Technical - PSN Submission
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Transcript of Technical - PSN Submission
Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
DOCUMENT T- 4
DATA TO BE PROVIDED BY TENDERERS
CONTENTS
COMMERCIAL APPENDICES
CA-1 SCHEDULES OF PRICES AND RATES
TECHNICAL APPENDICES
TA-1 QUALIFICATIONS TO THE ITT DOCUMENTSTA-2 PROPOSED ALTERNATIVESTA-3 UNPRICED SCHEDULE OF PRICES AND RATESTA-4 TENDERER’S PROPOSED CONTRACT MANAGEMENT AND ORGANISATION SET-UPTA-5 CURRICULUM VITAE OF PROPOSED KEY PERSONNEL TA-6 AVAILABILITY OF KEY PERSONNELTA-7 MOBILISATION PLANTA-8 TENDERER’S PROPOSED ADMINISTRATION OFFICE/ BASE, ENGINEERING SUPPORT
OFFICE, MINOR FABRICATION YARD AND EQUIPMENTTA-9 TENDERER’S PROPOSED MAINTENANCE / CONSTRUCTION EQUIPMENT AND TOOLSTA-10 PROJECT EXECUTION PLANTA-11 PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITYTA-12 TENDERER’S PROJECT MANAGEMENT CAPABILITYTA-13 TENDERER’S PROJECT PLANNING CAPABILITYTA-14 PROPOSED SUBCONTRACTOR TA-15 TENDERER’S SUPPORT FROM CORPORATE HEAD QUARTERSTA-16 PROPOSED QUALITY ASSURANCE/ CONTROL PLANTA-17 COMPLIANCE WITH SHELL’S TERMS AND CONDITIONSTA-18 COMPLIANCE WITH SGBPTA-19 TENDERER'S FINANCIAL INFORMATIONTA-20 TENDERER REGISTRATION TA-21 HSE EVALUATION QUESTINNAIRE TA-22 TENDERER’S LOCAL CONTENTTA-23 TENDERER’S COMPUTER CAPABILITIES AND CMMS OR EQUIVALENTTA-24 COMPLIANCE WITH PART 11 - HSETA-25 ADMINISTRATION INFORMATIONTA-26 TENDER BULLETINS
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Tenderers shall complete in full, the following Technical and Commercial Tender Appendices and include them within either the Technical or Commercial Submission as directed in each Appendix:
COMMERCIAL APPENDICES
CA-1 SCHEDULES OF PRICES AND RATES
TECHNICAL APPENDICES
TA-1 QUALIFICATIONS TO THE ITT DOCUMENTSTA-2 PROPOSED ALTERNATIVESTA-3 UNPRICED SCHEDULE OF PRICES AND RATESTA-4 TENDERER’S PROPOSED CONTRACT MANAGEMENT AND ORGANISATION SET-UPTA-5 CURRICULUM VITAE OF PROPOSED KEY PERSONNEL TA-6 AVAILABILITY OF KEY PERSONNELTA-7 MOBILISATION PLANTA-8 TENDERER’S PROPOSED ADMINISTRATION OFFICE/ BASE, ENGINEERING SUPPORT
OFFICE, MINOR FABRICATION YARD AND EQUIPMENTTA-9 TENDERER’S PROPOSED MAINTENANCE / CONSTRUCTION EQUIPMENT AND TOOLSTA-10 PROJECT EXECUTION PLANTA-11 PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITYTA-12 TENDERER’S PROJECT MANAGEMENT CAPABILITYTA-13 TENDERER’S PROJECT PLANNING CAPABILITYTA-14 PROPOSED SUBCONTRACTOR TA-15 TENDERER’S SUPPORT FROM CORPORATE HEAD QUARTERSTA-16 PROPOSED QUALITY ASSURANCE/ CONTROL PLANTA-17 COMPLIANCE WITH SHELL’S TERMS AND CONDITIONSTA-18 COMPLIANCE WITH SGBPTA-19 TENDERER'S FINANCIAL INFORMATIONTA-20 TENDERER REGISTRATION TA-21 HSE EVALUATION QUESTINNAIRE TA-22 TENDERER’S LOCAL CONTENTTA-23 TENDERER’S COMPUTER CAPABILITIES AND CMMS OR EQUIVALENT TA-24 COMPLIANCE WITH PART 11 - HSETA-25 ADMINISTRATION INFORMATIONTA-26 TENDER BULLETINS
Tenderers are advised that the COMPANY may decline to consider any tender in which the required Appendices are not completed in full or are included in the wrong Submission. Tenderers shall complete all Appendices even if they have already done so in respect of other recent tenders for COMPANY work and even if they are currently under contract to the COMPANY.
Tenderers are advised that they may include any supplementary or continuation sheets deemed necessary to provide all of the information requested by the Tender Appendices.
In the event of a CONTRACT being awarded the relevant completed Tender Appendices shall may thereupon become part of the CONTRACT DOCUMENT.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
NOTE TO TENDERER
Enclosed is a table of criterion and documented proof COMPANY is expecting from Tenderer in order to be consideration for the CONTRACT.
Tenderer are advise to study the criterion and document proof required by COMPANY carefully before proceeding to complete each of the technical appendices.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
COMMERCIAL APPENDIX CA-1: PART 3 – SCHEDULE OF PRICES AND RATES
1. The Tenderer shall enter its prices and rates into Document C - PART 3 headed SCHEDULES OF PRICES AND RATES and submit this in full as Commercial Appendix CA1 together with the FORM OF TENDER. The prices and rates included in CA1 shall be based on a tender validity period of Two Hundred Ten (210) days from the Closing of Tenders.
2. The Tenderer shall not insert any undisclosed qualifications in the Commercial Submission. All such qualifications shall be stated in the Technical Submission under Technical Appendix TA-1: Qualifications to the ITT Documents. COMPANY reserves the right to disqualify any bid, which contains undisclosed qualifications in the Commercial Submission.
3. Tenderers shall not make any unauthorised changes to the Tender Documents. Changes, if any, will be issued by COMPANY through Tender Bulletins and/ or Technical Clarifications. Unauthorised changes to the pricing format in PART 3: SCHEDULE OF PRICES AND RATES may render the bid invalid.
4. Tenderers will be provided a soft copy of PART 3 - SCHEDULE OF PRICES AND RATES. The Tenderer shall use this soft copy to complete PART 3 - SCHEDULE OF PRICES AND RATES and return it in a CD together with the original signed hard copy. The return soft copy in CD shall be in it’s native form i.e. Microsoft word. The CD shall be label Commercial Submission: Priced Schedule of Prices and Rates. The Tenderer shall insert its Company name and initial on each page of the SCHEDULES OF PRICES AND RATES. The SCHEDULES OF PRICES AND RATES in the set marked “ORIGINAL” must contain the original signature of the Tenderer in order to be valid. In the event that any discrepancy between the original signed hard copy and softcopy, the original signed hard copy shall take precedence.
5. The COMPANY shall have the right to review the prices and rates submitted by the Tenderer and revise same prior to signing of the CONTRACT. This shall be done with the consensus from Tenderer to correct any errors, discrepancies, inconsistent rates and/or pricing and the like.
6. The Tenderer shall price all items. If any items are not priced, it shall be deemed that the cost of same has been included elsewhere in other priced items. Tender shall not enter “cost-plus” or “no quote” against any item. If Tenderer is unable to price an item for any reason, Tenderer shall inform COMPANY under TA-1: Qualifications to the ITT Documents.
7. If there are any cost impacts arising from technical clarifications, Bidders shall submit these in separate sealed envelopes. Prior to opening of the commercial packages, COMPANY will ask bidders to submit a list of all the cost impacts that they have submitted. As part of the technical clarification (last clarification). Bidders shall submit a full list of the cost impacts (list of letters only - no costs). Only these costs impacts will be taken into consideration by Company in its commercial evaluation. In the event no cost impact for compliance with the requirements of the technical clarifications is received by the commercial bid opening date, it will be deemed that the costs are already included in Bidder's original submissions.
8. The Tenderer shall complete the relevant prices and rates in the Schedules set out in Document C PART 3 SCHEDULE OF PRICES AND RATES.
The Tenderer shall review the invoicing pro-forma included in Document C PART 9 ADMINISTRATION INSTRUCTIONS and confirm or otherwise its agreement to the proposed application of Philippine taxes, if any, shown thereon. Where Philippine taxes do not apply, Tenderer is to sign Box C below.
A. Agree with proposed application of Philippine taxes
B. Disagree with proposed application of Philippine taxes
C. Philippine taxes do not apply
Signed: …………..……….. Signed: ………..…………… Signed: ……………....….
If B or C above, state reason: …………………..………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
………………………………………………………………………………………………………………
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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COMMERCIAL APPENDIX CA-1: PART 3 – SCHEDULE OF PRICES AND RATES (CONT’D)
9. Tenderer is expected to price and quote for the following section, in Document C, PART 3 SCHEDULE OF PRICES AND RATES without making any changes or amendment to the document content:
SCHEDULE NO. 1 - INITIAL ESTABLISHMENT FEES
SCHEDULE NO. 2 - MONTHLY MANAGEMENT FEES
SCHEDULE NO. 3 - MONTHLY FEES
SCHEDULE NO. 4 - ALL-INCLUSIVE HOURLY RATES FOR PERSONNEL
SCHEDULE NO. 5 - ALL-INCLUSIVE DAILY RATES FOR TOOLS & EQUIPMENT
SCHEDULE NO. 6 - ALL INCLUSIVE UNIT RATES FOR STEELWORK, WELDING, PAINTING & BLASTING, INSPECTION & TESTING AND LOGISTIC (AT CONTRACTOR’S MINOR FABRICATION YARD)
SCHEDULE NO. 10 - RATES FOR COMPUTER PROCESSING
10. The Tenderer shall insert its company name and initial each page of the SCHEDULES OF
PRICES AND RATES. The Tenderer is reminded that the SCHEDULES OF PRICES AND RATES in the set marked "ORIGINAL" must contain the original signature of the Tenderer in order to be valid.
11. Commercial Appendix CA1 shall be sealed and submitted in a separate envelope as part of the Commercial Submission
12. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S COMMERCIAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA-1: QUALIFICATIONS TO THE ITT DOCUMENTS
1. The offer to be made by the Tenderer in the Form of Tender is to be made in strict accordance with the terms and conditions of DOCUMENT C - CONTRACT. The COMPANY wishes the Tender to be made without qualifications.
IMPORTANT: Qualifications to Document C, Part 2 – General Conditions of Contract may result in disqualification of the Tender Submission.
2. If the Tenderer objects to a requirement contained in DOCUMENT C – CONTRACT and is unable to comply with such requirement at any price, the Tenderer is to state such qualification in this Technical Appendix. The Tenderer must state the full details of each such objection to the requirements as a qualification, including the precise wording for any proposed modification to DOCUMENT C – CONTRACT, and the reasons for the qualification.
If the Tenderer includes any qualifications in his Technical Submission, the prices and rates in Commercial Appendix No. CA-1: SCHEDULES OF PRICES AND RATES in his Commercial Submission shall be submitted on the basis that the COMPANY accepts such qualifications. Therefore, should the COMPANY be unable to accept any qualification and the Tenderer withdraws such qualification, the Tenderer may adjust the prices and rates in Commercial Appendix No. CA-1: SCHEDULES OF PRICES AND RATES by submitting a Commercial Addendum in a separate envelope at the time of submitting the Technical Clarification in which the qualification is withdrawn by the Tenderer.
3. If the Tenderer objects to a requirement contained in DOCUMENT C – CONTRACT, but is able to comply with such requirement at a price the Tenderer must comply with and price the requirement in his Commercial Submission. The Tenderer may then state the objection to the requirement as an alternative in Technical Appendix TA-2: Proposed Alternatives in his Technical Submission and state the reduction in price in his Commercial Submission should the COMPANY accept the alternative.
4. The Tenderer shall enter in Technical Appendix No. TA1 either:
(1) A statement in his Technical Submission as follows:
"This Tender is made with no qualifications".
or
(2) A statement in his Technical Submission as follows plus full details of all qualifications:
"This Tender is made subject to the following qualifications. These are the only qualifications to DOCUMENT C – CONTRACT DOCUMENTS of your Invitation to Tender."
5. Any qualification or conditions included elsewhere in the tender submitted by the Tenderer will not be taken into account.
6. The descriptions and reasons for exception/qualifications and alternative shall be presented in the format shown below. The table shall be attached in the proposal as per the instruction in this document. BIDDER IS ENCOURAGED TO USE BIDDER’S OWN SHEET WITH THE FOLLOWING FORMAT (TABLE 1-1, below).
7. The Tenderer shall enter its company name and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
TECHNICAL APPENDIX TA-1: QUALIFICATIONS TO THE ITT DOCUMENTS (CONT’D)
TABLE 1-1
Item Company’s Terms & Specification Clause Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
1.0Document C, Part 2 – Terms & Conditions
Clause No. 1.1
‘“COMPANY GROUP” shall mean and includes the Company, its Affiliates, and the officers, directors and employees foregoing.’
‘”COMPANY GROUP” shall mean and includes the Company, its other Contractors, its AFFILIATES, and officers, directors and employees of the foregoing.
Affiliates is now defined in capital letters. The Contractor requires the insertion of the company’s contractors as per the subcontractors in the Contractor Group definition.
2.0Document C, Part 2 – Terms & Conditions
Clause No. 7.9
New clause proposed as follows:
“In the event of any changes in the taxation laws, decrees, rulings, practices or regulations of the Philippines or the UK, or any changes in the application of these laws by the governing body, which are made, published or otherwise become effective after the Effective Date of the Contract and which cause either an increase or decrease to the Contractor’s Personnel rates and or prices Contractor and Company will review the effects of such changes and will, by mutual agreement, revise Contractors‘ rates and prices to reflect the associated changes in the Contractors’ costs.’
Contractor would request this is included in the event that there is a change in legislation which affects either the Company or Contractor.
3.0Document C, Part 2 – Terms & ConditionsClause No. 8.3
From any sum due to CONTRACTOR under this CONTRACT, COMPANY may deduct any amount, which it in good faith regards as being owed by CONTRACTOR to COMPANY under
Delete “or otherwise” at the end of the clause
The Contractor requests that any right of set-off is restricted to payments due under this contract only.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
this CONTRACT or otherwise.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
4.0Document C, Part 2 – Terms & Conditions
Clause No. 9.1
COMPANY or its authorised representatives shall have access at all reasonable times to all records of CONTRACTOR and of any SUBCONTRACTOR, their agents and servants which were issued, written or made in connection with the CONTRACT. These audit rights shall continue for a period of two (2) years after completion or termination of the CONTRACT. CONTRACTOR shall preserve and shall cause its SUBCONTRACTORS to preserve all documents for the same period.
Delete the final sentence and insert
“In relation to SUBCONTRACTORS, the CONTRACTOR shall ensure that they preserve all documents relating to the SERVICES provided by them for a period of two years from completion or termination of their contract for services with the CONTRACTOR.”
Given the length of this contract, the Contractor cannot expect their subcontractors to retain documents for the length of the contract with the company and two years thereafter and can only ensure that the subcontractors retain their documents for a period of 2 years from completion of their work
5.0Document C, Part 2 – Terms & Conditions
Clause No. 10.1 (c)
(a) Loss of or damage to the property of, or injury, including fatal injury and disease to, third parties,
Insert “if such loss, damage or injury is caused by the negligence or breach of duty of the CONTRACTOR GROUP” at the end of the clause.
The Contractor is in a position to accept responsibility for any loss or damage to third parties’ caused by the Contractors negligence however we would not wish to be responsible for all loss or damage regardless of cause.
6.0Document C, Part 2 – Terms & Conditions
Clause No. 10.1 (c)
(c) Loss or damage to the WORK / SERVICES
Contractor requests clarification of the meaning of this clause
If this clause intends to widen any indemnity for re-work/repairs under the Contractor’s warranty, we would request that this is deleted. If this clause intends to cover anything created or built under the contract, we would be willing to accept the indemnity but only subject to acceptance of qualification 11 below. Any property damage should be covered by the Company’s property indemnification so we are unsure what this indemnity is intended to cover.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
7.0Document C, Part 2 – Terms & Conditions
Clause No. 10.1
Whatsoever and howsoever arising, whether or not the negligence or breach of duty of COMPANY, its servants or agents has caused or contributed to such injury, loss or damage.
Insert “Except for sub-clause (b), the above indemnities shall apply...” at the beginning of the penultimate paragraph
The Contractor is in a position to accept responsibility for any loss or damage to third parties’ caused by the Contractors negligence however we would not wish to be responsible for all loss or damage regardless of cause.
8.0Document C, Part 2 – Terms & Conditions
Clause No. 10.1
In excess of that level, liability shall be determined by reference to applicable law.
Delete the final sentence of the final paragraph and insert “In excess of that level, the COMPANY shall hold the CONTRACTOR harmless for any losses, claims, costs and expenses regardless of negligence or breach of duty of the CONTRACTOR GROUP”
The Contractor requires a cap on indemnity regardless of negligence.
9.0Document C, Part 2 – Terms & Conditions
Clause No. 10.2
COMPANY shall assume entire responsibility for and shall defend, indemnify and hold the CONTRACTOR harmless against all losses, liabilities, claims, costs and expenses arising directly or indirectly out of or in connection with the execution of the SERVICES/ WORK and arising from
Insert “GROUP” after the word “CONTRACTOR” on the second line of the first paragraph.
The Contractor requests that any indemnities are passed to the whole group.
10.0
Document C, Part 2 – Terms & Conditions
Clause No. 10.2(c)
New clause proposed as follows:
“(c) Loss of or damage to the property of, or injury, including fatal injury and disease to third parties if such loss, damage or injury is caused by the negligence or breach of duty of the COMPANY GROUP”
The Contractor is in a position to accept responsibility for any loss or damage to third parties’ caused by the Contractors negligence and would request that the Company takes responsibility for its’ Group’s negligence in relation to the work
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
11.0
Document C, Part 2 – Terms & Conditions
Clause No. 10.2
Whatsoever and howsoever arising, whether or not the negligence or breach of duty of the CONTRACTOR, its servants or agents caused or contributed to such injury, loss or damage.
Insert “Except for sub-clause (c), the above indemnities shall apply...” at the beginning of the final paragraph
The third party indemnity as amended above must be excluded from this clause.
12.0
Document C, Part 2 – Terms & Conditions
Clause No. 10.3(a)
Liability for Purchase of Goods
CONTRACTOR shall be liable (without formal notice of non-compliance being required) for any loss or damage incurred by COMPANY due to CONTRACTOR'S or its SUBSUPPLIER'S non-compliance with the terms and conditions of the CONTRACT.
Insert the following at the beginning of the clause:
“Subject to any indemnifications and limitation provided in the CONTRACT...”
The Contractor accepts full responsibility for the actions and omissions of its suppliers and subcontractors and SUBSUPPLIERS however this is subject to any indemnities given to the contractor group and any limitation of liability provided by the Company.
13.0
Document C, Part 2 – Terms & Conditions
Clause No. 11.0
11.1 Limitation of CONTRACTOR’S Liability
Neither the CONTRACTOR nor its SUBCONTRACTORS shall be liable to the COMPANY, its associated companies or co-venture’s for indirect losses (including consequential losses), any loss of use of property or loss of production, revenue, profit or anticipated profit or contracts suffered by the COMPANY howsoever caused arising in connection with the CONTRACT except to the extent of any liquidated damages provided for in the CONTRACT, and in case of
Delete entire clause and insert:
“Notwithstanding any other provision to the contrary, each party shall save, indemnify, defend and hold harmless the other party’s GROUP from its own Consequential Loss, regardless of cause, even if caused or contributed to by the negligence, fault, strict liability, strict products liability, or breach of duty, statutory or otherwise of the other party and each party hereby releases the other in this regard”
The Contractor requests that a mutual Consequential Loss clause is inserted into the contract which applies equally to the contractor and the company without any exclusions for incidental losses and wilful acts/gross negligence. The Contractor also requests that each member of the parties’ GROUP is included in the indemnity.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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wilful act or gross negligence.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
The cost of repairs, replacements or inspection are carried out, any reasonable costs incurred by COMPANY including, but not limited to the costs of detection of the defect, inspection, removal, transport, repair, replacement, reinstallation and retesting of the GOODS, together with the cost of delay to work of COMPANY contractors, consultancies and cleaning up shall be for CONTRACTOR'S account and shall not be regarded as consequential damages.
11.2 Limitation of COMPANY’S Liability
The COMPANY shall not be liable to the CONTRACTOR or its SUBCONTRACTORS for indirect losses (including consequential losses), any loss of use of property or loss of profit or anticipated profit or revenue or contracts suffered by the CONTRACTOR or any SUBCONTRACTORS howsoever caused arising in connection with the CONTRACT.
For the purposes of this CONTRACT, “Consequential Loss” means (i) consequential loss under applicable law; and (ii) loss and/or deferral of production, loss of product, loss of use, exclusion and loss of revenue, profit or anticipated profit (if any), increased cost of working, loss of contract or business interruption or vessel downtime, whether direct or indirect, to the extent that these are not included in (i) and whether or not foreseeable at the date of commencement of the SERVICES”
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
11.3 Applicability of Limitation
Any exclusion or limitation specified in the CONTRACT shall apply to claims in contract, tort or otherwise at law in respect of matters covered by such exclusion or limitation. The provisions of this Clause shall survive completion, expiry or termination of the CONTRACT for whatever reason.
14.0Document C, Part 2 – Terms & Conditions
Clause No. 12.1 (b)
(b) for any purpose, other than the performance of the SERVICES:
(i) not reproduce in any manner, copy or use any confidential information; and not disclose to, use on behalf of, or place at the disposal of, any third party any confidential information, except with the prior written consent of COMPANY.
Insert clause 3 from the Confidentiality Agreement annexed to the contract
The Contractor requests that the lawful exclusions are incorporated into the Contract for the avoidance of doubt as the terms and conditions prevail over the confidentiality agreement.
15.0Document C, Part 2 – Terms & Conditions
Clause No. 17.1
New proposed final paragraph as follows:
“All insurance carried by the COMPANY in relation to the activities under the CONTRACT shall name the CONTRACTOR as an additional insured and contain a waiver of subrogation in favour of the CONTRACTOR GROUP”
Given that the proposed indemnity regime is knock for knock regardless of negligence, the Contractor requests that the Company also provide the required additional insurance details.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
16.0Document C, Part 2 – Terms & Conditions
Clause No. 25.5
Proposed new clause as follows:
“In the event of a claim under the contract, the COMPANY agrees to utilise the Parent Company Guarantee, if possible and appropriate, prior to making any claim under the Bank Guarantee to be provided under this clause 25.0”
The most appropriate remedy under the contract is that included under the terms thereof however in the event of a un settled claim or dispute, the contractor requests that the PCG is utilised first as far as possible.
17.0Document C, Part 2 – Terms & Conditions
Clause No. 28.4.1
The guarantee provided under this clause shall apply to the WORK and all MATERIALS, EQUIPMENT, facilities and services to be incorporated into or used for the WORK, up to the end of the guarantee period specified in the SCOPE OF WORK for the WORK or particular part of the WORK, MATERIALS, EQUIPMENT, facilities and services, or 12 months from the COMPLETION DATE, whichever is later.
Please define SCOPE OF WORK or change to ‘Part-4 Scope of Services’.
This seems to be a misprint as SCOPE OF WORK is not a defined term
18.0Document C, Part 2 – Terms & Conditions
Clause No. 28.4.1
The Contractor requests discussion on this clause.
The Contractors maximum warranty period for work carried out on each part of the work is up to a maximum of 12 months. This clause implies that the warranty is up to the completion date of the contract which stands at 2016 at present.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Document T-4: Data To Be Provided By TenderersTender no. Y08/085Provision of Maintenance and Engineering Services Contract (MESC) for SPEX
Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
19.0Document C, Part 2 – Terms & Conditions
Clause No. 28.4.1.1
The guarantee period of the WORK and all MATERIALS, EQUIPMENT, facilities and services to be incorporated into or used for the WORK shall be extended by the same amount of time during which such WORK, MATERIALS, EQUIPMENT, facilities or services have been out of operation or their putting into operation has been delayed as a result of a defect to which this guarantee applies.
Insert “but to a maximum of 24 months from completion of the applicable part of the work” at the end of the clause
The Contractor suggests it is unreasonable to provide an evergreen warranty for goods, equipment and work. Including the delayed period, we would request that our maximum warranty period is 24 months
20.0Document C, Part 2 – Terms & Conditions
Clause No. 28.8
28.8 Consequence of Non-compliance
28.8.1 any reasonable costs incurred by the COMPANY as a consequence of the CONTRACTOR'S non-compliance with the RECTIFICATION clause shall be for the CONTRACTOR'S account. These shall include:-
28.8.1.1 the cost of detection of the defect, removal, transportation, repair, replacement, reinstallation, inspection, re-testing of the WORK, MATERIALS, EQUIPMENT, facilities and services in question;
Delete entire clause. The Contractors warranty is limited to repair or replacement of the defective item/service, it is unreasonable for Contractor to accept responsibility for all consequential losses attributable to any warranty claim.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
28.2.1.2 cost of the COMPANY'S own personnel together with the proven cost of delay to work of other contractors caused, subject to a maximum of ten (10) %, of the aggregate amount of such other cost or the CONTRACT value, whichever is less;
28.2.1.3 Other resulting loss or damage incurred by the COMPANY that is not excluded under LIMITATION OF LIABILITY or stipulated as the responsibility or liability of the COMPANY or the CONTRACTOR under LIABILITY AND INDEMNIFICATION.
21.0Document C, Part 2 – Terms & Conditions
Clause No. 28.10
28.10 Effect of Rectification or Repair by COMPANY
28.10.1 Any repairs or replacements carried out as described above shall be deemed to be effected and made by the CONTRACTOR, and the guarantee concerned shall remain in effect provided that:-
28.10.1.1 The same does not result in any detriment to the WORK, MATERIALS, EQUIPMENT, facilities and services in question; and The WORK, MATERIALS, EQUIPMENT, facilities and services in question shall be held available for inspection by or on behalf of the CONTRACTOR
Delete entire clause. It is unreasonable to expect the Contractor to guarantee work performed by others.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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for 45 days thereafter.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
22.0Document C, Part 2 – Terms & Conditions
Clause No. 28.13
Proposed new clause as follows:
“The foregoing remedies set out in Clause 28 shall constitute the COMPANYs sole remedy and the CONTRACTOR’s sole liability for any defects in the SERVICES, WORK, Equipment or any Materials incorporated into or supplied as part of the SERVICES and for the consequences of such defects. All other warranties, express or implied, statutory or otherwise of merchantability or fitness for purpose are expressly excluded herefrom”.
The Warranty for rework is the most appropriate remedy in the circumstances and Contractors warranty is limited in this regard.
23.0Document C, Part 2 – Terms & Conditions
Clause No. 29.5.1.2
The CONTRACTOR shall be responsible for all costs related to such initial investigations and opening up and such further investigations and further opening up of the WORK, and notwithstanding the provisions of CHANGES IN THE WORK, any VARIATION TO CONTRACT issued under this clause shall not entitle the CONTRACTOR to claim any extra cost or extension of time.
Insert “direct, reasonable and substantiated” prior to the word “costs” on the first line.
The Contractor requests that any inspection costs are mitigated as far as reasonably practicable.
24.0Document C, Part 2 – Terms & Conditions
Clause No. 29.7.1
Unless otherwise provided in this clause, the CONTRACTOR shall be responsible for all costs of uncovering, testing, inspection, repair, replacement and reinstating the WORK or MATERIALS,
Insert “direct, reasonable and substantiated” prior to the word “costs” on the second line.
The Contractor requests that any costs are mitigated as far as reasonably practicable.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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EQUIPMENT, facilities or services to be incorporated into or used for the WORK.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
25.0Document C, Part 2 – Terms & Conditions
Clause No. 38.2.3.2
In such event, the CONTRACTOR shall be liable for all costs and expenses incurred by the COMPANY as a result of the suspension.
Insert “direct, reasonable and substantiated” prior to the word “costs” on the first line.
The Contractor requests that any costs are mitigated as far as reasonably practicable.
26.0Document C, Part 2 – Terms & Conditions
Clause No. 39.4.1.1/39.4.1.2
36.4.1.1 any additional costs incurred by the COMPANY as a result of the default of the CONTRACTOR,
36.4.1.2 any costs incurred by the COMPANY in having the CONTRACT completed by another contractor in excess of the amount provided in the CONTRACT.
Insert “direct, reasonable and substantiated” prior to the word “costs” on the first line of each.
The Contractor requests that any costs are mitigated as far as reasonably practicable
27.0Document C, Part 2 – Terms & Conditions
Clause No. 41.2
If at any time there shall be evidence of any lien, attachment, charge or claim of which, if established, the COMPANY or its property might be subject and which is made against the CONTRACTOR, the COMPANY shall have the right to retain out of any payment to be made under the CONTRACT an amount sufficient to indemnify the COMPANY completely against such lien, attachment, charge or claim and set-off the same against any amount due to the CONTRACTOR under this CONTRACT or otherwise.
Delete “or otherwise” at the end of the clause.
The Contractor requests that any right of set-off is restricted to payments due under this contract only.
28.0Document C, Part 2 – Terms & Conditions
Clause No. 56
New Clause Proposed as follows:
“Save in respect of Clauses 10 and 17 and notwithstanding any provisions to the contrary elsewhere in the CONTRACT, the
The Contractor requests the insertion of an overall limitation of liability into the contract. It may be onerous for the Contractor to enter into the contract
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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without the inclusion of a suitable cap on liability.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
CONTRACTOR GROUP’s total cumulative liability to the COMPANY, even if the liability asserted is based on negligence (whether active or passive) or other fault or strict liability and regardless of whether the action is based on contract, tort, statute or otherwise arising out of or in relation to the performance of the CONTRACT, for delay, defective performance, breach of warranty/indemnity, suspension and/or termination shall be limited in aggregate to [insert value]. Save in respect of Articles 10 and 17 COMPANY shall indemnify and hold harmless the CONTRACTOR GROUP from and against any liability of the CONTRACTOR GROUP to the COMPANY in excess of 50 per cent of annual Contract value irrespective of cause including the negligence (whether active or passive) or other fault or strict liability and regardless of whether the action or claim is based on contract, tort, statute or otherwise of CONTRACTOR GROUP”
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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29.0Document C, Part 2 Appendix 1 – Confidentiality Agreement
Clause No. 4
In this Agreement “Affiliated Company” shall mean any company or legal entity which (a) controls either directly or indirectly a Party; or (b) which is controlled directly or indirectly by such Party; and (c) is directly or indirectly controlled by a company or entity which directly or indirectly controls such Party; and
Delete the 2nd and 3rd paragraphs (affiliates definition) and insert:
“In this Agreement “Affiliated Company” shall mean any subsidiary or parent or holding company of a Party on any co-venturer and any other subsidiary of such parent, holding or co-venturer company”
Given the shareholding in the PSN Philippines corporation, the current definition seeks to exclude PSN from the definitions and any of our affiliates involved in the work. This could prove onerous if PSN are actually carrying out the work and we could be in breach with any disclosure.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
“Control” shall mean the beneficial ownership or the right to exercise 50% or more of the voting shares or the equivalent rights of an entity to determine the decision of such entity.
30.0Document C, Part 2 Appendix 1 – Confidentiality Agreement
Clause No. 7
Subject to the last paragraph of this Clause and Clause 16, and without limiting the rights of the Disclosing Party at law, the Receiving Party agrees to indemnify and keep indemnified the Disclosing Party in respect of all claims, losses, liabilities, costs or expenses of any kind (including, without limitation, legal costs on a solicitor and own client basis) incurred directly (including, without limitation, in connection with the enforcement of this Agreement) or indirectly as a result of a breach by the Receiving Party of any of its obligations under this Agreement.
Insert “direct, reasonable and substantiated” prior to the word “claims” on the third line of the fourth paragraph
The Contractor requests that any costs are mitigated as far as reasonably practicable.
31.0 Document C, Part 2 Appendix 4 – Bank Guarantee
The Contractor requests that the Bank Guarantee is governed by English Law as the Contractor has a UK based bank.
32.0Document C, Part 3 – Schedules of Prices and Rates
Clause No. 1.5
Contractor acknowledges the Company requirement for rates to increase as per Philippine CPI. However if the CPI is not enough to meet market expectations Contractor may be unable to retain personnel.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
Contractor would therefore request that Company is willing to enter into discussions on adjusting rates, if CPI increase falls behind the market and personnel retention is prejudiced.
33.0Document C, Part 3 – Schedules of Prices and Rates
Clause No. 1.13
Insert a new sub-clause as follows:
Non availability of COMPANY provided permits to work.
Contractor can envisage a situation where permits may not be available and the Personnel are on ‘standby’.
34.0Document C, Part 3 – Schedules of Prices and Rates
Schedule 2.1
Please insert the following:
‘The Expat / Non Local portion of Part C, Schedules 2.1 are priced on the basis of Western Expatriate Personnel. The costs of these personnel are in GBP Sterling. The GBP: USD exchange rate used to convert the GBP costs to USD is 1GBP = 1.43USD. The Expat / Non Local portion of schedule 2.1 is 70%. In the event that the GBP:USD exchange rate fluctuates by more than +/- 2%, CONTRACTOR will reconcile it's billings taking cognisance of any currency fluctuation in excess of the 2%, on a quarterly basis. Contractor proposes to use www.oanda.com to find the average exchange rate over the quarter.
Contractor request fluctuation clause be inserted as Contractor believes it is unreasonable to ask Contractor to take significant currency risk.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
35.0Document C, Part 3 – Schedules of Prices and Rates
Schedule 3.1, 3.1 (additional) and 4.5.
Please insert the following:
‘The Expat / Non Local rates in Part C, Schedules 3.1, 3.1 (additional) and 4.5 are priced on the basis of Western Expatriate Personnel. The costs of these personnel are in GBP Sterling. The GBP: USD exchange rate used to convert the GBP costs to USD is 1GBP = 1.43USD. In the event that the GBP:USD exchange rate fluctuates by more than +/- 2%, CONTRACTOR will reconcile it's billings taking cognisance of any currency fluctuation in excess of the 2%, on a quarterly basis. Contractor proposes to use www.oanda.com to find the average exchange rate over the quarter.
Contractor request fluctuation clause be inserted as Contractor believes it is unreasonable to ask Contractor to take significant currency risk.
36.0Document C, Part 3 – Schedules of Prices and Rates
Schedules 3.1, 3.2, 4.1, 4.2, 4.3 and 4.4
Please insert the following:
‘The Local rates in Part C, Schedules 3.1, 3.2, 4.1, 4.2, 4.3 and 4.4 are priced on the basis of Local Filipino Personnel. The costs of these personnel are in Philippine Pesos PHP. The PHP: USD exchange rate used to convert the PHP costs to USD is 1PHP = 0.2058USD. In the event that the PHP:USD exchange rate fluctuates by more than +/- 2%, on a quarterly basis. Contractor proposes to use www.oanda.com to find the average exchange rate over the quarter.
Contractor request fluctuation clause be inserted as Contractor believes it is unreasonable to ask Contractor to take significant currency risk.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Item Company’s Terms & Specification Clause
Reference
Clause Qualification
(Proposed modification, if any)
Reason for qualification
37.0Document C, Part 3 – Schedules of Prices and Rates, Schedule 7
Clause No. 5
Pursuant to clause 4 above, all claims in relation to performing services at off-base location must be substantiated with original receipts or invoices. COMPANY shall not be obliged to make any payment for off-base services claims until such original receipts or invoice has been received by COMPANY.
Please delete ‘original receipts or invoices’ and insert ‘copy receipts or invoices’.
Contractor requests that copy receipts are acceptable to Company for any expenses under this Clause as Contractor requires the originals for his own accounting purposes.
38.0Document C, Part 3 – Schedules of Prices and Rates
Schedule 4.1, 4.2, 4.3 & 4.4 In the event that COMPANY requests these positions to be filled by non-local then rates can be provided on an individual discipline basis.
TENDERER will deploy local personnel to fill these roles
39.0Document C, Part 3 – Schedules of Prices and Rates
Schedule 10.1 It would be PSN's intention to continue using vendors for this work with reimbursement at Cost + 12%.
PSN currently use outside vendors for some of the above packages as we do not hold these in house.
Note:
If there is any qualification, TENDERER shall submit the qualification in hardcopy as well as in a CD (either as word or excel files). The CD shall be label Technical Submission:
Qualifications.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA-2: PROPOSED ALTERNATIVES
1. If the Tenderer wishes to submit an alternative offer based upon modifications to DOCUMENT C – CONTRACT, the Tenderer may include such alternatives in this Appendix. The Tenderer must state in the appropriate submission, the precise details of both the original requirement and the suggested alternative(s) together with the reasons for the alternative(s) and the effect, if any, on the prices and rates in Commercial Appendix No. CA1 - SCHEDULES OF PRICES AND RATES if the alternative(s) were to be accepted by the COMPANY. Alternatives must be clearly distinguished from Qualifications. Alternatives do not affect the offer made by the Tenderer in the FORM OF TENDER; they are alternative offers. A Tender would not be rejected because it contains alternatives.
2. The Tenderer is encouraged to develop and propose alternatives that will reduce the rates and prices or improve the services required by the COMPANY, however this can only be done after tenderer has submitted a Base Tender. Alternatives shall be presented in a manner that enables the COMPANY, at its sole discretion, to accept or reject any or all of the Tenderer's proposed alternatives.
3. The Tenderer shall enter in Technical Appendix No. TA2 either:
(1) A statement in his Technical Submission as follows:
"There are no alternatives proposed to this Tender".
or
(2) A statement in his Technical Submission as follows plus full technical details of all alternatives if the alternative is accepted by the COMPANY. Full details of the commercial/price implications of the alternative should be set out in Tenderer's Commercial Submission.
"The Tenderer proposes the following alternatives. You may accept or reject each alternative at your sole discretion."
Proposed Alternatives
PSN offer an alternative proposal for SPEX to consider, that can provide
potential cost reductions and performance efficiencies.
PSN would welcome the opportunity to further explore the following
proposal+ outlined below, and any which SPEX would wish PSN to
consider.
The following services are currently established and provided by PSN to
PSPC at the Tabangao Refinery. These facilities are established and could
be utilised to support the SPEX assets.
Medical staff cover
Medical facilities
Fabrication Shop resources
Insulation shop resources
Paint shop resources
PSN owned equipment utilisation
PSPC/SPEX owned equipment utilisation
General ground services (grass cutting, pest control, etc.)
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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OGP/PSPC site supervision
Planning services
HR support
Training co-ordination
Construction supervision and support resources
The scope for shared services is greatest between PSPC Refinery and the
SPEX OGP due to close proximity of both sites, the PSN onsite
establishment, the similarities in the scope of the services required and
range of resources (personnel and equipment) available onshore.
The synergies offshore are less widespread but still significant. Offshore
requirements for some items of equipment are specific and would not be
relevant to that available in some cases onshore, e.g. diesel powered
equipment would need special features for use in Zone 2 areas offshore.
Synergies with personnel have been recognised previously when
fabrication work has been undertaken for SPEX by the PSN PSPC team and
offshore installation work has been undertaken on the Malampaya facility
by personnel from both PSN Batangas and PSN Melbourne.
The scope of service for the SPEX contract has may synergies in
organisation that would lend themselves to a shared environment as listed
above. We would suggest that an organisation defined to manage the
combined services would result in lower overall numbers of personnel
which would deliver reduced costs to the Shell group. Commercial
arrangements for charging would however have to be defined and agreed
between al parties.
The quantum of work within the SPEX contract is not at this stage
specifically defined. WE understand that SPEX are progressing to revise
maintenance strategies and routines. The organisations proposed in our
tender has been set by PSN at the indicative numbers provided by SPEX.
We would welcome an opportunity to review resource requirements
against more specific data on maintenance manhours and forecast
engineering requirements to determine the optimum resource
requirements and strategies which would give the most efficient use of
manpower and lowest cost options for forecast workscope.
4. The Tenderer shall enter its company name and sign each page of this Appendix.
5. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA-3: PART 3 - SCHEDULES OF PRICES AND RATES (UNPRICED)
1. Tenderers shall quote ALL the required prices and rates in DOCUMENT C, PART 3 - SCHEDULES OF PRICES AND RATES and submit the “UN-PRICED QUOTATION” as part of TECHNICAL PROPOSAL for COMPANY verification.
The un-priced quotation submitted in the TECHNICAL PROPOSAL shall only have the following quotation: -
"Q" For “QUOTED PRICE”."NQ" For “NO QUOTE” or “NOT AVAILABLE”“Indicate the number of Personnel” (for SCHEDULE NO. 1 only)“State the location of office(s) & nationality” (for SCHEDULE No. 4.5 only)
Our unpriced quotation is included in Attachment TA3.1
2. Modification, alteration, addition etc. to the COMPANY format in DOCUMENT C, PART 3 - SCHEDULES OF PRICES AND RATES is STRICTLY PROHIBITED and doing so will automatically disqualified Bidder's COMMERCIAL PROPOSAL submission.
3. The Tenderer shall complete the relevant prices and rates in the Schedules set out in Document C PART 3: SCHEDULE OF PRICES AND RATES.
The Tenderer shall review the invoicing pro-forma included in Document C PART 9 ADMINISTRATION INSTRUCTIONS and confirm or otherwise its agreement to the proposed application of Philippine taxes, if any, shown thereon. Where Philippine taxes do not apply, Tenderer is to sign Box C below.
A. Agree with proposed application of Philippine taxes
B. Disagree with proposed application of Philippine taxes
C. Philippine taxes do not apply
Signed: …………..……….. Signed: ………..…………… Signed: ……………....….
If B & C above, state reason: ……………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
………………………………………………………………………………………………………………
4. The Bidder shall enter its company name and chop and sign each page of this Appendix.
5. THIS APPENDIX SHALL BE INCLUDED IN TENDERER’S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA-4: TENDERER’S PROPOSED CONTRACT MANAGEMENT AND ORGANISATION SET-UP
1. Tenderer shall provide organisation chart showing proposed structure, team members and reporting relationship with clearly defined roles and responsibilities. The organigram for the Maintenance and Engineering Services Contract (MESC) team showing job titles, categories, nationality (Local or Expat.) and reporting lines. The organigram should show all reimbursable key personnel and non-reimbursable personnel, and the relationships between the two. The organisation chart shall show all staff (CONTRACTOR’s plus SUBCONTRACTORS’ plus all agency staff).
