once
BPM Construction lead Engineering Lead Operations Lead EHS Lead Contractor management supervisors and employees
Site Safety Rules Expectations, recognitions and other safety programs. Express the importance and value of safety to Cargill and the contractor.
Complete Safety Management Plan, including Safety Programs. Safety training materials (video, documents etc..)
Strong understanding and personal commitment to safety for all Cargill and contractor personnel
VGM plan contractor and VGM plan Cargill
Contractor Orientation/Induction
Daily or Weekly
All contract employees new on site, Construction Lead and or BPM
Site Safety Rules and Expectations. Site layout and hazards. Emergency procedures. Recognitions and other safety programs.
Complete Safety Management Plan, including Safety Programs. Safety training materials (video, documents etc..)
Strong understanding and personal commitment to safety for all Cargill and contractor personnel
Noted at entrance and on badge if comprehension test is successful.
Take two
Daily prior work
BPM Construction lead, Engineering Lead Operations Lead
Safety Behavior
Take two before starting the job
Signature on VWV
EHS Lead
BBS Every month
Project team members
Safety behavior by observation
Eliminate behavior based risks
Corrections on behavior/environment if needed. Minimum 10 BBS/month
BBS form delivered to doc controller Every month
Responsible of contractors
Daily ( average people >10)
Safety Guard
Storage location of MOM of respective meetings need to be identified during PDP IV.
4.13. Site-Specific plans Site-specific plans will be developed for Health, Safety and Environmental (HSE), Quality, and
system completion, and other areas as necessary. A summary of the HSE, and system completion
planning efforts are communicated in the VGM plan.
AIB-Vincotte is awarded to prepare the project specific HSE plan. The plan will describe in detail the
roles and responsibilities of the different parties in the OBL and IBL areas. It will be further
developed and agreed to by all team members and the appropriate representatives timely in advance
of start of construction execution phase.
The overall project Health & Safety Plan is available on the MIDAS SharePoint, following the link
below. All bidders and involved parties must comply the all rules and regulations stated in this
document.
MIDAS H&S plan
The mentioned MIDAS VGM plan is available on the MIDAS SharePoint, following the link below. All
bidders and involved parties must comply the all rules and regulations stated in this document.
MIDAS VGM plan
All bidders and involved parties must comply the all rules and regulations stated in this documents.
4.14. Quality Management
Equipment Inspection test plan ITP According to the Cargill Quality Assurance plan and ITP procedure the project team will use the
service of approved equipment surveillance Inspection company SGS. The project manager is
responsible to complete the notification form and to send to either IQA manager Lyle Pigula with
the CSS lead in copy.
Global – Lyle Pigula [email protected]
All Supplier need to provide Cargill their detailed equipment Inspection Test Plan (ITP) for each
piece of Equipment for review by the Cargill team and to mark up our anticipated inspection points.
These documents are stored on the SharePoint under Technical Area – Engineering 020 -
Mechanical – 20408 - Mechanical Equipment Inspection Test Plan (ITPs)
20408 - Mechanical Equipment Inspection Test Plan (ITPs)
The ESP supplier should supply us with the location and name of manufacturer, along with any sub-
contractor that will perform fabrication of components or parts.
This information needs to be sent to Cargill “Corporate Inspections and Quality Assurance Leader”
mentioned above with the drawings of the equipment. They will appoint people to perform any and
or all of the inspections during fabrication/assembly.
The Quality Manager will develop the site-specific Site Quality Manual. The manual will be issued for
review to ensure that all of the specific required testing procedures are included and mutual agreed
upon along with their respective Quality forms.
The Contractor is supposed to transmit an unambiguous ITP for site activities which shall be available for
Cargill’s comments. Both Parties will agree on an inspection and test plan for the purpose of the works, Cargill
shall always have the right to witness any such activity.