2. The Tenderer shall provide a detailed narrative describing the roles and responsibilities for each team member.
3. The proposed organisation including the line responsibility / reporting shall as a minimum consist of the following:
Management team Engineering teamMaintenance team SAP support teamPost contract administration team for coordination & management of SPEX’s assigned
contracts and Tenderer’s sub-contracts.Minor fabrication team, etc
4. A tentative CONTRACTOR”s organisation envisage by COMPANY for this contract is attached as Figure 1 (below) for Tenderer’s reference and consideration. Tenderer may propose something similar or propose alternate Organisation chart that would best suit COMPANY’s needs. Tenderer is encouraged to propose a comprehensive organisation chart that best demonstrate effective line of communication with define roles and responsibilities as well as effective cooperate support from regional or head offices.
5. The Tenderer shall ensure that personnel proposed for the respective positions possess the necessary experience and qualification to enable them to carry out their work efficiently, effectively and professionally.
6. Tenderer proposed organisation charts shall have name individual to the proposed positions. The proposed CONTRACTOR’s organization chart shall clearly identify those that are part of the fixed monthly management fees, monthly salary and hourly rates personnel.
7. The proposed organisation shall demonstrate capacity to provide between 250,000 to 350,000 man-hours of services annually in accordance with the range of resources requirement.
8. The tentative category and base of service of tenderer’s proposed personnel as follow:
At Greater Manila Area: Project Management team, SAP supports, Engineering Lead, Maintenance Lead, etc.
At Onshore Gas Plant: Engineer, Lead technician, technician, trades, dual trades & craftsmen.
At SWP: Engineer, Lead technician, technician, trades, dual Trades & craftsmen.
9. The Tenderer shall also provide detailed information on the following
(a) Name(s), address(es), telephone/fax nos., e-mail and name(s) of contact person(s) of any principal, SUB-CONTRACTOR, joint-venturer, parent/associate/subsidiary company with whom the Tenderer is proposing to carry out any part(s) of the works;
(b) Distribution/allocation of responsibilities for execution of the WORK between the Tenderer and their principal, SUB-CONTRACTOR, joint-venturer, parent/associate/subsidiary company;
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA-4: TENDERER’S PROPOSED CONTRACT MANAGEMENT AND ORGANISATION SET-UP (CONT’D)
10. This information is required to enable the COMPANY to assess the Tenderer 's understanding of their responsibilities in execution of the WORK, their capability in organising their various resources in executing WORK onshore and offshore. The Tenderer may therefore, submit any other information it considers appropriate, to enable the COMPANY to have a complete understanding of their proposed organisation.
11. Tenderer to confirm whether Tenderer is a Domestic Corporation, Resident Foreign Corporation or Foreign Corporation.
- For Domestic and Resident Foreign Corporation, Tenderer shall provide evidence of registration with the Bureau of Internal Revenue (BIR) and Securities and Exchange Commission (SEC).
PSN can confirm we are a Domestic and Resident Foreign Corporation and
have attached copies of our BIR and SEC certificates in Attachment TA-4.11
- Tenderer is a Foreign Corporation bidder shall confirm commitment to set-up a legal entity in the Philippines and register with BIR and SEC within 4 to 8 weeks after award this tender (if any).
PSN has carried out a detailed review of the scope of work contained within
the SPEX ITT. We understand the business need to move the asset from a
reactive organisation to a proactive, top quartile performing organisation.
PSN proposes to implement an organisation that would drive the required
changes by capitalising on its corporate experiences both locally within the
Philippines and globally throughout the PSN network. The network has
strong links to recent success gained in the UK North Sea where two Shell
Central assets scored joint 1st and 2nd place in the global Operational
Excellence (OE) measures.
PSN has supported Shells Operational Excellence/Total Reliability journey
for a number of years and has learned that in order to drive the necessary
changes, both internally and externally within the Shell organisation, a
strong and proactive management team is required.
The proposed team lead by Alan Russell consists of 6 senior team
members, which have the necessary skills and competencies, required to
manage positive changes in the wider team both on and offshore. The
experience and qualifications of the team are shown in more detail in TA -
05.
The PSN team will help drive the required improvements by following the
Shell process guides contained within the OE’ framework. It is envisaged
that a number of the lead roles highlighted in the proposed organisation
would become ‘OE’ blade owners, thus putting clear ownership and
accountability into the PSN organisation. This approach is proven to
deliver measurable and sustained continuous improvement.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Proposed organisational charts for :
1. Onshore Gas Plant -OGP
2. Offshore -Shallow Water Platform SWP
3. Onshore Manila Area Organisation
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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Organisational narrative for key roles
It is the intent to move towards high percentage localisation within the
Philippines throughout the contract life, this will be dependant on
achieving the necessary competencies locally.
Key positions within the proposed organisation are as follow:
Project Manager – Alan Russell is responsible for the safety of all
personnel and quality of services being offered to SPEX. Key points
are ensuring all aspects of the contract are followed and that all
personnel working within the PSN organisation or subcontract
support network are working within the rules set out and agreed.
Maximising PSN’s experience globally and taking forward solutions
to technical and organisational issues that will enhance the
Malampaya asset.
Maintenance Lead – Lee Dickinson is accountable in ensuring
both the onshore and offshore team is working in accordance to the
Operational Excellence frame work and that the quality of routine
and non-routine activity is to the correct standard. SAP is used to
drive reliability improvements by ensuring the work preparation and
scheduling is conducted. That all technicians have the correct skills
and competencies required to carry out their duties and that
support is available. The correct history is entered so the review
and improve loop can be sustained improving asset reliability and
uptime.
Engineering Lead – Euan Cameron is accountable ensuring that
the engineering quality locally is to the correct standard and that
the local Filipino engineers are being supported and mentored.
Engineering is entered in accordance with the planning process. As
the hours within the ITT are only estimates this position will be
reviewed depending on engineering through put.
HSEQ Lead – Tito Lejero will help ensure that Health, Safety,
Security, Environmental and Quality aspects of the PSN service at
SPEX locations is being upheld, and that we are an organisation
that is constantly seeking Zero incidents on a daily basis. Tito
would be a shared resource between PSPC and SPEX however
supported by a dedicated HSEQ focal point within the project.
OGP supported from PSPC Tabangao – John Padmore, on a daily basis,
will support the onshore gas plant maintenance supervisor, ensuring that
the PSN standards are being met and that efficiency gains between both
plants can be obtained.
Capacity - Shell estimate 250,000 to 350,000 hours per year
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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PSN has the ability to both grow and reduce the manpower requirements
to suit SPEX’s needs; this applies to both the maintenance and engineering
support services.
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Locally the manpower fluctuations can be large and for short periods can
be challenging. PSN has a good working relationship with the local
Barangauy Captains in Batangas and we understand the rules associated
with employing local personnel.
One of the main foundations within PSN is the utilisation of the network
and the transfer of both manpower and expertise globally. Detailed plans
are set out in advance for large scale up man/down man requirements and
are controlled through the network. This can range from 1 to 500+ plus
people depending on the scope.
Specialised support services are also used to support the projects through
a number of larger hubs globally:
The engineering support model proposed for SPEX explains in detail
the use of the network and the ability to move either work or
resources to meet increasing demand at all levels of complexity.
(Ref TA-15)
PSN has a network of engineering offices which can quickly support
the Shell Malampaya asset. We have provided blended rates for
provision of services out-with the Philippines. This allows us to
utilise available engineering capacity in the PSN network, reducing
the response time for the client.
PSN since its separation from KBR has developed its engineering and
maintenance standards and processes from the foundation level. The
network has enabled the use of standard process and procedures globally.
2. Roles and Responsibilities
For details of the roles and responsibilities for our team members, please
refer to Attachment TA – 04.2.
9. PSN Sub-contractor Details
PSN Sub-contractor details can be found in Attachment – TA 14.2 located
in TA – 14.
11. PSN Philippine Entity
PSN can confirm we are a Domestic and Resident Foreign Corporation and
have attached copies of our BIR and SEC certificates in Attachment TA-4.11
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Our methods for measuring and reporting performance allows us to
react quickly to ensure our shared objectives are met.Currently at the
PSPC refinery PSN over a 3 month period recruited 532 personnel on
direct hire and 76 personnel through a 3rd party subcontractor. In
preparation for the turnaround more than 550 individuals have received
training. The use of the training HSE SHELTER has played a key part in
ensuring all these additional personnel met our minimum safety
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12. The Tenderer shall enter its company name and sign each page of this Appendix.
13. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-4: TENDERER’S PROPOSED CONTRACT MANAGEMENT AND ORGANISATION SET-UP (CONT’D)
FIGURE 1: NOTIONAL CONTRACTOR ORGANISATION
Note:
i). Tenderer shall expand on above notional contractor’s organisation and clearly indicate the number of personnel propose for each proposed position.
ii). Tenderer may also propose alternate organisation chart, which best meet MESC requirement.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-5: CURRICULUM VITAE OF PROPOSED KEY PERSONNEL
1. Provide latest and detailed CV's for all Key personnel proposed for the MESC Team. Tenderer shall ensure that all key personnel meet the minimum requirements in terms of qualifications and experience as set out in DOCUMENT C – PART 7, SPECIFICATION and any additional requirements set out in these ITT Documents or subsequent Technical Clarifications.
2. In addition to the CVs, Tenderer shall provide a Summary of all the key personnel proposed for key MESC positions in the format as set forth in TABLE 5-1 as well as detailed individual CV as set forth in TABLE 5-2.
3. Tenderer shall provide the following key personnel for start within 60 days from Contract effective date.
No. Description
1.0 Project Manager
2.0 QA/QC Manager or lead *
3.0 HSSE Manager or lead *
4.0 Maintenance Lead *
5.0 Engineering Lead *
6.0 Maintenance Engineers (2 pax.)
7.0 SWP Lead Technician * (Mechanical, Electrical and Instrumentation – 2 pax. for each discipline. Total 6 Pax.)
8.0 OGP Lead Technician * (1 pax.)
Note: * Must be full time personnel
4. The Tenderer shall ensure that personnel proposed for the respective positions possess the necessary experience and qualification to enable them to carry out their work efficiently, effectively and professionally.
5. All personnel shall be subject to COMPANY's approval.
6. The Tenderer shall enter its company name and sign each page of this Appendix.
7. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-5: CURRICULUM VITAE OF PROPOSED KEY PERSONNEL (CONT’D)
TABLE 5-1: SUMMARY OF KEY PERSONNEL
Item Position Name Age Nationality Qualifications Professional accreditation (if any)
Total experience (years)
Number of years in oil & gas
industry
Number of years in proposed
position
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
Item Position Name Age Nationality Qualifications Professional accreditation (if any)
Total experience (years)
Number of years in oil & gas
industry
Number of years in proposed
position
1.0 Assignment Manager
Alan Russell 33 British PG Cert, NVQ LV5
In management
Member of Management
Institute
16 16 4
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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2.0 Maintenance Lead
Lee Dickinson 35 British HND Member of Control & Automation
Institute
12 12 5
3.0 Engineering Lead Euan Cameron 46 British MSc, BEng, HND, HNC
- 25 25 2
4.0 HSE Manager Tito Lejero 40 Philippines
NEBOSH ASPP 13 10 10
5.0 Mechanical Engineer
Hugh Spiers 49 British City & Guilds - 33 27 12
6.0 Implementation Team Lead
Peter Walton 64 British OIM Qualification
NEBOSH
Member of Energy Institute
48 40 7
7.0 Business Services Manager
Ron Noakes 61 British ONC Member Association of Cost
Engineers
42 32 15
8.0 E&I Coach Kevin Docherty 27 British BEng - 33 27 12
9.0 Mechanical Coach
Niranjan Panchal
44 Indian BSc - 22 22 ?
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-5: CURRICULUM VITAE OF PROPOSED KEY PERSONNEL (CONT’D)
TABLE 5-2: FORMAT FOR CV OF PROPOSED KEY PERSONNEL
DESIGNATION:
NAME : PASSPORT NO.:
NATIONALITY: AGE:
MARITAL STATUS:
TELEPHONE NO :
ACADEMIC QUALIFICATIONS
SKILL PROFILES
WORKING EXPERIENCE (IN CHRONOLOGICAL ORDER, STARTING WITH MOST RECENT)
CURRENT DUTIES AND RESPONSIBILITIES
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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DESIGNATION
ASSIGNMENT MANAGER
NAME :
Alan Russell
PASSPORT NO :
NATIONALITY :
British
AGE :
33
MARITAL STATUS :
Married
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
Working towards “Chartership Currently” in Management
Post Graduate Certificate in Business Management - RGU
NVQ Level 5 in Business Management
Higher National Modules in Engineering - RGU
BP Apprenticeship: Indentured Apprenticeship with BP
NVQ Level 3 Instrumentation & Maintenance
ONC Measurement & Process Control
ONC Mechanical Engineering
SKILL PROFILES
Experienced Maintenance & Engineering Team Leader, with proven track record in
managing all aspects of multi skilled teams and delivering against targets.
Committed to health, safety and environmental performance.
Proven leadership and enjoy working as part of a team and able to operate in
challenging and changing circumstances. A keen eye for detail, ensuring that
work is planned and completed to a high standard ensuring safety, asset integrity
and the environment is protected at all times.
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
January 2004 to Date – PSN
Central Asset Delivery Manager
January 2001 to 2004 - KBR
Onshore Asset Focal Point – Asset focal points for 3 platforms owned by Shell
International
January 2000 to January 2001 - Brown & Root
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A member of a technical support team supporting 5 assets for Shell.
Varco Rigtech - (May 1999 to December 1999)
Worked in Japan, Norway & France commissioning control systems on drill rigs,
worked in a team tackling software and hardware problems. Taking the project
from the design stage through to implementation managing a small team of
technicians
February 1998 to April 1999 - Brown & Root
A member of a maintenance / operations support team
April 1996 to February 1998
A member of Forties Charlie operations and maintenance team
1996 - BP Miller Production Platform
Instrument Technician
Onshore and offshore assets with BP 1992 to 1996 during the 4 year
Apprenticeship scheme
CURRENT DUTIES AND RESPONSIBILITIES
Currently the Central Asset Delivery Manager managing all aspects of both
onshore and offshore Engineering, Projects & Maintenance activities. The role is
both strategic and operational ensuring the offshore teams are working efficiently
on a daily basis and that the contract goals are being achieved and continuous
improvement forms part of the base business. Major Projects, Engineering CP’s
and Maintenance support are the main work groups working for the delivery
manager role.
Detailed below is a breakdown of the key responsibilities:
HSE – Play a lead role in achieving exceptional Safety Performance, through
taking an active role in improving the safety culture within Sigma3 and Shell. This
has involved ensuring that Shell’s Performance through HS&E and STOP
programmes are communicated effectively to all core and non-core personnel
involved in the onshore and offshore organisation. An important part of this is
regular visits offshore where I am able to convey the company message and my
own commitment to HSE.
Asset Integrity – Have achieved all KPI targets for Safety critical routine and non-
routine maintenance measures, this has been achieved by ensuring offshore team
leaders and maintenance technicians have clear accountabilities and
understanding the importance of the planning.
Cost and Planning – Responsible for developing and delivering the annual
maintenance & engineering budget circa $180 million for the Central Asset in
2008. Healthcare contracts and extraordinary maintenance items form part of the
budget management.
Reliability Improvements – Have driven reliability improvements to achieve high
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asset utilisation, through the application of root cause analysis techniques. Other
techniques used are Equipment Improvement Team’s where the maintenance and
operations teams don’t just use the equipment but care for it and take ownership.
This is then audited against set criteria.
Leadership – Have considerable experience of managing organisational change
both onshore and offshore. My leadership style is lead by example setting
standards and creating an environment that people working with me feel
comfortable giving feedback openly honestly and with respect. I also like to make
people feel they make a difference regardless of their level within company.
Accountable for a core of 166 offshore team members and 70 onshore support
personnel, who include project managers, project engineers, engineers and
support services personnel.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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DESIGNATION
MAINTENANCE LEAD
NAME :
Lee Dickinson
PASSPORT NO :
JA883501B
NATIONALITY :
British
AGE :
35
MARITAL STATUS :
Married
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
HND Electronics
HNC Instrumentation and Control
ONC Instrumentation and Design
T.T.E and Northumbrian Water Ltd. (4-year Instrumentation
Apprenticeship)
SKILL PROFILES
An enthusiastic Maintenance Engineer with significant management and technical
experience in the Energy Sector. Recently at the forefront of major business improvements
in maintenance for a major Oil company, where I worked my way from Technician to Lead
Engineer. Previously commissioning for major companies in the Rail, Petrochemical,
Pharmaceutical, Power, and Oil and Gas industries. Ambitious, and keen to further a career
in maintenance business improvement, and expand upon existing skills to meet future
challenges. Computer literate, with a working knowledge of most process control packages,
and the latest SAP E-Business platform.
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
January 2008 to Date - Sigma3, Shell Central Onshore Support
Maintenance Lead
April 2005 to January 2008 - Sigma3, Shell Gannet Onshore Support
Senior Support Engineer (Focal Point)
October 2004 to April 2005 - Sigma3, Shell Central Onshore Support
Instrument Maintenance Engineer
July 2004 to October 2004 - Sigma3, Shell Shearwater Onshore Support
Instrument Maintenance Engineer
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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January 2000 to July 2004 - AMEC Offshore Ltd, & KBR.
Instrument Maintenance Technician
Shell Shearwater Platform
September to January 2000 - Whessoe Ltd
Instrument Technician
DEPA LNG tanks, Revisthoussa Island, Greece
May to September 1999 - Marconi Communications
Integration Engineer
Jubilee Line Ext. London.
March to May 1999 - NES Ltd
C & I Technician
Killingholme ‘A’ Powerstation.
November to March 1999 - Wood Group Ltd
INSTRUMENT COMMISSIONING Technician
Shell St Fergus LNG Plant
July to November 1998 - AOC Brown And Root
Instrument Technician
ICI Aromatics 2 Shutdown
March to July 1998 - Das Island train 1 Shutdown.
Instrument Specialist
July to March 1998 - Watson Norie, Zeneca Huddersfield.
Instrument Technician
April to June 1997 - Costain, Das Island train 3 Overhaul.
Instrument Specialist
November to April 1997 - Morgan Moore Ltd
Instrument Technician
Smithkline Beecham Project, Essex.
August to November 1996 - CIBA, Grimsby
Instrument Technician
Irgasan 500 Project.
July to August 1996 - M.W. Kellogg
Instrument Inspector
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Conoco – VAC 3 Project.
April to July 1996 - Aeromatic-Fielder
Instrument Validation Technician
Pharmaceutical Project
March to April 1996 – Costain
Instrument Specialist
Das Island LNG train 2 Overhaul, Abu Dhabi.
CURRENT DUTIES AND RESPONSIBILITIES
Onshore Maintenance Support Team to the Gannet, Nelson, Shearwater platforms,
and the Anasuria FPSO. Line report for the offshore Maintenance teams.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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DESIGNATION
ENGINEERING LEAD
NAME :
Euan Cameron
PASSPORT NO :
NATIONALITY :
British
AGE :
46
MARITAL STATUS :
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
MSc Project Management (ongoing)
BEng (Distinction) Mechanical Systems Engineering
HND – Mechanical Engineering
HNC – Fabrication & Welding Engineering
SKILL PROFILES
25 years experience with both Oil & Gas Operator and Contractors and has a track
record of building motivating and managing teams to deliver customers
requirements in a safe and profitable manner. He has held Operational and
Management positions with increasing responsibility and accountability for
company business development, performance and profitability.
He has a good range of experience of International and UK offshore and onshore
industries which is complimented by a good engineering background and
experience in all areas of the oil & gas from conceptual studies, front end
engineering design, construction, hook-up & commissioning and operations &
maintenance.
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST
RECENT)
April 2007 to Date - PSN
Senior Project Manager – International Operations
October 2006 to April 2007 - PSN
Project Manager – Engineering
BP Andrew Lower Cretaceous Field Development
EMAS Offshore Pte, Singapore
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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August 2003 to October 2006 - PSN
Project Manager - Operations & Maintenance
PTTEP BONGKOT & ARTHIT, Thailand
RE-ENGINEER
EEPCI, Chad
BAPETCO OBAIYED, Egypt
GUPCO, Gulf of Suez
BP SAQQARA, Egypt
CAIRN ENERGY, SANGU OPERATIONS Bangladesh
RWE NORTH IDKU, Egypt
YUKOS PRIOBSKOYE, Siberia
August 2002 to August 2003 - PSN
Integrity Technical Authority
ConocoPhillips ISC
October 1999 to August 2002 - PSN
Integrity Engineer
ConocoPhillips ISC
January 1999 to October 1999 - PSN
Construction Engineer
Total Dunbar MPP Project
February 1998 to December 1998 - PSN
Mechanical Engineer
Transco RCS Project
August 1997 to February 1998
Mechanical Engineer
Mobil Sage Terminal Extension Project
June 1993 to August 1997
Fabrications Engineer
Shell Brent LTFD Project
March 1993 to May 1993 - PSN
QC Engineer
Shell Nelson HUC Project
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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September 1992 to October 1992 - PSN
QC Engineer
Shell Gannet HUC Project
July 1992 to August 1992 - PSN
QC Engineer
BP Miller Development Project
October 1991 to June 1992 - Leuven Services (Aberdeen) Ltd
March 1992 to June 1992
QA/QC Surveyor
Mobil Beryl Alpha Gas Dehydration Project
January 1992 to March 1992
Vendor Inspector
Phillips Petroleum Co. and Unocal UK Ltd
October 1991 to January 1992
QC Inspector
BP Forties Artificial Lift Project
September 1991 to October1991 - AOC International Ltd
QC Inspector
Shell Fulmar FSU Structural Repair
CURRENT DUTIES AND RESPONSIBILITIES
Operations Manager responsible for contract implementation, execution and
performance of the following contracts:
Occidental Mukhaizna MVC Project, Oman – Provision of Commissioning and Close-
out Services
Kashagan East Experimental Programme Project – Hook-up and Commissioning
Services
Contract start-up Shell Gabon providing Engineering Services to Gamba, Toucan
and Rabi facilities
Responsible for provision of clear leadership and direction to project staff in the
provision of technical and operational support to both internal and external clients
ensuring alignment with Company core values and in particular Health & Safety.
Seconded to Middle East Operations, to assist with development of business
acquisition in the region - compilation of various proposals in response to
“Invitation to Tender” documents received, for various International Projects, for
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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existing and potentially new clients, responsible for development from Pre-
Qualification through to Full Bid Submission.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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DESIGNATION
HSE MANAGER
NAME :
Tito Lejero
PASSPORT NO :
NATIONALITY :
Philippino
AGE :
40
MARITAL STATUS :
TELEPHONE NO:
(63)-9175044979
ACADEMIC QUALIFICATIONS
International General Certificate
Awarded with “Distinction” for NEBOSH-IGC 1, 2 & 3
National Examination Board for Occupational Safety & Health
Association of Safety Practitioners of the Philippines Inc
Association of Health, Safety, Security, Environmental Practitioners
SKILL PROFILES
Over eleven (11) years of experience in Petroleum & Lube-Oil Refinery
Maintenance, Hydro-Electric Plant Operation and Maintenance, Power Plant
construction, Industrial Plant construction with emphasis to Health, Safety,
Environment management, supervision and implementation. Background also
includes experience in strategy and formulation of applicable rules and
regulations in accordance with regulatory requirements for compliance. Have
worked closely with Engineering, Construction team, Operation & Maintenance,
client relations and HSE audit teams
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
May 2006 to Date – PSN
HSE Manager
August 1999 to April 2006 – KBR
HSE Manager
April 1996 to August 1999 – Manila Electric Company
Safety Engineer
CURRENT DUTIES AND RESPONSIBILITIES
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Advising management in the formulation of Health, Safety and Environment Policy.
Administering the company’s Health, Safety and Environment Program.
Providing guidance to management in order to meet safety objectives.
Ensuring that the Company’s Health, Safety and Environment programs are in
compliance with Government regulatory requirements.
Formulate Pro-active Safety Programs.
Maintains an efficient accident record system.
Coordinate with Training Department for employee’s safety training requirements.
Waste minimization and management
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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DESIGNATION
MECHANICAL ENGINEER
NAME :
Hugh Spiers
PASSPORT NO :
NATIONALITY :
British
AGE :
49
MARITAL STATUS :
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
City & Guilds Craft I, II, III
City & Guilds Technicians I
ECITB Project Management
RGIT Offshore Safety & Fire Fighting, TOP-SET Incident Investigator
SKILL PROFILES
Since completing my apprenticeship with British Shipbuilders back in 1980 the last 28
years have been spent working in the onshore/offshore oil and gas industry. With a sound
construction background the last 10 years have been in senior engineering and
management roles within the UK and International assignments. Key positions held
include: Project Manager, Engineering Manager, Senior Project Engineer, Implementation
Focal Point, and Lead Development Engineer
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
November 2007 to Date - PSN
Engineering Manager
BP Onshore Compression & Terminals Integration Project
August 2006 to August 2007 - PSN
Topsides Project Manager
Gupco Rehabilitation Project, Cairo, Egypt
August 2003 to August 2006 - PSN
Senior Project Engineer/Engineering Manager
ExxonMobil SAGE Atlantic& Cromarty Project
January 2003 to August 2003 - KBR
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Deputy Engineering Manager
December 1997 to December 2002
Senior Project Engineer
TFEE/HKBR ESC, Aberdeen
February 1996 to December 1997 – Brown & Root AOC
Lead Dev. Engineer/Implementation focal point
Shell Central ISC
June 1994 to January 1996 – Brown & Root AOC Ltd
Development Engineer
Shell Central ISC
December 1990 to May 1994 – AOC International Ltd
Development Engineer
Shell Central MMSC
January 1990 to December 1990 – AOC International Ltd, Great Yarmouth
Construction Engineer
Amoco ESD Valve/Platform Safety Project
July 1989 to December 1989 – AOC International Ltd, Peterhead
Fabrication Engineer
December 1988 to July 1989 – AOC International Ltd
Estimator
July 1987 to December 1988 – AOC International Ltd
Fabrication Supervisor
April 1984 to July 1987 – AOC International Ltd
Plater
October 1982 to April 1984 – AOC International Ltd (offshore)
Plater
September 1980 to October 1982 – Sea & Land Pipelines (SLP Ellon)
Plater
May 1980 to September 1980 - Oceanic Engineering/Crombie Fabricators,
Aberdeen
Plater
August 1975 to May 1980 - British Shipbuilders, Govan (Glasgow) & Hall
Russells (Aberdeen)
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Apprentice Plater/Shipwright
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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CURRENT DUTIES AND RESPONSIBILITIES
The project scope includes installation of new gas compression, slug catchers,
liquid handling facilities, metering and new local equipment room to enable the
West Sole and Amethyst facilities to be integrated into BP Dimlington. This
includes the upgrade and replacement of existing equipment
Responsible for the direction, control, monitoring, supervision and co-ordination of
the engineering in accordance with the project, statutory requirements and
applicable engineering standards ensuring a consistent design philosophy and
standards by the engineering disciplines. Ensure the works were executed in
accordance with the agreed scope of work, budget and plan.
Promote effective communication and challenge within the engineering disciplines
in order to foster the production of safe, cost effective, fit for purpose and
constructible designs.
Ensure that long lead and critical packages are properly managed by the
responsible disciplines. Ensure technical compliance, cost control and scheduling
of engineering packages
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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DESIGNATION
IMPLEMENTATION TEAM LEAD
NAME :
Peter Walton
PASSPORT NO :
NATIONALITY :
British
AGE :
64
MARITAL STATUS :
TELEPHONE NO:
+44 (1) 224 777777
ACADEMIC QUALIFICATIONS
NEBOSH Certificate
Management of Major Emergencies Offshore (MOME)
Onshore Emergency Response Leader (Risktek)
Accredited Auditor (Batalas Peteroleum, now lapsed)
Member of Energy Institute
SKILL PROFILES
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST
RECENT)
2006 to Date - PSN (Bangladesh)
Senior Operations Manager
Sangu Gas Plant Dhaka, Bangladesh
2006 to 2006 - Upstream Petroleum (Australia)
FPSO Operations Manager
Crystal Sea Project. Mumbai, India
2005 to 2006 - Modec (FPSO Division)
FPSO Operations Manager
Elang/Kakatua EPS Pte Ltd, Jakarta, Indonesia
2004 to 2005 - Operations and Maintenance Support Services Ltd (UK)
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Self employed consultant
2002 to June 2004 - AKER KVAERNER (E + C Singapore and SR Vietnam)
Operations and Maintenance Senior Project Manager
SR Vietnam (BP Nam Con Son Project)
2001 to 2002 - Aker Kvaerner Oil and Gas Limited
Country Manager, Malaysia
1998 to 2001 - Aker Kvaerner Oil and Gas Limited
Operations Manager, Aberdeen and Perth W Australia
1995 to 1998 - Bluewater Operations UK Ltd (Holland)
Offshore Installation Manager (OIM, FPSO) UK North Sea
1991 to 1995 - Health and Safety Executive (HSE), Offshore Safety
Division (OSD, Aberdeen)
Operations Inspector
1989 to 1991 - BP Exploration Ltd [FPSO OPV Seillean)
Offshore Operations Engineer
1987 to 1989 - BP Exploration Ltd (Belfast, Harland & Wolff, N. Ireland)
Senior Commissioning Engineer
1982 to 1987 - BP Exploration Ltd
Offshore Production Supervisor
1981 to 1982 - BP Exploration Ltd (Stornoway Shipyard)
Commissioning Supervisor
1980 to 1981 - BP Exploration Ltd
Junior Commissioning Engineer
1976 to 1980 - BP Exploration Ltd
Offshore Production Supervisor
1969 to 1976 - BP Refinery Kent Ltd
Relief Plant Operator
1959 to 1969 - HM FORCES
Attained the rank of Sergeant.
CURRENT DUTIES AND RESPONSIBILITIES
Managing Operations and Maintenance services, for Cairn Energy PLC. Facilities
comprise Offshore Gas Platform, pipeline and onshore Gas processing facility at
Chittagong
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DESIGNATION
BUSINESS SERVICES MANAGER
NAME :
Ron Noakes
PASSPORT NO :
NATIONALITY :
British
AGE :
MARITAL STATUS :
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
ONC Business Studies
Member Association of Cost Engineers
SAP Process Expert
ORACLE Super User
SKILL PROFILES
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
April 1987 to Date – PSN
November 2006 to Date
Business Services Manager
BP Dimlington – OCTIP Project
April 2005 to October 2006
Business Services Manager
ExxonMobil A&C Project
November 2003 to March 2005
Project Controls / SAP Consultant
BNFL Sellafield
July 2003 to October 2003
Business Services Manager
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ExxonMobil – Engineering & Construction
September 2000 to July 2003 / April 2002 to July 2003
Project Controls Manager
September 2000 to March 2002
SAP Consultant (Cost Management)
May 1999 to August 2002
SAP Key User (Project Systems (PMA - PEN)
August 1996 to April 1999
Project Services Manager - South Africa
March 1995 to August 1996
Cost Manager
March 1992 to March 1995
Project Services Manager
April 1991 to February 1992
Lead Cost Engineer
January 1990 to April 1991
Senior Cost Engineer
August 1987 to December 1989
Lead Cost Engineer
1985 to 1987 - Qatar General Petroleum Corp (QGPC)
Budget / Cost Control Engineer
1985 - Foster Wheeler Energy
Cost Control Engineer - Glaxo Pharmaceuticals, Annan
1984 to 1985 - Brown & Root International
Senior Cost Engineer
1980 to 1983 - Foster Wheeler Consultant (UAE)
Contracts Administrator - Zirku Island, Abu Dhabi
1977 to 1980 - Matthew Hall Engineering Ltd
Senior Cost Engineer - Drillmaster Conversion – Stornaway
1969 to 1977 – Foster Wheeler Power Products Ltd
1975 to 1977
Cost Engineer
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1969 to 1975
Cost Controller
1966 to 1969 - Heortness Engineering Co. Ltd
Cost Accountant - Ship Repairers
1963 to 1969 – Kindbergs Ltd
Junior Accountant - Ship Repairers
CURRENT DUTIES AND RESPONSIBILITIES
Over thirty years experience in the Project Management and Control of
engineering and construction projects relating to onshore/offshore oil & gas,
pipelines, petrochem, pharmaceutical plants, power generation, paper and pulp,
breweries, soft drinks and mining. Contract types include lump sum, reimbursable,
partnering and alliance.
Overseas experience includes Abu Dhabi, Libya, QATAR, Dubai, South Africa,
Swaziland and Kenya.
Experienced in the use of both internal/external project management systems
including, Microsoft XP, ILS/Timeweb, HCMS, Primavera P3, SAP R2 and SAP R3
4.6d. SAP process expert and ORACLE Financials.
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DESIGNATION
ELECTRICAL AND INSTRUMENTATION COACH
NAME :
Kevin Docherty
PASSPORT NO :
099066134
NATIONALITY :
British
AGE :
27
MARITAL STATUS :
Single
TELEPHONE NO:
+44 (0)1224 777777
ACADEMIC QUALIFICATIONS
BEng Engineering (Honours)
BSc Instrumentation & Applied Physics
GSVQ III Industrial Plant Support
HND Measurement & Control Engineering
SKILL PROFILES
IOSH – Managing Safely (Awaiting Result OSMTD Mod 4)
NVQ Level III Maintaining Plant Support Instruments & Controls (MPSIC)
Low Voltage Electrical Safety Rules (Shell Expro)
Hazardous Areas (Comp Ex) (Expires 2011)
Root Cause Analysis (RCA)
Richard Jones Risk Assessment Coaches Course
OSMTD Module 1 Practical Supervision
OSMTD Module 2 Practical Communications
OSMTD Module 3 Employee Relations
OSMTD Module 4 Health & Safety
OSMTD Module 5 Planning, Quality & Control
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
September 2008 to Date - PSN
Operations & Maintenance Support Engineer
Exxon Mobil, BP, Cairn Energy, KNOC
October 2006 to August 2008 - PSN
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Instrument & Electrical Lead
Exxon Mobil
May 2006 to October 2006 - PSN
Electrical & Instrument Maintenance Supervisor
Shell - Offshore Installation, Fulmar Alpha
March 2006 to May 2006 - Kellogg, Brown & Root
Electrical & Instrument Maintenance Supervisor
Shell - Offshore Installation, Fulmar Alpha
September 2004 to March 2006 - Kellogg, Brown & Root
Instrumentation Technician
Chevron Texaco, Exxon Mobil, Shell - Offshore Installations, Arthur Project, Horne
& Wren
Project
September 2004 to March 2006 - Kellogg, Brown & Root
Instrumentation Technician
Chevron Texaco, Exxon Mobil, Shell - Offshore Installations, Arthur Project, Horne
& Wren Project
June 2001 to September 2004 - AMEC Darlington/Aberdeen
Instrumentation Technician
BP, Shell - Refinery, Bonga FPSO
February 1998 to June 1998 - Neil Hart Electrical
Apprentice Electrician
CURRENT DUTIES AND RESPONSIBILITIES
I am involved with the onshore support for three projects. I am involved with
general onshore support and drawn into maintenance strategies and maintenance
builds for improved O&M site operations. I am also involved with preparing
technical documentation for projects. I have also been involved with the
Operations Delivery Frame Work (ODF) and Value Finder programmes. I have
been involved with CMMS for both Sap/Maximo on the project I am involved with.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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DESIGNATION
MECHANICAL COACH
NAME :
Panchal Niranjan
PASSPORT NO :
NATIONALITY :
Indian
AGE :
44
MARITAL STATUS :
TELEPHONE NO:
+44 (0) 1224 777777
ACADEMIC QUALIFICATIONS
B.Sc Mechanical Engineering
SKILL PROFILES
Degree qualified mechanical engineer with 20 years field experience and a specialty in
rotating equipment.
Experience includes both onshore and offshore oil and gas production facility applications,
the majority of which has been on GT driven gas compression and GT driven. Power
generation packages but also includes static equipment packages.
Experience gained with a turbine OEM managing availability based service agreements for
packaged systems. Trained in Europe and fully familiar with international oil and gas
industry standards and Code of Practice.
Fully familiar with current maintenance practices focused on techniques to manage and
improve plant reliability and availability.
Experience managing teams of technicians providing troubleshooting, fault diagnosis and
maintenance and repair services to the oil and gas industry.
WORKING EXPERIENCE (IN CHRONILOGICAL ORDER STARTING WITH THE MOST RECENT)
2007 to Date – PSN
Maintenance Support Engineer
January 2000 to January 2007 - Rolls Royce Pte Ltd, Singapore
Maintenance Engineer
January 1996 to January 2000
Rotating Equipment Consultant
January 1986 to January 1996
Mechanical Engineer
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CURRENT DUTIES AND RESPONSIBILITIES
Technical authority on maintenance and technical support on production and
rotating equipments.
Mentor and develop site engineers and technicians.
Facilitate handover from projects to operation. Organizing start-up audit,
documentation and site performance tests.
Develop plans to map performance and integrity of critical equipments, control
systems and electric power distribution system to maximize availability of
equipments.
Issuing of guidelines for scheduled maintenance based upon OEM’s manuals and
maintenance criticality review report. Compilation of OEM information into the site
maintenance manuals, inspection check list and creation of training manuals
Identity spares, and tooling to ensuring optimum cost management .Develop
parts and tools preservation programme.
Develop computerized maintenance management system.
Develop quality check list to ensure on –site corrective maintenance being done
as per best engineering practices.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-6: AVAILABILITY OF KEY PERSONNEL
1. Tenderer to provide a table setting out the start dates for each of each Key MESC team members. State their current location (and employer, if not currently employed by Tenderer) and when they are expected to complete their current assignments.
2. Tenderers are required to submit evidence that all personnel proposed are full time employees of the Tenderer or its proposed subcontractors. The evidence to be submitted shall include:
a. Latest tax deduction/ return slips or other official document that proof candidates are currently employed by Tenderer or its proposed Subcontractor.
b. If the proposed candidate is from a sister company: provide letter from the sister company confirming when the candidate will be available. (Note: Candidate is expected to be available within 60 days from contract effective date).
c. If the proposed candidate is from an agency: provide letter from the agency together with a SIGNED letter from the candidate confirming the candidate willingness to join this project if Tenderer is successful in this bid and when the candidate will be available (Note: Candidate is expected to be available within 60 days from Contract effective date) . The letter must include candidate’s personnel telephone/ contact number . Candidate shall in his or her letter, consent to Company contacting candidate to confirm candidate’s experience level and availability.
d. If the proposed candidate is not currently employed by Tenderer, provide a SIGNED letter from the candidate confirming the candidate willingness to join this project if Tenderer is successful in this bid and when the candidate will be available. (Note: Candidate is expected to be available within within 60 days from Contract effective date). The letter must include candidate’s personnel telephone/ contact number . Candidate shall also in his or her letter, consent to Company contacting candidate to confirm candidate’s experience level and availability.
Note: Failure to provide the necessary document proof may render Tenderer proposed candidate not being considered.
3, The Tenderer shall enter its company name and sign each page of this Appendix.
4, THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Availability of Key Personnel
Candidate Current
Location
Availability
Alan Russell Singapore Immediate
Lee Dickinson UKWithin 60 days of contact effective
date
Euan Cameron UKWithin 60 days of contract effective
date
Tito Lejero PhilippinesWithin 60 days of contact effective
date
Hugh Spiers UKWithin 60 days of contact effective
date
Peter Walton BangladedshWithin 60 days of contact effective
date
Ron Noakes UK Within 60 days of contact effective Tenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
Signature:
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date
Kevin Docherty UKWithin 60 days of contact effective
date
Niranjan Panchal SingaporeWithin 60 days of contact effective
date
Please see overleaf letter confirming all candidates are full-time employees of PSN
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-7: MOBILISATION PLAN
1. The Tenderer shall submit as this Appendix their proposed mobilisation plan indicating the time frame required to be fully set-up and operational for the CONTRACT. COMPANY’s requirement is 60 days or 150 days maximum (as indicated against each item below) from contract effective date to be fully set up and operational for the CONTRACT.
2. For the purpose of this Tender, the MOBILISATION SCHEUDLE/ PLAN shall be based on the following tentative award dates:
Planned award date (tentatively): June/July 2009 Contract Effective date (tentatively): 1st September 2009 Contract Commencement date (tentatively): 1st October 2009 Full MESC team (tentatively): 1st January 2010 Contract Duration (tentatively): 7 years with an option for a further 3 years extension
3. The mobilisation plan shall detail all activities required to be completed prior to the mobilisation of the following: -
(i) Setting up of Administrative office/ base for Project Management Team within 60 days after Contract effective date. The administrative and corporate office base shall be within Greater Manila Area or Calabarzon.
(ii) Registered with the relevant government authorities within 60 days after award (for foreign corporation).
(iii) Mobilisation of all Key personnel within 60 days after Contract effective date.
(iv) Mobilisation of minimum of two (2) offshore maintenance/ construction crew and two (2) onshore maintenance/ construction crew within 120 days after Contract effective date or whenever crew change is most convenient.
(V) Setting up of the minor fabrication yard within 150 days Contract effective date. Please state whether own yard or SUBCONTRACTOR’S yard plus details of the yard. Yard shall be equipped with the following: -
i. Site Officeii. Workshop/covered areaiii. Open fabrication areaiv. Blasting and painting areav. Storage areavi. Scaffoldingvii. Equipment, etc
Note: Tenderer to demonstrate ability in setting up the necessary facilities, engaging and mobilised experience individual from within or from outside its organisation whether domestic or foreign to meet project needs. Tenderer shall demonstrate ability in managing proposed personnel welfare in term of applying for work permit (if foreign employee), arranging for flight, transportation, accommodation, etc. Tenderer submission for this appendix may be in narrative form or schedule or both, whichever is best suited to demonstrate Tenderer ability to meet the above requirement.
4. In addition to the mobilisation plan, Tenderer shall also provide COMPANY with a detail transition plan of critical activities in order to ensure a smooth transition of current philosophy of Primary Healthcare Contract (PHC) arrangement to future MESC arrangement.
Please refer to Attachment TA – 7.1 for a copy of our Mobilisation Schedule and TA
– 7.2 for a copy of our Transition Schedule.
Please see overleaf for a copy of our Transition Plan
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Transition Plan
Introduction
PSN have significant recent experience of the management of contract transitions, with
clients including, Shell, ConocoPhillips, Chevron and ExxonMobil.
In all cases, the transitions have been successful and delivered on client expectations.
Our philosophy of building a unified culture of safety and excellence leads to a
seamless transfer of activities and incident-free operations. In PSN safety takes priority
and is our most important Core Value.
We will provide a team with experience of transition management to oversee the
transition and develop goal-directed management plans. Our plans will focus on safety,
minimisation of risk, continuity of operations and minimum disruption. We will treat the
transition phase as a specific project, and will provide:
a clear scope of work
an agreed schedule with milestones
a KPI scorecard
We manage safety risks so they are as low as reasonably practicable.
Our approach is to develop shared visions and values amongst our current people and
those transferring to us, with one common culture. Our HR processes and systems of
competence assessment and management encourage behaviours and attitudes that
deliver excellent performance and will help ensure a successful transition.
Treating people sensitively and alleviating uncertainty, with clear communication, good
quality information and consultation with employees undergoing transition, is a key
success factor. We have considerable experience of transferring staff within contract
transitions, and have achieved for a high level of project personnel retention after they
have transferred from the Incumbent Contractor to PSN. We aim to be the employer of
choice.
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During the transitional period, we will focus on maintaining uninterrupted,
safe and effective production, delivering ongoing business with continuity
and stability.
Dan Byrne, ChevronTexaco CTUE Alliance Contract Coordinator: “The
commitment and effort shown by the PSN transition team was instrumental
in helping us achieve an incident-free transition. Having the right mix of
personnel within the PSN transition team was a key enabler to this
success”During the transitional period, we will focus on maintaining
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Another key objective is the effective management of client business risks. We have
proven risk management methods that bring assurance that business risk will be as low
as reasonably practicable.
We understand SPEX business objectives, and our detailed transition planning, with
milestones identified in the plan, will ensure a seamless transition period. A transition
steering committee will oversee the execution of the plans, and ensure that we
undertake all necessary activities.
Goal Directed Plans
From our ‘lessons learned’ and continuous improvement processes, we know the
importance of effective planning. PSN uses a task based form of planning called “Goal
Directed Planning” (GDP). This process provides:
clarity of the task
clear timescales
a person responsible for the tasks
clear accountability for the goals
The following paragraphs explain in more detail how we will achieve a seamless
transition, with continuity of operations, maintained safety performance, and a
sensitive approach to people.
A typical example of a transition schedule which may be applicable to the SPEX
contract has been included in Attachment TA – 7.4.2 to indicate the scope and detail of
the PSN GDP process.
Experience
We have considerable experience with dealing with transfers of staff under contract
transition management situations and the subsequent harmonisation programmes that
follow.
Recent experience includes the transfer of employment of more than two hundred
people associated with a ConocoPhillips support contract. On our transition scorecard
we achieved maximum points across a wide range of measures signifying achievement
of all our agreed transition management targets.
For the Shell Shearwater contract transition, Shell and PSN jointly agreed a scorecard
prior to the start of the transition. The scorecard incentivised PSN on a risk and reward
basis, where PSN risked all its profit associated with the transition period in return for
reward for excellent performance.
PSN transitioned the entire Aker workforce across into the PSN family when Shell Expro
purchased Enterprise Oil in 2005. The Nelson Alpha platform has on it PSN,
Maintenance technicians, Engineering trades and Services support personnel. It was a
transition without incident or loss of production.
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PSN gave a wider opportunity base to the team members and a number have
subsequently transitioned to other assets within Shell and PSN through succession
planning. Its worthy of noting that within 2-3 years of transition the team scored joint
1st place within the Shell global Total Reliability awards and the asset is now performing
within the top quartile criteria.
This scorecard covered key areas such as:
safety performance
meeting agreed milestone dates on the transition plan
personnel welfare
cost and schedule
quality of communication
PSN managed and controlled the transition of both of the above contracts successfully,
with no disruption to the business continuity of the assets.
Transition Policy
The key objective of transition management is to ensure the SPEX business plan is
maintained; we intend to achieve this by addressing to following key elements:
Transitions will be subject to a detailed risk assessment; the results of which are
recorded and mitigation actions tracked to completion.
Transitions are managed to ensure that risks to personnel and the business
remain as low as reasonably practicable.
Detailed transition plans identify milestones, accountabilities and deliverables
addressed during the transition phase; which we envisage will have an estimated
duration of three to six months.
Overall performance of the transition is subject to a steering committee overview
We will jointly develop transition objectives and performance measures with SPEX
for the contract transition
We will share our transition management ‘lessons learned’ database in defining
plans, targets, milestones and KPI’s for this phase of the contract.
We will review the transition performance at the end of the transition phase with
SPEX to ensure we capture any new lessons from this project
The PSN Project Manager is accountable for the successful delivery of the
transition against the agreed objectives.
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A PSN transition management team will be assembled which includes personnel
with previous experience of contract transitions. This team will work with
SPEX to ensure an integrated approach to the transition and operational
stability during the changeover period.
The transition team is responsible for a successful transition to the agreed plan
and schedule. The team will communicate their progress to all parties.
Respect for all people involved in, or affected by the transition, will remain
paramount
Business Plans
Our role is to provide the services that support the delivery of the SPEX business plan.
PSN will provide the people, processes, systems and procedures to ensure we deliver
the right service in accordance with the needs of the contract. We deliver our services
from an environment of continuous improvement, and challenging each aspect of our
business to deliver effective and efficient solutions.
During the transition phase of the contract, we will manage the continuous delivery of
services to ensure uninterrupted, safe, effective and efficient operations from all
offshore and onshore assets.
Change has the potential to impact on the business. To deliver “world class
performance in Operational Excellence” requires delivery of the SPEX business plans in
line with Shell Operational Excellence expectations. During transition and beyond our
main business objectives will be:
Safe and incident free operations
Delivering the SPEX business plan
Maximising platform uptime
Effective day to day cost management
Embedding the foundations of a PSN and SPEX culture within an integrated team
environment
Maximising the utilisation of national staff and subcontractors in a sustainable
manner
Transition Team
On contract award, we will assign a dedicated Transition Team to develop a goal
directed transition plan. We propose that Peter Walton will be seconded into this team
working under Alan Russell, the PSN Project Manager, with day to day responsibility to
manage the successful progress of the transition from the present incumbent
contractor to PSN. Other PSN Transition Team members will include representatives
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from the following disciplines; HSE, HR, Engineering, Maintenance IT, and our Project
Services group on an as-required basis.
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Additional members of the team will include representatives from SPEX and
subcontractors as appropriate. Weekly and monthly meetings will be held to review
progress against the transition plans and milestones.
Transition Team Workshop
One of the early activities that the transition team will carry out will be to facilitate a
joint workshop with SPEX. Its purpose will be to review and share the contents of the
transition plan and the risk assessment. Development of the SPEX transition plan will
include a first pass risk assessment.
The transition plan captures the individual Goal Directed Plans (GDPs) for HSE,
Communications, HR, and the Business activities (Operations, maintenance,
engineering and business services)
The GDPs will address the following:
Maintaining safe and incident free operations during and beyond the transition
phase
Focus on delivery of SPEX business plans for the SWP and OGP facilities
The provision of adequate staffing levels with the required competencies
Exploiting experience from all, including importing/exporting best practice from
current PSN Philippines support contract experience, AsiaPac contracts and the
PSN global network
Effective and ongoing communication with employees to gain and maintain
mutual trust and respect
Regular offshore visits by PSN management to build efficient and effective
relationships
Working with SPEX to identify key contractor resources ‘at risk’ from the change
in contract and finding agreed solutions to ensure the best chance of their
retention beyond the transition phase.
Retention and protection of key data/information
Secure and capture key business knowledge via PSN’s engagement and handover
process
Key Steps in the Transition Phase
Identify all activities to be included in the transition phase
Identify the risks involved in each activity and produce a risk register.
Identify how the risks and opportunities will be managed and by whom.
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Identify the costs and time involved in each activity and produce a cost estimate
and schedule
Develop goal directive plans for each element (HR, HESQ, Communications, O&M,
Engineering and Project Services).
Communicate the strategy and plans onshore and offshore to PSN and SPEX
personnel and contractors.
Transition Team
Steering Committee – Terms of reference
The steering committee, set up to manage and monitor the progress and performance
of the transition, will also coach and steer the transition team in order to deliver a
successful outcome. This committee contains senior representatives from SPEX and
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PSN. The committee will carry out periodic reviews and engagement with the transition
team to ensure that any significant issues or ‘blockers’ are dealt with quickly.
A key objective will be the creation of a trusting relationship where risks and rewards
are shared (share the gains but also share the pains). The development of a strong
culture is essential whereby there is respect for the individual and their corporate
identity along with a true belief that we can work in an integrated manner and in an
environment with no harm to our people.
Key Issues
During the transition phase, it is imperative that the following key issues are kept to the
forefront:
Keep people informed. This will consist of regular feedback sessions offshore
(once every two weeks), with both PSN and client personnel, to ensure that
everyone knows what the objectives for the transition period (and beyond) are.
This will also allow people to input any suggestions and/or concerns.
Detailed ‘Road Map’. A GDP showing the key activities during the transition
phase which can be in the form of a poster campaign, regularly updated desk
drops or a newsletter to inform the workforce of progress against the
transition plan. An example from a previous project is attached as Attachment
TA – 7.3
“Business as usual”. The intent during the transition phase is to ensure that all
the work carried out by the incumbent contractor is successfully completed
and handed over to PSN. We do not envisage implementing any changes
during the transition phase. Changes will be identified during this period but will
not be implemented until after the transition period and will be controlled
through adherence to the Management of Change procedures. We recognise
the risk to business performance that any change may introduce and will
ensure focus on Health Safety and Environmental performance as well as
production targets. Performance will be clearly cascaded and line
management will reinforce the message regularly.
Measure business performance. It is vital to ensure the above (business as
usual) is maintained throughout the transition period. This will be achieved by
closely monitoring existing business performance metrics throughout the
transition period.
Meet Transition Timeframe. The transition period will add to the overall cost
of the business and therefore the transition must be kept on track and fully
implemented within the agreed period
PSN has already selected its transition team members and they are ready to mobilise
Maintenance
ReviewTenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
Signature:
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A review team, with personnel from SPEX, PSN and incumbent maintenance personnel,
will be created to review current practices throughout the organisation. The main
objectives of the review team will be to:
Understand and identify the current maintenance strategies and philosophies
currently in place and implemented by the incumbent contractor.
Review changes which SPEX intend to introduce and the schedule for changes to
the maintenance system and strategies
Identify additional key steps from PSN experience that may support SPEX
objectives in achieving top quartile maintenance performance.
Establish areas where ‘quick wins’ can be achieved.
This exercise will involve interviewing key people from onshore and offshore across the
assets, and within both companies.
When the interviews and data gathering are completed, the review team will produce a
clear and systematic implementation plan in line with SPEX changes to the CMMS and
maintenance philosophies.
People
As part of our proposals for the organisation, we have included Filipino Maintenance
Engineers supported by expat Maintenance Coaches. This approach is in line with
similar actions implemented on other Shell contracts to support Shell’s Operational
Excellence (OE) vision. These Maintenance Coaches will manage the development and
competence of the national engineers to a point where competence to work
independently can be demonstrated to the satisfaction of SPEX and the PSN. At this
point the Maintenance Coaches will be demobilised. The transition schedule for
achievement of a national maintenance support organisation is expected to extend into
the operational phase of the contract. A nationalisation schedule will be agreed and
documented in conjunction with SPEX’ based on the competence gap and cultural
assessments of Filipino’s appointed to support roles within the Contractor organisation.
Our proposal meets and aligns with the nationalisation goals of SPEX and supports the
sustainability of the support service provisions.
The Maintenance Team Lead will be the focal point for all maintenance and inspection
related activities on the SPEX assets. He will have the crucial task of ensuring that the
new organisation has a common approach to maintenance embedded within it, and will
achieve this by:
Having all the onshore maintenance support personnel reporting directly to him
Holding regular meetings to communicate findings and co-ordinate actions from
the review process
Producing a monthly maintenance report to ensure similar language, definitions
and metrics are applied to both onshore and offshore assets
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Ensuring identification of and implementation of synergies, learnings and best
practices from other PSN contracts
Creating an onshore team that includes personnel who have previously provided
maintenance support on Malampaya
Driving an integrated approach with operations to the planning and scheduling of
maintenance tasks and the prioritising of resources.
Roles and Responsibilities
It is important that SPEX and PSN agree specific roles, responsibilities and
accountabilities of the integrated team.
Successful implementation of the maintenance policy requires co-operation between
the production and maintenance department and key sub-contractors.
There should be a clear understanding of who does what and who is responsible. We
will ensure this clarity in the definition of responsibilities and structure within the
maintenance department, with documentation that outlines the work, the plans,
required skills, job profiles and levels of authorisation for tasks.
It is important that there is good communications between the operations and
maintenance teams during the transition phase, so we can realise OE vision of ‘one
team’.
Processes
As part of the transition plan, our goal is to identify processes and procedures that will
be utilised to maximise business delivery for all the assets. This includes several
important areas:
Intimate knowledge of SAP
The CMMS system utilised is SAP and we are aware that SPEX are in the process of
modifying the system and the routines to reflect preventative and condition based
strategies to support the maintenance goals and visions stated in the tender.
The transition team will include a SAP specialist who will review the SPEX systems to
gain definition of the numbers, knowledge and competencies required within the
Contractor maintenance teams to support the CMMS system and the SPEX goals.
Where beneficial, the specialist will share information on the learnings from the PSN
database associated with CMMS system functionality, SAP PM Optimisation, and data
inputting, analysis and reporting which we believe add support the SPEX goals.
Common Planning Tools
Common planning tools and systems are essential. The tools used by PSN for planning
is. Primavera P3. This common platform will allow PSN to progress our own plans which
can be downloaded / imported directly to an integrated plan controlled and managed
by SPEX.Tenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
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PSN would expect to utilise P3 for development of turnaround plans, fabrication
tasks, procurement activities, engineering activities, etc which fall within the
scope of the Contractor. These plans would be offered for integration with SPEX
plans once developed past the draft stage to a maturity level which details
activities down to level 3. Progress reporting would derive from these plans.
In our experience, systems based on a 90-day planning process are the most effective,
with a particular focus on the first 28 days of the plan. From this, a 14-day and 7-day
execution plan is developed to match the resources available offshore and allow for
specialist vendors.
Work orders are only put on this plan if all associated material has been delivered and
in the maintenance arena the work orders are set to execute.
Effective and Efficient Processes
PSN will work within the SPEX management systems. Our Assignment Manager and
others within the transition and support organisation have extensive experience of
Shell systems and procedures. They are well placed to ensure full compliance and
familiarity with these processes as they are rolled out and implemented across the
whole of the PSN team.
PSN have some internal processes and systems which we believe will add value to
the services. These have been developed from our continuous improvement
business approach and we would engage SPEX in a review and agreement for the
introduction and implementation of any Contractor processes which would offer
business improvements to SPEX.
Definitions
We will establish maintenance and engineering definitions and benchmarks and
ensure we apply them across the assets. For example, in the maintenance function
defining what is safety or production critical?, what constitutes a backlog? and how
many hours productivity per day (wrench time) is expected from the technicians
offshore and onshore?
Standardised Reporting
Formatting and presentation of reports will be compatible with and fully aligned to
SPEX reporting requirements. We anticipate that reports will show progress against
agreed maintenance KPI’s They will also show the effect of maintenance or
engineering activities on key production metrics such as plant efficiency and
uptime, therefore a consistent approach is vital to ensure the identification of best
practices.
Standardised Budget Information
The definition of maintenance or engineering budgets, and the type of activities
allocated to the maintenance budget line, often varies across companies. PSN are
fully aware of the SPEX requirement for daily cost reporting (YTT). Our Assignment
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Manager and others in the team have implemented these processes for PSN within
the Shell UK Sigma 3 contract. This embedded experience will ensure team
enrolment, commitment and full implementation on a fast track timeline.
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Maintenance and Engineering Interface
Maintenance and Engineering teams have an interface which must be consistent across
all assets. PSN’s LEAN Engineering and 4D engineering processes rely on integrated
working between engineering teams and the operations and maintenance teams to
deliver Tier 1 and 2 engineering tasks. Input for Tier 3 and 4 modifications is also
considered a key success factor in the design and installation for this scale of
engineering modification
Identified interfaces cover specifically the following areas:
Change Control
This refers to changes identified for both engineering design and safety reasons within
the maintenance and engineering interface.
Engineering changes may be major upgrades to plant, or the removal of redundant
equipment. It can also be a minor change controlled under the MOC process. Either
way, after any engineering change to plant and equipment, a structured process must
ensure that the Maintenance Department receives a copy of the change data so that
they can:
assess the effect to the current maintenance strategy
create, delete or amend routines
implement changes to the asset register and updates of manufacturer’s data
assess the effect of minor software changes, which can have a significant impact
resulting from a small change
Within a Safety Case regime, written schemes of examination developed from
performance standards drive all safety critical routine maintenance. The owners of the
standards reside within the SPEX engineering group and must be included in any
discussions regarding the applicability of safety critical maintenance. Safety critical
changes may come around after:
A maintenance review, which might challenge the current frequency of a safety
critical routine. In this instance, the performance standard owner must be
satisfied that the resultant maintenance will still be able to meet the requirements
of the performance standard.
Carrying out regular routine maintenance and not being able to achieve the
acceptance criteria specified in the performance standard. An example might
be the ability of a fire pump to achieve the desired flow rates. In this
particular example, a decision will be made on the suitability of the pump or
the suitability of the current standard criteria.
The key activities in transition maintenance are:
Exchange PSN safety expectations with the SPEX team regarding operations and
maintenance activities
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Review current operations and maintenance policies, operating standards,
strategies and procedures
Review maintenance performance/reporting i.e. compliance, backlog, breakdowns
Review platform performance i.e. uptimes, trips, outages planned/unplanned
Clarify SPEX team’s roles and responsibilities
Review key sub contractor performance with SPEX i.e. healthcare, fabric
maintenance, call-offs
Financial Control
Approval levels within the Contract
During the transition period, we will develop and agree a matrix of financial authority
levels. There are two sets of authorities required: one addresses SPEX approval for
expenditure within the contract; the other addresses PSN approvals for expenditure
being managed through PSN systems.
SPEX approvals
As the contractor organisation is established, we will establish an approvals matrix
which will control the ability to commit to expenditure related to the work to be
executed within the contract. SPEX will specify the levels in this matrix, in line with
their internal policies. However, there may be PSN personnel with authority within the
matrix to authorise requisitions, for example materials bought through SPEX SAP. We
would expect to be made aware of this authority and to discuss and agree the matrix
during the transition period.
PSN approvals
Notwithstanding the approval within the project under the SPEX authorisation process,
any expenditure incurred through PSN procurement processes will require authorisation
under the PSN authority matrix. Specific PSN personnel in Contractors team will have a
level of authority to cover these requirements within the PSN financial limits. On
occasions where values exceed these internal limitations authorisation will be required
from more senior PSN management.
Cost control
Cost Control of Transition
The costs associated with the transition process will be separately identified and
accounted for. We will achieve this within PSN cost systems arranging for all time-
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writing and other transactions (e.g. travel, accommodation) to be coded appropriately.
The agreed invoicing process will apply to those elements of these costs billed to SPEX.
Project Cost Control
Our cost control process follows our management system and is summarised in the
following diagram:
During the transition period, we will develop and agree the details of cost reporting with
SPEX. The cost control process and basic reporting will be in place and operating by
the end of the transition.
The foundations of daily reporting will be agreed and set up for PSN reporting during
the transition in conjunction with SPEX reporting system. Any information, training etc
required to facilitate daily reporting across the whole team will be identified and actions
agreed to ensure the necessary tools are in place to implement efficiently.
In addition to initiating regular cost control reporting, we will apply a specific transition
process to capture cost information that relates to partly completed work-in-progress
taken over from the outgoing incumbent contractors or required to be completed by
them. This is required to enable total cost-to-date figures to be available as we go
forward, so that the cost reporting can reflect the complete picture. Establishing the
process for obtaining these figures will requirethe full support of SPEX and their
confirmation will be an early transition task.
Engineering Change Control Activities
Approvals and Verification processTenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
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Crucial to the successful transfer of engineering activities across SPEX assets to PSN
contract, is the need to maintain a specific focus of attention on ongoing work and to
keep control of the current management of change processes in place.
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Until full and clear authorities are in place in the new integrated organisation, we will
use and maintain current asset Management of Change (MOC) databases. We will
address the consolidation of MOC databases as part of the transfer of engineering
activities.
The following stages define our strategy for managing the transfer of engineering
activities into a single delivery team. These would be highlighted in the Goal Directed
Plan:
We will need to establish a technical approval and verification model aligned to
SPEX Management System.
The first stage of engineering transition is to establish a joint working group with SPEX
to review the engineering workscopes. We assume workscopes have already been
completed for all work envisaged for the 2010 turnaround we will establish the current
status of engineering and procurement at the start of the transition phase confirm
where current Independent Competent Person (ICP) functions are being provided and
how the technical requirements are currently being supported
While the joint working group is developing the technical approval and verification
team model, roles and responsibilities, expectations and boundaries for individual
positions within this team will be confirmed.
The steering committee will have responsibility to support the new contractor in
ensuring the incumbent completes the work for which they were contracted and
that liabilities for failures/issues remain with the incumbent contractor in
accordance with their contract with SPEX.
Our expectation is that any engineering work already in progress by the incumbent
contractor or his sub contractors will be completed within the limits of the original
intent. PSN will not take on partly completed engineering, fabrication or
construction activities nor responsibility for any costs associated unless
formally agreed with the incumbent contractor and SPEX
Any engineering mods, etc which have not yet been started and which SPEX would
require PSN to undertake will be identified within the first 4 weeks from
mobilisation of the transition team.
Technical queries
The allocation of clear responsibility and ownership for each current item of work during
the transition will ensure that technical queries in relation to all ongoing activities will
be directed to the appropriate person. The point of handover of responsibilities for
each activity will will be highlighted, agreed by all parties and visible to all parties
during the transition period.
Prior to the declared point of transfer of responsibility, all copies of technical queries
and respective answers raised in connection with work due to be transferred, will be
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copied to the relevant PSN focal point. This will assist the process of sharing current
knowledge and will build up the asset knowledge base in preparation for the actual
transfer of responsibilities.
Any technical queries raised in relation to new activities allocated to the new Contractor
during the transition phase will be directed into the new organisation.
The key activities in transition engineering are:
Identify technical authorities and engineering standards
Review technical control documentation
Manage knowledge transfer
Establish TQ procedure
Review work registers and identify maturity of work (at study phase, design
phase, construction, commissioning, close out
Carry out screening exercise on all work for need, safety, integrity and cost
Carry out ranking exercise for scheduling
Review resource requirements
Asset Turnaround Planning
We are aware of the intent for the facilities to be shutdown in early 2010 to allow
turnaround activity and modifications installation to resolve SPEX technical
maintenance issues. PSN are fully prepared to take ownership of all aspects of support
identified by SPEX as requiring progression during the transition period and the period
leading up to the scheduled turnaround
PSN are committed to the concept of integrated planning and will actively support this
type of scheduling by providing compliant input for activities within our control.
We use the integrated plan to set and manage dates for:
Anticipated or planned dates for package downtime and plant turnaround
Associated Interface management, e.g. crane barge; statutory testing.
General level of activity and bedding requirements or availability
Materials Management
During the transition period, risks to the business plan exist from the misplacement of
materials and equipment, non-return of equipment and planned services not
completed/actioned, all of which can result in additional and unnecessary cost to SPEX.
The transition management team will create a focus on material management to
ensure materials are available to meet objectives for work ongoing during a contract
transition and for critical maintenance or turnaround work in the early period after the
start of the new contract.
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Procurement
The PSN transition management team will ensure a procurement survey is initiated
from the SAP system and completed in a timely manner to verify all procurement
activities associated with contractor maintenance, engineering and turnaround work
and resultant actions are managed in line with the integrated plans in place.
The survey will ascertain the open purchase orders, for both materials and services.
This information will be collated into a procurement status report, which will be used as
a tool to ensure that appropriate action is taken to expedite the close out of orders by
verifying material deliveries and service completion.
Hired Equipment
The status of equipment currently on hire and/or in use will be checked and verified
within the SPEX equipment tracking database. We will ensure the hire contracts are
being managed by those responsible to ensure items which are no longer required to
be on site are returned to suppliers or warehouse where appropriate.
Organisational change
Potential turnover of personnel from existing incumbent contractor
Transfer of Personnel
The key to any successful project transition is to ensure that we identify and retain the
best personnel on the project. It is critical to gain the mutual trust and respect of all
people both during and following a project transition. To foster innovation and
collaboration, we must ensure that our leadership creates a culture that encourages
people to perform to the highest levels, whilst being rewarded and valued for individual
and team contributions.
Using robust processes, and with the benefit of extensive experience, the transition
team will ensure that we retain wherever possible within commercial constraints the
best performers.
Selection will be based on competency, the demonstration of effective behaviours, and
the willingness to work in a culture that challenges people to be the best they can be.
Gaining Trust and Respect
It is critical during a contract transfer to gain the trust and mutual respect of the
workforce. There may be numerous concerns during the change of an employer, such
as continuity of employment or changes to terms and conditions. For client staff, there
may be concerns associated with new contractor values, attitudes and support
capability to help them maintain their own teams’ performance.
Key learnings demonstrate that effective communication and consultation work
together to address potential issues and deliver a smoother transition.
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A key measure for a successful transition is that operations are not affected, and
personnel continue to perform at the highest level. We consider it ill-advised for any
employer to affect the terms and conditions of a workforce detrimentally if it wishes to
create a winning team.
The Need to Harmonise
Harmonisation is the process of introducing structure and transparency in the
conditions of employment for all employees.
PSN strive to follow a strategy of fair management and team culture whereby all
employees drive together in the same direction to meet the needs of the clients
business. Harmonisation is also critical to the retention and management of employees.
In our organisational model, we need common methods for grading personnel and
remunerating them based on performance and levels of competence.
On contract award, we will within an agreed period allocate each employee a grade
within the PSN competency model and highlighting scope for progress through the
grade and through to completion of competence assessments.
We understand the need to address Human Resource issues sensitively with a well-
planned approach that will safeguard the retention and motivation of valued
employees.
Site-specific knowledge / experience retention and loss of key individuals
Maintaining Site Specific Knowledge/experience
Maintaining site-specific knowledge and experience of key incumbent personnel is a
critical issue during transition, and for continuous successful operations. We recognise
that this needs management to assure the retention of knowledge.
PSN has extensive experience in transition, and proven success in achieving it. We
have done this by implementing good management practices and careful detailed
planning.
Within the goal directed transition plan, our transition process addresses these issues
through the following:
Assurance of adequate staffing and competency of staff
Staff retention strategy
Recruitment and selection process
Loss of key individuals
The overall people objective is to identify and retain the best people for the new
organisation. There may be several positions within the current incumbent organisation
that we would consider key to maintaining asset HSE and business performance. The
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PSN personnel selection process will identify the necessary competencies to carry out
the work, but we would request assistance from SPEX management as to its perception
and views of key positions and key individual performers.
Although we will manage the transition of people within the bounds of our contract
there is always a risk that some people may not wish to transfer to the new
organisation. If these individuals are categorised as ‘key’, then these
individuals/positions will have priority early on in the selection process so that buddying
can be arranged during the transition period to maximise key knowledge transfer to
new personnel.
Mobilisation strategy
PSN plan a phased mobilisation of personnel based on the skills required to meet the
highest risk priorities. The plan addresses key skills and experience requirements and
ensures experienced resource is mobilised when necessary. Several resources will be
provided from the PSN Corporate team and will support the transition on a part time
basis, providing direct support at key times including guidance and coaching local
national staff on a remote basis when appropriate.
A mobilisation schedule which includes which includes transition is included in
Attachment TA – 7.1
We have planned for the immediate mobilisation of the Assignment Manager and the
Transition Manager to provide confidence in a successful conclusion to the contract
transition.
As-Built Engineering and Project Closeout
PSN learnings from previous transitions has shown that a critical success factor for
transitions involving engineering and construction is that the incumbent Contractor
must complete work in line with contractual obligations and liabilities through to
completion of as building and close out of engineering and modification workpacks.
Liabilities for warranty and warranty repairs must be reinforced as the contractual
responsibility of the incumbent Contractor. PSN recommends that it is nominated to
have the responsibility to manage any such work on behalf of SPEX
HSE Guidelines on Organisational Change
The UK Health and Safety Executive has stated that there is a pressing need in the
industry to address organisational change. A paper was produced that tackled this
issue: “Draft Guidelines on Organisational Change and Major Accidents Hazards”.
(Paper No OIAC/02/06).
PSN’s transition management process meets the requirements of these guidelines. PSN
were actively involved with the sponsor of the guidelines to share best practice.
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5. The Tenderer shall enter its company name and sign each page of this Appendix. 6. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA-8: TENDERER’S PROPOSED ADMINISTRATIVE OFFICE/ BASE, ENGINEERING SUPPORT OFFICE AND MINOR FABRICATION YARD & EQUIPMENT
1. The Tenderer should indicate its willingness to provide the following facilities in the event the Tenderer is successful.
2. The ADMINISTRATIVE Office/ base MUST be put in place within sixty (60) days from Contract effective date.
3. The MINOR FABRICATION YARD COMPLETE WITH ITS EQUIPMENT MUST be put in place within one hundred fifty (150) days from Contract effective date.
4. Please tick the appropriate boxes below only.
(a) Established or proposed administrative base in Greater Manila Area or Calabarzon equipped with telephone, handphone, pager, fax/internet facilities:
Have access to established administrative base in Greater Manila Area or Calabarzon
Our administrative office address is at .............................................................................
Willing to set up administrative base in Greater Manila Area or Calabarzon within 60 days from Contract effective date
Our proposed administrative office address is at Insular Life Building,
Asean Drive, Filnvest City, Alabang
PSN propose to lease an unfurnished office in the Filnvest area of
Alabang. PSN have investigated several options and on contractual award
would secure the above available office accommodation.
The property identified comprises 250 sq m of self contained space requiring
minimal fit out other than the provision of IT systems, furniture and
equipment.
Once fitted out the office will be capable of accommodating circa 30 persons
with full IT capability including access to PSN’s network and applications.
Whilst the office will be managed locally, support will be provided centrally
as required. With close proximity to Shell’s main office, this is PSN preferred
option as it would significantly reduce the risk of employees having to travel
by car/bus for any meeting or face to face contact as it’s within close
walking distance.
Our proposed administrative office address is at .............................................................
Not willing to set up administrative base in Greater Manila Area or Calabarzon
(b) We will set-up or proposed Fabrication Yard complete with Equipment:
Have access to established Fabrication Yard in Philippines
Our fabrication yard address is at ...c/o Atlantic Gulf & Pacific of Manila Inc,
San Rogue, Bavan, Batangas. PSN subject to PSPC final approval propose that
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it utilises its established fabrication facilities at the PSPC Tabangao
Refinery.
Our fabrication yard address is at .............................................................................
Willing to set up Fabrication Yard in Philippines within 150 days from Contract effective date
Our proposed fabrication yard address is at .....................................................................
Not willing to set up Fabrication Yard in Philippines
(c) Established or proposed engineering support office equipped with telephone, handphone, fax/internet facilities:
Have access to established engineering office in the Philippines
Our engineering office address is at .............................................................................
Have access to established engineering office outside the Philippines
Our engineering office address is at...200 Cantonment Road, South Point,
Singapore
18 William Street, Melbourne, Australia..
Wellheads Place, Dyce, Aberdeen, Scotland, UK
Our engineering office address is at............................................................
Willing to set up an engineering office in the Philippines
Our proposed engineering office address is at.................................................
Not willing to set up an engineering office in the Philippines
Note: Company preference is for the engineering office to be based in the Philippines
5. The Tenderer shall enter its Company name and sign each page of this Appendix.
7. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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X
X
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TECHNICAL APPENDIX TA-9: TENDERER’S PROPOSED MAINTENANCE/ CONSTRUCTION EQUIPMENT & TOOLS
1. Tenderer shall refer to PART 5 - PROVISION BY CONTRACTOR, APPENDIX 1 on LIST OF CONTRACTOR’S TOOLS AND EQUIPMENT, before completing TA-9.
2. Tenderer shall list down and provide evidence on all the available maintenance equipment & tools currently owned by Tenderer.
3. Tenderer shall list down the required maintenance equipment currently not owned by Tenderer but proposed to acquire through purchase, rental or lease.
4. Tenderer shall elaborate on how Tenderer will source, purchase, hire, maintain and mobilise the required equipment.
5. Tenderer to elaborate on Tenderer’s maintenance management system for tools and equipment i.e. in term of tracking inventory, validity of calibration certificates for equipment, tool maintenance routine, etc
6. The Tenderer shall enter its Company name and sign each page of this Appendix.
THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
1. PSN have referred to Part 5 – Provision by Contractor, Appendix 1 on List of Contractors tools and equipment prior to completing the TA-09.
2. PSN have made provision, in their cost model, to purchase rent or lease all tools and equipment detailed in Part 5 – Provision by Contractor, Appendix 1 of the ITT. Should PSN be successful with this bid, a review of the current plant and equipment used on the SPEX onshore and offshore sites will be conducted leading to discussions with the incumbent contractor to purchase the existing temporary Plant & Equipment or transfer the hire of rental equipment, should it be in a suitable condition. There is also an opportunity to enter into discussions with a view to setting up a central tools and equipment facility, which will provide potential savings and benefit for both PSPC and SPEX.
The following equipment and tools are currently available at the PSN operation at PSPC Tabangao.
Qty
General Plant & Equipment - Contractor Owned
Vacuum cleaner HD offer: shop –VAC 10 gals, Industrial type. 1
Heavy duty SS.Wet/Dry .VAC Mal 870-45 USA 1
Grinder, air 3/8”angle 4”Sp Air Japan 4
Drill, pneumatic ½” pistol grip 2
Contractor Supplied
Conventional spray with complete accessories 2
Chipping hammers 6
Compressor, Air 675 CFM 1
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Qty
Sheet metal break Pexto 1
Lock former 24 1
Sheet metal Band roller 1
Easy Edger1 1
Rigging Equipment – Contractor Supplied
Sling Wires (3/8” to ½” dia)-Various lengths 34
Nylon Straps –Various lengths and widths 35
Chain block 2 ton 5
Chain block 3 ton 14
Chain block 5 ton 9
Structural Tools & Equipment – Contractor Supplied
Tube/Light wall pipe bender hydraulic c/w rams 1
Threading machine for pipe (electric)-2” to 6” 3
Welding & Cutting Tools & Equipment – Contractor Owned
Oven rod portable type 10B 240 V MDL.2, 2
300 degree F, 100W-Phoenix USA 4
Saw, Fien pneumatic (German air saw) 2
Contractor Supplied
Oven, welding electrode (Bench type-50kg) 2
Welding Machine, Diesel (300 to 400 amp) 8
Welding Machine, Electric (300 to 400 amp) 8
Blasting & Painting Equipment - Contractor Supplied
Clemco sandblasting pot w/cmplt accessories 4
Lifting & Positioning Equipment - Contractor Supplied
Shackle-0.5 to 10 Ton 31
Shackle 10-25 ton 13
Pumps and Compressors - Contractor Owned
Pump-High pressure hydrostatic 1
3000 psi max c/with hose and fittings 1
Contractor Supplied
Pump-hydro test-pneumatic (up to 10,000 psi) 2
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QTY
Others
Jack hydraulic 10 ton “Enerpac RCS-101. 1
Mechanical Technician Toolbox Contents – Contractor Owned
AF Spanners 1/4" to 1, 7/16" – Combination Type 1 Set
Metric Spanners 6mm to 36mm – Combination Type 1 Set
Imperial Socket set - 1/2" Drive- available Socket Set with ¾” drive
1 Set
Metric Socket Set - 1/2" Drive-available – Socket Set with 1 to 1.5” drive
1 Set
Small Torque Wrench 5ftlb to 40ftlb – available upto 250lbs 1 Pc
Instrument Technician Toolbox Contents – Contractor Owned
Pipe Bender 1 Set
Pipe Cutter 1 Set
Cantilever Toolbox – 5 Tray 1 Unit
Metric Combination Spanners 1 Set
A/F Combination Spanners 1 Set
Imperial Socket Set 1 Set
Metric Socket Set 1 Set
3. Tenderer shall list down the required maintenance equipment currently not owned by Tenderer but proposed to acquire through purchase, rental or lease.
As previously stated in TA 9 – 2, for the purposes of this bid PSN are
assuming that all tool and equipment listed in the ITT shall be purchased,
rented or leased and have made a provision in their cost model for this.
A review of the current plant and equipment used on the SPEX onshore
and offshore sites will be conducted leading to discussions with the
incumbent contractor to purchase the existing temporary Plant &
Equipment or transfer the hire of rental equipment, should it be in a
suitable condition. There is also an opportunity to enter into discussions
with a view to setting up a central tools and equipment facility, which will
provide potential savings and benefit for both SPEX and PSPC.
4. Tenderer shall elaborate how Tenderer will source, purchase, hire, maintain and mobilise the required equipment
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PSN have made provision in the cost model to purchase and hire all
equipment and tools required for the SPEX contract, however the following
strategies will be implemented upon contract award to enable savings and
benefits to be realised by SPEX:
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Source:
The preferred option, following review, would be to take over the incumbent
contractors existing legacy, providing they are amicable and the equipment
is in a satisfactory condition. Existing stocks can be augmented by
additional sourcing from established vendor network.
Purchase:
PSN have a clear understanding of the local Philippine market for suppliers
and vendors and by using our existing network of QA verified, technical and
commercially evaluated suppliers and vendors, in accordance with the PSN
Corporate Procurement procedure PNM-PCM-006, PSN will deliver a proven
cost effective purchasing strategy.
Hire:
Following review of incumbents hire and leasing arrangements, PSN will
enter into arrangements for specialist, short term and project specific tools
and equipment from approved vendors on agreed rates, by following PSNs
rigid procurement procedures.
Maintain:
In accordance with the PSN suite of procedures, processes, reports and
registers, tools and equipment shall be inspected, maintained and re-
certified by our own technicians using workshop facilities where possible, or
by sub-contracted specialist maintenance/certification authority where
necessary.
Mobilise:
Equipment and tooling mobilisation and de-mobilisation will be controlled
and monitored by adherence to the PSN procedures, processes, reports and
registers, such as the asset register, shipping report, backload procedure
and equipment tracking procedure, listed Figure TA9.1. PSN also have an
understanding and experience of working with and adhering to the Shell
Operating Code of Practice (OCOP) 1.046 Temporary Equipment Process
5. Tenderer to elaborate on Tenderer’s maintenance management system for tools and equipment i.e. in term of tracking inventory, validity of calibration certificates for equipment, tool maintenance routine, etc
The management of both hired and purchased equipment requiring is
conducted in accordance with the Control of Temporary Equipment
Procedure OPM-PCM-030, (refer to Attachment TA – 9.5), along with a suite
of additional procedures, reports, registers and certification, all of which are
located in the PSN management system. An index of the relevant
documents can be found in Figure TA9.1 below copies of the documents can
be made available to SPEX if required.
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PSN also have an understanding and experience of working with and
adhering to the Shell Operating Code of Practice (OCOP) 1.046 Temporary
Equipment Process
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Figure TA9.1 - PSN MS Extract
PSPC Equipment Calibration Inspection Register PNM-FRM-064
PSPC Equipment Calibration Record PNM-FRM-065
PSPC Lost tool report PNM-FRM-053
PSPC Material Receiving Report PNM-FRM-055
PSPC Scaffolding Checklist PNM-FRM-056
PSPC Shipping Record PNM-FRM-054
PSPC Tool Abuse report PNM-FRM-057
PSPC Warehouse Issue Ticket PNM-FRM-052
Identification of Construction Plant & Equipment Requirements & Planning CON-PCM-006
Backload Materials from Offshore Locations PNM-PCM-012
Equipment Certification Control & Expiry Reporting PNM-PCM-021
Equipment Tracking (Scheduling) PNM-PCM-022
Equipment Testing & Vibration (HAVS) Testing PNM-PCM-024
Maintenance, Calibration and Control of Equipment PNM-PCM-023
Receipt of Equipment & Consumables PNM-PCM-026
Storage, Preservation & Handling of Materials / Equipment PNM-PCM-010
Third Party Equipment Repair & Maintenance PNM-PCM-020
Control of Incoming/Outgoing Equipment PNM-FRM-003
Equipment Inspection & Certification Template PNM-FRM-005
Equipment Requisition Form PNM-FRM-006
Equipment Disposal form PNM-FRM-007
Equipment Repair Form PNM-FRM-008
Annual Stock Check of Owned Equipment PNM-PCM-027
Control of Customer Supplied Product PNM-PCM-017
Control of Incoming/Outgoing Equipment PNM-PCM-028
Equipment Certification Control & Expiry Reporting PNM-PCM-021
Equipment Tracking (Scheduling) PNM-PCM-022
Equipment Testing & Vibration (HAVS) Testing PNM-PCM-024
Maintenance, Calibration and Control of Equipment PNM-PCM-023
Receipt of Equipment & Consumables PNM-PCM-026
Scrap/Disposal of Equipment PNM-PCM-025
6. The Tenderer shall enter its Company name and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-10: PROJECT EXECUTION PLAN (PEP)
1. The Tenderer shall provide in narrative form an overall Project Execution Plan/ Method Statement describing how the WORK/ SERVICES will be executed. The Project Execution Plan/ Method Statement shall be in sufficient detail to demonstrate understanding of the overall Scope of Work/ Services with reference to details in PART 4, SCOPE OF WORK/ SERVICES.
SPEX Project Execution PlanIntroduction
PSN is uniquely placed to provide maintenance and engineering support services
to SPEX Malampaya Offshore Shallow Water Platform (SWP) and the Onshore Gas
Plant (OGP) assets. We will manage the transition to PSN from the Incumbent
Contractor using tried and tested plans that will avoid disruption to the operation
of the facilities and hence disruption to gas production and supply to the onshore
power generation plants. Our local presence in the Philippines and in Batangas in
particular, gives PSN a unique understanding and insight on how business is
undertaken in the Philippines. We have excellent knowledge and understanding of
the local engineering and fabrication support capability through PSN contracts
with local suppliers or through the utilisation of Shell contracts in place for the
PSPC, Tabangao refinery operation.
The combination of our manpower, knowledge of the Philippines market and our
proven Engineering and Maintenance support capability put PSN in a key low risk
position to deliver the SPEX vision to significantly improve facility availability,
maintain HSE performance, and drive reductions in operating costs while
increasing performance in integrity compliance and production.
We have selected to deploy key individuals from within our organisation regionally
and internationally with a track record of delivering within the Shell Operational
Excellence (OE) framework and we have proven ability to deliver the innovative
solutions and initiatives necessary to realise SPEX key objectives. This will ensure
a minimal learning curve that will support a smooth transfer of services from the
incumbent Contractor and subcontractors.