The Parties shall agree (at least three (3) days prior to the proposed date) on the date on and the place, at
which any installation or equipment will be ready for inspection and/or testing. This does not apply for any
inspection to be done outside the construction area. If travel is required then at least a full working week
should be given as a notice.
In case another party (external) shall/must attend the inspection, the Contractor is requested to
confirm Cargill a 10 day in advance notice. Nevertheless a reconfirmation shall be sent 3 days at the
latest of such event.
Management of change Management of Change (MOC) is a best practice used to ensure that safety, health, and
environmental risks and hazards are properly controlled when changes are considered to be
necessary to the project scope. This includes developing and managing sponsorship, creating
awareness, building skill, involving stakeholders to increase buy-in, setting expectations, ensuring
accountability, and building change capability to increase adaptability and ability to manage future
changes effectively.
This plan also defines the processes used to initiate, evaluate, approve (or reject), and manage
changes within the project.
Every scope change for MIDAS needs to be documented and initiated via a Cargill change request
from.
Figure 12 Extract Project MIDAS Change request form
With this form the change scope can be defined, budget and schedule impact as well as overall necessity of the change be evaluated. Each change request form is to be identified as an unmistakable combination of sequential numbers and to be added to the Project MIDAS Change log.
During the weekly Contractor Coordination Meetings the log should be reviewed and progress
documented accordingly by all involved parties.
Figure 13 Extract Project MIDAS Change log
Project MIDAS Change request template
Project MIDAS Change Log
Issue log / Punch list An issue log list is a summary of repairs, unfinished work or defects which require finishing work in order to complete a project in line with the contractual obligations. Based on the fact that all parties shall issue items to discuss and to avoid ambiguities on all different lists, all the items will be stored in one QA excel file that is controlled by Cargill as shown below.
Figure 14 MIDAS Issue log
Cargill proposes to the Contractor to cooperate from the beginning of the project with a mutual agreement which can be obtained in order to simplifying the administration on the subject.
The above mentioned application makes it possible to encode certain data relating to each item, namely the issuer, the location and the description of the problem, the contractor's answers, one or more photo's together with documents which can been collected in supporting files to the issue log. Each issue is to be identified as an unmistakable combination of sequential numbers.
Agreed items will be added to the issue log and stored on the SP for shared access by all involved parties. During the weekly Contractor Coordination Meetings the log should be reviewed and progress documented accordingly by all involved parties.
MIDAS - Issue log SP
Project Name:
Date Update:
Project Sponsor:
Project Manager:
Project Phase:
Issue Area Section Issue DescriptionIssue
OriginatorResolution Notes
R
e
s
Severity Status Attention Assigned to Contractor Due DateDate Last
Follow-up
Date Issue
Closed
Cost
Impact
Sched
ImpactComment
1 (Select Area) Low Open General Low Low
2
3
4
5
6
7
Phase III - Plan
Engineering, Construction & Operation Issues Log
MIDAS
28-Apr-20
5. General site conditions
5.1. General layout The MIDAS construction side can be separated in two main areas, divided by existing structure into east and west of the GGT conveyor belt (shown by the red line).
On the eastside, the new RepCat process building, Fat-Pretreatment and Utilities will be constructed.
West of the conveyor belt, two new tank farms, truck loading and unloading station as well as a new logistic building including weighbridge will be erected.
Both areas will be connected via a new constructed pipe rack. Outside of this fenced Greenfield area, a new waste water treatment and shared utility and chemical tie ins will take place within Brownfield areas.
Figure 15 General Ghent site layout including MIDAS
5.2. Site logistics and access control There are two entrances to the Cargill Ghent site. Construction traffic and equipment delivery for the Process Building, Pre-Treatment or Utilities will enter the site via the main gate of the plant.
Figure 16 Layout Main entrance
Traffic and delivery for the new tank farm or loading/unloading construction will use the West entrance of the site. All personnel and deliveries of equipment of the Contractor will be managed by the Cargill Security. The same entrances will be used during an emergency case.