Execution Approach
PSN understand the factors that drive a successful contractual relationship on
contracts similar to the SPEX Maintenance and Engineering Support services. We
have set out our Execution Proposal in 3 phases to ensure we concentrate our
efforts on the key activities that will ensure no disruption to production.
As part of our commitment to continuous improvement the lessons learned from
previous contract start-ups have been captured and will be taken into account on
this contract. Our aim is to support a seamless sequence of events through each
of the 3 phases with a focus on detailed planning, structured communication and
mobilising the best people for the job.
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This approach will appear throughout the execution proposal at the start of each
phase to summarise the content and to highlight the key activities necessary for
successful implementation of our services.
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1.0 Phase 1 – Integration and Mobilisation Phase
Upon notice of award of the contract PSN will immediately begin the process of
planning and implementing the transition of the contracted services from the
Incumbent Contractor to the Maintenance and Engineering Support service model
detailed in the tender.
PSN has within our Management System guides and templates for project start up
and transition which will be utilised by the Assignment Manager to manage the
contract from award. These start up support documents have been developed and
improved from learnings documented from PSN’s global experience over the past
25 years of providing support services.
As outlined in our Transition Plan and as detailed in Figure 1.1 below, the first key
phase is to ensure we have a single team approach through the alignment of
shared business goals and values of reducing operating costs whilst increasing
performance in the areas of integrity management, safety, compliance and
production. We propose to work closely with SPEX and it’s contractors to create
this shared vision to maximise production and improve the pro active utilisation of
resources and costs without harm to people or the environment.
Efficient planning and reporting of all activities will be implemented to ensure that
PSN deliver on it’s contractual obligations.
Social Impact
PSN have over 13 years experience in working with the local communities through
our contract with PSPC Tabangao refinery. We will pay particular attention to
managing existing relationships and mitigate the sensitivity of any additional
impact deriving from the SPEX contract by forging new relationships where
necessary with the Baranguay and local communities. We will develop and
provide training opportunities for individuals within these communities. To date
many of those who have successfully completed our training program have
secured full time employment with our company or within other industries locally.
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1.1 Strategic Alignment
We understand SPEX core business objectives are to optimise the performance of
their Assets in terms of HSE, Technical Integrity, Cost, Localisation of the
workforce and Production.
Initially we will propose a series of workshops to set objectives for the contract to
ensure we are strategically aligned. This will be achieved through:
A Steering Group at corporate level
Understanding and mitigating key business risks between both our
organisations
Business continuity
We envisage that alignment of objectives can be achieved through the PSN Core
Values as detailed below:
HSE – This is our principal core value and it is our goal to continue being the
safest contractor in the Philippines. Our reputation is based on a very proactive
approach to HSE and our culture is based on personal contact, extensive
communication and visible leadership.
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PSN start up guidance and requirements require a risk assessment of new
contract start up which reviews risks associated with such things as security,
driving, crime, and health issues.
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PSN’s experience in the Philippines provides excellent data for this review.
Facilities already in place for some aspects: for example medical support,
emergency (or crisis) response will be expanded rather than set up from new so
facilitating the transition for PSN.
People – We will minimise the risk to SPEX by retaining wherever possible the
existing incumbent Contractor personnel on the facilities who can satisfy our
competency requirements. Retaining this experience on your installations will
retain knowledge and help to protect production in the short term and maximise
production and reduce costs in the longer term. We will utilise our global training
and competency development model for the SPEX team as we have done at
Tabangao Refinery to develop our people to achieve world class standards. If PSN
are awarded this contract it presents SPEX the opportunity to bring in personnel
with fresh ideas and different experience that will supplement the knowledge of
existing personnel.
Integrity – Our stringent code of ethics sets minimum standards for our
behaviour. We expect this level of alignment from our customers and suppliers.
This assures that PSN’s and SPEX reputations are maintained to the highest
possibly standards promoting business continuity.
Relationships – Our business is built on long term relationships with customers
and suppliers e.g.
PSPC, Maintenance and Modification Services since 1996
Cairn, Sangu O&M services since 1996
Esso, Australia Engineering and Construction services since 1997
Shell, M&E services in the UK since 1981
BP, EPC in the UK since 1976
ConocoPhillips, O&M and EPC services in the UK since 1992
Establishing and maintaining these long term relationships have enabled a
collaborative environment to achieve aligned business objectives that has
delivered benefits to both our Clients and PSN.
Innovation - We are continually looking for performance improvement and
application of new technology in order to optimise availability, efficiency and
maximise production. By applying this culture and processes we were
instrumental in improving the efficiency of Chevron Captain FPSO from 63% to
93% and reducing Occidental Elk Hills Opex budget by $32million while
maintaining no lost time incidents over 5 years.
Localisation – We have an established network and infrastructure to support the
migration of an entire asset group. In our Philippines operations we have an
excellent record of recruitment, training and developing our local workforce. We
now only have one expat who is the PSN Plant Manager at PSPC Refinery. The
remaining 349 personnel are Philippines nationals.
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We will transition into this contract by utilising our experience and knowledge of
the SPEX facilities gained from previous work we have undertaken for SPEX
offshore on the Malampaya asset as well as our local knowledge of supplying
maintenance and support services to PSPC Refinery. This integrated approach will
support a transfer of knowledge and development of personnel within the PSN
organisation and capability in the Philippines as we strive for excellence in our
support activities.
Financial Responsibility - Our experience in driving down client costs through
our tried and proven cost management processes will contribute to fiscal
prudence and support a managed reduction in client operating costs.
1.2 Mobilise Management Team
Immediately upon contract award we will:
- Mobilise the PSN Real Estate team to Manila, to finalise a lease contract for office
accommodation close to that of SPEX, in Manila. PSN has had initial discussions on
three sites with one the current preference and the remaining two as back up.
Finalisation will be dependent on accommodation review with regard to condition,
location, security, safety in the event of a fire, etc and of commercial negotiations.
- start to mobilise the following key personnel to Manila as detailed in our
transition plan:
Assignment Manager
Transition Manager
HSEQ Manager
Engineering Manager
Business Support Manager
HR Specialist
Planner
Accounts and cost ( back office support)
Administration support
Mobilisation of all personnel will be in line with our internal mobilisation and
demobilisation guidelines. For expat personnel, plans will be customised for the
Philippines taking into account security, visa requirements, meet and greet
services, family support services, medical arrangements, etc. Initial expat
mobilisation will be handled by PSN’s International Operations Travel team: a very
experienced team based in Aberdeen headquarters which includes a travel
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coordinator. They ensure liaison with the Project Team and Pre-Arrival Mobilisation
packs are issued before travel commences. Additionally there is a back up team
process which supports peak work periods and any leave cover. A mobilisation
travel flow chart is included in shown below. All personnel will receive induction
and safety training on mobilisation to the contract.
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The Management Team will work closely with SPEX personnel to ensure the key
activities are commenced including planning for the Shared Objectives Workshop,
development of business plans, early site visits, discussions with key sub-
contractors and ensuring we set-up good communication links and interfaces.
Soon after key individuals have been mobilised we will commence mobilisation of
additional members of the team in line with the proposed organisation charts.
During this early transition phase we will where necessary also draw upon the
support from our existing organisation located in Batangas.
We will establish and maintain relationships with the key contacts within SPEX and
ensure all systems, applications, documentation, and communication links are
established. These links will be outlined in an interface procedure to ensure the
roles and responsibilities are clear from the start. The benefits of mobilising this
team early are:
Review HSEQ plans procedures and ensure alignment with SPEX and the
relevant authorities (See Attachment TA – 10.6 for a copy of our draft
project HSEQ plan)
Establish relationships and define interface agreements
Deploy our management systems and applications and align with SPEX
systems
Development of the key deliverables as detailed on the transition plan
Commence facilities familiarisation and data collection
Quantify the extent of maintenance tasks and engineering tasks to confirm
resource requirements for 2010 and beyond
1.3 Shared Objectives Workshop
Critical to the successful start-up will be the definition of responsibilities and
scope from the outset. This will ensure that any areas of ambiguity are removed
and that there is clear accountability for all activities. This early effort will provide
the basis for clear alignment between SPEX, PSN and other stakeholders on all
mobilisation and transition requirements.
We have found from experience that implementing a series of workshops early
within any contractual relationships provides an effective means of
communicating key success factors and gaining alignment on critical tasks.
Some of the key objectives of these workshops would be to:
Set the Standard for HSE Excellence
Relationship building
Set high level goals and objectives
Defining and mitigating key risks
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Qualifications and clarifications
Align all parties on SPEX drivers
Agree communication interfaces
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Establish accountabilities and responsibilities
Address social impact
Agree transition close out check list
1.4 Transition and Risk Management/Mitigation
The risks associated with both the transition phase and the hand over phase will
be identified by means of a risk register. This will be managed by PSN using the
integrated coordination team through to closeout. Risks will be categorised into
focus areas. The mitigation actions shall be identified for implementation to
ensure safety is not compromised, knowledge is retained in the organisation, and
business continuity is assured for the asset.
Table 1.4.1 below identifies typical risks and mitigation actions identified for
transition.
Table 1.4.1 – Transition Risk Mitigation
Risk Focus Area ActionsKeep people safe – HSE
Instigate a safety campaign specifically designed
and targeted at the transition period
Focus on risks associated with personnel change and
non-routine operations
Carry-out on site duty of care and safety culture
assessment and include findings in PSN Induction
training
Keep people on the team informed - Communication
Implement the engagement strategy and a phased
communication plan for both onshore and offshore
personnel
Regular feedback sessions onshore and onsite to
provide an update on progress against the transition
plan
Ensure everyone knows the objectives for the
transition period and beyond
Implement a process that allows people to input any
suggestions and/or concerns
Business as usual – Continuity
We recognise the risk to business performance that
any change may introduce and will ensure focus on
Health Safety and Environmental performance as
well as business targets
Performance metrics and targets will be clearly
cascaded and line management will reinforce the
message regularly to all personnel
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Risk Focus Area Actions
Ensuring continuity of existing asset knowledge
Agree hand-over points for existing maintenance
work with SPEX and the incumbent Contractor
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Risk Focus Area ActionsBusiness as usual – Continuity
Agree IT and communications requirements for
onsite
To ensure no risk is introduced to ongoing
operations Competency profiles will be reviewed in
conjunction with roles and responsibilities, to ensure
that change management is effective
Measure business performance – KPI`s
Close monitoring of existing business performance
metrics throughout the transition period
Project manage the transition plan and ensure it is
fully implemented within the agreed period
1.5 Data Transfer
We have many years experience of successfully transitioning information and
data from other clients and contractors in various locations across the globe
including Chevron, CNR, BP, ExxonMobil and BHP.
PSN understand from the tender and subsequent clarification meeting that SPEX
have a system that will control the management of the operations and
maintenance data associated with the assets. This information is held at SPEX
Manila office and available within the SPEX intranet system.
PSN request a detailed list of inventory stock or spare parts that are available
either offshore or held within the SPEX warehouse to support transition.
It is essential that project documentation is managed and controlled in a way that
allows for an efficient management of data and of the contract transition through
to final handover.
1.6 Baseline Survey
PSN propose that we deploy a team of suitably qualified and experienced E&M
specialists to carry out a baseline survey on each of the facilities and the status of
engineering work currently being undertaken by the incumbent Contractor. This
baseline survey is a critical part of the transition process and necessary to
develop a clear understanding of the condition of facilities, plant and equipment
and to gain an understanding of SPEX O&M philosophy with regard to issues such
as asset integrity, maintenance backlog and optimal production operations. The
survey will be utilised for planning and scheduling of manpower requirements and
creating a database of potential improvement opportunities. Initial improvement
opportunities will be risk assessed and ranked in order of criticality.
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PSN will introduce a structured review and develop a strategy for the transfer of
responsibilities of all third party services, equipment, tools, consumables and the
like from the incumbent contractor.
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1.7 Integrated Management Systems
PSN will integrate SPEX Management Systems within all our support operations.
The PSN Management System is approved to ISO 9001:2000, ISO 14001:2004 and
OHSAS 18001:2007. All PSN personnel are familiar with robust management
processes and procedures and the responsibility of individuals in ensuring
compliance with these; for example as implemented by the PSN team at the
Tabangao Refinery.
Our management system is deployed throughout our business at all locations and
is electronically available on our network and through the internet.
We recognise that there will be a requirement to align with SPEX systems. We will
create management interface and bridging documents to ensure primacy is
understood at all levels of the business and information is communicated in an
accurate and efficient manner.
1.8 Organisation and Key Personnel
Our management team has been selected to ensure our personnel have the right
leadership behaviours and attitudes. We are committed to ensure the
organisation is right sized at all stages of this contract by continually challenging
the make up and competence of the team. CV’s can be found in Attachment TA –
5.1.
Our proposed organisation includes for the short term utilisation of a Maintenance
Coach for approx 12 months. This Coach will train and mentor the local national
Maintenance Engineers ensuring the maintenance support organisation uses SAP
to its full potential. He will drive the onshore support for the SWP and OGP effort
in planning and workpack preparation in line with the integrated plan and
maintenance schedules. The coach will be of competent SAP Super User status
with significant hands on experience as Maintenance Engineer and understanding
of the Shell Operational Excellence framework journey. He will manage the
development of local national staff appointed at the start of the contract through
an increasing level of competence to a point where both PSN and SPEX agree
competence of the local national personnel to work independently with remote
support from PSN specialists has been demonstrated and verified. At this point
the expat coach will be demobilized.
1.9 Consultation with Workforce
Key to any successful transition is ensuring that we identify and retain the best
personnel on the project. To foster innovation and collaboration, we must ensure
that our leadership creates a culture that ensures all personnel feel at ease and
will encourage people to perform to the highest levels.
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We recognise that open and honest communication is fundamental to ensuring
the transition is completed safely with no harm to personnel, and we will develop
a communication plan for the transition period and beyond.
One of the key risks during a transfer is uncertainty for employees. Our
communication processes will ensure individuals understand the process and we
are able to address any queries quickly, therefore keeping the employees focus
on their day to day responsibilities.
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Our Human Resources Transition Process follows four key stages to ensure the
effective management of the business transfer:
Preparation
Communication
Selection
Mobilisation
We will base selection on competency, the demonstration of effective behaviours,
and the willingness to work in a culture that challenges people to be the best they
can be.
We will manage the transition and mobilisation processes in accordance with
relevant Philippines legislation. We will make offers of employment to key
individuals who meet our selection requirements to match the proposed
organisation.
This will ensure that asset knowledge is retained within the contract. In parallel,
we will review internal transfers and external recruitment to ensure we can fill any
positions where incumbent Contractor personnel do not wish to transition to
employment with PSN.
1.10 Training & Competency
PSN’s strategy is to maintain a competitive advantage in the market by
maintaining an attractive remuneration package as well as a structured
development plan. As such we emphasize the need for strategic Human Resource
Planning, which encompasses job analysis, recruitment and selection, and
employee training and development as part of our human resource plan.
Maintaining site-specific knowledge of experienced/trained personnel is a critical
issue during transition, and necessary for continuing successful operation.
At the start of the contract, there may be different competence assurance
systems in operation.
PSN will introduce our established global assessment process and assess
incumbent contractor staff who are prepared to transfer to PSN on this basis
Our strategic approach to skills development is the same across all projects. At
the planning stages we will look at each projects’ specific requirements in order to
assess any additional or individual needs which are also to be considered and/or
adopted. This provides a consistently successful approach to localising our
workforces. The key steps in our global programme include:
1. Assessing the current levels of competence for all employees
2. Conducting a gap analysis against the set competence standards
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4. The provision of the training; including both technical and softer skills
training.
5. The implementation of a succession planning programme to act as the
vehicle for ultimately exchanging local employees for Expatriate
employees (where appropriate).
However it is important that changes to the competence systems are not
implemented too early in the contract, introducing a risk which might de-stabilise
the effectiveness of current systems. Therefore, during transition, it is our
intention to map the various competence systems to ensure that all personnel
meet our standards. Where there are discrepancies in an individual’s
competency, we will establish and implement a training plan. Examples of a
Training Matrix and a Nationalisation programme from one other contracts are
included in Attachments TA – 10.3.1 and TA – 10.3.2 to demonstrate the types of
plans and documents we will establish to manage these for the SPEX contract.
These documents also provide an indication of likely timescales for full
implementation. For the SPEX contract, planned timescales would be evaluated on
the baseline competence assessments and skills gap analysis for the personnel
deployed.
Within our HR Transition Process, we address these issues through the following:
Completion of a training & competency gap analysis against an agreed
matrix
Assurance of adequate supervision to staffing levels
Recruitment and selection process for new personnel.
Competence assurance system currently used in the Philippines
a. PSN use the National Centre for Construction Education and Research (NCCER)
for industry standard training and development. The NCCER is a training
system that is designed for the oil and gas industry. PSN have fully
implemented the NCCER training system on our maintenance and construction
contract in Batangas, Philippines.
b. The process develops the specialised knowledge and skills required of
craftworkers and technicians employed in construction projects. The NCCR
process can be used to implement a wide range of training methodologies that
range from traditional classroom based training through tasks in the
workplace, and multi-skills training. This is a competence based structure and
contains measurable objectives which are used to confirm competence in the
workplace following completion of the required training. Timelines for
completion of the training modules are set, enabling PSN to provide regular
monthly reports on training progress to the management team.
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Case Study: Shell – Batangas Refinery – Localisation:
Stage 1: Training/Localisation Plan
c. The initial stage of the training/localisation programme was to develop a
clear localisation plan, outlining how many Filipino nationals would be
trained and the timescale required, and outlining how progression would
be maintained.
Stage 2: People
d. Due to the volume of people on the programme, a Training Lead was
appointed to run the in-house training programme, with external training
providers and our PSN technical experts to ensure the smooth running of
the programme.
Stage 3: Assessments
e. In order to assign the right people to the right level of training, and to
establish the priority areas for training, continuous assessment is
undertaken. Assessments are conducted by the Training Lead and direct
supervisors, covering current skill levels and future potential.
Stage 4: Training
f. An on-going programme of training has been put in place focusing on
technical and soft skills training. Most of the technical training is on-the-
job with specific projects and tasks being assigned to the trainees relevant
to their required level of competence. A sample of the training plan for the
shell Batangas site can be found in Attachment TA – 10.3.2
PSN additional training support
Technical Training Alliance
To provide additional support to the training programme in the Philippines, PSN
has access to a number of high quality, externally accredited training
programmes which supplement the on-the-job training our people receive. These
include on-line training through a specialist e-learning provider and also our
technical training alliance organisation.
PSN has formed an alliance with Aberdeen Skills and Enterprise Training Limited
(ASET) in the UK which provides us with the experience and expertise of an
internationally acknowledged and accredited, specialist technical training
provider. This alliance currently supports several international training
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focus the training to the particular needs of a client and their operational
environment.
Additionally PSN has undertaken a recent review of training establishments and
facilities in the Philippines as part of our strategic plans and have good data and
contacts now with several establishments which can provide training, resources or
facilities for training independently or in conjunction with ASET in the UK.
Development Assignments
We have opportunities for development assignments in our offices across the
world, with geographical mobility becoming a key development tool at PSN.
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Case Study:
Graduate Mobility – Filipino Graduate in UK
In 2007, we hired a graduate structural engineer from the Philippines into our UK
business to complete the graduate training programme over a 4 year period.
Rosa has become an integral part of her UK project team and is learning key skills
and ‘the PSN way’ of working in the corporate headquarters. Over the next 3
years Rosa will be working towards Chartered Member status with the
internationally recognised UK Institute of Civil Engineers by developing her
technical portfolio in line with the Institute standards. Deployment to our
Singapore office to support regional business is an option currently in
consideration.
In 2008, we mobilised 50 high performing employees around the world on
development assignments.
Specialist Academies
Our innovative approach to ‘growing our own’ talent includes our own Design
Academy created in response to the growing demand for design experienced
personnel.
The Academy trains Electrical and Instrumentation, Structural and Piping Design
trainees and provides an accelerated professional development. This innovative
skills solution provides opportunities for students to achieve a SVQ Level 3
qualification in Drafting and Design through the Modern Apprenticeship initiative
using a combination of classroom and on-the-job training.
In 2008, the Design Academy model has been rolled out to our locations in
Kazakhstan, Azerbaijan, Sakhalin Island and Melbourne.
1.11 Onshore Support and Engineering Office
Our office in Manila will be equipped for the modern business environment,
including accommodation, support, communications and data links. The office will
have full-time receptionists during weekdays, and 24-hours. The PSN Real Estate
team mobilised to the Philippines at the award of contract will ensure that
accommodation contracts, IT infrastructure, security agreements, office fit out
and furniture, and support service contracts are in place in line with the required
and agreed schedule for the personnel numbers in our bid.
Information, Communication and Technology Network
The provision of Information Communication and Technology within PSN is
focused on operational excellence for the business.
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We will provide services for systems and data through the global application of
standard hardware and standard software solutions. The main benefits are to
drive down cost while maintaining appropriate availability and security of data.
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Hardware and Infrastructure
The network infrastructure based on Microsoft Windows 2003 server technology
and consists of standard hardware with core software based on Microsoft
products. These include Windows XP, Microsoft Office 2007 and Exchange 2007
mail services.
These processes and methodologies facilitate:
Better management and support services
Reduced risk of system failures
Elimination of incompatibility problems through the use of common file
formats
A common environment for roaming users
Significantly less interfaces
Global monitoring and support
Application Systems
We offer a standard set of integrated application systems. These include but are
not limited to the list below.
The strong advantage of using this standard suite is that they can be deployed
immediately from the start of a contract. No customisation is required as all
interfaces have already been developed. These applications are all currently in
use in various parts of our organisation.
Table 1.11.1 – Application Systems
FunctionTechnical Purpose
Software Used
Planning PRIMAVERA P3 (experience of
using Company P3E in previous
contracts)
Planning
Document
control
DOCUMENTUM Document control
Interface
management
PSNMS, Safety management
System
Interface management
Incident
reporting
Synergi Incident reporting
Shutdown On Track Managing Shutdowns
Quality
management
PSN MANAGEMENT SYSTEM (ISO
9001)
To act as the information
source, outlining the detail of
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FunctionTechnical Purpose
Software Used
all processes
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Emergency Response
Whilst we have a comprehensive process for the management of emergencies
within the scope of our operations, on this contract SPEX will retain Primacy. PSN
will support this by ensuring an interface document is in place detailing the
integration of PSN procedures to those of SPEX and that our people are trained to
support SPEX Emergency Response team. Our people offshore will be trained to
facilitate Emergency Response requirements under the direction of SPEX.
Emergency Response facilities are presumed to be available and in place within
the SPEX Manila office as operator of the field.
PSN have an emergency response process to handle support of SPEX Emergency
Response Team and also to manage Relative Response Communications for our
employees.
For those nominated individuals who will have defined Emergency Response
duties, training needs will be identified on individual training matrices.
1.12 OPEX Budget Creation and Control
Asset budgets will be developed by SPEX. PSN will provide the necessary data and
forecasts required to support and manage costs as specified in the tender. PSN
are fully aligned with YTT reporting and have experience from other Shell group
support contracts.
In order to control the costs associated with the defined maintenance and
engineering activities a budget and cost management plan will be developed and
owned by budget holders. Spending authorisation limits will be in place as per
SPEX requirements and lines of communication on cost issues across the
workforce will be established.
1.13 Maintenance Management
PSN have extensive experience in the provision of maintenance services
aligned to specific client requirements in various locations around the
globe. We can develop, implement, execute and improve strategies
designed to maximise the profitability of assets by optimising balance
between production performance and lifting costs.
PSN fully understand the maintenance support requirements of the tender and the
execution model detailed in the tender document. We recognise the model as the
corporate global model and we have significant experience working to this within
other Shell contracts.
We have reviewed the indicative maintenance organisations for the Shallow Water
Platform (SWP) and the Onshore Gas Plant (OGP) and have made some minor Tenderer’s Company Name: PSN PRODUCTION SERVICES
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modifications to the organisation diagrams in line with our experience in the
Philippines and other countries where localisation is a high priority.
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The extent of the offshore and onshore maintenance work and the distribution
between disciplines has not been specified, therefore we propose a joint review of
the proposed organisation diagrams with SPEX against the scheduled
maintenance tasks and estimated hours within the SPEX Computerised
Maintenance Management System (CMMS) to agree resource numbers for each
discipline and final organisations which best fit the quantum of work projected. No
information has been provided of the SPEX organisations at the two locations
therefore the review should include the SPEX organisation diagrams and roles and
responsibilities which will clearly define roles of Contractor resources, interfaces,
reporting and approval responsibilities.
PSN expect to be able to retain key maintenance personnel from the incumbent
Contractor’s staff to provide continuity of knowledge and capability within the
maintenance teams. We will however plan to shadow key personnel as necessary
where incumbent staff have decided not to transfer to PSN to mitigate risks to the
operation at handover.
PSN will employ national staff in all maintenance positions but will include highly
competent and experienced expat personnel as maintenance coaches for the
initial period of the contract. These coaches will mobilise to the Philippines as
soon as we have PSN Maintenance Techs in place to commence a process of
coaching in PSN processes, systems and attitudes to maintenance excellence and
rigour and the needs of the SPEX Operational Excellence requirements. These
coaches will be responsible for the efficient development and assessment of the
national Maintenance staff and will work to a defined timetable of competence
achievement for key team members. Coaches will be demobilised at a point when
SPEX and PSN agree that the PSN local Maintenance staff have demonstrated the
necessary competencies to work independently with remote support as necessary
from PSN’s network of Maintenance Support professionals regionally and globally.
We have extensive experience within PSN of SAP PM through relationships with
various major and independent operators. PSN will share experience and learnings
collated from our cumulative experience should SPEX feel this beneficial to the
ongoing internal work to redefine preventative maintenance strategies and
routines for the facilities. Support for SAP will be provided within the local PSN
office and will be supported from our corporate Operations and Maintenance team
We will also propose the implementation of a joint review process looking for
improvement opportunities in areas that will support the desired equipment
availability target while moving the maintenance execution from a reactive to a
pro active and planned operation.
PSN follow continuous improvement processes in all our contracts as a basic
business tool. We will implement our internal processes (detailed below)
immediately and interface these with SPEX processes where necessary to ensure
full alignment with SPEX objectives and the Shell OE visions.
Maintenance management is cyclic by nature, constantly evolving and changing
throughout the life cycle of the asset and comprises of four key elements, of
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Practice, People, Performance and Progress (ref Figure 1.13.1). PSN will ensure
that all critical elements of the maintenance system are connected to support the
efficient delivery of the scheduled maintenance and promote the implementation
of a continuous improvement process.
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PSN will ensure strict adherence to SPEX integrated planning compliance. We will
ensure that any work to be scheduled into the integrated plan will have the
necessary approval, work pack, spare parts and resources available to facilitate
the work. Preparation of this detail will be the responsibility of the onshore based
maintenance team lead.
Figure 1.13.1 - Maintenance Execution Continuous Improvement Process
Our PSN internal management system ensures the necessary integration of these
four elements to form a single integrated management process designed to
deliver optimum performance throughout all phases of the asset life.
Practice
Performance requirements for the facilities will be determined and quantified
through the Asset Management process. We will ensure that all tasks are
monitored and compared to planned tasks and hours, consumables and spares
usage and availability expectations, total hours to wrench time, and other
monitoring and comparison data to highlight shortfalls in equipment capability or
availability as well as ensuring we deliver maintenance activities effectively,
efficiently, Right First Time.
Failures or non compliances will be analysed through root cause processes
to identify actions required to facilitate the necessary improvements to meet
SPEX improvement objectives. Actual processes which will be utilised will
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vary dependent on the scale of the non compliance. The base process
deployed will be the ‘5 Why’s’ process.
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Monitoring can be facilitated through the CMMS reporting functions. PSN will offer
to share our experiences in this area and make available the SAP support
personnel where requested to create this functionality within the SPEX SAP based
CMMS. Our experience in set up of reporting from SAP based CMMS systems will
also be made available to SPEX.
People
We will execute maintenance activities through an assessed and competent, core
team, which will form the permanent backbone for maintenance and engineering
activities at SPEX offshore and onshore facilities. Where appropriate and agreed,
PSN will enrol the support of the current PSN maintenance support establishment
in the Philippines to create efficiencies in work management processes and find
synergies which can reduce overall costs to SPEX and PSPC Refinery alike
We will utilise our extensive experience of working in the Philippines to identify
potential resources in line with Philippines employment requirements and assess
and select personnel for our core teams. Our level of confidence and assurance is
supported by our experience in country of recruitment for personnel, sometimes
on a scale of several hundred at a time for short term turnaround requirements,
who meet our stringent requirements for technical ability and attitude to safety
and personal development. These efforts have been underpinned by the PSN
competency assessment and assurance programme supported by our training
needs and management process.
During periods of peak work activity, we are confident in our proven ability to be
able to supplement the core team with short term competent and suitably
experienced personnel. We are also confident in our ability to manage these
peaks efficiently and safely through our experience with the PSPC Refinery
support contract.
Any campaigns will pay particular attention to pre-planning especially before any
offshore visit, using pre-visit check lists and other relevant techniques we have
developed.
We propose that all personnel who will work on site will be required to attend
annually the Safety SHELTER training at PSPC Refinery and pass the required test
before being allowed to mobilise to any SPEX facility.
We will use rigorous safety screening of clearly defined work scopes before
mobilisation and ensure any risks identified are fully mitigated through working
practices. The outputs of the safety screening are then fed into the work place risk
assessments and through to the toolbox talks.
We have extensive experience in the day to day support of operations and
maintenance for a complete range of offshore and onshore facilities. We will share
and implement best practice across this project by utilising support from our
global network.
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People are recognised as PSN’s most valued asset and our processes are focussed
on maximising the development and competency of all employees no matter
where in the world we supply services to clients. This training ensures we keep all
employees focussed and aligned with client objectives and continue to work hard
to deliver work efficiently and on client expectations.
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Our Operations and Maintenance contract with Cairn Energy in Bangladesh
demonstrates that this strategy is as effective in a developing country as well as
in developed locations. The article, shown in Appendix 1, at the back of this PEP,
details the high level of alignment and commitment to delivery of value to our
client that Cairn has experienced at the Sangu facilities in Bangladesh
Performance
Performance reporting will form a central part of the overall contracted services.
Performance will be constantly monitored to ensure maximum efficiency is
sustained.
Within maintenance we will report performance for the asset in accordance with
SPEX requirements as part of the project monthly report. The main source of our
data will be in the SPEX SAP based CMMS and therefore we place a high degree of
importance on the quality of data input to the system. We will support SPEX in the
need to monitor the quality of the data supplied input on the CMMS system.
The reporting format will cover the main KPIs and other appropriate metrics with
respect to Maintenance and will from our experience typically cover:
Backlog status by criticality and work order type
Ratio of Routine maintenance man-hours vs. Corrective man-hours
Productivity of technicians (how many offshore hours are spent actually
performing maintenance)
Compliance (how many safety critical PM’s were planned and how many
were completed)
Performance against execution plans
Number of unplanned work orders created
Availability of key equipment
Types of defects experienced throughout the month
Production losses directly attributed to maintenance defects
Cost to date of maintaining key equipment
The PSN management team will review these figures monthly and will recommend
strategies in the monthly report to rectify any departures from the
targets/expectations set for each measure.
1.14 Integrated Planning
Essential to achieving Operations excellence is the ability to deliver planned
targets. In an offshore environment there are many activities competing for
limited space and resources. PSN are fully aligned to the need for integrated
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planning to manage these limited capabilities and are committed 100% to
supporting the SPEX Integrated planning process.
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PSN have mature and well-proven integrated planning systems and experience
and we are confident that this experience can be utilised to provide best possible
support to a SPEX Integrated plan. The PSN planner/schedulers will establish close
working relationships with the SPEX planners to ensure prioritisation and
efficiency of working to protect SPEX business objectives. PSN will develop
plans/schedules for maintenance, modifications or engineering and construction
activities in P3 which can be readily imported to the SPEX Integrated plan.
It is PSN philosophy to challenge all activities before it is finalised on any plan.
We envisage our main inputs to the various plans as follows:
5-year Plan – At this level the main key areas of interest are SPEX business
plan, the major shutdown activities, the level of maintenance (core crew and
specialist vendors) required and modifications or CAPEX workload envisaged
for the assets.
1-year Plan – this provides a detailed presentation of the activities
requiring major outages or overhauls is given, complete with an estimate for
corrective work.
90-day Planning – By the time the 90-day plan is issued the detail will be
at work order level for almost all of the activities. Greater focus is applied to
the first 28 days and ideally all the activities in this period will be frozen with
specialist vendor mobilisation confirmed and materials delivered.
28-day plan – This is the execution plan and it would normally have all the
work orders for the next 14-day period listed in order of priority.
Prioritisation is extremely important to ensure that the most important
safety critical tasks are completed within this period, and not left to fall into
backlog. Approval of the 28 day plan will ensure that all required materials,
vendors and personnel will be available for each activity.
1.15 Sub-Contract Management Plan
Our chosen subcontractors and suppliers are all experts in their field and
discipline. Our experience gained from 13 years working in the
Philippines with PSPC approved sub contractors provides us with the
additional knowledge of the key sub contractors and Ad Hoc vendors,
another factor that will facilitate a seamless transition.
All of our selected contractors have a working knowledge and extensive
experience of the Shell standards and procedures with which they will be
expected to comply.
Assess Needs
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At an early stage we will need to understand all SPEX and the incumbent
Contractor’s current sub contractors and their contract expiry dates. This will give
definition to the extent of the management effort and allow agreement between
PSN and SPEX on Contractor resources needed to manage the services supplied.
This will also define the extent of sub contracts which PSN may need to put in
place in the lead up to handover. PSN will work with all existing sub contractors
while developing a transition strategy for renewal or replacement of existing
contracts as they expire. This strategy will be issued for an interdisciplinary
review by all parties involved in receipt, management and delivery of the service.
Figure 1.15.1, shown below outlines the key activities which form our
subcontractor management strategy.
The selection of potential PSN subcontractors is a rigorous process which ensures
only the most suitable and capable vendors are considered for the work.
A key decision factor for sub contract award is HSE processes and performance.
We will also assess attitudes to safety and external audit by PSN or SPEX within
the decision making process.
PSN are committed to supporting local companies that do not comply with PSN
and Shell minimum requirements, but who have the potential to do so. We will
assist them in developing their skills base and competency levels that may enable
them to be considered for future contracts. PSN has a track record especially in
Chad and Bangladesh where we have assisted the development of local
companies.
Subcontract Management Cycle
Figure 1.15.1– Subcontract Management Cycle
Inventory Control
A review of the current inventory control systems is required in the early phases
of this contract. PSN assumes that the Inventory Management System is being Tenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
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operated as a function of the Computerised Maintenance Management System.
PSN will require to obtain details of the inventory and location of spares and
consumables.
Data derived from the preventative maintenance monitoring program shall be
used to propose changes to the spares strategy, the procurement and usage of
spares and materials for the maintenance activities.
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Procurement
We will provide procurement services in a cost effective professional manner
however the extent and depth of information provided in the tender is insufficient
to define the resource required for this service. Further discussions are required
between PSN and SPEX to enable PSN to finalise procurement resources required
within the Contractor organisation to support engineering, modification and SPEX
ad hoc procurement demands.
PSN’s business operates under a Code of Business Ethics, and we require those in
the procurement function to annually confirm their strict compliance with this
code. Where we provide procurement on your behalf, compliance with this code
remains as a fundamental requirement for all those involved, and we have
monitoring systems in place for additional assurance.
We will deploy a PSN procurement resource into the PSN Philippines office in
Manila. Access to the SPEX SAP system will be required as all procurement will be
through the SPEX SAP system.
PSN has extensive experience of using client SAP systems for procurement of
materials and spare parts e.g. Shell, ConocoPhillips and Chevron.
Phase 2 - Takeover
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2.1 Implementation Overview
Once all the key transition issues have been resolved PSN will take over the
Maintenance and Engineering services for the SPEX facilities. Target date for this
milestone event is Jan 1, 2010.
In order to deliver the desired objectives of SPEX namely;
increased wrench time,
higher percentage of planned and preventative maintenance,
reduced operating costs,
improvement in competency,
improved equipment availability,
increased production, and
better modification engineering quality
SPEX require a “Step Change” in the way the maintenance and engineering
activities are delivered. PSN’s continuous improvement strategy and processes
along with our competency and training programs are the basis of achieving the
desired “Step Change”. The improvement process calls on various learnings
derived from Total Reliability, Lean, 5 Why’s, 4D and other well established
business improvement techniques designed to change mind sets and attitudes to
the way maintenance or engineering is implemented. Much of this experience has
been gained from work with operators such as Shell and Nexen. Tangible
improvements have been delivered through an integrated and aligned approach
to change management between PSN and our clients and targeted at the
integrated client contractor teams on the facilities.
PSN will commence implementation of agreed continuous improvement initiatives
aligned to those of SPEX immediately upon assuming responsibility for
maintenance and engineering support services. Initially we will focus on
protecting the existing production levels in a safe and prudent manner by
minimising changes to the maintenance process and team. This will allow time for
the transition of the maintenance support crews and services to PSN management
and for any new employees to understand their roles and responsibilities and their
individual importance in the achievement of the contract objectives. We will work
with SPEX to demonstrate the level of alignment and commitment of SPEX and
PSN to deliver these goals.
Engineering handover has its own issues with regard to handover. Other than at
completion of engineering and installation our experience of engineering support
transitions have identified that a close alignment is required between Company,
the Incumbent Contractor and the new Contractor to effect an effective and
efficient transition. We will therefore work with SPEX to identify which workscopes
currently being progressed by the incumbent Contractor should be progressed to
completion by the incumbent (including installation scope). Alternatively we will
identify and agree practical handover points for scopes which SPEX would like PSN Tenderer’s Company Name: PSN PRODUCTION SERVICES
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to take a over responsibility but agree the need for the incumbent contractor to
retain responsibility and accountability, for the efficacy of the design,
procurement and construction/commissioning support through to workpack close.
Engineering, planning and management of the 2010 facility turnaround will be
reviewed at the earliest practical time after award of the contract and may
necessitate provision of support services earlier than the planned Jan 2010
takeover date.
During the Contractors conference, SPEX highlighted the Total Improvement
Project with a planned shutdown of the Malampaya asset at the end of Q1, 2010.
PSN recognise the critical importance to SPEX to ensure the success of this
project. PSN has very limited information on the scope of the work and propose
that {PSN, SPEX and the Incumbent Contractor would meet early after contract
award to PSN to discuss roles and responsibilities to ensure project success.
In order to address the change required through out the life of the field the
organisation will be continually reviewed to match the desired operational
requirements. Safety and Integrity will remain paramount as the offshore and
onshore organisations change to meet the operational demands. All proposed
organisational changes will be controlled by the application of the SPEX
Management of Change (MOC) process.
2.2 Onshore Support Team
PSN onshore team will be manned by Philippine nationals selected and recruited
by PSN or transferred from the incumbent contractors team, where they are
considered competent and suitable. Our strategy is aimed at establishing a
national support capability from day one but recognises the need to manage
potential risks to SPEX business. These risks are managed and controlled to an
acceptable level by the inclusion of a highly experienced Maintenance Coach. The
coach is a competent and experienced expat resource capable of providing
support in his own right and of developing local national personnel in the
techniques, processes and capabilities associated with LEAN techniques. He will
have responsibility to manage the effectiveness of the PSN support and develop
the national engineers to a point where they have been assessed as competent
by both PSN and SPEX to work independently and sustain these work processes
and methods with remote support from the PSN global network.
Leading our team is the Assignment Manager; Alan Russell who has over 16 years
experience in the oil and gas industry with the last 10 spent in senior
management roles in the Shell Sigma3 JV contract in the UK.
Alan will have authority to commit PSN resources as required and is responsible
for all PSN’s project related activities. He will be the primary liaison with SPEX
management team. The Assignment Manager will be dual located in both SPEX
and the PSN Manila office.
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The onshore team will have an HSE Manager, Tito Lejero who will oversee the
reporting and delivery of safety initiatives on the contract. Tito has been the
driver of world class safety performance on our PSPC Tabangao contract. He has
been key in developing the Shell Safety Shelter concept into a critical safety
process for all permanent and short term hire staff working for PSN. The
development for the Shelter has been key to delivering safety performance and
he has been recognised within the Philippines through this work and other safety
initiatives as the best Safety Leader in the Philippines winning 5 awards including
individual GKK Gawad Kalusugan Kaligtasan (Occupational Health and Safety
Award) from the Philippine Department of Labour and Employment.
Leading the Transition Management effort is Peter Walton; Peter has over 30yrs
experience in the industry and extensive experience in project and contract
management. He also has experience in contract transition management
including engineering support and is well placed to apply his experience and PSN
learning’s to the transition management role for this contract.
We will use Peter to manage the Technical Improvement Project scope as a follow
on from the transition period. We recognise that this project is crucial for SPEX.
The appointment of a new contractor, timings and extent of the scope (which
have been locked in to an early 2010 implementation window) dictate that a
specific manager should be appointed for this work so as not to distract the
Assignment Manager from focussed management of the early phase of delivery of
the full contracted scope.
The Maintenance Team Lead proposed is Lee Dickinson; Lee has 14 years
experience predominantly in the O&G sector. He has progressed his career
through to his current position as Maintenance Lead and has become a lead figure
in the development and implementation of Shell’s TRilogy initiative in the UK. A
key player in Shell’ Central Asset top quartile performance achievement. The last
9 years of his experience has been within the Shell UK Sigma3 JV ensuring a deep
knowledge and understanding of Shell maintenance processes and procedures.
The Engineering Lead proposed is Euan Cameron; Euan has over 25 years
experience in Engineering and Maintenance. He has a wide range of experience,
which includes International, UK offshore and onshore industries. Euan has a
track record in delivering engineering activities and projects, along with the
development of his engineering staff. Euan brings experience from other parts of
Shells portfolio, having worked on major engineering projects within Shell UK.
CV’s for these personnel and nominations for other key posts are included in TA -
05 for SPEX review.
KPIs will be identified and agreed in line with the proposal areas in the tender with
SPEX to track performance in key metrics that are associated with SPEX business
objectives and the risk reward and bonus system proposed.
As well as providing the onshore and offshore crew with day to day Technical
Support, on an as required basis, the onshore support team will be responsible for
planning and preparation of maintenance activity. They will also monitor and Tenderer’s Company Name: PSN PRODUCTION SERVICES
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analyse maintenance performance of the PSN team on a regular basis to identify
improvements or corrective actions. They will also interface with the SPEX
planners and supervisors to ensure development of an integrated plan that
addresses SPEX business needs and priorities.
The Supply Chain team is responsible for contracting strategies and overseeing
the subcontractors used by PSN. Supply chain will handle all purchasing functions
and will have access to the SPEX procurement system
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The Administration team is responsible for all back office support including
administration, accounting, payroll, HR, and training. They will be located in the
PSN Manila office.
PSN will utilise corporate function personnel during the transition phase to ensure
we meet recruitment targets. The capabilities of the PSN team will be assessed
and managed through coaching and on job training to a point where competence
is embedded and verified within the national team and they can work
independently. Remote support from the coaches or the global support network
will be available.
2.3 Offshore Teams
PSN will have 100% national offshore workforce recruited from the incumbent
Contractor or through local recruitment efforts. The team will be trained and
coached in the new strategies and processes of maintenance and improvement
techniques by the onshore support team. Regular offshore visits will characterise
the support provided by the onshore support team to support and enhance
relationships and verify capabilities and development progress of the offshore
team. Field and site visits will also create the feedback necessary to the onshore
Maintenance Team Lead to generate the level of assurance of the competence of
the offshore teams and of the onshore field based team.
All offshore personnel will work 12 hours per day on a 14 days on / 14 days off
rotation providing:
Some first level preventive maintenance tasks such as greasing of valves
Follow-up of corrective actions defined by company internal and external
audits
Commissioning and start-up of new or modified facilities
Produce short-term activity planning based on required interventions and
optimisation of their impact on production operations. These interventions
could be related to production, maintenance, construction or other
Help to produce long-term planning by providing support to other
departments
YTT reporting input.
Our staff will have the knowledge and skills on the field equipment to ensure that
planned maintenance and other Tier 1, 2 and 3 maintenance activities are
performed as per the CMMS plan.
2.7 Reporting
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We will provide all necessary reporting of PSN activities in line with agreed
company requirements and ensure that the data is reliable and adequate for
eventual audit.
We will evaluate the reporting methods and look for efficiencies in the information
and the medium in which it is presented.
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Once per month the PSN management team will meet formally with SPEX
management representatives to discuss maintenance, engineering and
construction projects so that both PSN and SPEX are aware of all ongoing and
upcoming events.
During the meeting, PSN will present a detailed report summarizing the
activities of the previous month.
2.8 Budget Management
It is very important to have measures and reporting systems in place that give
clear visibility on support costs for maintenance and engineering activity. PSN will
support the SPEX YTT cost reporting process detailing costs and progress to
support efforts to reduce operating costs over time.
PSN will monitor the operating expenses for both engineering and maintenance
activities, comparing actual costs versus the budget and internally benchmarking
against our other global contracts.
All third party invoices for supplies, materials and services will be reviewed,
compared against the purchase orders, coded for payment, and approved by the
PSN management team. Invoices related to variable expenses will then be
transmitted to SPEX for processing.
Each month PSN will present to SPEX a detailed operating expense statement
summarising monthly expenditures, as well as a variance report discussing
significant deviations from the budget. This statement will be an integral part of
the Monthly Report and a topic of the monthly review meeting.
Through its Supply Chain group, PSN will pursue all opportunities to minimise
SPEX costs for third party services by finding alternate suppliers, and/or coupling
the work with other PSN managed services in the area.
All our sub contractors will be challenged to produce significant cost and
productivity improvements. Their performance will also be measured against
internal and external benchmarks and budgets. We will deploy all our processes
which monitor usage of consumables and provide information to avoid waste and
duplication.
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Phase 3 - Continual Improvement Phase
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3.0 Operational Excellence Implementation
Operational excellence is benchmarked by being best in class with respect to, HSE
Performance, Production Efficiency, Maintenance Efficiency and Operating Costs.
It is not just a technology issue but one that involves people, plant, processes and
production. In moving towards operational excellence, the driver is to safely
maintain and if necessary increase production without damaging the environment
while driving down lifting costs and driving up plant availability. In achieving these
goals field abandonment and decommissioning are deferred as far into the future
as possible.
3.1 Opportunities Register
We recognise that the capture and realisation of improvement opportunities is an
essential element of a learning organisation. Good ideas may come from many
sources and simple ideas put into practice realise significant benefits. This
concept is a cornerstone of our continuous improvement philosophy. We strive to
create a culture and environment of challenge, where innovation is actively
targeted, promoted, enabled and recognised.
An opportunities register will be created to capture all the potential improvements
for the asset with a strict compliance criteria set in order to rank entries. All
entries into the register will be criticality assessed as well as risk assessed for
business and HSE risks and then weighted against overall benefit to the company.
This will create a ranked list of opportunities that can be implemented based on
available Capex or Opex budget.
Employees will be encouraged to have opportunities entered into the
Opportunities Register and financial incentives will be paid for any items
implemented.
3.2 Continuous Improvement
With the required foundations in place PSN will work to deliver operational
excellence and technical integrity for the SPEX operation by:
Creating a Leadership focused on SPEX priorities and with a detailed
understanding of key business drivers. PSN leaders will consistently and
visibly drive performance improvements to meet strategic objectives.
Developing an organisation that is fully engaged and people empowered
across all levels of the organisation to deliver World Class performance.
Sharing and transferring best practice from all its worldwide operations.
Comprehensive management system that will enable safe management of
activities to complement those of SPEX and achieve continuous
enhancement of performance standards.
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Having the right people, with the right tools and processes, in the right job,
to meet operational needs. Competency development will be fully aligned
with future vision and technology requirements.
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Employing staff to provide support services competently within defined
operating envelopes, minimising production losses with routine equipment
monitoring and tracking of reliability performance.
Exploiting good reliability processes using value focused, proactive
maintenance, utilising condition monitoring and failure analysis tools to
optimise reliability.
Reporting on operational performance measures to enable effective
interrogation of performance indicators to aid decision making and where
necessary identify where appropriate improvement actions are to be
targeted
3.3 Performance Improvement
Continual performance improvement will be achieved by having efficient
reporting systems collecting key data that will be benchmarked against
similar operations.
Focus on planning and preparation will be rigorous
Capabilities of our people and their competence to deliver the services
identified will be a key process
Results of improvement actions will be made clearly visible in performance
reporting.
This process will enable any gaps in performance to be identified and allow
plans to be put in place to allow continued performance improvement.
PSN will seek to deliver regular performance break through based on latest
knowledge and implement new technology and processes.
PSN leadership encourages innovation and implementation as an accepted
part of our business excellence processes.
Our improvement process will have trends and data available to all.
Monthly/quarterly review and participation will take place at all
organisational levels. Peer challenge will be the norm.
Performance gap remedial actions will be included in business plans and
actively tracked to closure. Defect elimination will be a part of everyday life.
Action teams will be created when required to focus on particular areas for
improvement.
Stretch targets will be based on industry best-in-class benchmarks.
3.5 Spare Parts Rationalisation
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In the operational phase of the asset life cycle it is necessary to continually re-
evaluate and realign operations, maintenance, spare parts, procurement, and
other aspects to ensure they remain effective at delivering an optimum level of
service against changing production profile and asset economics.
This process is a fundamental part of PSN service delivery and we pride ourselves
on being able to deliver year on year improvements, delivering benefits to our
clients and extending the economic asset lifespan.
Root Cause Failure Analysis will be used continuously to identify problems and
improvements, and to justify equipment replacement. Our teams will be familiar
with problem solving. There will be routine supplier dialogue and equipment
appraisal.
There will be a cross-functional drive for improvement. Technicians will be skilled
in performance analysis, diagnostic and contingency planning and scheduling.
Focus will be on value and not solely on costs.
3.6 Opex Management
It is very important to have measures and reporting systems in place that give
clear visibility on unit lifting costs. i.e. the cost of producing one barrel of oil
equivalent (boe). PSN’s cost management process will endeavour to reduce costs
over time. Management of change of both equipment and organisation will be a
constant feature of our service provision as we work towards meeting the
constant cost challenges.
All our sub contractors will be challenged to produce significant cost and
productivity improvements. Their performance will also be measured against
internal and external benchmarks.
We will have tools and processes available to monitor usage of all consumables
and provide information that enables a rapid response by the operators and
budget holder.
3.7 Capex Management
During the life of field it is common to identify modifications to plant and
equipment that can either remedy previously unforeseen safety hazards or
improve overall operations efficiency. PSN will deliver a robust platform
modifications process that will determine if any proposed modifications meet the
criteria of either improving safety or have net positive value (NPV) that will satisfy
agreed business case metrics. Typical metrics would be capital efficiency and
return on capital employed.
4. Engineering and Modification Support Services
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PSN has extensive design, project management, construction and commissioning
experience with most of the major Operators in delivering a wide range of
Brownfield modifications. These services will be available from our regional
engineering support offices or from partner companies in the region.. Where
specialist engineering expertise is required this will be provided from our UK
based Central Engineering Support department or our Melbourne Engineering
Support Centre.
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Our approach to engineering has been characterised internally as Lean
Engineering. This approach challenges the need for engineering or modification
using our 4D system (Defer, Delete, Diminish, Different) and a 4 tier engineering
approach to engineering and installation/construction activities.
Tier 1 and 2 engineering are for minor works where field technicians and local
onshore support teams are competent to replace or alter systems through the
design and MOC process with verification approval through the main engineering
technical approval authorities. For SPEX this would typically be handled by the
maintenance and modifications support teams based in Manila and installed or
contracted by the fleld/site technicians.
Tier 3 & 4 engineering tasks would require qualified design engineering and
designer support. This would be channelled through our Singapore Engineering
Support Centre backed up as necessary by PSN Central Engineering group in
Aberdeen or our Engineering Centre in Melbourne. This support would be provided
on a remote networked basis or, where considered necessary by seconding
specialist engineers to the Singapore office for the basic and detailed engineering
design phase.
All engineering activity for all tiers will comply with PSN engineering standards
and procedures.
The Engineering Manager based in the PSN Manila office will be responsible for
the distribution of engineering support activity and the management of the work
and budgets for delivery of the work.
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Appendix 1
The below article details the high level of alignment and commitment to delivery
of value to our client that Cairn has experienced at the Sangu facilities in
Bangladesh
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2. If there is any scope in the PART 4, SCOPE OF WORK/ SERVICES, which Tenderer is unable or unwilling to provide. Tenderer shall indicate clearly under TA-1 QUALIFICATION TO ITT DOCUMENT.
3. The PEP as a minimum shall show methods in executing the works including but not limited to the following:
- Setting up of local office- Procedure for mobilising & demobilising of personnel to the Philippines- Management of the contract in term of local offices resources i.e. whether there is an
establish branch office in Philippines, location / address of branch office, existing facilities & services offer by the local branch office, etc.
- Interface between different contractor(s) or government organization such as applying for work permit for foreign employees, etc.
- Elaborate on resources available to CONTRACTOR (locally or abroad) and other meant in which CONTRACTOR can source for current and future maintenance and engineering services personnel requirement e.g. access to deep technical engineering capability (specialist support).
- Duration of the activities in meeting contractual mobilisation dates and target. - The PEP shall also cover welfare arrangement for Contractor’s personnel in term of
accommodation, transportation, emergency response plan, etc.- Sub-contracting plan - Plan for sourcing and engaging the required number of skill maintenance crews i.e.
lead technician and technician within the allocated time frame. - Daily Cost Management rollout schedule/ plan - Plan for continuous maintenance improvement and optimisation (e.g. provide
evidence to demonstrate tenderer capability to deliver continuous improvement aligned with the above, and provide evidence of situations which has been achieved when working in client organizations, if any)
- Training and development programme for all position in the proposed organisation in particular development for Filipinos.
- Time frame for knowledge transfer, Training plan, etc
4. Tenderer to elaborate on how the required number of skilled & unskilled manpower will be source and engage, whether these manpower will be from existing organisation. If not, how tenderer intend to engage these personnel within the time frame allocated i.e. whether via your recruitment programme, external manpower companies, affiliate, sister companies, etc.
5. Tenderer shall clarify on Tenderer’s medical arrangement for local and expatriate employees i.e. detailed medical plan / arrangement with recognise medical centre. Tenderer shall provide evidence of such arrangement.
6. In addition to the PEP, TENDERER shall also submit a preliminaries/ draft Contract HSE Plan in accordance with DOCUMENT C, PART 11, HSE for COMPANY reference & consideration.
a) Setting up of local office
Alabang Office
On award of contract the procurement and fit out of the office will be
handled by our Real Estate team who will immediately visit the location to
arrange to undertake a condition survey, agree on final lease terms and also
audit on the premises with particular reference to fire, safety and travel
before committing to the property.
Design of office layouts will be undertaken on the same visit followed by the
ordering of partitioning, furniture and equipment together with the
necessary IT infrastructure kit and equipment.
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This design and implementation will be done in an integrated manner
involving PSN’s T team and specialist service providers who will work closely
with the project group thus ensuring the office is up and running in a timely
manner in accordance with the mobilisation plan.
b) Detailed in item 1 of the PEP
c) PSN Propose establishment of the office @ Insular Life Building, Asean
Street, Finvest, Alabang, Philippines. The organization diagram details local
office resource provision, in TA - 04
d) Although in the Philippines our project is virtually entirely nationalised
with Filipino nationals, we have extensive experience of obtaining work
permits for foreign employees not just in the Philippines but in all of the
20 countries in which we work. We have a corporate travel and visa
department in our headquarters in the UK which co-ordinates short term
business visas for personnel visiting different countries, however for each
country has its own local procedures to support any visitors from other
countries.
In the Philippines work permits for foreign employees is managed by the
Department of Labour Employment (DOLE) and Bureau of Immigration
and Deportation (BID). We have relationships with these authorities and
are very familiar with the requirements for making work permit
applications, and the restrictions and limitations on work permits once
they are approved.
e) Detailed in item 1 of the PEP
f) Manpower utilisation is detailed in the Mobilisation Plan in TA -07
g) The welfare arrangements for PSN personnel and our subcontractors
relating to transport and Emergency Response are fully covered in the
HSE Plan in sections 5.6 and 5.1 respectively.
Welfare issues relating to accommodation for PSN personnel are
addressed via in-house safety and security assessments
conducted at time of entry to the accommodation.
h) Refer to table in Attachment TA – 14.2, located in TA – 14.
i) Upon approval of Requisition for Personnel, notify host Baranguay for
personnel requirement. Suitable candidates are identified, we are
contacted directly and interviewed to evaluate their technical
backgrounds, experience and abilities, as well as their aptness with our
organisation objectives.
We complete through verifying credentials and employment histories.
From this careful screening process we develop a list of
candidates who best match our candidate profile.
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There are five (5) communities within the host Baranguay, the first
community that must be notified is the Amblong community
regarding the positions available.
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This is done by letter and if they have suitable people to refer they put
forward their details as a recommendation and to contact directly. In
general, they are able to supply scaffolders and mechanical people
(generally not professional staff), for example, for this shut down
approximately one hundred and eight (108) people have been hired from
this community and a further two hundred (200) from the outlying
communities.
The outlying communities are contacted via letter after the first
community has been and at this point PSNPC may advertise in the
newspaper which is done directly. Newspaper of choice is the Bulletin
Today which is a nationwide. This is not done regularly as the
communities and word of mouth often fulfils the roles. For example, the
current shutdown requires approximately six hundred (600) people and
the team has not advertised in the newspaper and they have all but filled
the roles required (approximately twenty (20) still to find). The
community’s ability to fill roles depends on the disciplines required.
j) Daily Cost Management rollout Schedule/plan
PSN consider cost management a primary importance on a day to day
basis and that all personnel involved understand what the budget
allocation is for their area and how the budget is compiled, who the
budget owner is and who has access to spend against the set budget.
PSN consider that costs are not separate from any physical task but they
are base business.
PSN ensure that the entire team from senior management to technician
fully understands the cost impact of their day to day duties and how
efficiencies or inefficiencies impact the business.
In the current economic situation it is essential that every dollar spent is
monitored and spent correctly. PSN will promote the use of SAP to
ensure cost management is a daily activity alongside carrying out
maintenance tasks. Cost at work should be treated the same way as
costs at home, a budget is set and owned and daily management takes
place to ensure the facilities running safely and efficiently.
Daily cost tracking will be kept simple and localised allowing those
involved to have ownership of the process, with access to real-time data
(within a 24hr period) ensuring a realistic measure. Key actions will be
assigned and logged ensuring learning’s are captured and implemented.
Daily Cost Meetings key elements:
PSN ensure key team members have the knowledge and contribute to the
following:
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a. Knowledge of budget, spend and deviations
b. Labour, materials and services costs
c. Take interventions where necessary
d. Review performance
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The meeting will cover 5 key areas
1. Review current spend – linking into the Yesterday Today & Tomorrow
(YTT) meetings
2. Cost Intervention – Prevent further spend / discuss potential offset
3. Behavioural change – Explain why
4. Cost Tracker sheet – Assign actions/ track and close/ review daily
5. Waste Elimination – Now we understand what a task costs lets improve
PSN will develop a plan that consists of key activities over an agreed
timeline.
Key activities for the implementation plan
- Engage with the workforce so that they understand the need for
change, it’s no longer business as usual and they all play a key part.
This has been amplified with the current economic market place all
companies are in. Create the pull from the workforce that they
understand and want to improve
- Ensure leadership alignment and support is embedded
- Implement a change management programme which cover key roles
and responsibilities for all involved in the daily meetings
- Training on the tracking tool and SAP reports to support implementing
daily meetings
- Motivate and keep the key members engaged with the importance of
why daily cost management takes place
- Give positive feedback on savings gained
- Ensure all vendor/3rd party costs are being captured by accruals and
entered into SAP
- Ensure all time writing is captured and entered in a frequent basis
- Ensure total ownership is embedded and that it forms part of the daily
activities without external support
k) Continuous Maintenance Improvement
The prime objective of delivering Continuous Maintenance Improvement is
about undertaking tasks and activities to ensure that the current Practices,
People Performance, Plant Equipment and Production Efficiency are
performing at their optimum level with the end goal of operating in the High
Performance Maintenance Zone as indicated in the Maintenance Road Map
in figure 10.2.1, shown overleaf, and any changes that are made have a
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demonstrable benefit to facility safety integrity, availability or operability
targets.
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Figure 10.2.1-Maintenance Road Map
Implementing a Continuous Maintenance Improvement Plan, PSN has in
house tools such as Value Finder which alongside existing clients tools,
focus on reviewing the 4P’s detailed in Figure 10.2.2, shown overleaf, to
assess their current status against industry best practice status.
Follow on action is then to develop a Maintenance Improvement
Plan using known Strategies and Processes which we can supply
through our Operations Delivery Framework or in the case of SIGMA3
use of clients current OE Documentation.
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Figure 10.2.2 – Improvement Loop
The result of using Value Finder with a current client is indicated in Figure
10.2.3, shown overleaf, with the areas that require focus to resolve issues.
Further evidence of PSN involvement to assist a client’s drive in Continuous
Maintenance Improvement has been on the SIGMA3 project. Since 2004
PSN staff have been involved in working with Shell in the creation and
implementation of Maintenance and Integrity improvements, within the
Shell Exploration and Production Technical Team based in Rijswijk on their
TRilogy Journey.
Resulting from this close alliance was the great achievement of the Nelson
and Gannet platform, attaining joint First and Second in Class respectively
for Global Assets Performance. This was driven from closely working with
SHELL and the extensive use of SHELL OE documentation. Further
explained in Table TA - 11.1 shown on page T4/57.
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Figure 10.2.3 - Value Finder Results
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Figure 10.2.4 - Follow Up Actions
Value Finder
ValueFinder™ is a structured process that will identify both best practice
and gaps in the performance of an operations and maintenance program. It
has been developed by PSN, based on its world wide experience in the
petrochemical industry. The process probes the dominant issues that
underpin the successful and compliant operation of assets and defines the
opportunities for performance improvement. Data is gathered from
research, interviews and analysis of key issues.
Output from the assessment includes recommended actions and an
improvement plan to:
Establish sustainable Operational Excellence;
Create a team culture throughout the organisation
Identify and report performance measures
Comply with legal requirements, corporate policies and contractual
requirements
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Implement reliability and efficiency processes that focus on People and
Plant,
Processes and Production
Manage work through a process of planning and scheduling that is
priority driven
Apply a philosophy and strategies that support the business objectives
Monitor and audit compliance as directed by associated management
systems
Manage activities to ensure safe, healthy working conditions
Implement a process that assures continuous improvement
Through evaluation of the findings gathered by the ValueFinder™
assessment process, PSN can articulate the opportunities and the value of
performance improvement. The ValueFinder™ process provides a means to
identify which opportunities can add value, filter out false perceptions and
determine the actions that will lead to World Class Performance.
Operation Delivery Framework
The Operations Delivery Framework (ODF) is web based and contains the
policies, procedures, processes, guidance documents, tools and forms to
ensure people are equipped to deliver Operations and Maintenance
consistently across all projects.
The seven elements are based on sound principles. Industry experience
and academic sources identify these as fundamental pillars of a successful
operation.
All PSN support functions are incorporated into ODF ensuring complete
coverage of every area required to start up, manage, maintain and develop
Operations and Maintenance excellence.
The ODF is designed to support full facility management to provision of a
single service, the ODF framework provides a flexible structure to ensure
that the right services are used in the right way to continually deliver the
best possible performance as the asset moves through its operational life
cycle from concept through to disposal.
Continuous improvement is assured by constant research, review and
feedback from our worldwide network of resources.
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l) PSN’s approach to training and development
From the outset of a project, training and development is a key priority.
“We nurture local businesses and skills to encourage sustainable
community development”
We recruit and train local people who add to our global network by
bringing their experience, culture and diversity to our business. We are
committed to achieving high local content wherever we operate and take
pride in the ongoing success that can be seen in our people, projects and
the communities where we work. This is supported by our core values.
Training to achieve Localisation
Our strategic approach to skills development is the same across all
projects. At the planning stages we will look at each projects’ specific Tenderer’s Company Name: PSN PRODUCTION SERVICES
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requirements in order to assess any additional or individual needs which
are also to be considered and/or adopted. This provides a consistently
successful approach to localising our workforces. The key steps in our
global programme include:
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1. Assessing the current levels of competence for all employees.
2. Conducting a gap analysis against the set competence standards.
3. The development of an individual training plan for each employee
to meet the standards set.
4. The provision of the training: including both technical and softer
skills training.
5. The implementation of a succession planning programme to act as
the vehicle for ultimately replacing Expatriate employees with local
employees (where appropriate). These are included in the PEP.
m) Based on our experience of training our national workforce at the
Batangas refinery, we have developed an outline plan (see Attachment TA
– 10.3.1 for KP Philippines Training Technician program) which shows the
timeframe for knowledge transfer and the pace of progression through our
training programmes. This timeframe works in tandem with the sample
training plan (see Attachment TA – 10.3.2 Sample - PSN Philippine Training
Matrix 2009) to demonstrate our commitment to developing a local
workforce with sustainable skill sets.
4) With over 13 years experience of managing maintenance activities the
Philippines, PSN has an outstanding track record in sourcing and engaging
teams of skilled maintenance crews. Many of the candidates we identify
have worked for us previously due to our extensive history in the country,
so our use of external manpower companies for identification and supply of
manpower is very limited to only highly specialised skill-sets. Our plan
would be to use existing PSN personnel to fill key roles, whilst
supplementing les senior positions with candidates from the external
labour market.
Sourcing manpower in the Philippines is most frequently undertaken by
close engagement with local communities – the Baranguay’s. We have
well established relationships with the key personnel in many of the
Baranguay’s in Southern Philippines in which there is a proven talent pool
of technicians. Should this not provide enough candidates, then we source
from wider geographical areas and finally can undertake national
advertising campaigns if required. For a recent shutdown in early 2009 we
secured 580 out of 600 people from within the local Baranguay’s, across a
mix of skilled and unskilled trade and supervision disciplines.
Once candidates are identified, they enter our recruitment and
competency selection process. We have a global recruitment process
(HRS-PCM-002) which outlines our high level process across the company,
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screening, technical assessment and interview process to ensure the right
candidates are selected.
As detailed in the PEP, we will target current recruitment of incumbent
contractor staff to transition into PSN. In parallel however we have
already initiated discussions with the local communities regarding
recruitment for this contract and are gathering CV’s in readiness for award.
5) Please refer to Attachment TA – 10.5 for copies of our Medicard
Healthcare Programme.
6) Please refer to Attachment TA – 10.6 for a copy of our HSE plan.
7. The Tenderer shall enter its company name and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA-11: PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITY
1. List relevant corporate experience in the past ten (10) years involving similar type of brown field engineering and plant integrity restoration services carried out in Philippines or overseas oil & gas industry (preferably for upstream activities). List of your experience shall be in accordance with the TABLE format set below.
2. Evidence of organisational expertise in LEAN or TPM (Total Plant Maintenance) and/or equivalent techniques deployed and lead by the tenderer to optimise maintenance preparation, planning, scheduling, and execution to achieve best in class standards of team performance. Previous case history of driving improvement in client maintenance organization, any mechanisms in place or developed to reinforce positive behaviours and results (if any). Identify who in the tenderer’s organisation is responsible for maintenance business excellence, and provide evidence of previous business improvements led by the tenderer.
3. Evidence of organisational expertise in LEAN/six sigma and/or equivalent techniques deployed and lead by the tenderer to optimise brownfield plant changes to achieve best in class standards of team performance, projects delivered to high standards of safety, right first time, quality and cost (if any). Previous case history of driving improvement in client maintenance organization, any mechanisms in place or developed to reinforce positive behaviours and results (if any). Identify who in the tenderer’s organisation is responsible for project performance business excellence, and provide evidence of previous business improvements led by the tenderer.
4. Demonstrate capability and track record in delivery maintenance and engineering performance excellence in HSSE, Quality, Time and Cost Management (if any).
5. Tenderer shall highlighted and provide detail description/ narrative of current or previous work performed in the Philippines (if any).
PSN Organisation and Experience in LEAN/TPM
The prime objective of maintenance is to carry out work which has a
demonstrable benefit to safety, facility integrity, availability or operability
targets. This is managed by following a robust Work Preparation, Scheduling
and Execution (WPSE) plan.
PSN provides a full range of managed maintenance services to offshore and
onshore facilities, globally, as part of our core business. Work Preparation,
Scheduling and Execution is a key part of what we deliver.
In delivering key Maintenance activities such as LEAN/TPM and a WPSE
plan, PSN has developed a series of services that we would use in
conjunction with the Shell Operational Excellence (OE) process focused on
enhancing SPEX current and future Maintenance requirements through:
Robust management system, processes and procedures (WPSE) that
comply with client corporate standards and local and international legislative
and regulatory requirements
Competent and experienced Maintenance staff, supervisors and
technicians
Robust training programs tailored to SPEX requirements
Long-term strong relationships with OEMs, subcontractors and vendors
Strong focus on cost awareness, cost management to agreed budgets
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Innovative solutions and cost-effective alternatives to challenge
traditional approaches
Integrated Planning
Established Planning/Scheduling Process – 7, 14, 90, 365 days develop
maintenance philosophy documents in line with key business drivers
Asset availability studies (e.g. Value Map, Choke Model, MAROS, RCA,
RCM, etc)
Pocket-sized maintenance guidelines booklet for every technician
Spares strategy based on criticality of equipment, local logistical
infrastructure and storage capacity at specific location.
PSN has used one or a combination of the above services during Numerous
Clients contract terms. These are summarised in Table TA - 11.1 below.
Expanding evidence where PSN has been involved with LEAN/TPM,
optimising maintenance preparation, planning, scheduling, and execution.
Table TA - 11.1 - Summary of current O&M services to Global Clients
MaintenanceSupport
TechnicalSupport
OperationsSupport
FacilitiesManagement
Provider of
Systems / Processes
PSN +Alliance +
Subcontract
PSN Technical +
Alliance
Client +PSN Client +PSN
Clients
PSPCChevronConocoPhillipsShellBPExxonMobilNexen PetroleumWest Australia Water CorpEnergy PartnersStone EnergyMarathonDubai PetroleumEastman / Lonza
ChevronConocoPhillipsShellExxonMobilWest Australia Water Corp.
ChevronNexenOccidentalCairn EnergyTotal
Cairn EnergyOccidentalTotalKNOC
Services Core team resources
OE Coaches Integrated
Planning Campaign
resources Competency
assurance Materials
management Work preparation
and scheduling Fabrication Maintenance
execution
Performance improvement
Start up and commissioning
Project engineering and management
Production support
Technical authority
Maintenance engineering
Training and development
Competency assurance
Performance improvement
Procurement Logistics
Operations and maintenance management
Engineering Modifications Integrity
management Emergency
response
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Equipment repair and overhaul
Functional SupportHSEQ – IT – HR – P&M – F&A – Contracts – Logistics
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3. PSN have used LEAN engineering practices since 2004 ensuring right size
solutions that allow us to focus on appropriate work scopes that add value to
our customer.
Initially we apply our 4D challenge either, deleting, deferring, diminishing
or using different techniques to reduce engineering costs and unnecessary
activity on each work scope.
Once this is complete and we have explored all options available we
categorise the work into one of four tiers:
Tier 1 - A 'like for like' change or maintenance support.
Tier 2 - A straight forward minor enhancement predominately, but
not necessarily only, a single discipline
Tier 3 Work -A major/complex enhancement involving a number of
disciplines
Tier 4 - A significant Asset development involving virtually all
disciplines
This categorisation then allows us to define the right level of work process
and resources appropriate to the level of work required to safely and
successfully deliver the work scope.
Examples where this has made significant savings is captured below
Example 1
A piece of work was originally estimated by a previous incumbent at
$250K, but we have been able to reduce this to $46K through deferment,
using the solutions challenge.
Example 2
A caisson cutting operation would have resulted in a platform shutdown
but we introduced an explosive cutting solution which resulted in a saving
to the client of almost $1million.
To facilitate improvement to project performance and business excellence
we have an Improvement delivery team who work with the business to
improve delivery of our service offerings by capturing best practices and
sharing these across the network.
This team also manages our INSIGHTTM database which is our performance
management database and allows us to benchmark individual projects
delivery.
Communication of Project Changes
Cost, schedule and risk will be managed through the consistent application
of the standard PSN project controls processes. Application of these
processes will ensure that any changes from the original basis of the
estimate are subject to an auditable change control process.
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Each Project, regardless of the quality of the original scope documents,
may experience changes that affect the cost and/or schedule of the
project. Changes will generally fall into two categories.
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A client initiated change - Shell will initiate this type of change for
additions or deletions to and from the baseline scope. Only Shell can
approve this type of change and it must be approved prior to PSN
starting the work. The PSN Job Responsible Person (JRP) will provide a
Project Change Notice (PCN) to Shell for approval.
A PSN Initiated Change - The PSN project engineer must approve the
change before issuing to Shell for approval. Shell must approve the
PSN change request prior to PSN proceeding with the work. The PSN
project engineer will provide a PCN to Shell for approval.
Throughout the Projects execution, revisions or changes to the project
scope will be controlled. No changes will be permitted unless authorized
and the effect upon the budget and schedule has been determined. Where
appropriate, the performance measurement baseline will be adjusted for
approved changes.
Change Management procedure and responsibilities will be minimal using
the PSN procedure “Project Change Control”, PRM-PCM-010.
4. One of our core values is innovation – it clearly states that “We actively
look for better ways of doing things, never satisfied with “good enough”. We
actively measure our project delivery performance through our INSIGHT™
performance database.
INSIGHT™ is our online tracking tool that enables project performance
(including engineering, construction, cost, quality, etc) to be trended
and compared with other projects around the network. A typical
example of the type of data we currently track is shown in Figure 1
below:
Figure 1 – Typical benchmark data from INSIGHT™
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This enables us to identify different levels of project delivery performance
excellence, opportunities for improvement and share best practice across
the network to achieve more consistent project delivery. Once the data is
reviewed and improvement action taken we then measure the
outputs to demonstrate the improvements gained. For example, using the
analysis of cost information we were able to make a 42% saving in costs in
2008 compared to our 2007 figures for the same project.
Time & Cost - Introduction
PSN has mature systems and processes for the effective management of
time and cost across our global contract portfolio. They were developed
initially for North Sea Hook-up and Commissioning projects and now we use
them across our complete business to manage engineering modifications,
shutdowns, and maintenance services contracts. The following documents
provide an indication of the standard procedures we use to underpin our
capability in effective planning and are an integral part of the PSN
Management System.
Document Number Scope
PRS-PCM-001 Prepare Systems
PRS-PCM-002 Develop Work Breakdown Structure
PRS-GLN-004 Planning and Scheduling
PRS-GLN-005 Cost Management
PRS-GLN-006 Systems, Tools and Processes
PRS-GLN-008 Estimating
OPM-PCM-007 Life Cycle Costing
OPM-GLN-007 Maintenance Planning
PSN proposes the adoption of the appropriate project controls processes
and guidelines from the PSN Management System to support the delivery
of effective time and cost management for the SPEX MESC contract as
follows.
Managing Cost
PSN will work with SPEX to understand your intended work scopes and
develop a contract Work Breakdown Structure (WBS) with you to enable us Tenderer’s Company Name: PSN PRODUCTION SERVICES
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to model these various scopes of work in an integrated manner in order to
define and manage approved cost budgets for agreed elements of work.
PSN’s WBS was selected over its partners systems and implemented in the
Sigma3 JV for work on the Shell UK North Sea Assets.
We typically agree budgets from the cost and manhour estimates which
we develop based on our understanding of the required scope, the level of
definition available, together with the application of our estimating norms
to provide visibility of the anticipated costs and required manhours for the
work.
Managing Time
Our approach to managing time is reflected in our planning processes. We
develop plans and schedules at appropriate levels of detail to reflect the
desired timing of execution and the resources required to successfully
complete the works associated with engineering modifications, shutdowns
and planned maintenance routines and non-routine maintenance activities.
We agree baseline dates for milestones and activities in order to provide
visibility of planned progress achievement for each activity over time.
Monitoring Cost and Schedule Status
Having established budgets and baseline schedules for agreed scopes of
work, we monitor committed costs and actual costs expended together
with actual progress achieved on a periodic basis to provide visibility of
actual versus planned performance in cost and schedule terms throughout
the life of the contract. The monitoring of cost and schedules will be
captured as part of the Daily (YTT) cost management process.
HSSE
Our Management System has demonstrated that it delivers Performance
excellence in the field of HSSE, PSN’s safety culture has enabled us to
consistently maintain high safety standards at locations worldwide. Our
notable milestone HS&E achievements include:
Azerbaijan BP Caspian (Engineering & Construction) 1 million work
hours LTI-free since contract award August 2004
Philippines Shell Tabangao Refinery (Maintenance) LTI-free (Lost
Time Incident) for 12 years (7 million work hours)
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UK Shell Anasuria FPSO (Engineering and Maintenance) 12
years LTI-free (2.3 million work hours) since start up
Bangladesh Cairn Sangu (Operate on behalf of Cairn Energy) 7
million work hours LTI-free (10 years) since contract award
June 1998 and over 3 years TRC-free (Total Recordable
Cases)
Kazakhstan TengizChevrOil Atyrau (Engineering) LTI-free for over
700,000 work hours
USA Occidental of Elk Hills (Operations, Maintenance and
Construction) 1.5 million manhours LTI-free
Cameroon COTCO (ExxonMobil) (General Maintenance and
Services) pipeline support 5 years LTI free
UK Mobil St.Fergus (Maintenance) Gas Terminal over 3
million work hours LTI-free
Canada HMDC Hibernia (Engineering and Construction)
platform LTI-free for 7 years
UK INEOS Fluor Rocksavage Refrigerants Plant Runcorn
(Maintenance and Shutdown support) 12 years LTI-free
USA BP America (Operations and Maintenance) LTI-free and
recordable incident free for 3 years
UK CNR Ninian North (Engineering and Construction) LTI-
free for 1 year including during 2 major shutdowns
Chad EEPCI (Esso) Pipeline (General Maintenance and
Services) 1 year LTI-free (2.8 million work hours)
Canada Petro-Canada Terra Nova FPSO (Engineering and
Construction) LTI-free offshore for over 2 years
5. PSN have been responsible for the Shell Tabango Refinery Operations &
maintenance contract since 1996, the following case study describes the scope
and highlights associated with this contract.
Case Study: Shell Tabangao Refinery, Philippines, Operations &
Maintenance
Project Profile
Client: Pilipinas Shell Petroleum Corporation (PSPC)
Duration of project: 1996 – 2010
Location: Batangas City, Philippines
Assets: Tabangao Refinery, which has a capacity of 110 000 barrels per
day
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Manhours: Between 670 000 and 850,000 per year
PSN people on the project: Approved core
workforce of 358, with additional 150 to 650 people
during major turnarounds
Scope of Services
We are responsible for planning, coordination and
execution of multi-discipline maintenance, shutdowns,
turnarounds, minor Capex and plant changes, scaffold,
insulation, grit blasting and painting.
In 1998, the SGEI refrigerated LPG terminal in Batangas and the Pililla lube
oil refinery in Rizal became part of our scope. The bitumen import facility
was added in 2003, and buildings and grounds maintenance were included
in 2007. We have also undertaken minor project work at the adjacent
Malampaya onshore gas plant.
Challenges
Filipino workers are in great demand globally and so while our turnover of
Senior Staff is low, recruiting replacements at Supervisor level and above
is very difficult.
Maintaining HSE excellence, turnaround planning and execution within
budget on schedule and with zero TRC incidents
PSN’s approach
Our focus on HSE excellence protects our people, our customer’s
reputation, and keeps performance levels high
The Shell Tabangao innovative training facility, SHELTER, receives visits
from PSN people and our customer’s colleagues around the world.
We are continuing to innovate our weekly toolbox meeting by using
interactive games with different safety themes.
In 2006, we ran a pipefitting course for twenty unemployed youths from
the local area; seventeen received on the job training and we hired two. In
2007 we have extended this initiative to include welder training with the
(TESDA) Technical Education and Skills Development Authority, for ten
unemployed underprivileged local youths and a further 10 pipe fitters in
2008.
Achievements
a. 12 years without lost time incident.
b. 8 million man hours without a lost time incident
c. 2 million man hours without a recordable case
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incident
d. 2 years without a Recordable case incident.
e. SPEX Methanol Tower Project
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6. Tenderer to tick the appropriate box below only:-
(i) Have completed brown field minor projects in offshore oil/gas or petrochemical industries.
(ii) Have not carried out any brown field projects in oil/gas or petrochemical industries.
If answer is 3 (i) above, please proceed to question (iii) below:-
(iii) Does any of the project scope of work involve integration between improvement and maintenance of existing facilities? Please tick appropriate box:
Yes – No -
(iv) If answer to 2 (iii) above is “Yes”, please provide the following information:-
(a) Name of project/service contracts, location and indicative value/ range(b) Description of Work performed including number of personnel deployed.(c) The Client Company.(d) Names of Contact Person for each project/service contracts.
See attachment TA-11.6(iv) for details of previous experience
7. The Tenderer shall enter its company name and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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X
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9. Tenderer to tick the appropriate box below only:-
(v) Have completed brown field minor projects in offshore oil/gas or petrochemical industries.
(vi) Have not carried out any brown field projects in oil/gas or petrochemical industries.
If answer is 3 (i) above, please proceed to question (iii) below:-
(vii) Does any of the project scope of work involve integration between improvement and maintenance of existing facilities? Please tick appropriate box:
Yes – No -
(viii) If answer to 2 (iii) above is “Yes”, please provide the following information:-
(a) Name of project/service contracts, location and indicative value/ range(b) Description of Work performed including number of personnel deployed.(c) The Client Company.(d) Names of Contact Person for each project/service contracts.
10. The Tenderer shall enter its company name and sign each page of this Appendix.
11. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-11: PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITY (CONT’D)
A. Demonstrated experience and project management capability in providing the required services in a Brownfield environment for Maintenance and Shutdown related works. (Bidder to specify, if any) (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Project Client Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield, Brownfield or others
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
1.0 PSPC Shell
Contact:
Larry Lumanog
Philippines Brownfield Ongoing
(13 years)
750,000hrs per annum / 360 (plus 250 - 630 extra for turnarounds
Plan, co-ordinate and execute planned and emergency equipment maintenance, routine facilities maintenance, turnarounds and other related works at the Tabangao refinery Batangas
2.0 SIGMA3
JV
(Incl: previous Central Fields Contract)
Shell
Contact:
Anne Hart
North Sea Brownfield Ongoing
(19 years)
900,000hrs per annum / 200 (plus 500+ deployed for turnarounds)
Maintenance support services for the North Sea Central Field (Nelson, Shearwater and Gannet assets), O & M services including:
- Maintenance Management, planning and execution
- Maintenance core crew and campaign team
- Procurement and materials management
- Technical and Admin support/Fabrications services
- Supply of OE Coaches
Since 2004 PSN staff have been involved in the creation and implementation of maintenance and Integrity improvements within the Shell Exploration and Production Technical Team based in Rijswijk.