Figure 17 Layout West entrance
The working area of the Greenfield construction (IBL area) will be completely fenced and can be entered by people through turnstiles controlled by a badging system at several spots.
Figure 18 Layout GF portion of MIDAS project
All contractors need to follow the Cargill safety induction video before they are allowed to enter the site the first time. They can either look the video at home or at the Project Gate Office and fill in the questionnaire on site.
At first entrance of a contractor to the construction site, the Cargill Security guards ensures the safety induction video has been followed. If the test has been completed successfully, the access badge will be issued. Two types of badges will be handed out depending if contractors are working in the GF or BF area of the project. Unnecessary traffic between the two areas is thus avoided, for security reasons.
The turnstile at the west entrance is registration the check in and check out of all contractors. Independent if they are working for MIDAS or a different project. This allows the control of personnel
on site. In case of emergency a list can be printed out, showing registered badge holders and ensures faster checking for completeness at the emergency assembly point, described further below.
The issue of badges to enter the IBL area will be coordinated with the Project Manager of the Contractor.
Prior to start the construction activities, the Contractor will set-up and agree with Cargill Project Team a Site Logistics procedure. The procedure will describe how/when workers will be announced, safety induction video will be followed, entrance badges will be issued, route to go safely to the Contractor’s site facilities on the IBL area will be organized, and how deliveries of equipment will be announced/organized.
As the IBL area is fenced, fencing can be opened for deliveries of components/parts. When a delivery of parts/components is planned, the truck (driver) will be registered by the Cargill Security Guard. The Guard can inform the site supervisor by phone. The site supervisor will open the fencing for the delivery. The site supervisor can inform the Cargill security guard of all planned deliveries on beforehand.
Gates will be automatic and can be controlled via remote or badges of certain users.
If required to have easier access to a working zone, fencing can be temporarily and partly removed during working hours. Fencing will be placed back after working hours.
The Contractor is responsible to close and secure the fence after working hours.
Visitors who don’t have access can visit the Greenfield site if escorted by member of the project team.
Dedicated traffic/ emergency ( - - - - ) and walking routes ( - - - - ) are marked on the plot
plan.
Refueling of construction vehicles need to be done in the dedicated refueling area, marked on the plot plan.
5.3. Temporary site facilities Contractor The temporary site facilities of all GF contractor will be located inside the fenced construction area. They are located towards existing structure to minimize risk of new construction and heavy traffic.
These facilities include office, break rooms, storage, workshops and sanitary facilities for the workers of main- and subcontractors of the GF area. The civil contractor is responsible for installation, cleaning and maintenance of the facilities in the necessary intervals. To keep the facilities in the best possibly condition, is the responsibility of each contractor. Member of the Cargill project team have the right to access and inspect the provided facilities in regards of safety and housekeeping at any time.
Figure 19 MIDAS ISBL contractor facilities
For contractor working in the OSBL / BF area, separate facilities will be provided by the civil
contractor. The same conditions to apply in both, GF and BF areas in this regard.
Food, Drinks & Smoking are not allowed on construction site, only in dedicated areas. Exceptions can be made due to extreme heat situation where water can be consumed in the work zone. Exceptions to the general rules need to be discussed and aligned daily including all parties on site. General aligned working time is as following. Arrival time 7:00 AM, Permit release 7:30, 10 working hours/day. Exceptions to the general rules need to be discussed and aligned daily between the respective party and Cargill.
Sanitary facilities The civil contractor will also foresee toilet and washing facilities within BF & GF area. The civil
contractor will ensure the facilities are cleaned on a regular basis. To keep the facilities in the best
possibly condition, is the responsibility of each contractor.
The contractor and their subcontractors will not be allowed to use the sanitary facilities of Cargill.
Locker rooms for contractors will be provided and are located next to the Project Gate Office at the
West Entrance of the Ghent site.
Emergency assembly point A new emergency assembly point will be established near the west entrance of the construction site.