Using LEAN/6Sigma methodology the work has included: using the DMAIC methodology:
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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A. Demonstrated experience and project management capability in providing the required services in a Brownfield environment for Maintenance and Shutdown related works. (Bidder to specify, if any) (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Project Client Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield, Brownfield or others
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
Defining standards – assistance in defining and establishing maintenance standards and integrity frameworks to develop the Maintenance Integrity management System (MIMS)Measurement of Performance – creation of review techniques for measuring performance against benchmarked world standards and leading the participation in Total Reliability reviewsAnalysis – participating in bi-annual Global Network conferences with the aim to identifying global performance gaps and driving forward business improvement processes.Improvements – implemented through participation in the developments of training in line with competency frameworks. PSN staff were involved with drafting competency assessment criteria for Work Preparation Scheduling & Execution and also recruiting coaches and running coaching workshops as part of the Trilogy programme.Control-concept design of SAP based automated reporting of performance indicators (Dashboard) along with control guidance documents.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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Demonstrated experience and project management capability in providing the Operation and Maintenance Services
Project Client Name Location of project
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
1 Elk Hills Occidental USA Ongoing(11 years)
440,000hrs per annum
Onshore asset management of the Elk Hills onshore gas production facilities, including:Maintenance management, planning and executionO&M core crewProcurement and materials managementTechnical and administrative supportWorkshop and yard servicesFabrication services Production operations and support/logistics Maintenance engineering servicesImplementation of TPM
2 Chad/Cameroon
Exxon Mobil Chad/Cameroon
Ongoing(7 years)
1,555,000hrs per annum
Operations and maintenance support service to the Chad-Cameroon pipeline transportation system, including:Maintenance management, planning and executionMaintenance core crewTraining of National WorkforceProcurement and materials managementTechnical and administrative supportWorkshop and yard servicesFabrication services Production operations and support/logistics Maintenance engineering services
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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3 Sangu Cairn Energy Bangladesh Ongoing(13 years)
130,000hrs per annum
Sangu Field Facilities Management includingMaintenance management, planning and executionO&M core crewProcurement and materials managementTechnical and administrative supportWorkshop and yard servicesFabrication services Production operations and support / logistics Maintenance engineering services
4 Rong Doi KNOC Vietnam Ongoing(4 years)
80,000hrs per annum
Facilities management of the Rong Doi asset, O&M services including:Maintenance management, planning and executionO&M core crewProcurement and materials managementTechnical and administrative supportWorkshop and yard servicesFabrication services TrainingProduction operations and support/logistics Maintenance engineering services
A. Demonstrated experience and project management capability in providing the required services in a Brownfield environment for Maintenance and Shutdown related works. (Bidder to specify, if any) (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Project Client Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield, Brownfield or
Year Completed
Total Man-hours & Number of personnel
Description of the Work/ Services
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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others Deployed
7.0 WAWC Western Australia Water Company
Australia Brownfield Ongoing(12 years)
320,000hrs per annum / 160
Maintenance services for the Western Australia Water Corporation bulk water and waste water metropolitan assets, including:Maintenance management, planning and executionMaintenance core crewProcurement and materials managementTechnical and administrative supportWorkshop and yard servicesFabrication services Maintenance engineering services
8.0 Southern North Sea
ConocoPhillips UK North Sea
Brownfield Ongoing(21 years)
840,000hrs per annum
O&M services to Central & Southern North Sea assets (Theddlethorpe Gas Terminal, Jade, Jude, CMS, Viking, LOGGS, satellites), including:
Provision of Ops and Maintenance crew and campaign maintenance teams
Supply chain management Maintenance management and
implementation Maintenance engineering services Production operations and support Technical and admin support Materials Management
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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A. Demonstrated experience and project management capability in providing the required services in a Brownfield environment for Maintenance and Shutdown related works. (Bidder to specify, if any) (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Project Client Name & Contact (if any)
Location of project
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
9.0 Alba/ Captain/ Erskine
Chevron UK North Sea
Ongoing 406,000hrs per annum
Maintenance management, execution and support services for the Alba, Captain (FPSO) and Erskine assets, including:
Maintenance management, planning and execution
Maintenance core crew and campaign team
Procurement and materials management Technical and admin support Integrity management services Maintenance engineering services Operations Support
B. Demonstrated ability to integrate the application of Client or Third party systems, in a process, which compliments the Clients infrastructure and business requirements. (Bidder to specify, if any)
Project Client Name & Contact (if any)
Location of project
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
1.0 Sangu Cairn Energy Bangladesh 2008 3,000hrs / 5 Data cleansing and transition support of CMMS from Maximo to Oracle database
2.0Buzzard2 Nexen UK North
SeaOngoing 3,000hrs Hook-up and commissioning Including
development and implementation of interface tool to provide time and manage functionality of SAP CMMS build
3.0Rajasthan Cairn Energy India Ongoing 18,000hrs Import and upgrade of EPC availability
modelling for utilisation in maintenance stategy review and criticality assessments
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C. Demonstrated experience of workflow management in a SAP environment and effectively managing the Work Pack preparation and Schedule Integration from design through execution phases. (Bidder to specify, if any)
Project Client Name & Contact (if any)
Location of project
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
1.0 SIGMA3JV(incl: previous Central Fields Contract)
Shell UK North Sea Central
Ongoing (19 years)
900,000hrs per annum
Mapping of Maintenance Management ProcessMaintenance Philosophy/Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP Definition and Management of Integrated Maintenance Planning/Schedule systemsManagement of Change Procedures and Practices
2.0 Obaiyed Shell Egypt 2006 (2 years)
220,000hrs Mapping of Maintenance Management ProcessMaintenance Philosophy/Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP Definition and Management of Integrated Maintenance Planning/Schedule systemsManagement of Change Procedures and Practices
3.0 Hibernia HMDC Canada Ongoing(15 years)
132,000hrs per annum
Mapping of Maintenance Management ProcessMaintenance Philosophy/Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP
4.0 Alba/Captain Chevron UK Ongoing (16 years)
406,000hrs per annum
Mapping of Maintenance Management ProcessMaintenance Philosophy / Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP Definition and Management of Integrated Maintenance Planning/Schedule systemsManagement of Change Procedures and Practices
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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C. Demonstrated experience of workflow management in a SAP environment and effectively managing the Work Pack preparation and Schedule Integration from design through execution phases. (Bidder to specify, if any)
Project Client Name & Contact (if any)
Location of project
Year Completed
Total Man-hours & Number of personnel Deployed
Description of the Work/ Services
5.0 Rajasthan Cairn India Ongoing(2 years)
80,000hrs per annum
Mapping of Maintenance Management ProcessMaintenance Philosophy/Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP Definition and Management of Integrated Maintenance Planning/Schedule systemsManagement of Change Procedures and Practices
6.0 SouthernNorth Sea
ConocoPhillips UK Ongoing(21 years)
840,000hrs per annum
Mapping of Maintenance Management ProcessMaintenance Philosophy/Strategy DefinitionPreparation of Maintenance programmes Build/implementation of SAP Definition and Management of Integrated Maintenance Planning/Schedule systemsManagement of Change Procedures and Practices
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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1. MAINTENANCE WORK/ EXPERIENCETECHNICAL APPENDIX TA-11: PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITY (CONT’D)
D. Demonstrated understanding of the requirements of the Key Maintenance positions with suitable candidates available to mobilise to Greater Manila Area or Calabarzon location within 60 days of Contract effective date. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
Details can be found in TA - 04 – Tenderers proposed contract management and organisation set up
E. Ability to have a fully functional office established in Greater Manila Area or Calabarzon location within 4 - 8 weeks of Contract effective date. In the event of the Tenderer being successful, this may be inserted into Part 5 – PROVISION BY CONTRACTOR. (Bidder may refer to PEP or previous project experience and demonstrate how this criteria can be met. Bidder response can be in narrative, schedule and/or chart form)
Details are included in TA - 10 – Project Execution Plan
F. The organisational capacity to provide between 250,000 to 350,000 man hours of services annually in accordance with the identified range of resource requirements (Bidder may refer to PEP or previous project experience and demonstrate how this criterion can be met. Bidder response can be in narrative, schedule and/or chart form)
Details are included in TA - 10 – Project Execution Plan
G. Mobilisation Plan demonstrating credible ramp-up of the required capability in the Greater Manila Area or Calabarzon location within 8 - 17 weeks of award. (Bidder may refer to PEP or previous project experience and demonstrate how this criterion can be met. Bidder response can be in narrative, schedule and/or chart form)
Details are included in TA – 07 – Transition / mobilisation plan
H. Tenderer shall provide sample of maintenance execution and engineering procedure / work pack for Brownfield environment and sample shutdown plan.
Maintenance is always executed in accordance with our clients CMMS system. We can provide a demonstration of this during any visit to our offices during the tender phase.
Construction workpack development & Implementation Process – CON-PCM-002 is shown in Attachment TA – 11(h)
Shutdown Plan is shown in Attachment TA – 12.1g
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(A)Demonstrated experience and project management capability in providing the required services in a Brownfield environment for Maintenance and Shutdown related works. (Bidder to specify, if any) (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
ProjectClient Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield,
Brownfield or others
Year Completed
Total Man-hours & Number of personnel
Deployed
Description of the Work/ Services
1.0 /
2.0 /
3.0 /
(B)Demonstrated ability to integrate the application of Client or Third party systems, in a process, which compliments the Clients infrastructure and business requirements. (Bidder to specify, if any)
ProjectClient Name & Contact (if any)
Location of project
Type of Project i.e. Greenfield, Brownfield
or others
Year Completed
Total Man-hours& Number of personnel
Deployed
Description of the Work/ Services
1.0 /
2.0 /
3.0 /
(C)Demonstrated experience of workflow management in a SAP environment and effectively managing the Work Pack preparation and Schedule Integration from design through execution phases. (Bidder to specify, if any)
ProjectClient Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield,
Brownfield or others
Year Completed
Total Man-hours Number of personnel
Deployed
Description of the Work/ Services
1.0 /
2.0 /
3.0 /
1. MAINTENANCE WORK/ EXPERIENCE
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-11: PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITY (CONT’D)
(D)Demonstrated understanding of the requirements of the Key Maintenance positions with suitable candidates available to mobilise to Greater Manila Area or Calabarzon location within 60 days of Contract effective date. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
(E)Ability to have a fully functional office established in Greater Manila Area or Calabarzon location within 4 - 8 weeks of Contract effective date. In the event of the Tenderer being successful, this may be inserted into Part 5 – PROVISION BY CONTRACTOR. (Bidder may refer to PEP or previous project experience and demonstrate how this criteria can be met. Bidder response can be in narrative, schedule and/or chart form)
(F)The organisational capacity to provide between 250,000 to 350,000 man hours of services annually in accordance with the identified range of resource requirements (Bidder may refer to PEP or previous project experience and demonstrate how this criterion can be met. Bidder response can be in narrative, schedule and/or chart form)
(G)Mobilisation Plan demonstrating credible ramp-up of the required capability in the Greater Manila Area or Calabarzon location within 8 - 17 weeks of award. (Bidder may refer to PEP or previous project experience and demonstrate how this criterion can be met. Bidder response can be in narrative, schedule and/or chart form)
(H) Tenderer shall provide sample of maintenance execution and engineering procedure / work pack for Brownfield environment and sample shutdown plan.
1. MAINTENANCE WORK/ EXPERIENCE (CONT’D)
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-11: PREVIOUS AND CURRENT WORK EXPERIENCE & CAPABILITY (CONT’D)
2. ENGINEERING SERVICES/ SUPPORT
A. Demonstrated engineering capability and experience in providing the required minor modification services in a Brownfield environment for Maintenance and construction work. (Bidder to specify, if any). (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Project Client Name & Contact (if any)
Location of Project
Type of Projecti.e. Greenfield, Brownfield or others
Year CompletedTotal Man-hours & Number of personnel Deployed
Description of the Work/ Services
1.0 /
2.0 Please refer to Attachment TA – 11.6(iv) for a list of projects /
3.0 /
B. Demonstrated understanding of the requirements of the Key engineering position with suitable candidates available to mobilise to Greater Manila Area or Calabarzon location within 60 days of Contract effective date. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
Details are included in our PEP in TA-10
PSN understands SPEX requirements in general terms for the Technical Improvement Project and for the likely minor modifications from general experience in supporting offshore oil and gas production facilities.No details have, however, been provided in the tender, of these requirements, therefore, PSN have made some assumptions as to the workscope for ongoing engineering support and for the Technical Improvement Project.PSN engineering support strategy is detailed within the tender submission, (shown in TA – 15 support for Corporate HQ) as is our 4-Tier approach to engineering requirements.We are confident our proposed Philippines based team, in conjunction with Shell personnel, will be able to undertake all the tier 1 & 2 scope. Additional resources, however, could be allocated from within the PSN organisation if required, should the tier 1 & 2 be excessive for the resources available in the PSN/SPEX integrated organisation. Mobilisation from Singapore or an alternative network location would be possible but dependant on other planned workload.
(A)Demonstrated engineering capability and experience in providing the required minor modification services in a Brownfield environment for Maintenance and construction work. (Bidder to specify, if any). (e.g. evidence of expertise in LEAN /TPM and/or equivalent techniques deployed to drive maintenance management improvements to high standards of safety, right first time, quality and cost).
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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ProjectClient Name & Contact (if any)
Location of project
Type of Projecti.e. Greenfield,
Brownfield or others
Year Completed
Total Man-hours & Number of personnel
Deployed
Description of the Work/ Services
1.0 /
2.0 /
3.0 /
(B)Demonstrated understanding of the requirements of the Key engineering position with suitable candidates available to mobilise to Greater Manila Area or Calabarzon location within 60 days of Contract effective date. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
(C)Ability to have a fully functional design office established within 4 - 8 weeks of Contract effective date. In the event of the Tenderer being successful, this may be inserted into Part 5 – PROVISION BY CONTRACTOR. Note: bidder shall state location / address of design office. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
(D)The organisational capacity to provide between 8,000 to 35,000 man hours of services annually in accordance with the identified range of resource requirements. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
(E) Does Tenderer have any strategic partnership arrangement for specialist engineering support? (If yes, Bidder to elaborate on the partnership arrangement and provide strategic partnership documentation)
C. Ability to have a fully functional design office established within 4 - 8 weeks of Contract effective date. In the event of the Tenderer being successful, this may be inserted into Part 5 – PROVISION BY CONTRACTOR. Note: bidder shall state location / address of design office. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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form)
Details are included in our PEP in TA – 10
PSN Engineering Strategy addresses the design office provision and details where design support can be provided immediately. Our plans for start up of this engineering provision remains our primary proposal with initial support through our working relationship with MES.
D. The organisational capacity to provide between 8,000 to 35,000 man hours of services annually in accordance with the identified range of resource requirements. (Bidder may refer to PEP or previous project experience to demonstrate how this criterion will be met. Bidder response can be in narrative, schedule and/or chart form)
Details are included in our PEP in TA - 10
E. Does Tenderer have any strategic partnership arrangement for specialist engineering support? (If yes, Bidder to elaborate on the partnership arrangement and provide strategic partnership documentation)
Details are included in our PEP in TA - 10
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
Signature:
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TECHNICAL APPENDIX TA- 12: TENDERER’S PROJECT MANAGEMENT CAPABILITY
1. The Tenderer shall demonstrate based on previous project experience that it has proven Project Management Capability and can implement Project Management Systems and processes to manage minor projects in the event of award of the contract. Tenderer to submit the following documents/procedures to demonstrate such capability:
- Putting in place the required project management organization - Availability of a pool of resources to execute the identified projects including project management and
trade-skilled resources- Preparation of Roles and responsibilities of personnel in project management roles. - Project reporting systems- Project quality manual- Project HSE plan- Shutdown work management and procedures- Engineering procedures - welding, blasting/painting, hydro testing and construction equipment safety
certification.- Use of project quality plans
2. The Tenderer shall enter its company name and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Introduction
The project management, engineering and execution of modifications to offshore
and onshore facilities under operating condition has been core to PSN’s business
for over 30 years, during which period we have successfully delivered over 300
million man hours of quality modifications.
Our customer base includes all majors, various National Oil Companies and other
Oil & Gas players in the UK and around the world.
We work closely with our clients to understand the full scope of their
requirements, by fully integrating our Project Management team and systems
with those of the client.
Projects
Specifically we have worked with Shell in the UK since 1977 on major contracts
for the original Brent field modifications and for the Brent LTFD project. We also
provide similar modifications services to SEIC on Sakhalin Island in Eastern
Russia and support for minor modifications at PSPC Tabangao Refinery for 13
years. We have recently been awarded an Engineering Support Contract by Shell
Gabon.
An example of work previously carried out for SPEX is the successful
replacement of the Methanol Tower in November 2005.
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Malampaya Methanol Tower Replacement
Project Scope:
The original Methanol Tower installed on the platform suffered extensive
corrosion such that the whole tower required premature replacement. The
corrosion was internal to the column and was caused by acidic compounds in
hydrocarbons.
PSN Melbourne was requested to provide design and management for:
Load-out of the Methanol Tower from point of fabrication in Kuala Lumpur,
via Port Kalang, Malaysia to Port Batangas, Philippines for offloading from the
cargo vessel M.V. Kamo
Tower transfer from Quayside in Batangas to a safe storage area for the
insulation phase at the Port
Preparation of the SPEX Vessel, Lady Guro, at Port Batangas for the Tower
transfer down to Malampaya Platform
Subsequent lift from the Lady Guro to designated storage area on
Malampaya
Final phase of up-righting the Tower and installation in position on the East-
Side of Malampaya Platform
Transport plan from the fabricator in Malaysia to Malampaya in Phillipines.
Transport Frame suitable for truck mounted and sea fastening to a workboat
Workboat sea fastening arrangement
Specification of lifting equipment
Development of lift plan for road transport.
Development of lift plan for sea transport
Development of lift plan from boat to platform.
Development of lift plan for rotation of the tower on the platform and lift in
position.
Supervision of all above lifts
The PSN scope was completed on 21st of November 2005.
Engineering was carried out by KBR Singapore for the new tower supports, piping
modifications and instrumentation.
Extended Services:
During the provision of the services, a Construction HAZID was required to be
run, utilising specialist services from PSN Melbourne (formerly KBR).
SPEX Client Contact:
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Initial Shell contact was Nathan Roberts. This was then handed over to Paul
Grant for execution.
Client Feedback:
An overall satisfaction rating of 9 out of 10 was given by Nathan Roberts with
comments as below.
Project Management Policies, Processes and Procedures
We employ a range of technologies in all of our modifications projects. These are
centred on our on-line ISO9001 accredited management system (PMS). This
contains all policies, process and procedures we use on every project worldwide.
These are based on experiences and lessons learned from around the world and
can be supplemented with project/customer specific processes.
The index of Project Management policies, processes and procedures is shown
for information, if required, individual documents will be made available to SPEX
during bid evaluation and clarification as requested.
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Project Management PCMs (PRM:PCM)
Handover of Project Information PRM-PCM-033
Project Change Control PRM-PCM-010
Project Queries PRM-PCM-023
Start-up Planning PRM-PCM-032
Work Execution - Tier 1 PRM-PCM-004
Work Execution - Tier 2 PRM-PCM-005
Work Execution - Tier 3 PRM-PCM-006
Work Execution - Tier 4 PRM-PCM-007
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Project Management Guidelines (PRM:GLN)
Conduct on Kick-off Meetings PRM-GLN-016
Construction, Commissioning, Operations and Maintenance Review PRM-GLN-011
CTR Structures and CTR Preparation PRM-GLN-026
Guidelines for JRP - Tier 1 Projects PRM-GLN-002
Guidelines for JRP - Tier 2 Projects PRM-GLN-003
Guidelines on Project Management for Tier 3 Work PRM-GLN-004
Guidelines on Project Management for Tier 4 Work PRM-GLN-005
Inputs to Estimates PRM-GLN-022
Input to Schedules PRM-GLN-023
Project Close-out PRM-GLN-018
Project Definition Rating Index PRM-GLN-008
Project Execution Plan guidelines PRM-GLN-020
Project Interface Management Plan guidelines PRM-GLN-014
Project Lessons Learned PRM-GLN-010
Project Objectives and Goals PRM-GLN-015
Projects Group Induction Pack PRM-GLN-001
Project Peer Reviews PRM-GLN-009
Project Procurement Plan guidelines PRM-GLN-012
Project Reporting & Project Reports PRM-GLN-017
Project Risk Management Plan guidelines PRM-GLN-013
Review of Standards and Specifications PRM-GLN-024
Right Size Solutions PRM-GLN-006
Scopes of Work PRM-GLN-019
Solutions Challenge PRM-GLN-007
Statement of Requirements PRM-GLN-021
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PSN Business Tools
In conjunction with the PMS a range of industry standard and bespoke
applications and tools are deployed to implement projects depending on size and
complexity. Amongst these, the following major initiatives have added value to
many of our customer’s modifications by helping to accelerate schedules and or
further drive down costs:
Right Sizetm Our Lean solutions suite of processes, procedures and
tools, challenges every aspect of engineering delivery to
provide an appropriate level of solution. This ranges
from Tier 1 ‘like for like’ replacement with simple
sketches and virtual work packs, through larger Tier 2
with minimal documentation and Tiers 3 and 4
(medium/major projects) with more formal l optimised
deliverables.
4D Solutions
Challengetm
All potential work scopes are critically reviewed to try to
Defer, Delete, Dimish scope/work effort or do things
Differently.
ImpActtm Our lessons learned database enabled solution sharing
across our entire global network of projects and
engineering centres.
INSIGHTTM This bespoke tool enables cross project performance
metric comparison and trending to proactively share
best practises across our network.
WPStm PSN’s Work Planning System provides a robust
foundation upon which to base all project work
breakdowns. PSN’s WPS was selected as the tool of
choice by the Sigma 3 partnership in preference to the
equivalent tools from the other partners.
CMStm Our Completions Management System brings together
all the engineering data required from design, through
to completion and operation. Our emphasis on an
integrated philosophy greatly facilitates the timing of
transition from an initial area build approach to more
optimal system completions, which is often too early for
construction and never early enough for commissioning.
OnTracktm Our unique process and tool enables shutdown
management and optimisation to be facilitated. Year on
year we have consistently delivered successful
hutdowns to schedule and within budget, often in
parallel for multiple customers, in the UK and
worldwide.
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OnTracktm VS@PSN is a programme of qualitative and quantitative
techniques, systematically brought together to identify
and deliver problem solving and enhanced value from
projects.
Fundamental to all Value System initiatives is an
understanding of the business or project drivers and an
appreciation of their relative importance. This is the
‘Value System’ Analysis. It provides the basis for
enhanced decision making and risk management.
Numerical modelling is a powerful tool to support
decision making. Typically this may provide insight into:
Project life-cycle costing and NPV economics
Risk based cost-benefit analyses
Risk based cost and schedule estimating
Risk based shutdown planning
Risk based budgeting
Reliability and availability management
Probabilistic investigations
The use of these tools gives PSN Project Managers much greater understanding
of their projects and permit more informed judgements to be made.
The following provides an example of where PSN Value Systems was employed
to solve the problem of identifying the optimal strategy for Making Safe,
Engineering Down and Module, Process and Utilities Separation (MS, ED & MPUS)
for the Brent Decommissioning Project.
Based on the major decision criteria of Platform Safety, the Campaign option was
observed to be dominant. Other significant contributions to the overall highest
scoring for the Campaign strategy are from Stakeholder Preference and
Minimisation of Abandonment Expenditure.
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The final outcome of the analysis is shown as follows:
PSN has been able to expand the use of “Tap Root” root-cause analysis
techniques from predominantly a HSE tool to apply throughout our business. We
have trained 350 PSN employees in Tap Root techniques and have 6 Tap Root
registered trainers. We have used the technique to help solve problems and to
identify opportunities for improvement in our processes and procedures.
In February 2008 we used “Tap Root” to analyse problems we were facing in
making payments to local employees in Sakhalin. Through this innovative
approach to the problem we quickly remedied the local issues and have made a
number of improvements to the process of how we pay our local employees in
overseas locations.
Project Management Organization
To establish the required project management organisation PSN draw on an
extensive experience base following the guidance, processes and procedures
contained within the PSN Management System (PMS). An example of one of the
key processes is Project Start-Up Planning (PRM-PCM-032), shown overleaf as
Figure TA – 12.1a, which defines the activities and responsibilities for individuals,
as PSN start up new assignments, contract or when starting up a new project
from within an existing contract/assignment. At a local management level
Business Managers, Assignment Managers and Project Managers are responsible
for the effective deployment of this process.
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Figure TA – 12.1a Project Start-Up Planning (PRM-PCM-032)
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The Project Start up plan serves as the basis for all PSN Project/Start-up
activities; it requires supplementary activities added by the respective Project
Manager following consultation and liaison with the client.
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Availability of a pool of resources to execute the identified projects
including project management and trade skill resources
PSN has carefully reviewed SPEX requirements for provision of Project
Management and engineering for its Malampaya Asset. Our strategy has been
developed to ensure that PSN deliver the right skills, as and when required, that
will meet key project dates.
Based in Manila there will be a number of support engineers who will be tasked
with responding to day to day problems and issues. They will work with the
designers to provide timely fit for purpose solutions to the immediate
requirements of operations in a Brownfield environment.
It is not our intention to develop a larger engineering support team in Manila.
Our experience has shown that it is not possible to attract and retain the correct
quality of Brownfield oriented staff with a workload that will be both variable in
size, type and uncertainty in timing.
It is therefore our intention to network to our other locations, Singapore,
Melbourne and Aberdeen in order to provide a cost effective service to SPEX. We
will develop an Interface Document for the project which will allow the decision
to be made as to which scopes will be kept in Manila and which will be
transferred to the other offices. The document will be developed to allocate
work to where it can be undertaken to the correct quality at an acceptable cost
and in a timely manner.
The table below highlights the global capacity for 2009 taking due consideration
of secured contracts and forecast pursuits pending.
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Distribution Engineering
At times of peak workload, if required, we have the capacity and proven
processes and controls in place to distribute discrete packages of work across
our global network of engineering centres.
The nucleus of this is a competent qualified team of 60+ personnel within our
Central Engineering Group based in Aberdeen who can provide stand-alone
services and/or cater for peak loading on all of our global projects on a ‘pay as
you use’ basis.
Our people are our business – we treat them with honesty, compassion and
respect. This is one of our company’s seven core values and it comes right after
safety because in our business keeping our people safe has to be the number one
priority. By making staff morale and motivation high priorities too, we provide
the best possible workforce to our customers, which in turn keep our people in
jobs and help us to grow our business.
Our customers need highly skilled people, capable of working in multi-national,
multi-discipline teams, in some of the most challenging environments on the
planet. Our industry has a constant challenge to attract newcomers with
sufficient expertise, in the face of an aging and retiring workforce; and taking
their knowledge with them.
We understand our customers’ concerns because we build relationships around
their businesses and priorities long before we bid for contracts to work with
them. Our execution plans structure regular open communication with our
customers at all levels of the business, to keep us in tune with their changing
needs. We have been working with many of our customers for over two decades
and have shared in the development of their businesses as they have shared in
ours.
Our employment strategy attracts the best people and keeps them, creating a
stable and engaged workforce. We are leaders in our industry at finding good
new people and training them in the skills our industry needs, so safeguarding
the future of our industry and that of our customers.
Preparation of Roles and Responsibilities of personnel in project
management roles
The project team Roles and Responsibilities are prepared around the
fundamental Core Competencies of each member of the team alongside specific
client requirements position. Embedded through the documentation within our
Management System are the guidelines for structuring the Roles and
Responsibilities, the fact that the information is not prescriptive affords the
flexibility to adapt as defined by the specific client and project requirements.
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Project Reporting Systems
The guidance for PSN personnel regarding Project Reporting is contained in PSN
guidance document PRM-GLN-017 Project Reporting and Reports, an extract is
shown below:
It is essential that the Job Responsible Person regularly reports, e.g. monthly, to
the Client and to Assignment / PSN Management on the status of the Work,
issues and concerns, progress, man-hours and costs and the forecasts for same.
It is anticipated that for preliminary / study work and Tier 1, Tier 2 and Tier 3 that
this report will form part of an overall Assignment report.
For Tier 4 work it is anticipated that, in addition to the Assignment report, a
‘stand-alone’ Project report will be prepared.
Assignment Reports shall be prepared and issued in accordance with the
relevant Assignment procedures.
Stand-alone Project Reports shall be prepared in accordance with the
requirements of this procedure and issued in accordance with the relevant
Assignment procedures.
Whilst all monthly Project Reports will be written reports the benefit of regular
face to face reporting to the Client for major Project should not be
underestimated.
In addition it is recommended that during the execution phase of major Projects
weekly progress reports are issued to the Client and to Assignment / PSN
Management.
The achievement of all milestones / targets should be highlighted to all
concerned including the Project Team.
Project reporting is an important element in the total Project Management effort.
Project reports are “upward” indicators to our Clients and to Corporate
Management that the desired project goals are being achieved.
Since Projects and the JRP’s performance are partially judged by these reports,
they must be accurate, concise, timely and easy to read. The reports are the
only project performance information seen by some readers.
On major Projects the Client may request a monthly report in a specific form.
The preparation of this report should not negate the preparation of a standard
Project Report for Assignment / PSN Management.
Monthly reports disseminate project status to the Client and PSN personnel are
distributed in accordance with the Assignment Co-ordination Procedure.
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Project Quality Manual
We have included as an Attachment our Project Quality index to indicate the
content of the current PSN management System (PMS) (Quality Manual), refer to
Attachment TA – 12.1e. The documents, policies, processes and procedures
contained within the PMS will be made available to SPEX during bid evaluation
and clarification as requested.
Project HSE Plan
Our goal at PSN is to sustain an incident free work environment. We believe that
all incidents and work related ill-health are preventable. Every person working
for PSN is responsible and accountable for working in a manner consistent with
this goal. To achieve this we:
Create a positive HS&E culture;
Encourage and support positive intervention;
Understand and manage HS&E risks;
Implement an effective HS&E Management System;
Manage HS&E performance;
Integrate HS&E into business planning.
Our aim is to comply with all applicable legislation and relevant industry
standards. In the absence of such regulatory controls we shall set standards
consistent with this policy.
We are a socially responsible employer. We work with our customers,
contractors, partners and suppliers to improve the efficiency of our operations by
conserving resources, reducing waste and emissions, and preventing
environmental pollution.
We seek sustainable solutions to business needs, balancing environmental,
social and economic considerations by engaging with employees, customers,
partners, suppliers and communities where we work.
The PSN Project HSE Plan will be produced, using the template located in Att-TA-
12.1f, during the project start-up phase in accordance with the following HSEQ
Planning Process (HSQ-PCM-001).
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Shut Down Work Management and Procedures
PSN have an industry-leading record of successfully planned
shutdowns/turnarounds. This is due to the experience and expertise of our
people assisted by our shutdown management system ONTrack™.
ONTrack™ shutdown management system encompasses management,
preparation, execution, and close-out. As it is regularly reviewed and updated, it
gives a clear focus for continuous improvement, without disrupting existing
strengths. Using ONTrack™, our ConocoPhillips teams in the Southern and
Central North Sea, have completed fifteen shutdowns on or ahead of schedule,
over the past three years.
This proprietary shutdown management system has reduced shutdown time on
some contracts by as much as 75%.
Pre-Engineering/ Preparation Plan
The approach taken by PSN prior to undertaking any major shutdown is to
develop a preparation plan. This has been successfully implemented on
numerous turnarounds for all our oil and gas major customers including BP,
Shell, ConocoPhillips and Chevron.
This is a separate plan from the integrated shutdown plan and is specific to the
preparation stage while the integrated shutdown plan is specific to the execution
phase. The purpose of this plan is to identify all of the key dates, activities,
deliverables and milestones in the preparation phase. The shutdown preparation
plan should address the following as a minimum:
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Operations requirements
Key milestones
Shutdown and start up sequences
Maintenance issues/ criteria
Scope package issue dates
Commissioning new equipment
Critical systems
The development of an integrated plan should follow the normal guidelines.
Please see Attachment TA – 12.1g for a sample shutdown plan.
Shutdown Activity Work List
The activity worklist should be discussed, reviewed and agreed. This information
will then be used as the basis for confirmation of the shutdown duration. It is
generally unacceptable at this stage for the shutdown duration to be longer than
previously commercially agreed.
As well as feeding the shutdown integrated plan, the information from the
activity worklist will also be used to form the traffic light tracking register as
detailed later.
Integrated Shutdown Plan
PSN utilise an integrated planning approach and process for the development of
all shutdown plans:
A structured approach to the development of the plan
Co-ordinating an integrated team to develop and refine the plan
Screening and controlling all inputs to the plan
Analysing and understanding the interfaces between each work activity in
the plan
Producing estimates for all work in the shutdown from common norms
Ensuring all work is estimated in the same way
Adding contingency to work activities during the planning process, not the
estimating process
Optimising the resources required to deliver to the plan
Ensuring shared resources are clearly identified and understood
Communicating the plan to all stakeholders in the shutdown
Setting a ‘Freeze’ date for the plan, i.e. stopping further inputs on an agreed
date and enforcing the freeze date.
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The INPUTS-PROCESS-OUTPUTS model, overleaf, shows the ideal flow of
information required to formulate a shutdown integrated plan:
INPUTS PROCESS OUTPUTS
Shutdown Activity
Request Form
Detailed Work scopes
Estimates based on:
- Common Norms
- No Contingency
- Construction sense
check estimate
Key Milestones
Key Project
Information
Key Maintenance
Information
Key Operations
Information
Key Vendor
Information
Screening the
inputs
Co-ordinating an
integrated
approach
Analysing the
interfaces
Contingency
Planning
Critical Path
Analysis
Optimising the
Resources
Identifying shared
resources/support
Communicating the
plan
Enforcing a ‘Freeze’
date.
Robust
Integrated
Shutdown
Plan
When the Integrated Plan has been refined to a robust level in terms of the work
content, the resources and supporting activities can be planned and scheduled
to optimise the manpower and supporting resources and facilities. The
Integrated plan should drive the:
Materials planning
Manpower planning
Transportation schedules
Accommodation planning
Mobilisation / demobilisation planning
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Structuring and Preparing the Work
The PSN process for developing detailed shutdown and pre-shutdown work
scopes is to utilise the work structuring and preparation model as detailed below.
For each workscope in the shutdown, it is normal to identify the necessary pre-
shutdown activities. Depending on the criticality of the shutdown workscopes an
the size of the work scope involved, consideration should be given to packaging
the pre-work in separate workpack using the same mode.
In a shutdown where all the critical work has been packaged in this way, it is
easy to focus on the site preparation work and ensure that it has been
completed prior to the shutdown start date.
Plant De-pressurisation and Isolation
The plant shutdown, TATS (Trip & Alarm Testing), Isolation and Purging must be
planned and challenged in detail at this stage in the integrated planning process
and be detailed step by step within the plan.
In addition, a thorough check of all shutdown critical isolations should be carried
out to ensure the integrity of plant or system isolations. Where doubt exists on
the integrity of any isolation, suitable contingency should be put in place.
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Traditionally crucial shutdown time can be lost during this period and it is
CRITICAL TO THE SHUTDOWN SUCCESS THAT THIS AREA IS MANAGED
EFFICIENTLY.
Engineering Procedures
In the PSN Management system (PSMS) a full range of engineering and
construction procedures are held, an example of the index for Construction and
commissioning is shown below with specific procedures for Blasting/Painting,
Hydro Testing are located in Attachment Att-TA-12.1.h and Construction
Equipment Safety Certification is enclosed within TA – 09, Attachment TA – 9.5
and Welding is located in TA – 16.6, Attachment TA – 16.6(v).
Construction & Commissioning PCMs (CON:PCM)
Bolt Torquing & Tensioning CON-PCM-014
Commissioning ITR's CON-PCM-009
Construction Site Completion & Close-out CON-PCM-020
Construction Site Execution CON-PCM-012
Construction Site Mobilisation & Preparation CON-PCM-001
Construction Workpack Development & Implementation CON-PCM-002
Develop Logical Systems/Areas Breakdown CON-PCM-005
Electronic Completions Management System CON-PCM-011
High / Low Voltage Isolations CON-PCM-017
Identification of Construction Plant & Equipment Requirements & Planning CON-PCM-006
Jobcard Process CON-PCM-003
Mechanical Isolations CON-PCM-018
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Mechanical Completions CON-PCM-019
Pre-Commissioning & Commissioning Procedure CON-PCM-016
Preparation & Approval of Method Statements CON-PCM-008
Pressure Leak Testing CON-PCM-015
Project Constructability Planning CON-PCM-004
Punchlist CON-PCM-010
Site Fabrication & Erection CON-PCM-013
System Completion, Acceptance, Handover & Start-up Support CON-PCM-022
Welding Control CON-PCM-007
Welding Procedure Development & Control CON-PCM-021
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Construction & Commissioning Procedures (CON:PRC)
Civils Works Procedure CON-PRC-001
Construction & Commissioning Manuals (CON:MAN)
Completions and Commissioning Manual CON-MAN-001
CMS User Manual CON-MAN-004
Hook-up & Preparation Manual CON-MAN-002
Supervisors Manual CON-MAN-003
Use of Project Quality Plan
The purpose of the PSN Project Quality Plan, the template for which can be found
in TA – 16, Attachment TA-16.2, is to describe how Production Services Network
satisfies both ISO 9001:2000 standards for Quality Management Systems (QMS)
and contractual requirements for any particular project.
This Quality Plan identifies the Management System (MS), the organisational
policies, activities, responsibilities, interfaces and performance management
implemented for the contract to assure the necessary quality requirements and
objectives are satisfactorily achieved. Maximising the use of the Production
Services Network Management System (PSMS) complimented by client standards
to comply with the contractual requirements relating to the scope of work
activities, the document will inform all personnel in the project management
organisation, processes, work methods and responsibilities applicable to the
project, and will form the basis for the internal quality audit programme /
schedule.
The Quality Plan is produced in accordance with the HSEQ Planning process map.
Scope
This quality plan covers the full scope of the project/contract, and will be subject
to periodic review, and where appropriate updated, to ensure that each
superseding stage is properly addressed.
Implementation of this quality plan will be achieved by:-
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Systematic and responsive reporting, disposition and tracking of
preventative, corrective and improvement actions to ensure the continued
effectiveness of the PSN Management System;
Demonstrating clear understanding of the critical success factors and key
performance indicators and how these relate to the execution of the work
scope;
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Implementation of robust monitoring and measuring systems and controls to
ensure KPI delivery;
Establishment, communication and training of the PSN Management System
with responsibilities and controls appropriate to activities throughout all
phases of the project lifecycle;
Effective ongoing quality planning and anticipating activities as they
develop;
Timely completion and compilation of all quality records and verification data
associated with the implementation and monitoring of work scope.
Implementation of an audit and assessment programme based upon
criticality assessment of activities throughout the project lifecycle.
Communication and training to key management team personnel of this
Quality Plan;
A suitable Management Review programme at appropriate stages
2. The Tenderer shall enter its company name and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA- 13: TENDERER’S PROJECT PLANNING CAPABILITY
1. The Tenderer shall demonstrate evidence that it has effective Project Planning Capability in the event of award of the contract. Tenderer shall provide the following to demonstrate these capabilities:
(1) Planning Methodology
Tenderer to propose effective planning methodologies encompassing planning in both routine Maintenance and Shutdown work clearly specifying requirements in terms of work packaging, CTR preparation, integration of full work programs, critical path scheduling, resource histograms, optimization and reporting.
(2) Project Planning Tools
Tenderer to tick the appropriate box below:
(a) An active user of some software planning tool.
(b) Not an active user of any software planning tool.
If answer is (a) above, please specify planning tools used (Example: The software perform functions similar to/like PERT, CPM and S-Curve).
____________________________________________________________________
(c ) To specify which software planning tool/s it proposes to provide and use in the event of the Tenderer’s bid being accepted.
____________________________________________________________________
(3) Planning Resources
Tenderer must have access to planning expertise and resources from its Head Office. Tenderer to show evidence of access by submitting CVs of personnel from its Head Office that are responsible for and actively involved in planning.
(4) Interface between different Planning Tools
Tenderer to elaborate on previous experience in term of interfacing between different planning tools e.g. primavera with COMPANY’s SAP or CMMS system (if any).
1) Planning Methodology
Introduction
PSN has mature systems and processes for the effective delivery of planning and
control in various types of contract scope. We use them across our complete
business to manage engineering modifications, shutdowns, and maintenance
services contracts worldwide.
Table TA13.1 overleaf provides an indication of the standard procedures we use
to underpin our capability in effective planning and are an integral part of the
PSN Management System.
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Table TA13.1 – PSN Management System Planning Processes
Document Number Scope
PRS-PCM-001 Prepare Systems
PRS-PCM-002 Develop Work Breakdown Structure
PRS-GLN-004 Planning and Scheduling
PRS-GLN-006 Systems, Tools and Processes
PRS-PCM-005 PM Year Planning
PRS-PCM-006 90 Day Planning Cycle
PRS-PCM-007 Year Plan Process
PRS-PCM-008 Non-Routine Scheduling
PRS-PCM-009 Prepare Schedule
PRS-PCM-004 Progress Schedule
ENG-PCM-001 CTR Preparation
CON-PCM-003 Jobcard Preparation
CON-PCM-002 Workpack Preparation and
Implementation
PSN proposes the adoption of the appropriate planning and project controls
processes from the PSN Management System to deliver effective planning for the
SPEX MESC contract.
PSN will work with SPEX to understand the intended work scopes and develop
appropriate plans and schedules at appropriate levels of detail to reflect the
desired timing of execution and the resources required to successfully complete
the works. This will include maintenance activities; routine and non-routine
engineering modifications, shutdowns activities. We will develop a contract Work
Breakdown Structure (WBS) with SPEX to enable PSN to model these various
scopes of work in an integrated manner.
Integrated Asset Planning
We will implement an integrated asset planning service such that there is one
plan covering all required activities irrespective of where the work emanates
from. Contributors to the planning process will include SPEX, PSN and SPEX’s
other contractors/functions such as drilling, sub-sea, well engineering and
suchlike. The process and the supporting systems are described in Figure
TA13.2 overleaf.
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Figure TA13.2 – Integrated Rolling Plan
We will manage planning information within the context of a rolling plan, as
illustrated in Figure TA13.2 above. At its highest level, this plan will reflect the
SPEX long term field plan. As detail becomes available over time, we develop
the plan in progressively more detail such that its earliest parts are defined at
work execution level (job cards, plus Routine and Non-routine Work Orders) but
always within the single plan structure.
The information from this process is available for each user at the appropriate
level of detail depending on whether he is concerned with Year Plan, 90-day, 28-
day or 14/7-day detail.
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Single Integrated Live Plan
One single integrated live plan, covering all areas of work, which is owned and
maintained by all users, ensures best performance. Data sharing gives the
benefit of access and visibility both onshore and offshore, and reduced costs are
attained through no duplication of plans or processes.
It is preferable if each of the contributing areas maintains their own part of the
plan. The plan is progressed and updated weekly, such that asset-specific work
scopes are scheduled to optimise resources and to ensure equipment and
material availability.
The contributors to managing the plan are illustrated as shown in Figure TA -
13.3 below:
Figure TA – 13.3 Integrated Planning
We will develop this process with SPEX as we progress through transition by
focusing on the following:
Establishing the current planning situation with respect to OGP and SWP
Maintain focus on existing plans
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Arranging and achieving data transfers from existing systems where
required. This data will relate to CTRs and job cards, estimated hours,
progress percentage complete and expended hours
Maintaining continuity of service in the first instance
Identify future activities to populate integrated plans
Determine resource constraints/clashes and conflicts between assets
Establish reporting format, content, level and frequency
Establishing a review of the planning across the assets to identify existing
processes
Developing and promote best practices
Establishing a programme for the implementation of the integrated planning
service as described in the implementation plan
Asset Specific Planning for Modifications and Turnarounds
Modifications Planning
We will develop multi-level plans for Modifications and will agree the levels
of detail required for effective planning and control, and the frequency of
reporting to provide visibility of performance.
We will develop Cost Time Resource (CTR’s) sheets for all engineering scope
and we will develop workpacks and jobcards for all construction work
associated with modifications and their implementation. Each CTR will
record details of the scope of work, deliverables, assumptions, and inputs
required to commence the work together with an estimate of the manhours
required to complete the work.
Each CTR and jobcard will have an associated activity in the level-3 schedule
which will be updated with progress at agreed intervals. We suggest a
weekly progress update for modifications and turnaround works with daily
progress updates and reporting during turnaround periods.
Turnaround Planning
Turnaround (TAR) Planning will be undertaken utilising the same process of
integrating workscopes from contributing departments and sub-contractors. TAR
Plans will reflect the appropriate level of detail and activity durations to provide
the ability to schedule in hours rather than days and to provide daily schedule
updates and reporting.
The TAR plan will be executed as an integral part of the PSN Shutdown
Management System. The Shutdown/Overhaul schedules will be sequenced
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according to the scope of work with special attention paid to the following
phases:
Isolation
Hot Work Windows
Reinstatement Testing
De-Isolation/Start-up
We use the integrated plan to set and manage dates for:
Anticipated or planned dates for turnarounds
Associated Interface needs, e.g. drilling derricks repositioned; crane barges,
etc.
General level of activity and bedding requirements or availability
Maintenance
We will work with SPEX to understand the maintenance strategy and develop
and agree interface process to extract the required data from the Work
Orders / Planned Maintenance Routines (PMR’s) in the SAP PM Module in
order to develop an accurate annual Planned Maintenance Schedule.
From the annual plan we propose the development of a 90-day Lookahead
(90dLAH) schedule on a monthly basis in order to provide more detailed
visibility of the PMR’s due for implementation and their associated
materials, equipment, and specialist service requirements. The 90dLAH
schedule will be the basis of regular discussions between planning and
the operations and maintenance teams to agree the detailed priorities and key
requirements for the next period.
We also suggest the development of a more detailed 14-day Lookahead
(14dLAH) schedule on a weekly basis to provide the actual work lists for the
next 14 day period to the maintenance core team.
We suggest the adoption of a weekly progress update cycle for maintenance
related activities to enable updating of the plan, the analyses of performance
against the plan, the trending of maintenance compliance and key
measures, which helps with the analysis of capacity of implementation
opportunities and deferments.
This will support the SPEX Work Preparation and Scheduling process which
forms part of the Shell Operational Excellence Model.
Critical Path Scheduling
We will develop project schedules reflecting all the works in our planning and
scheduling software, Primavera. The schedule network will reflect the
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appropriate logic dependencies and sequences associated with the works to
enable the effective time analysis and resource allocation for the scope, to meet
key project dates.
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Resource Planning and Optimisation
We will produce resource histograms from this data to provide visibility of
forward looking resource requirements by engineering discipline, and
construction and maintenance trades.
Effective use of coding attributes of CTR’s jobcards and planning activities will
enable the production of manpower histograms by various splits, e.g. personnel
categories, disciplines, trades, project phases, areas, systems and sub-systems.
We will carry out resource scheduling of the planned scopes aligned to the
bedding availability and open work faces in order to produce a reasonably stable
crew mix. The intention is to schedule work for the crew consistent with
optimising productivity by developing and using platform schedules for both
routine and non-routine activities which will help drive maintenance compliance
figures and asset reliability.
Each jobcard will carry its own MTO which will enable accurate analysis of
materials requirements based on the schedule and the establishment of material
required by dates which reflect the jobcard’s parent Primavera P3 activity. This
will further enable effective analysis of materials availability/stock status and
allocation of material to jobcards in accordance with the schedule. We will use
this data to drive picking, bagging, and shipping of materials to suit the schedule
thereby increasing efficiency in the use of limited worksite storage and / or
craneage capacity.
Process Improvement
Figure TA13.4 overleaf illustrates the work flow whereby PSN’s planning process
provides the ability to analyze and improve decision making, to refine activities
for optimal schedule and project execution performance.
Figure TA13.4 – Process Improvement Loop
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Reporting
Our systems provide a flexible reporting capability to produce a variety of
standard summary and detail reports for all stakeholders at all levels of the
contract WBS. These reports will provide an indication of workscope progress,
manhour expenditure, performance and productivity analysis, schedule variance
analysis and forecasts at completion. Typically they will comprise:
Level one, two and three reports in the form of progressed bar charts (Gantt
charts), S-curves, histograms and tabular reports
Level four tabular reports providing a comprehensive analysis of the scope of
work in a selection of summaries covering quantity of work, progress and
productivity, expended hours
A Series of ad-hoc reports for various analytical requirements, e.g. the
accurate analysis of maintenance compliance statistics and backlog trends
and forecasts.
2) Project Planning Tools
We support delivery of the above by use of our standard planning and control
software tools
PSN Oracle
Primavera
PSN Work Planning System (WPS)
Time.web
PSN Oracle - Including the Oracle Projects Module providing cost control and
client invoicing based on the contract work breakdown structure (WBS) and cost
activities. The WBS for the agreed scopes of work are modelled in Oracle and
carried forward into the following related systems.
Primavera - is an industry standard third party supplied application from
Primavera Inc. It is the standard planning and scheduling package in use across
PSN. It is used to generate the project plan; with reference to the project
WBS from Oracle, and breaking this down into further detailed activities
where appropriate.
Project work calendars and resource availability profiles are developed within
Primavera and durations and dependent logic are applied to work activities.
Primavera uses Critical Path Analysis (CPA) to determine overall project duration
based on logic, durations and resources required to complete the work.
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The resultant project plans can be displayed in a variety of formats including:
CPA (or Logic Network)
Bar-charts or Gantt Charts
Manpower and Man-hour Histograms
Activity Listings
S-Curves of Planned Progress and Planned Man-hour Expenditure
PSN Work Planning System (WPS) – This is a bespoke PSN system that
controls information at level four detail, i.e. CTRs and jobcards. The WPS
application directly links to Primavera, and this combination provides an
extensive reporting function for both tabular and graphical output. A sub-
module manages the materials requirements associated with the jobcards.
PSN’s WPS was selected as ‘best in class’ amongst the Sigma3 partners for use
as the single shared work planning system to support Shell’s North Sea assets.
Time.web – This is a bespoke PSN labour time writing system that caters for all
labour types and provides input to the planning systems and to Oracle cost
control and invoicing processes.
3) Planning Resources
Planning is a key function within PSN’s Project Services organisation. We
presently have approximately 55 people employed in the planning function
based out of our Aberdeen headquarters, with a further 10 in our Melbourne
office. In addition we have key planning people assigned to other project offices
across the globe. Everyone in the PSN network has access to peers on other
contracts and in other locations.
4) Interfacing between different Planning Tools
Client Interfaces
Generally the interface requirements between the above systems are already
defined and available but any contract specific need can be considered.
Frequently interfaces between PSN systems and Clients systems are provided to
facilitate contract requirements or processes.
For SPEX MESC we will define an interface format to extract data from your SAP
PM module to populate Primavera P3 with the necessary maintenance schedule
information. We will refresh this periodically to ensure that the maintenance
section of the integrated plan reflects the current data residing in your
maintenance management system.
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We have significant experience of working with clients who use SAP PM as their
Computerised Maintenance Management System (CMMS). Currently we work in
Aberdeen with Shell, Chevron and ExxonMobil who all use SAP.
Indeed PSN were significant users of SAP from 1999 as its primary business
control tool until we migrated to Oracle E-Business suite in 2006.
Interfacing of Systems
The diagram presented in Figure TA13.5 overleaf represents the interfaces
provided between the above applications to achieve this integrated cost and
planning process:
Figure TA13.5 – Project Controls Interfaces
Summary
PSN has the systems, procedures and experience in place to deliver effective
work preparation and management through robust planning and control. The
process enables accurate scope identification, progress reporting, forecasting
and schedule lookaheads across various time horizons. We have the facility to
monitor change and identify potential project difficulties. We can readily develop
‘what-if scenarios’ to help mitigate any potential difficulties. These systems and
processes have been successfully implemented on various contracts throughout
PSN’s business portfolio including:
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BP Engineering, Modifications & Maintenance Services
Chevron Operations & Maintenance Services
ExxonMobil Engineering & Construction
Nexen Operations & Maintenance Services
Hibernia Engineering & Construction Services, Canada
PetroCanada Terra Nova Engineering & Construction Services, Canada
Esso Bass Strait Retrofit Modifications, Australia
TCO Engineering Kazakhstan
2. The Tenderer shall enter its company name and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA-14: PROPOSED SUBCONTRACTORS (IF ANY)
1. The terms and conditions under DOCUMENT C - PART 2, Clauses 35.0 shall apply.
2. The Tenderer will clearly indicate in the bid which part(s) of the scope of services is planned to be subcontracted to another party (either in part or wholly). The commercial arrangements (excluding price) shall be made known to the COMPANY.
3. The Tenderer shall provide sufficient details of its proposed subcontractor(s) to enable COMPANY to make a full assessment of their capabilities.
4. The Tenderer shall provide the name and designation of the personnel and narration of the activities carried out by the Tenderer to manage the Subcontractors.
5. All Subcontractors’ personnel shall be shown in the organisation under TA-4.
6. The Tenderer shall demonstrate that it has managed subcontractor(s) and has the necessary capability in these areas. Tenderer to submit the following documents as evidence of its capability:
a). Evaluation and selection processes/procedures for subcontractor(s)
b). Process/procedures for Managing HSE with subcontractor
c). Process/procedures for reviewing subcontractor’s capability and performance after completion of work/contract
d). Tenderer general policy on sub-contractors management.
1. This is confirmed
2. Please see Subcontracts Table, in Attachment TA-14.2
3. PSN Proposed Subcontractors
We have undertaken a prequalification exercise with all subcontractors identified
within Attachment TA14-2. As part of the prequalification exercise we asked each
company to complete a detailed questionnaire covering HSE management
systems, policies and organisation, quality management, policies and competence
assurance, capability and experience listings, financial status and other general
company and location information. This information will be evaluated to ensure
HSE & Q compliance with PSN standards, technical capability and financial stability
for all companies who we intend to subcontract work to, prior to any contract
award.
4. Subcontract Management
Based on the subcontracting requirements, PSN will recommend a Senior
Subcontracts Administrator to complete the overall subcontract strategy
development and the subsequent tender, evaluation and award activities. The
initial strategy development and pre-award activities should take place in the
Philippines by the Contracts Administrator and support can be provided from other
Contracts personnel as and when needed.
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Once the subcontracts have been placed it is anticipated that a Contracts
Administrator will carry out all the post award management and administration
including any new subcontract requirements. This can be performed in country
with ad hoc support provided as required.
PSN will use our Contracts personnel to administer COMPANY subcontracts in line
with COMPANY requirements including day to day administration and
management using the SAP system.
5. Please see Organisation Chart, in TA - 04 and Proposed Subcontractors Table
in Attachment TA-14.2.
6. a) Evaluation and Selection Processes/Procedures for
Subcontractors
Pre-award evaluation and eventual selection of subcontractors is a rigorous
process to ensure the service is delivered to the highest standards by a competent
and professional company. We use our Approved Supplier Register (ASR), as
shown in Figure TA-14.6a, to evaluate and approve subcontractors or suppliers for
use within PSN. Our ASR is a database of all PSN subcontractors and supplier.
Prior to inclusion in the ASR the subcontractor must be fully evaluated by our
technical teams, HSEQ department and finally approved by our Contracts or
Procurement Manager. The ASR evaluation process consists of a detailed
questionnaire, as shown in Attachment TA-14.6a, and audit covering; HSE, quality,
management system, capability, previous experience, capacity, Dunn and
Bradstreet solvency check and Denied Parties and Sanctioned Countries (barred
companies).
The ASR has the ability to hold a great deal of information on each company
including general address and contact information, ISO certification, insurance
expiry, PSN audits and other PSN project feedback and is available via the internet
to PSN employees.
Figure TA-14.6a – Approved Supplier Register (ASR)
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b) Managing HSE with Subcontractors
With Health and Safety being our number one priority, we employ a number of
methods to manage subcontractor HSE performance. These various approaches
are collated into a HSE Management of Subcontractors policy document and are
summarised below;
Goal Zero Philosophy : We are fully aware of and committed to the Shell Goal
Zero Philosophy and understand subcontractors management is identified as
a Must Win within Shell globally. The items below illustrate how we manage
subcontractor HSE performance and to further enhance this we will:
- Ensure Road Transportation Plans are in place with all relevant
subcontractors.
- Require subcontractors to fully commit to using appropriate, approved
and documented processes and procedures to perform their work at the
worksite, these will be referenced and agreed in the Subcontract
Management Plan.
- Agree consequences for violations of the agreed procedures, these may
be removal of personnel, fines or a reduction on KPI award.
Subcontract Management Plans (with key subcontractors): Includes; HSE
expectations, key risks and mitigating actions, agreed targets, reporting
requirements, feedback process and overall subcontract philosophy and
service drivers. Combines various important items into one agreed
document so all are agreed and understood early in the relationship.
Subcontract Focal Point: PSN and the subcontractor nominate an individual
to be responsible for the overall delivery of the service. These Focal Points
are in regular contact to build an open relationship to allow the other
activities to flow smoothly and for information to be shared regularly through
formal meetings and ongoing correspondence and conversations. These
individuals provide consistency and build a thorough knowledge of the
service throughout the period of delivery.
Regular Meetings: Provides a formal session to discuss HSE performance
and expectations along with other operational and commercial items.
Meetings have an agreed agenda with HSE as the first item.
HSE Interface Document (with key subcontractors): This is used in addition
to the Subcontract Management Plan and outlines the HSE philosophy &
expectations, incident reporting requirements, emergency response
arrangements and competency standards. A sample interface document has
been included in Attachment TA – 14.6b.1
Audits: Subcontractor audits are performed by our subcontracts team with
support from HSEQ and technical personnel as appropriate. The format of
each audit is based on our formal scoring matrix, as shown in Attachment
TA-14.6b.2, which includes a section on HSEQ performance, service quality
and competency of personnel. This process ensures subcontractors are Tenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
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complying with PSN and our clients standards and performance is of the
highest standard.
Key Performance Indicators (for key subcontracts): Where appropriate we
can incentive subcontractors to deliver on their HSEQ expectations by using
KPI’s. There are various KPI methods from risk and reward, through
scorecards and bonuses. We have extensive experience in managing and
working under various incentive schemes and these can be tailored to each
service.
c) Review of Subcontractors Capability and Performance
Subcontractor performance and capability is reviewed and managed throughout
the course of the work being performed. Any issues in these areas would be
addressed at the regular meetings or if necessary at a one off meeting arranged
to tackle the specific problem. Subcontractors are fully evaluated prior to work
being awarded and any new vendors are paid particular attention to ensure no
problems arise.
Following completion of work by a subcontractor, the PSN technical focal point will
confirm they are happy with the work which has been performed by authorising
payment of the invoice and eventually the final account certificate. The
experience of the PSN technical focal point allows them to evaluate the
performance and confirm it meets the agreed scope.
d) PSN Policy on Subcontractors Management
PSN has a global suite of policies, codes of practice and procedures for the
execution of subcontract works. These processes cover all aspects of
subcontracts management from tender and evaluation, through post award
administration to close out. Specific modifications will be made, where
appropriate, to tailor the procedures to support the individual requirements of
each of our projects or locations.
Processes and procedures are contained in the PSN Management System,
accessed via our intranet and are contained within our response to TA 16 –
Proposed Quality Assurance/Control Plan. We train our personnel in the use of
these policies and procedures ensuring a consistent approach, using tried and
tested methods. The process maps outlining the subcontracts process are listed
overleaf:
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Subcontract – Preparation of BiddersPSN-CTS-PCM-
003
Subcontract – Bid EvaluationPSN-CTS-PCM-
004
Subcontract – Formal AwardPSN-CTS-PCM-
005
Subcontract – Requisition & Call OffPSN-CTS-PCM-
006
Subcontract – Request for QuotationPSN-CTS-PCM-
007
Subcontract – Back chargesPSN-CTS-PCM-
008
Subcontract – Processing Claims PSN-CTS-PCM-
009
Subcontract – AdministrationPSN-CTS-PCM-
010
Subcontract – Close Out Management PSN-CTS-PCM-
011
Subcontract – Performance &
Management
Under Review
PSN
7. The Tenderer shall enter its company name and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA- 15: TENDERER’S SUPPORT FROM CORPORATE HEAD QUARTERS
1. To ensure successful and smooth execution of the contract in the event of the Tenderer's bid being accepted, Tenderer must have strong support from its Head Office organisation. The following documents should be submitted as evidence for the strong support:
(a) Corporate or regional HQ address/ location.
(b) Corporate Business Profile and Organisation chart.
(c) Corporate HSE Management System.
(d) Corporate HR system & support
(e) Corporate training and development programme (documentation demonstrating regular review, training record of individuals, training policy and program, performance appraisal process with clear evidence)
(f) Corporate QM System, e.g. in compliance with ISO 9002 or equivalent, which include but not limited to the following procedures:
Quality System Documentation Training and upskilling Supplier Evaluation Purchasing Procedures Internal Quality Control Inspection and Test Procedures
(g) Existing corporate materials procurement organization (if any)
(h) Engineering capability including access to specialist engineering
2. The Tenderer shall enter its company name and chop and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL PROPOSAL ONLY.
(a) Corporate or Regional HQ Address/Location
PSN Global Headquarters
Production Services Network
Wellheads Place
Wellheads Industrial Estate
Dyce
Aberdeen
AB21 7GB
United Kingdom
Telephone No. +44 (0) 1224 777777
Fax No. +44 (0) 1224 777731
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PSN Asia Pacific
Production Services Network
200 Cantonment Road
04-03/04 Southpoint
Singapore 089763
Telephone No. +65 6501 0160
Fax No. +65 6220 5360
Contacts: Mr Alan Gordon
Operations Director, Asia Pacific.
Mr Wong Sing Sing
Business Development Director, Asia Pacific
(b) PSN Profile and Organisation Charts
Production Services Network (PSN) has provided services to the oil and gas
industry for over 30 years. Our scope of service provision covers project
management, engineering, construction, hook up, commissioning, facilities and
production management, operations and maintenance, to the oil, gas and process
industries. PSN currently provides these services through almost 8,000 personnel,
from 57 nationalities, working in most of the world’s major oil and gas basins.
PSN has a strong and diverse customer base, with long-term low-risk contracted
revenues and a strategy of developing the business and support network further.
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(i) - Corporate Organisation Chart
The management team consists of experienced directors that has led the
company to new levels of performance, and continue to grow the business as a
major international service contractor.
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Bob KeillerCEO Dean Hunter
HR Director
Peter BrownUK Ops Director
Bill NicholsonCommercial Director
John KearneyTechnical Director
Ali GreenBD Director
Duncan SkinnerCFO
Jerome LynchInternational Ops Director
Zeffrey LucasAmericas Ops Director
Bob KeillerCEO Dean Hunter
HR Director
Peter BrownUK Ops Director
Bill NicholsonCommercial Director
John KearneyTechnical Director
Ali GreenBD Director
Duncan SkinnerCFO
Jerome LynchInternational Ops Director
Zeffrey LucasAmericas Ops Director
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The operational directors have full profit and loss accountability for all projects
and contracts executed in the geographic area that they cover. They are
supported by the functions in a matrix organisation.
(ii) - International Operations Organisation Chart
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(iii) - Asia Pacific Organisation Chart
(c) Corporate HSE Management System
PSN has a comprehensive HSE management System that clearly sets out the
company’s expectations with respect to ensuring that ‘no-one gets hurt’. Our HSE
system is fully described in our response to SPEX HSE Capability questionnaire
(TA-21).
(d) Corporate HR System and Support
People are at the heart of our business, and are one of our core values; as such
we place great importance on having the right HR systems and support.
Human resources within PSN is now a global network of over 90 people; engaging
HR generalist practitioners and specialists in the areas of resourcing, employee
relations, training and development and employee reward. Most of our team are
chartered degree qualified professionals within PSN HR at all levels of
management.
We have a clear longer term HR strategy in place which helps us work towards
becoming the place where the best people want to work.
Recruitment and retention is what we do. We have found many innovative ways to
find the right people including sourcing competent people from the armed forces
with our industry acclaimed career conversion programme ‘Re-engineer’ through
to international road show success across Asia and other continents.
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PSN has an established HR team in the Philippines lead by Mr Jojo Faytaren. We
are currently setting up a manpower company in the Philippines in support of our
global growth strategy.
In terms of employee relations, we work across the globe with trade unions and
with voluntary employee forums. Regardless of location or trade union
involvement, we have a history of harmonious employee relations achieved
through high levels of management and HR communication and visibility.
When we set up PSN, we took time to agree our core values and they are at the
heart of our business. Unlike many companies they are not simply placed on
booklets or on conference room walls; they are embedded in the culture of the
organisation and help the HR team and line managers to ensure that we always
work to our best possible standard.
We talk to all of our people about what we expect from them. ‘Joining the network’
booklet tells our people what we expect from them and what they can expect
from us and ‘Managing the network’ booklet tells our managers how we expect
them to manage their teams to ensure employee relations are maintained.
HR Systems
We have a well established management system PSMS which incorporates all of
our people policies and processes. We work to a best practice standard and most
are global policies; however we must meet legal requirements of the different
jurisdiction in which we operate and this necessitates the need for some local HR
policies and procedures.
Oracle HR is our HR system of record and provides a global overview of our
workforce. Linked to this is our online web-based PSNjobs.com where potential
employees can apply direct to the company.
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Our People portal ‘HR online’ is the toolbox for managers and employees. This
portal is on the company intranet and holds all information around the following
key 4 HR areas:
People+review – our corporate, company wide performance management
section with information on the company’s competence based performance
management system and for manager on providing feedback.
People+career – information on all of PSN’s global job opportunities and
training courses that can help people reach their future career goals.
People+welcome – information for new starts on the company in the form of
an interactive induction programme.
People+reward – information for employees and managers on all matters
relating to compensation and benefits
(e) Corporate Training and Development Programmes
(i) - What can we do to help?
From a training perspective, we can do as much or as little to help depending on
the demands of the project. We develop standards and tools for the projects to
use and some of those are outlined below:
(ii) - PSN Competence Assurance Framework
From the basis of our Core Values, during 2008 we developed a PSN Competence
Management Framework based on our many years of competency development to
recognise and capture the skills and knowledge of our people and to demonstrate
to statutory bodies, and to our customers, that a healthy and safe workforce is our
greatest priority.
The system provides a comprehensive basis for nurturing the development of PSN
people’s skills throughout its global network.
Within the PSN Competence Management Framework we use the HSE definition of
Competence. This states “Competence is a combination of practical and thinking
skills, experience and knowledge, including a willingness to undertake work
activities in accordance with agreed standards, rules and procedures”.
We have experience of working with clients to ensure that their competence
requirements match with our own. We will use any existing client competence
assurance framework as the benchmark for ensuring the PSN Competence
Management Framework meets your requirements.
Benefits of our framework:
Flexibility – we can apply the framework to job roles from craft to
technician level, and will take prior experience and training into account.
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Risk ranking – we look at each job role individually and assign a risk
ranking which will influence the frequency of re-assessments giving you
reassurance that we have people with up-to-date skills
Assessing ‘ad hoc’ workers – a short competence assessment process
can be undertaken to ensure that workers who are only with us for up to
three months have a record of assessment.
(iii) - Deployment of the Framework
We engage our supervisors and managers in the process of deploying the
Competence Management Framework – they are key to the success of the
process. They provide their own people with an induction into the competence
assessment framework used on their own project, regardless of location. By
engaging our supervisors and managers, there is a clear link to the heart of our
operations.
(iv) - How does it work?
Site-based workers are assessed through a combination of self and supervisor-led
analysis on an on-going basis. We work with our clients to create training
matrices which reflect the training needs of each specific project.
The evidence generated by carrying out the work within the standards, which
must be auditable, is assessed by trained Assessors, and the quality and
consistency of these assessments is reviewed by trained Internal Verifiers.
Assessment Logbooks have been created to capture the results of the
assessments.
The Competence Management Framework is analysed through a process of risk or
priority ranking of each competence standard to ensure that the assessment
process is focused in the most appropriate direction for each job role within the
project, and outlining the requirements for re-assessment, e.g. low priority (risk) 3
yearly; medium priority (risk) 2 yearly and high priority (risk) annually.
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(v) - PSN Performance Review Process
People+ Review
We will implement our performance management process, People+ Review, on
the SPEX contract. People+ Review is our tool for ensuring that our people have
the feedback, development and recognition they need to succeed in their role and
have an eye to their future career development.
Training Records – A Common Standard
We set out a common standard for maintaining training records.
Corporate HR Visibility
The Philippines project is fully supported by the corporate Training team. The Asia
Pacific Training Adviser provides assistance with training and delivery plans and
ensures the project has access to and utilises both corporate and regionally based
training information to support their operational needs.
Case Study
Supervisory Skills Training
Our Asia Pacific Training Adviser spent time with our site Training Lead at the
Tabangao Refinery to share training materials on Supervisory skills. This followed
excellent feedback from our Client and our own project managers on the type of
training which was already offered at the PSPC Refinery. We were keen to share
the knowledge of this training and the corporate training packages which were
already available elsewhere in the network to create a comprehensive Supervisory
Skills package.
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The Network Knowledge
Visits from corporate team to our different sites help strengthen this relationship.
A recent visit to the Philippines by the UK Training Lead resulted in identification
of several local training providers who have links with the globally recognised
Offshore Petroleum Industry Training Organisation (OPITO). As OPITO is the
industry’s focal point for skills, learning and workforce development and are
responsible for setting industry training standards for offshore workers, the team
in the Philippines can now work with these local providers to understand and
deliver training that meets these standards.
Maintaining Standards
We have regular audits by clients and third party organisations. Currently the
corporate Training Team complies with the ISO9001:2000 requirements.
(f) Corporate Quality System
(i) - PSN Management System
PSN has an on-line management system (PSN MS) which includes a full range of
processes and procedures for all aspects of the services we provide. PSN MS is
certified to ISO 9001:2000 by Lloyds Register in the UK and Kazakhstan, by Quasar
in Canada, and DNV in Australia.
Please refer to TA-16.1 Quality Plan for Shell Malampaya for a comprehensive
listing of applicable Management System processes and procedures.
PSN use the industry respected Synergi and TapRoot systems for Incident
Management, to retain and classify incident information, generate incident
frequencies and analyse root causes. This can be at Corporate PSN wide level, or
regional, business unit and project level, allowing effective benchmarking of our
performance and lessons to be communicated across all of our projects.
(ii) - Training and Upskilling
Maintaining Standards
We have regular audits by clients and third party organisations. Currently the
corporate Training Team processes comply with the ISO9001:2000 requirements.
Additionally, the PSN Competence Management Framework is subject to the
following quality management processes:
Regular informal client review
Formal client audits
Internal audits and process health check reviews
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Feedback from awarding body external audits (e.g. OPITO)
Global Training Policies:
Employee Development Policy (HRM-POL-023)
Competence Development & Assessment Policy (HRM-POL-016)
Performance Review & Appraisal Policy (HRM-POL-032)
Competence Systems & Procedures Manual (HRM-MAN-
016)
Competence Assurance system Implementation
Framework
(HRM-PCM-040)
Onshore Competence Assurance (HRM-PCM-033)
Performance Review Process (People+ Review) (HRM-PCM-017)
Training Booking Administration (HRM-PCM-019)
Competence Management Induction Form (HRM-FRM-037)
Generic Competence Assessment Form (HRM-FRM-078)
Knowledge Tables (HRM-FRM-046)
Training Request Form (HRM-FRM-027)
(iii) - Supplier Evaluation
PSN has developed and implemented a supplier questionnaire and evaluation
process to ensure that all suppliers and sub-contractors used by PSN have
achieved the specific level of HSEQ, legislative and commercial competency
appropriate for the nature of materials and services provided. If a supplier is
accepted, the details of the materials and services provided are added to PSN’s
Approved Supplier Register (ASR) and thereafter, are regularly reviewed. We
maintain Individual supplier records in the PSN ASR. This is a web based system
which holds substantial detail and provides an invaluable tool for communicating
information and feedback on supplier performance. Vendor Evaluation and
Management Process PNM-PCM-003 can be found in Attachment TA-15.1.f(iii).
(iv) - Purchasing Procedures
PSN control procurement activities in each location by working to robust
documented procedures and adopting standard templates. Our primary objective
is to ensure the cost effective and timely provision of equipment, bulk materials
and services in accordance with all technical requirements. PSN select suitable
bidders using the ASR and client recommended sources. PSN procedures dictate
clear financial bidding thresholds and guidance on competitively bid work.
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We have a large number of competitive agreements in place with key suppliers,
which decrease tender timelines and deliver commercial and quality advantages.
Procurement is responsible for preparing commercial bid evaluation and a joint
recommendation for review and approval.
The bid evaluation and joint recommendation should consider factors pertinent to
the award including, but not limited to: technical and HSEQ acceptability, ability to
deliver in accordance with the schedule/procurement plan, cost competitiveness
and compliance with our terms and conditions. General Procurement Process PNM-
PCM-004 and Global Package Procurement PNM-PCM-005 can be found in
Attachment TA-15.1.f(iv).
(v) - Internal Quality Control
PSN conduct robust internal Quality Audit programmes across each of the PSN
managed projects and contracts. These are produced annually and the audit
outcomes are carefully scrutinised for root cause with subsequent findings and
recommendations being logged in the PSN continuous improvement tool –
“IMPact”. The actions are then tracked on a weekly basis and additionally at the
monthly Management Review. This ensures that Opportunities for Improvement
and Non-conformances maintain a high profile until satisfactorily closed out.
(vi) - Inspection and Test Procedures
The PSN Management System (PSMS) contains a comprehensive suite of
processes and procedures carefully designed to ensure that all project
manufacturing and service activities can be methodically managed with effective
reporting mechanisms in place. Each activity can be monitored and checked as
required. PSN have available the option to either call-off project discipline QA
Engineers to conduct inspections or alternatively PSN have frame agreements with
external inspection agencies, should there be a requirement to utilise their
services where project engineering time is restricted for various reasons. Third
party inspection agencies are subject to the relevant PSMS inspection and Test
procedural requirements.
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(g) Existing Corporate Materials Procurement Organization
(h) Engineering capability
PSN offer a shared engineering resource for those customers and projects where
demand does not warrant a dedicated team or until such time that we can deploy
a dedicated engineering team to the customer’s project site. Our Central
Engineering (CE) group provides the full range of services on a ‘pay-as-you-use’
basis. This enables our customers to benefit from these services without
committing to the full exposure of a dedicated project team, including project
services support.
We have a proven track record in providing cost effective, quality support to
operational assets both offshore, in oil and gas production facilities, and onshore
with oil and gas, refinery and LNG production and reception facilities and
petrochemical plants.
Our global workforce of more than 8,000 includes over 1,500 engineering, design
and drafting personnel, based in our network centres in the UK, Canada, Australia
and Kazakhstan. With over 30 years of experience across a broad client base, we
offer our customers a portfolio of support service provision which includes:
Project management
Capital developments
Brownfield facilities modifications management
Engineering, studies, design and procurement
Construction and shutdown management and services
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Hook-Up, commissioning and start-up
Structural integrity analysis
Integrated services contracts
(i) PSN Engineering Support Strategy for SPEX
Introduction
PSN has carefully reviewed SPEX’s requirements for provision of engineering for its
Malampaya Asset. Our strategy has been developed to ensure that PSN deliver
the right skills as and when required by the Asset that assures SPEX that we will
always be able to meet key project deadlines.
Manila
Based in Manila there will be a number of support engineers who will be tasked
with responding to day to day engineering activity. They will work with the
designers to provide timely fit for purpose solutions to the immediate
requirements of operations in a Brownfield environment.
It is not our intention to develop a larger engineering support team in Manila. Our
experience has shown that it is not possible to attract and retain the correct
quality of Brownfield oriented staff with a workload that will be both variable in
size, type and uncertainty in timing.
It is therefore our intention to network to our other locations in order to provide a
cost effective service to SPEX. We will develop an Interface Document for the
project which will allow the decision to be made as to which scopes will be kept in
Manila and which will be transferred to the other offices. The document will be
developed to allocate work to where it can be undertaken to the correct quality at
an acceptable cost and in a timely manner.
Singapore
We are currently developing our capability in Singapore focused on providing
Brownfield engineering to the market across Asia Pacific. We chose Singapore for
our regional engineering office on the basis of being able to attract, recruit and
retain a high calibre of skilled personnel. We are using personnel from our Central
Engineering group from Aberdeen to support the start up and to provide all the
base procedures, systems and control processes necessary to run our Brownfield
engineering activities.
Singapore will be our primary office for additional workload from Manila. As we
understand more of the requirements of SPEX both in terms of scope and timing
then we will bring in the appropriate disciplines to undertake the work.
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In the short term we have a relationship with a Singapore based company called
MES who have over 80 multi-discipline offshore experienced engineers who will
work with us to complete these early scopes in a timely manner.
In our Singapore office we will locate a PSN focal point who is experienced in
Brownfield modifications. The project focal point will ensure that work is received
from Manila and allocated to the correct group. One of the key tasks of the focal
point will be to ensure that the work is undertaken with a Brownfield focus
according to our bespoke systems and procedures.
Melbourne
Should we need to undertake more complex scopes and/or FEED then we would
propose to use our Melbourne office. We currently have over 300 engineers
located in our office in Melbourne. This office is a full multi-discipline engineering
procurement and construction based business. Currently the office is undertaking
work for ESSO, SEIC and ENL. We propose to use our senior manager Rob McEwen
as the focal point for the Melbourne scopes. Rob previously worked for SPEX and
has therefore a good knowledge of the Malampaya Asset.
Central Engineering Group
Based in Aberdeen we have a multi-discipline engineering and construction group
which also includes specialist engineering teams for pipe stressing, rotating
equipments, static mechanical equipments, HVAC , materials engineering etc.
Central Engineering (CE) is available to support projects on a global basis either by
undertaking scopes of work in Aberdeen or deploying teams in country for surveys
and preparing scopes. This team has experience of working with Shell through
supporting contracts in Sakhalin and Gabon. (see (ii) Corporate “Home Office”
Support for more detail).
Mumbai
As part of our Regional strategy we have been investigating the engineering
market in India and have selected a strategic Engineering partner for supporting
us across Asia Pacific. We have identified a company called Pyramid based in
Mumbai as our regional strategic partner. Pyramid are a multi-discipline
engineering house with experience of work in both the UK North Sea and the
Middle East, working to international engineering standards.
We are only in the early stages of developing our working relationship with
Pyramid, however PSN believes that once our working interfaces have been
developed we would be able to offer SPEX a substantial cost advantage over using
other locations. We hope that this option may be of interest to SPEX in the future.
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(ii) - Corporate “Home Office” Support
Engineering Resource
We have 80+ competent qualified multidiscipline personnel available within our
Central Engineering (CE) Department who can provide stand-alone services and/or
cater for peak loading on all of our global projects There are also dedicated
specialist resources available in the group These personnel would be available
short term in order to service your engineering requirements. The table overleaf
summarises the groups direct resources available.
Role / Position No Role / Position No
Project Manager / Engineering
Manager
2 Cost Specialist 1
Project Engineers 3 Planning Specialist 1
Process Engineers 5 Procurement &, Fabrication 1
Piping Engineers 3 Information Management 2
Piping Designers 3 Finance & Admin 3
Structural Engineers 4 HSEQ Engineer 1
Structural Designers 3 Safety & Environmental Engineer
(CSG)
10
Electrical Engineer 3 Vessel Specialists 4
Electrical Designers 2 Rotating Equipment Specialists 2
Instrument Engineering 4 Asset Integrity Engineers (AIG) 6
Instrument Designers 1 HVAC Engineer 1
Construction & Commissioning
Engineers
4 CAD Group 6
Pipe Stress Engineers 3 Metallurgy & Corrosion Engineers 2
CE is a fully functional project team covering all aspects of project work including
Engineering, Procurement, Construction & Commissioning and Project
Management. Unlike a dedicated project, CE services are provided on a ‘pay-as-
you-use’ basis, such that a customer will only pay for the personnel and functions
they actually need and when they use them.
Typical engineering support and project involvement by the team include:
Single discipline Checking/verification
Conceptual and FEED Studies
Mobilisation of engineers to supplement and support in country teams
Project delivery of Multi Discipline detail Design Scopes
Material Specifications, Procurement and delivery
Construction and Commissioning Management and Support
Safety and Environmental Studies
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Specialist Engineering Support to Operational Challenges
- Pressurised Vessels
- HVAC
- Pipe Stressing and Analysis
- Materials & Corrosion Consultancy
- Process CAD
On the Job Training & Development of National engineers
Asset Integrity analysis
The team has a proven track record supporting projects within the Network and
operate within a robust cost control and project reporting regime ensuring that
Management of Change is fully controlled and reported. The team has experience
in delivering on reimbursable, KPI and Lump Sum projects. A sample Central
Engineering (CE) Work Register can be found in Attachment TA-15.1.h.
To ensure personnel are available to meet different client schedules, scope is
scheduled in a production slot approach with delivery dates fixed into the
schedule once its been approved. Central Engineering resource manage via
integrated planning in Primavera. The Management of Change processes are
critical to successful resource management and are fundamental to the groups
operation.
In order to manage project, client and resource expectations there are a series of
project reviews established on a weekly basis and comprising weekly progress
reports, formal conference calls, minuted meetings as well as weekly cost,
planning and PCN reviews. Typical outputs are as per Figure TA15.1.1 overleaf:
Figure TA15.1.1 - Output
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(iii) - Specialist Resources
As well as technical resources to support ongoing multidiscipline engineering
Brownfield and Greenfield projects there is also extensive expertise available
within the “home office” support group, which provide the following specialist
services:
Structural Integrity Management
The structural integrity management process is designed to operate from
commencement of production until the end of field life and will be developed
around four fundamental processes:
Risk Assessment Process - to identify and communicate hazards.
Control Process - to manage hazards within an acceptable level of risk.
Continual Assurance Process.
Life Cycle approach to facilities integrity.
Structural Integrity Methodology will be developed to manage the ongoing
integrity of the structural systems during the operational life cycle of an asset. It
will be developed to demonstrate compliance with the appropriate regulations and
Standards, and to provide an auditable system. The methodology will utilise the
following:
Compliance with regulations
Structural Design Review.
Criticality based inspection.
Development of integrity assurance process.
Risk Based Integrity (RBI) Assessment
PSN extensively use risk based techniques to develop both internal and external
monitoring plans. This approach uses expert opinion to evaluate the probability
and the consequence of failure through a set of integrity threat guidelines.
This method can be applied to new or existing assets with the process of
continuous improvement to update and reflect the ongoing operation of the asset.
Corrosion Operational Support
PSN can provide general operational support to assignments, regarding
engineering solutions to challenges other than inspection related activities.
Possible activities include:
Corrosion monitoring implementation
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Protective coating selection/ evaluation / compliance
Total corrosion management implementation
Material selection consultancy for engineering modifications etc.
Engineering studies in support of clients requirements
Anomaly Management and Incident Investigation
Safety Engineering
Our Safety Engineering team have expertise in all areas of hazard management
from the preparation of design philosophies, at all stages of a project, through to
the quantification of risk using quantitative risk analysis techniques.
Our design philosophy capability covers areas such as:
Layout
Leak Prevention
Vent & Flare
Emergency Shutdown
Fire & Gas Detection
Fire & Explosion Protection
Temporary Refuge & Escape, Evacuation & Rescue (TR & EER)
Using bespoke packages, in house tools and specially selected third party
consultants we can provide guidance, advice and perform studies on:
Leak modelling
Gas dispersion modelling
Toxic gas analyses
Fire modelling
Explosion modelling (also
supported by third party
consultants)
Smoke and gas ingress analysis
TR & EER analyses
Complying with today’s legislation can involve adherence to many engineering
codes, national and international standards and codes of practice. We can prepare
all the necessary regulatory documentation for a project and act as the interface
between appointed bodies.
Loss prevention engineering is an integral part of the hazard management
process. Our particular area of expertise is in the design of active fire protection
systems. Our design experience covers UK and international onshore & offshore
sites with systems designed and operating to national and international codes and
standards.
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EIA &Environmental
Statement
ENVID
EnvironmentalOptimisation
Studies
Environmental Philosophy
Project / AssetAspects Register
Waste Management
Plan
EmissionsManagement
Plan
LifecycleAssessment
EnvironmentalAspectsRegister
EnvironmentalPerformanceEvaluation
ISO 14001EnvironmentalManagement
System
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Our Loss Prevention engineers are experienced users of PIPENET, a fluid flow
analysis tool that can:
Solve general flow problems
Perform transient analyses to resolves design issues such as hammer and
determine hydraulic forces for pipe stress analysis
Design deluge, ring main, water curtain, sprinkler or foam concentrate
systems complying with NFPA and other codes
We can also provide a variety of expertise in the field of reliability analysis to
ensure that the hardware safety integrity requirements, as defined in BS EN
61511, are achieved for any Safety Instrumented System. The analysis includes:
SIL Assessments
Failure Modes, Effects and Criticality Analysis
Common Cause Failure Analysis
Reliability Block Diagrams
Fault Tree and Event Tree Analysis
Environmental Engineering
Identifying and assessing the significance of environmental impacts at an early
stage in the project allows appropriate management measures to be incorporated
within the design. Identification of environmental hazards (ENVID) uses a process
similar to that used for identification of safety related hazards, HAZID. At the start
of any project activity (design, construction, commissioning and operations), the
preparation of an environmental philosophy sets the requirements for
environmental optimisation studies, development of an Environmental Impact
Assessment (EIA), Environmental Statement and Waste and Emissions
Management Plans. Underpinning the assessment process is the preparation of
the Aspects Register which lists all the environmental aspects (positive or
negative) and describes how each aspect is managed through measures which
prevent, detect, control and mitigate the hazards. The diagram below details the
PSN environmental model.
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Our environmental engineering team can provide support and guidance at each
stage of the project lifecycle and conduct the aforementioned studies to support a
project.
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This also includes conducting baseline surveys and developing training and
communication programmes for both office based engineers and site personnel.
We can also assist the client by acting as an interface between projects and third
party consultants.
Other areas of expertise and regions in which in-house expertise exists include:
Development of contractual
documentation to ensure
compliance of third parties to
Company HSE requirements.
Co-ordination of socio-economic
strategy and reporting
Audits & inspections
UK, offshore and onshore
Tropical rainforest
Desert / arid regions
Coral reefs
Coastal and mangrove
ecosystems
Areas of conservation
importance
(iv) - Engineering Tool Kit
PSN has a number of innovative tools we have developed that ensures delivery of
value adding engineering solutions to its clients, these are described below:
4D Solutions Challenge - Providing Flexibility to the Modifications
Process
Every aspect of a proposed scope of work is interrogated to determine whether a
different solution might be more appropriate. Around the four central challenges
of Delete, Defer, Diminish, and Different, (4D approach) we question the real
value of the proposed work, the inherent feasibility of each task, and the
appropriate methodology, processes, and procedures. This leads to increased
creative thinking and practical innovation. For SPEX, this means that we can
routinely find opportunities to do things safer, better, faster and more cost
effectively.