All contractor personnel for MIDAS (and parallel ongoing project GANDA) have to walk to this
assembly point in case of emergency. It is in supervisors responsibility of each contractor individually
to ensure and check completeness of his/her crew.
Figure 20 MIDAS Emergency Asembly point - Layout plan
Cargill personnel and contractors not working for the above mentioned projects will use the
dedicated emergency assembly point at the existing parking lot, next to the main office building, as
usually.
Laydown area and warehousing Dedicated laydown and storage areas are marked on the plot plan. For easy identification and avoid
miscommunication the laydown areas are numbered, square meters and surface conditions are
marked. The contractor is responsible to receive, unload, store and secure the deliveries of
equipment until their final installation.
The Contractor’s Project Manager will assign a responsible Warehouse Supervisor. This Warehouse
Supervisor will coordinate all deliveries with the Cargill Security at the main entrance of the Plant.
The Warehouse Supervisor, or during his absence his representative, will be reachable at all times in
case unscheduled deliveries arrive at Cargill’s main entrance.
The Contractor will issue to Cargill a weekly delivery report.
The Warehouse Supervisor will keep record of deliveries and keep track of storage locations. All
goods will be stored inside the dedicated areas.
The Contractor will store all equipment according to the manufacturer’s instructions. Cargill has the
right to inspect the storage of the goods inside the area to ensure compliance with manufacturer’s
instructions.
The Contractor’s Document Controller will receive and file all vendor and equipment documents.
He/she will review if all vendor document deliverables are complete. If not, Document Controller
shall contact the supplier to retrieve the missing documents.
The procedure to hand-over or share the vendor documentation with Cargill shall be agreed before
the first equipment will arrive on site.
Safety and orientation lighting will be installed around the IBL area and at strategic points inside the
area to ensure safety and security at all times.
Construction lighting shall be provided by Contractor.
Parking Parking spots will be provide along the street Moervaartkaai. Cars are not allowed on site. Exceptions
can be made for temporarily loading/unloading or delivery purposes but need to be aligned with the
project team first.
General guidelines during construction During construction the it is mandatory to minimize nuisance of dust as much as possible. The overall
speed limit on site will be lowered to 20 km/h (Art.6.12.6 VLAREM II). In addition roads and site roads
are to be cleaned periodically or humidified in order to reduce dust formation in case of dry and
windy weather. Wheels of trucks have to be cleaned before leaving the construction site.
In case volatile material ( e.g. sand) has to be stocked on site, the main wind direction has to be taken
into account.
Before starting ground works, the need of ground water dewatering needs to be evaluated.
5.4. Environmental aspects Each Contractor is responsible for the maintenance of its own installations and the cleanliness of
their own working zone. The Contractor is also responsible for the legal evacuation of waste
originating from materials and product belonging to him or produced during his work. He uses
therefore a certified company. A copy of the certificates should be handed over to the Owner’s
representative. No pro-rata account is organized. The Owner although reserves the right to start with
a pro-rata account in case of failure of the Contractor to keep the site clean.
Throughout the site, waste bins for general waste will be placed. On a weekly rotation, every
contractor will be responsible to empty these waste bins in the correct dumpster at the end of the
working hours. The assignment which contractor will be responsible during the week will be
announced in the weekly toolbox meeting.
Product and Material Removal
Product removed should be tracked through accurate record keeping, Bill of Lading (BOL) review,
Scale/weighbridge ticket review, and vehicle logs (check against BOLs to identify missing vehicles).
Identification numbers or markings should be placed on all high-value portable Cargill property.
In the event that property is lost or stolen, this measure may improve the chances that the
property may be recovered and acts as a deterrent to theft.
Material removal permits should be created to identify all equipment, scrap, parts or raw material
that is removed from the facility. Records should be reviewed regularly to ensure that equipment is
returned or compensated.
6. Attachment 1: Example Site safety inspection
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