The 4D Solutions challenge is more about behaviour than specific processes. It
comes from the top and it is a challenge we embed in all our employees, to unlock
previously undiscovered savings. We have provided value to our clients by
challenging the obvious solution and providing an improved value approach, which
seeks the following outcomes:
Delete: Challenge the concept,
challenge the necessity. Is it really required?
Defer: Challenge the timing. Is this
required now or can the spend be
deferred until later?
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Diminish: Challenge the scope of work. Is it optimal, does it achieve what
is required at the lowest cost?
Different: Could we do it differently. Is there another way to provide
the same solution that may be more cost effective?
Our innovative 4D – Solutions challenge framework, coupled with the Right Size™
tiered approach, significantly enhances the final value we add to your assets. We
already use the concept of solutions challenge throughout our business. In
practice, this means that our employees challenge all work, to ensure that you
receive the right solution and maximum value for money.
The solutions challenge tool will deliver maximum benefit during the feasibility
assessment, conceptual engineering, and FEED stage of engineering and
modifications. It will do so by identifying an innovative solution or by reducing or
eliminating workscope.
Right Size™ Tiered Engineering
We have developed a Right Size process to classify engineering modifications
work according to our tiered engineering process. The classification is based on
complexity and risk, which ensures our engineering costs are appropriate to the
modification.
The main elements that comprise the PSN Project Management process based
upon the Right SizeTM approach are shown in Figure TA15.1.2.
We achieve this focus by taking a tiered approach to engineering change and work
execution, based on asset integrity and technical scope requirements. At the
scoping and FEED stages, work would be defined to be implemented as either tier
1, 2, 3 or 4, with scaled deliverables to match.
The process is based around four tiers, which are normally defined as:
Tier 1 - Minor maintenance modifications/asset support
Tier 2 - Minor operations enhancement/ asset enhancement
Tier 3 - Significant operational enhancement
Tier 4 – Major projects/asset development
The established benefits of the Right SizeTM approach are as follows:
Improved delivery focus
Improved communication and direction within the work teams
Higher work throughput and reduced turnaround time
Faster response
Reduced engineering costs
Reduced business services costs in planning, progress and cost reporting
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Better performance on KPIs (Client scorecard)
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Figure TA15.1.2 – Right Size Solution Process
Tier Engineering Process
For tiers 1 and 2 work the engineering activity would initially be undertaken by our
in country Engineering team. Thereafter, as workload increased or larger tier 3 or
4 work arose the work would be executed via the Engineering Support office.
It would be incumbent on our planning team to monitor and plan this workload to
ensure regular activity for a core team.
As we reach tiers 3 and 4, where projects become more stand alone we would
form specific project teams within the engineering support office who would
manage the work under a pre-defined set of control mechanisms. Any specialist
design activity would be undertaken by our networked design / engineering team
and the execution on site would be managed by the by the local project team
linked to safety, budget and timetable.
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Close interface with the O&M teams on site will ensure we are delivering the
correct results, safely and on time, and will ensure that there was direct O&M
input into design and the final product meets the end user requirements.
Work Planning System - WPS
Our Work Planning System is the core of our work management process. We
developed it to complement our existing tools by adding baselines, historical
tracking, S-Curves, histograms and level four job cards. WPS also has a materials
control feature linking the job cards and the procurement process.
Shell selected this system above those of our competitors, for use on the Sigma3
Integrated Services Contract, a joint venture between PSN, AMEC and Wood
Group, for the management of modifications on their Northern North Sea
platforms.
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TECHNICAL APPENDIX TA- 16: PROPOSED QUALITY ASSURANCE/CONTROL PLAN
1. The Tenderer shall be required to establish a quality assurance/control programme and procedures in accordance with PART 2 - TERMS AND CONDITONS and in conformity with the quality assurance system as specified in TECHNICAL SPECIFICATION and/or SCOPE OF WORK
The attached draft quality plan (Attachment – TA-16.1 – Shell Malampaya Quality
Plan) has been submitted in line with the scope of work as described in Invitation
to Tender Document C – Part 4.
2. The Tenderer is required to submit with its Tender a brief synopsis of its intended Quality Assurance/Control Plan specifically design for this tender.
It has been structured in order to give the COMPANY a clear understanding of
PSN’s capabilities in this particular instance, and to be aware that the finalised
Quality Plan upon award would be robust in its ability to ensure that all the
necessary processes and procedures were in place thus establishing a sound
base from which the project can be referenced and successfully managed. Refer
to Attachment TA-16.2 for a Quality Plan Template.
3. Tenderer shall submit Tenderer's existing QA/QC Manual (for both engineering and maintenance services).
PSN operate an on-line management system. The submitted draft Quality plan
contains a comprehensive listing of both Maintenance and Engineering processes
and procedures. These have been developed over a number of years resulting in
a suite of robust discipline activities capable of ensuring full compliance to the
requirements of any relevant engineering/maintenance activity. The draft
Quality Plan can be found in Attachment TA-16.1 – The PSN Management System
Index can be found in Attachment TA-16.3.
4. COMPANY may perform pre-award assessment of technical and QA capabilities based on the QA requirements set out in this ITB.
PSN would extend the necessary time and expertise to allow the COMPANY to
perform a pre-award assessment of PSN’s Technical and Quality Assurance
capabilities.
5. Refer to Attachment 16-1.
The attached questionnaire shall be thoroughly completed by Tenderer for COMPANY to assess Tenderer 's compliance with requirements of the ITB.
Please refer to the Attachment TA-16.1 Quality Assurance/Control Plan for our
completed questionnaire.
6. The Tenderer shall submit the following procedures for Company Evaluation. Failing to submit this will jeopardise the Tender submission.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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i) Sub-Contracting Procedures
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Production Services Network has, within the Management System, under the
Contract Administration Section are a comprehensive suite of processes,
procedures and standard forms to manage the contract and sub-contract
activities on all PSN run contracts.
Please refer to Attachment TA – 16.6(i) for examples of sub-contracting
procedures / processes.
ii) Cost Plus and Purchasing Procedures
Please refer to Attachment TA-16.6(ii) for examples of purchasing procedures.
iii) Workpack Preparation & Planning & Control Procedures
PSN has within it’s Management System a number of processes and procedures
that are used for workpack preparation, planning and control. These can be used
in conjunction with client processes and procedures or stand alone.
Please refer to Attachment TA-16.6(iii) for examples of PSN’s Work pack
Preparation & Planning & Control procedures.
iv) Cost Monitoring and Cost Control Procedures
Production Services Network implements cost monitoring and cost control
processes and procedures as per the PSN Management System.
Examples are included in Attachment TA-16.6(iv).
v) Welding and Painting Procedures.
Production Services Network holds a Welding and Materials library of up-to-date
weld procedures and weld qualifications. It is to be noted that the Shell operated
North Sea Platform contract has been run by the Joint Venture Company –
Sigma3, of which PSN are a partner. All weld procedures and weld approvals held
by PSN are also utilised by Philippines Shell Production Company as appropriate.
Please refer to Attachment TA-16.6(v) for a range of current weld procedures. In
the case of Painting procedures, we develop Project specific paint procedures
where we are responsible for this activity based on the client painting
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specifications or the Manufacturers painting specifications providing it is
acceptable to PSN.
An example of this is on the Shell PSPC Contract where we provide maintenance
and modifications support to the Refinery in Tabangao, Batangas. We have
attached the project procedure and supporting pro-formas which we use on this
contract. The procedure references the following Shell DEP Painting and
Insulation specifications,
DEP 30.48.00.31 – Painting and Coating of New Equipment
DEP 70.80.10.10 – Maintenance Painting
DEP 30.46.10.31 - Thermal Insulation
DEP 3146.10.31 - Thermal Insulation
Copies of these of these are also attached which demonstrates our familiarity
with the Shell systems and specification in this area.” Refer to Attachment TA –
16.6(v).
7. The Tenderer shall enter its company name and chop and sign each page of this Appendix.
8. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL PROPOSAL ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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APPENDIX 16-1
QUALITY ASSURANCE / CONTROL QUESTIONNAIRE
TENDERER TO ANSWER/PROVIDE INFO TO ALL OF THE FOLLOWING QUESTIONNAIRES.
This Questionnaire shall be completed by Tenderer for assessment of Tenderer’s Quality System and its ability to comply with the requirements of the ITT.
Please answer all questions as accurately as possible and if a particular question is not applicable, write “N/A”.
1.0 TENDERER DECLARATION
We confirm that COMPANY and/or its representative shall be given access for pre-award evaluation, if required.
We confirm the information provided is correct to the best of our knowledge.
Pat Bonner Global HSEQ Manager Production Services
Network Signature Name Title / Position Company
16th February 2009
_____________ ____________ ____________ ___________ _________ DateSignature Name Title / Position Company
Date
(To be signed by a senior member of Tenderer’s Management - QA Manager or equivalent).
2.0 (NOT USED)
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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APPENDIX 16-1 (CONT’D)
3.0 QUALITY SYSTEM
3.1 What Quality System Standard is the basis for your Quality System?
ISO 9001:2000_______________________________________________________________________
3.2 When did you first establish a formal documented QA System?
_______________________________________________________________________ISO approval first achieved in May 1992
3.3 Does your Quality System meet the full QA requirement stated in this Bid?
____X______ ___________ Yes ____________ No,___________ Partly, Give details
3.4 Do you hold a valid certificate of Quality System approval from any authority or assessment agency?
____ X ______ ___________ Yes ____________ No,___________ Partly, Give details
If yes, please attach a copy of this certificate and state its validity date and the work coverage.
_______________________________________________________________________
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3.5 If you do not have Quality System accreditation from an internationally recognized authority or assessment agency, do you intend to obtain accreditation in future?
___________ Yes ____________ No,___________ Partly, Give details
If yes, please state when.
_______________________________________________________________________
3.7 Have you been audited by the COMPANY or its representative?
______X _ ______ ______________ Yes ______________ No
If yes, state date of last audit.
Reference Attachment 16-1 Quality Plan Section 3.7 – please be advised that
the PSN managed Sakhalin Energy Investment Company Ltd Project was audited
by the COMPANY on the 22nd and 29th October 2007 at PSN’s Melbourne office.
Additionally, the Shell PSPC contract in the Philippines was last audited
((HSSE)MS) by the COMPANY in January 2008.
_______________________________________________________________________
3.8 Is the QA Manual / System description submitted with this Bid an accurate description of your present organisation and the quality system?
_______YES______ Requirements fully implemented
_________________ Requirements fully implemented
_________________ Requirements partly implemented ; Give details :
Details of PSN QA manual / system are contained within the submitted
Quality Plan. Refer to TA16.1
______________________________________________________________________________
__________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
APPENDIX 16-1 (CONT’D)
3.9 Are there any recent changes in the organisation or procedures that are not described in your QA Manual? Give details.
All changes whether to the organisation and / or procedures are addressed
at the time and subsequently PSN can confirm that our QA manual is up to
date.
_______________________________________________________________________
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_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_______________________________________________
3.10 Does the organisation have a nominated QA Manager / Representative?
Name : Pat
Bonner________________________________________
Job Title : Global HSEQ Manager
_______________________________
To whom does he report : Chief Executive
Officer_______________________________
(state position)
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What functions does he perform? (State all functions and not only those performed as a QA Representative).
Leading staff of HSE and Quality professionals
Managing HSE and Quality Budgets
Responsible for PPR of HSE and Quality Managers
Approving UK, International and US PSN HSE and QBE strategies and
plans and ensuring alignment with business strategies
Ensuring PSN Audit and Assessment expectations are implemented on
projects
Overviewing the quality of HSE and Quality input to International and UK
proposals
Resourcing key HSEQ personnel
Ensuring the implementation of the PSMS on PSN projects
Ensuring a continuous improvement culture is embedded in PSN and that
Continuous improvement tools are applied
Ensuring maintenance of ISO9001, 14001 and OHSAS18001 certifications
Participates in and disseminates information from industry forums
Leads the implementation of HSE risk management strategies
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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APPENDIX 16-1 (CONT’D)
3.11 Has your QA Manager / Representative received any formal training in Quality Assurance? If so, please provide details (e.g. Training received, dates, etc).
Chartered Quality Professional (CQP) Status by CQI – September 2008
Member of Chartered Quality Institute – May 2007
Facilitator Training for Investment in Excellence (Pacific Institute) –
December 2005
“Tap Root” Cause Analysis Course – December 2005
Risk Analysis and Management Course (ECITB) – March 2003
Advanced EMS Auditing Course for Quality and Environmental Personnel
(IEME Approved) – July 2001
The Institute of Quality Assurance (MIQA) – Full Membership – February
1992
Institute of Quality Assurance Membership Group A3 Examination –
November 1991
Day Quality Auditing Course (Quality Management International) – June
1987
Numerous internal courses covering Auditing Continuous Improvement,
etc.
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_____________________________________________________________________________________
___________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
________________________________________________
3.12 Are Quality System Audits performed within your own organisation?
____X_________________Yes ___________No
If yes,
o State who performs these audits
o When was the last audit performed (Month / Year)
o Attach a sample copy of an audit report
o Attach a copy of your audit schedule
Audits performed by qualified auditors at both project and corporate level
Last audit performed on 9th January 2009
See attached sample audit report – Attachment TA16.1.3.12
See attached audit schedules for both corporate and projects – Attachment
TA16.1.3.12
_____________________________________________________________________________________
___________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
3.13 How do you evaluate / monitor your Sub-Contractor?
(Tick as applicable).
__ _ X _______ Quality surveys / QA system audits
___ X ______ Record of Sub-Contractor performance
___ X ____ __ Planned inspection visits to Sub-Contractors
_ _ X _ _____ Planned expediting visits to Sub-Contractors
___ X _______ Incoming inspection
____________ Quality surveys / QA system audits
____________ Record of Sub-Contractor performance
____________ Planned inspection visits to Sub-Contractors
____________ Planned expediting visits to Sub-ContractorsTenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
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____________ Incoming inspection
___N/A_________ Other (specify):
________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
__________________________________________
PSN conduct a variety of methods for control of sub-contractors. This
basically is in line with the above methods and detailed in TA15.
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APPENDIX 16-1 (CONT’D)
3.14 How do you evaluate / monitor your Vendors?
(Tick as applicable).
____X____ Quality surveys / QA system audits
____X____ Record of Sub-Contractor performance
____X____ Others (specify):
____X____ Planned expediting visits to Sub-Contractors
____X____ Incoming inspection
____N/A__ Others (specify):
__________ Quality surveys / QA system audits
__________ Record of Sub-Contractor performance
__________ Others (specify):
__________ Planned expediting visits to Sub-Contractors
__________ Incoming inspection
__________ Others (specify):
All of the above methods are utilised. Additionally PSN have an “Approved
Supplier Register” (ASR) which carries details of PSN approved suppliers
performance related to HSE, Quality and commercial activities.
________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
________________________________________________
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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3.15 List Quality Procedures to be employed for this Contract (Identify)
A full list of Quality procedures is located in Attachment TA16.3
_____________________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
___________________________________
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TECHNICAL APPENDIX TA-17: COMPLIANCE WITH SHELL’S TERMS AND CONDITION
1. The SHELL’S TERMS AND CONDITIONS COMPLIANCE LIST is attached as TABLE below. Tenderer is to be duly filled in by means of "YES" or "NO" in the appropriate row and column.
If response is "Yes", the remarks column shall include the statement "Fully comply".If “NO”, please provide your reason(s) as part of your qualification to contract under TECHNICAL APPENDIX 1 – QUALIFICATIONS.
2. Tenderer shall enter its Company name and initial on this page.
3. THIS APPENDIX SHALL BE COMPLETED AND INCLUDED IN TENDERER’S TECHNICAL SUBMISSION ONLY
Item No.
SHELL’S TERMS AND CONDITION COMPLIANCE LIST
COMPLIANCE YES/NO
REMARK
1.0 Part 2, Clause 6.0 Prices and PaymentsYes Fully Comply
2.0 Part 2, Clause 7.0 Taxes and DutiesYes Fully Comply
3.0 Part 2, Clause 8.0 Term of Payments
Net 30 days upon receipt of correct invoice and all appropriate supporting documents.
Yes Fully Comply
4.0 Part 2, Clause 10.0 Liability and IndemnificationNo See Qualification
Table in TA1
5.0 Part 2, Clause 11.0 Limitation of LiabilityNo See Qualification
Table in TA1
6.0 Part 3, Clause 12.0 Confidential Information And IT Security Agreement
No See Qualification Table in TA1
7.0 Part 2, Clause 15.0 Business PrincipleYes Fully Comply
8.0 Part 2, Clause 16.0 Law, DisputesYes Fully Comply
9.0 Part 2, Clause 17.0 Insurance by ContractorNo See Qualification
Table in TA1
10.0 Part 2, Clause 24.0 Parent Company GuaranteeYes Fully Comply
11.0 Part 2, Clause 25.0 Bank Guarantee No
12.0 Part 2, Clause 27.0 Changes to The ServicesYes Fully Comply
13.0 Part 2, Clause 28.0 GuaranteeNo See Qualification
Table in TA1
14.0 Part 2, Clause 33.0 Personnel of the Contractor and Subcontractors
Yes Fully Comply
15.0 Part 2, Clause 37.0 Default of the ContractorYes Fully Comply
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Item No.
SHELL’S TERMS AND CONDITION COMPLIANCE LIST
COMPLIANCE
YES/NO
REMARK
16.0 Part 2, Clause 39.0 Discontinuance and TerminationNo See Qualification
Table in TA1
17.0 Part 2, Clause 40.0 Force MajeureYes Fully Comply
18.0 Part 2, Clause 47.0 Intellectual Property RightsYes Fully Comply
19.0 Part 2, Clause 52.0 CONTRACTOR’s Obligations for Safety, Health and Welfare
Yes Fully Comply
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TECHNICAL APPENDIX TA-18: COMPLIANCE WITH SHELL’S STATEMENT OF GENERAL BUSINESS PRINCIPLES
1. Tenderer shall study PART 2 – GENERAL CONDITIONS OF CONTRACT Clause 15 Business Principles and Shell’s Group Statement of General Business Principles (SGBP) attached below. Tenderer must complete the Questionnaire below fully.
2. Tenderer shall enter its company name & chop and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL SUBMISSION ONLY.
SHELL GENERAL BUSINESS PRINCIPLES (SGBP) QUESTIONNAIRE
Please tick ( ) as appropriate
Yes No
1.0 Have you read and understood Clause 15 - Business Principles, of Part 2 – General Conditions of Contract?
√
2.0 Do you understand the SGBP (a copy of which is attached to this Appendix)?If not, please explain why not.
√
3.0 Do you agree to comply fully with Clause 15 - Business Principles, of Part 3 – General Conditions of Contract?
√
If no, please provide your reason(s) as part of your qualification to contract under TECHNICAL APPENDIX 1 – QUALIFICATIONS.
4.0 In the event of a subcontract (if applicable), will you ensure that your appointed Subcontractor acknowledges and understands the SGBP?
√
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SHELL GROUP “STATEMENT OF GENERAL BUSINESS PRINCIPLES”
Introduction
The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. The objectives of the Shell Group are to engage efficiently, responsibly and profitably in oil, gas, chemicals and other selected businesses and to participate in the search for and development of other sources of energy to meet evolving customer needs and the world’s growing demand for energy. We believe that oil and gas will be integral to the global energy needs for economic development for many decades to come. Our role is to ensure that we extract and deliver them profitably and in environmentally and socially responsible ways. We seek a high standard of performance, maintaining a strong long-term and growing position in the competitive environments in which we choose to operate. We aim to work closely with our customers, partners and policy-makers to advance more efficient and sustainable use of energy and natural resources. *Royal Dutch Shell plc and the companies in which it directly or indirectly owns investments are separate and distinct entities. But in this publication, the collective expressions 'Shell' and 'Shell Group' may be used for convenience where reference is made in general to those companies. Likewise, the words 'we', 'us', 'our', and 'ourselves' are used in some places to refer to the companies of the Shell Group in general. These expressions are also used where no useful purpose is served by identifying any particular company or companies.
Our Values
Shell employees share a set of core values - honesty, integrity and respect for people. We also firmly believe in the fundamental importance of trust, openness, teamwork and professionalism, and pride in what we do.
Sustainable Development
As part of the Business Principles, we commit to contribute to sustainable development. This requires balancing short and long term interests, integrating economic, environmental and social considerations into business decision-making.
Responsibilities
Shell companies recognise five areas of responsibility. It is the duty of management continuously to assess the priorities and discharge these inseparable responsibilities on the basis of that assessment.
a. To shareholders To protect shareholders’ investment, and provide a long-term return competitive with those of other leading companies in the industry. b. To customers
To win and maintain customers by developing and providing products and services which offer value in terms of price, quality, safety and environmental impact, which are supported by the requisite technological, environmental and commercial expertise.
c. To employeesTenderer’s Company Name: PSN PRODUCTION SERVICES
NETWORK PHILIPPINES CORPORATION
Signature:
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To respect the human rights of our employees and to provide them with good and safe working conditions, and competitive terms and conditions of employment.
To promote the development and best use of the talents of our employees; to create an inclusive work environment where every employee has an equal opportunity to develop his or her skills and talents. To encourage the involvement of employees in the planning and direction of their work; to provide them with channels to report concerns.
We recognise that commercial success depends on the full commitment of all employees d. To those with whom we do business
To seek mutually beneficial relationships with contractors, suppliers and in joint ventures and to promote the application of these Shell General Business Principles or equivalent principles in such relationships. The ability to promote these principles effectively will be an important factor in the decision to enter into or remain in such relationships. e. To society To conduct business as responsible corporate members of society, to comply with applicable laws and regulations, to support fundamental human rights in line with the legitimate role of business, and to give proper regard to health, safety, security and the environment.
Principle 1: Economics
Long-term profitability is essential to achieving our business goals and to our continued growth. It is a measure both of efficiency and of the value that customers place on Shell products and services. It supplies the necessary corporate resources for the continuing investment that is required to develop and produce future energy supplies to meet customer needs. Without profits and a strong financial foundation, it would not be possible to fulfil our responsibilities. Criteria for investment and divestment decisions include sustainable development considerations (economic, social and environmental) and an appraisal of the risks of the investment.
Principle 2: Competition
Shell companies support free enterprise. We seek to compete fairly and ethically and within the framework of applicable competition laws; we will not prevent others from competing freely with us.
Principle 3: Business Integrity
Shell companies insist on honesty, integrity and fairness in all aspects of our business and expect the same in our relationships with all those with whom we do business. The direct or indirect offer, payment, soliciting or acceptance of bribes in any form is unacceptable. Facilitation payments are also bribes and should not be made. Employees must avoid conflicts of interest between their private activities and their part in the conduct of company business. Employees must also declare to their employing company potential conflicts of interest. All business transactions on behalf of a Shell company must be reflected accurately and fairly in the accounts of the company in accordance with established procedures and are subject to audit and disclosure.
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Principle 4: Political Activities
a) Of companies
Shell companies act in a socially responsible manner within the laws of the countries in which we operate in pursuit of our legitimate commercial objectives.
Shell companies do not make payments to political parties, organizations or their representatives. Shell companies do not take part in party politics. However, when dealing with governments, Shell companies have the right and the responsibility to make our position known on any matters, which affect us, our employees, our customers, our shareholders or local communities in a manner which is in accordance with our values and the Business Principles.
b) Of employees
Where individuals wish to engage in activities in the community, including standing for election to public office, they will be given the opportunity to do so where this is appropriate in the light of local circumstances.
Principle 5: Health, Safety, Security and the Environment
Shell companies have a systematic approach to health, safety, security and environmental management in order to achieve continuous performance improvement. To this end, Shell companies manage these matters as critical business activities, set standards and targets for improvement, and measure, appraise and report performance externally. We continually look for ways to reduce the environmental impact of our operations, products and services.
Principle 6: Local Communities
Shell companies aim to be good neighbours by continuously improving the ways in which we contribute directly or indirectly to the general well-being of the communities within which we work. We manage the social impacts of our business activities carefully and work with others to enhance the benefits to local communities, and to mitigate any negative impacts from our activities. In addition, Shell companies take a constructive interest in societal matters, directly or indirectly related to our business.
Principle 7: Communication and Engagement
Shell companies recognise that regular dialogue and engagement with our stakeholders is essential. We are committed to reporting of our performance by providing full relevant information to legitimately interested parties, subject to any overriding considerations of business confidentiality. In our interactions with employees, business partners and local communities, we seek to listen and respond to them honestly and responsibly.
Principle 8: Compliance
We comply with all applicable laws and regulations of the countries in which we operate.
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Living by our Principles
Our shared core values of honesty, integrity and respect for people, underpin all the work we do and are the foundation of our Business Principles. The Business Principles apply to all transactions, large or small, and drive the behaviour expected of every employee in every Shell company in the conduct of its business at all times. We are judged by how we act. Our reputation will be upheld if we act in accordance with the law and the Business Principles. We encourage our business partners to live by them or by equivalent principles. We encourage our employees to demonstrate leadership, accountability and teamwork, and through these behaviours, to contribute to the overall success of Shell. It is the responsibility of management to lead by example, to ensure that all employees are aware of these principles, and behave in accordance with the spirit as well as with the letter of this statement. The application of these principles is underpinned by a comprehensive set of assurance procedures, which are designed to make sure that our employees understand the principles and confirm that they act in accordance with them. As part of the assurance system, it is also the responsibility of management to provide employees with safe and confidential channels to raise concerns and report instances of non-compliance. In turn, it is the responsibility of Shell employees to report suspected breaches of the Business Principles to Shell. The Business Principles have for many years been fundamental to how we conduct our business and living by them is crucial to our continued success.
Jeroen van der Veer, Chief ExecutiveAugust 2005 Shell International Limited 2005 Permission to reproduce any part of this publication should be sought from Shell International Limited. Permission will usually be given, provided that the source is acknowledged. The first edition of the Statement of General Business Principles was published in 1976. It was updated in 1984, 1988, 1990, 1994, 1997 and 2005.
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TECHNICAL APPENDIX TA19 - TENDERER'S FINANCIAL INFORMATION
1. The Tenderer and its Parent/Principal Company (where applicable) are required to submit the following as evidence of the Tenderer's credit worthiness and financial soundness:
(a) Certified copies of the Tenderer and Principal's audited report and accounts for the last 3 financial years i.e. audited financial report for 2005, 2006 and 2007.
Note: if audited financial report for 2007 is unavailable, tenderer shall provide unaudited financial report for 2007 or alternately provide audited financial for 2004.
(b) Unaudited financial statement ending September 2008 (if any)
(c) Latest bank balances declaration
2. Tenderer shall state the means by which Tenderer would finance the WORK. If financing is to be obtained from parties outside the Tenderer's own organisation, provide the following supporting documents:
(a) A statement from such parties that finance will be made available, such as:
(i) Banker's references. (ii) Letter of confirmation on financial support from Parent/Principal/other Company.
(b) Evidence of credit facilities from financial institutions.
(c) Financing from any other sources. (if any)
3. The Tenderer shall also submit details of its financial organisation and structure and of the financial links with the parent company and if applicable, the ultimate holding company.
4. The Tenderer shall state who will be providing the Parent Company Guarantee specified under PART 2 of DOCUMENT C. Tenderer shall provide a letter from its parent company of its willingness to provide such a guarantee. The guarantor shall have the technical and financial capacity to perform the WORK in the event of failure by the CONTRACTOR. Tenderer shall provide adequate information about the guarantor to demonstrate this.
Audited Financial Reports
Production Services Network (the Group) commenced trading on the 1st May 2006
and therefore does not yet have 3 years of audited financial statements.
Production Services Network (the Group) does, however, have audited accounts
for the 8 months ended 31st December 2006 and the 12 months ended 31st
December 2007.
Ernst & Young are Production Services Network’s Group auditors and it is expected
that the audited accounts for the period ended 31st December 2008 shall be
available during March 2009.
A copy of these accounts can be issued to SPEX as soon as they become available.
The Bank of Scotland funded a management buy-out (MBO) of the 25 year old
Kellogg Brown & Root (KBR) Production Services business. The financial
statements of the KBR division (Production Services) that was purchased by
Production Services Network are included within the Energy and Chemicals
division of KBR, whose financial statements are reported as part of the overall
Halliburton group financial results.
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Copies of these financial statements can be found on the Halliburton website at
www.halliburton.com.
Please refer to Attachments TA-19.1a for copies of our 2006 & 2007 audited
accounts.
Audited Financial Statement
Production Services Network prepares management accounts and presents these
accounts to the Board on a monthly basis.
Please refer to Attachment TA-19.1b for a copy of the summary September 2008
management accounts.
Latest Bank Balance Declaration
At the time of preparing these responses, the finance department of Production
Services Network are still in process of closing the December 2008 year end
accounts.
As a result the declared bank balance position of USD$45.4m is based on the
position as at 30th November 2008.
A breakdown of this balance can be found in Attachment TA-19.1c.
As described above, in 1a, a copy on the audited 2008 accounts will be issued to
SPEX as soon as they become available.
Bankers References
Production Services Network Ltd is the holding company of the Production
Services Network Group. If this work is awarded to Production Services Network
then it shall be financed through existing Group cash reserves without the need
for additional finance from external parties.
Evidence of Credit Facilities
Not applicable as the work would be financed from existing Production Services
Network Group reserves.
Finances
Not applicable as work would be financed from existing Production Services
Network Group reserves
Financial Organisation and Structure
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The Production Services Network entity that shall contract with SPEX (Shell
Philippines Exploration B.V.) in the event of an award will be PSN Production
Services Network Philippines Corporation.
Production Services Network Ltd is the ultimate holding Company of PSN
Production Services Network Philippines Corporation.
Confirmation of Issue of Parent Company Guarantee
Production Services Network Limited shall be providing the Parent Company
Guarantee should Production Services Network be awarded the SPEX provision of
maintenance and engineering services contract (MESC).
A copy of Production Services Network Ltd’s audited accounts for the eight months
ended 31st December 2006 and for the 12 months ended 31st December 2007 has
been provided. (See response to Question 1 a.
It should be noted that the Production Services Network business is mature and
operates in a stable market with significant barriers to entry. The Company has a
strong and diverse customer base with long term contracted revenues. Production
Services Network has a significant backlog balance which exceeds USD$2 billion
and the management team has a strategy for further developing the business.
The Bank of Scotland provided management with a single integrated finance
package. This finance package is a long term funding solution, with no exit
pressure.
As part of the integrated finance package, the Bank of Scotland also has a
minority equity position in the Company.
The Production Services Network business is not capital intensive as its principal
asset is the workforce, with its prime fixed asset being the headquarters in
Aberdeen. This can be found in Attachment TA-19.4
5. The Tenderer shall state the bank that will provide the Bank Guarantee specified under Part 2 of Document C. Tenderer shall provide a letter from its banker of its willingness to provide such a guarantee in the event of an award.
The Bank of Scotland shall provide the bank guarantee should Production Services
Network be awarded the SPEX work.
The Bank of Scotland details are as below:
The Bank of Scotland
3rd Floor
New Uberior House
11 Earl Grey Street
Edinburgh, EH3 9BN
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The Bank’s Reference Letter can be found in Attachment TA-19.5.
6. The Tenderer shall enter its company name and sign each page of this Appendix and any attachments appended thereto.
7. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL SUBMISSION ONLY.
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TECHNICAL APPENDIX TA-20 - TENDERER REGISTRATION
1. Corporate Details
Tenderer shall complete and return the attached “Vendor Registration Form” with its tender.
Note: If tenderer have not yet set up a legal entity in the Philippines, tenderer may skip the Vendor Registration Form.
2. Affiliate(s) of Tenderer or Subcontractors (having intended responsibility or involvement in the Services)
At this stage, PSN Production Services Network Philippines Corporation
do not intend to use any Affiliates. However, if this becomes necessary
at a later time, any Affiliate would be a member of PSN’s global network.
All potential subcontractors are listed in Attachment TA-14.2
Tenderer's Affiliate/Subcontractor(s) name(s) ..............…..............…............................................. See Attachment TA-12.2 for list of Subcontractors
…………………………………………………………
If Affiliate, relationship to Tenderer ............................……...........................................
Affiliate/Subcontractor(s) intended responsibility/ involvement ………...............……………..............................….
…………………………………………………………
3. The Tenderer shall enter its company name and sign each page of this Appendix and any attachments appended thereto.
4. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL SUBMISSION ONLY.
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Shell Philippines Exploration B.V.
SPEX Supply Chain Department19th Floor Asian Star Building
Asean Drive cor. Singapura LaneFilinvest Corporate City, Alabang
P.O. Box 171 Muntinlupa City1780 Philippines
Tel + 63 (2) 876 4000Fax + 63 (2) 850 5112Internet http://www.shell.com
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SPEX Vendor Registration Form
CONTROL NO :
Create New Vendor Changes in Vendor Details Block Vendor Unblock Vendor Mark for Deletion Create Bank Master Maintain Bank Master
PART A – TO BE COMPLETED BY VENDOR :1. GENERAL DATAVENDOR NAME : PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
BLDG NAME/FLR./ ST.NUMBER : 12TH FLOOR, NET ONE CENTER 26TH STREET CORNER 3RD AVENUE CRESCENT PARK WEST BONIFACIO GLOBAL CITY, TAGUIG CITY, PHILIPPINES 1634
POSTAL CODE & CITY: 1634 TAGUIG COUNTRY PHILIPPINES
TELEPHONE NO. +63 2 819 4700 FACSIMILE NO. +63 2 816 0080, 728 7777
TEL & FAX NO FORMAT : WITHIN MANILA :632+NO OUTSIDE MANILA : 63X (AREA CODE)+NO.OTHER COUNTRIES : COUNTRY CODE AREA CODE + NO.
CONTACT PERSON & TITLE John Padmore – Senior Site Manager
EMAIL ADDRESS : [email protected]+63 43 723 0720 Office0917 626 0412 Mobile
TAX IDENTIFICATION NO. 0004-853-199-000 VAT NO. : 96-047-007131
IS VENDOR CURRENTLY INVOLVED IN CRIMINAL LAW SUIT(S)? Yes No
2. BANK DETAILS (NOT REQUIRED FOR VENDORS PAID IN PHILIPPINE PESO) CHEQUE IS PREPARED FOR PHP PAYMENT
BANK NAME : Hong Kong and Shanghai Banking Corporation
BANK COUNTRY PHILIPPINES
CITY Makati
STREET Ayala Avenue corner Paseo do Roxas
BRANCH NAME HSBG Makati
SORT CODE (UK & AU BANKS) – 6 DIGITS
FEDERAL WIRE (US BANKS) – 9 DIGITS
SWIFT CODE (OTHERS) – 11 DIGITS
Swift Code: HSBCPHMM
CURRENCY/ ACCOUNT NO: U.S.Dollar – 001-237270-130 and Philippine PESOS 000-622381-040
3. BRIEF DESCRIPTION OF WORK-/SERVICE OR SUPPLY OF GOODS TO BE RENDERED TO SPEX.
GOODS (INDICATE WHAT MATERIAL TO BE SUPPLIED ?, ETC.) √ SERVICE (PROVIDE DETAILS OF WORK SCOPE) RESIDENT OF THE PHILS NON RESIDENT OF THE PHILS.
NOTE :VENDOR MUST PROVIDE FULL DETAILS OF THE SERVICES OR MATERIALS OFFERED, EXPERIENCE & CAPABILITIES INCLUDING SAFETY & QUALITY ASSURANCE STANDARDS. COMPANY BROCHURE TO BE SUBMITTED FOR REFERENCE.
AUTHORISED BY VENDOR REPRESENTATIVE (FINANCE MANAGER, MANAGING DIRECTOR, PRESIDENT)NAME & SIGNATURE :
Alan S Gordon DELEGATION: Director
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DATE : 10th February 2009 TEL. NO : +65 9822 0878
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TECHNICAL APPENDIX TA-21 – HSE EVALUATION QUESTIONNAIRE
1. The Bidder shall answer all questions in the attached HSE Capability Questionnaire and submit as Appendix 21 of the TECHNICAL PROPOSAL. Incomplete return of the Questionnaire may render its Tender not being accepted.
2. The COMPANY may verify all answers given to the questions by a site visit to the Bidder’s premises and to interview the Bidder’s management and key personnel before any conclusive evaluation being made.
3. The Tenderer shall enter its company name and sign each page of this Appendix and any attachments appended thereto.
4. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL PROPOSAL ONLY.
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TENDERER HSE CAPABILITY QUESTIONNAIRE
GUIDELINES FOR TENDERER FOR PREPARATION OF RESPONSE TO QUESTIONNAIRE
INTRODUCTION
1. The purpose of this Questionnaire is to obtain information from which we can assess the level of HSE Management System attained by your Company. See accompanying text on the summary of 8 elements of the HSE Management System.
2. Your answers should cover all your activities and not only those conducted on Shell sites.
3. This Questionnaire should be completed by your top management.
4. All questions must be answered. Please answer each question fully. We would stress the value and importance of substantiating your answers with a copy of supporting documentation as specified.
5. Your submission will be assessed and its value will be taken into consideration in the evaluation process leading to a contract award decision.
6. Following receipt of your submission, we may wish to further clarify it with your Management at a mutually convenient time. Company also reserves the right to conduct site inspection to verify the supporting evidence submitted
7. Appropriate HSE incentives will be agreed upon between Company and Contractor after the award of contract.
THE HSE MANAGEMENT SYSTEM
The questionnaire adopts the elements of a HSE management system designed to provide a feedback loop to achieve continuous improvement and which can be externally certified against an international standard. The requirements for each element are:
1. Leadership and Commitment
Management and supervision shall be regarded as being fully committed to HSE by all staff and contractors. They are to be seen as providing a leading role towards constant improvement through leadership and action planning. Management shall regularly review the suitability and effectiveness of the system.
2. Policy and Strategic Objectives
Companies shall each have an updated and signed HSE Policy.
The HSE objectives shall be challenging, understood by all and consistently incorporated in policies.
In setting objectives, management shall consider the overall risk levels of its activities and shall identify those critical operations and installations which require a fully documented demonstration that risks have been reduced to as low as reasonably practicable (ALARP). (see HEMP)
3. Organisation, Responsibilities, Resources, Standards and Documentation
The organisation and resources shall be adequate for its purpose. Responsibilities at all levels shall be clearly described, communicated and understood. Staff shall be developed following structured competency assessment and training systems. Adequate standards shall be in place and understood at the appropriate organisational levels. Preparation, review and distribution of all key reference documentation shall be adequately controlled.
4. Hazards and Effects Management Process (HEMP)
The process for those critical operations and installations shall include:
- an inventory of the major hazards to the environment and to the health and safety of people of all the activities, materials, products and services.
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- an assessment of the related risks, implementation of measures to control these risks and to recover in case of control failure.
Health risk assessment shall address physical, chemical, biological, ergonomic and psychological health hazards associated with work.
Examples of HEMP tool used include Permit to Work, Job Safety Analysis, etc.
5. Procedures and Planning
Adequate procedures shall be in place and understood at the appropriate organisational levels.
Emergency response procedures (including medical emergencies) shall be regularly tested.
6. Implementation and Performance Monitoring
HSE performance targets shall be set to ensure progression towards the long term goals of no harm to people and no damage to the environment. Performance indicators shall be established, monitored and results reported in a way that can be externally verified.
All HSE incidents and near-misses with significant actual or potential consequences shall be thoroughly investigated and reported.
7. Auditing and Review
An audit programme shall be in place to review and verify the effectiveness of the management system. It shall include audits by auditors independent of the process or facility audited.
Audit follow-up shall be timely, thorough and auditable.
8. HSE Management – Additional Features
Participation in relevant industry, trade and governmental organizations and any additional HSE features or arrangements not described elsewhere in your response to the questionnaire.
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TENDERER HSE CAPABILITY QUESTIONNAIRE
Section 1 Leadership and commitment
(i) Commitment to HSE through leadership
a) How are senior managers (General Manage/Managing Director) personally involved in HSE management? E.g. cascade HSE policy, HSE plans and expectations (including job responsibilities) to all employees and attendance at HSE events
Our Chief Executive Officer (CEO) Bob Keiller, has ultimate
responsibility for HSE in PSN. The first topic of the monthly PSN
Executive Committee meeting is devoted to reviewing the HSE
performance of the company and approving improvement
opportunities. Senior management demonstrate personal
involvement in HSE management by regularly visiting our
worksites and talking to our workforce about HSE, while promoting
our company’s core values. The PSN HSE core value is defined
below. All personnel are notified whenever the HSE policy is rolled
out and revised. The policy is posted on notice boards for
employee’s awareness and discussed in HSE meetings (also
available in the HSE Management System). HSE plans and
expectations are also discussed with employees during HSE
meetings. The management visit process is defined within the PSN
Management System.
The health and safety of our people is our greatest responsibility. This makes it our top priority with no room for compromise. Safety is at the heart of everything we do: the way we plan, the way we prepare, and the way we work. This goes beyond simply following rules and regulations. Our passion for safety extends to everyone who may be affected by our activities. We are proud of our reputation for health and safety yet we are never complacent and look for ways to improve. Learning from others is as important as sharing our own lessons with our peers. We expect every one of our people to be a leader in health and safety. It is everyone’s responsibility to assess, look for, intervene and stop any unsafe or potentially unsafe activity. Anyone who steps in to prevent a potential accident will be fully supported by the Company. To watch an unsafe act and do nothing is unacceptable.
b) Provide evidence of commitment at all levels of the organisation? (Minutes of meeting and evidence of attendance and communication e.g. email, letters or fax).
Two of the questions asked as part of the HSE culture surveys
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described below directly relate to establishing the levels of
commitment within the organisation.
The supervision/management is asked to score the “Commitment
level of workforce and level of care for colleagues”. The workforce
is also asked this question and in addition “Is the management
interested in communicating HSE issues with the workforce”.
The HSE culture surveys carried out over the past 12 months
indicate that there is a high level of commitment to HSE
throughout the organisation.
Over the past year we have conducted 5 extensive HSE cultural
surveys using industry standard tools. The surveys were carried
out with our workforce, supervision and management on our
projects in Chad, Cameroon, Singapore, Bangladesh and
Melbourne, Australia.
Using the Energy Institute “Hearts and Minds” material we have
established the safety cultures on these projects are very positive
and in addition the process also allows us to identify any areas
where improvement is required.
Within the Hearts and Minds process, HSE Culture is described as
having five levels of maturity with distinct behavioural
characteristics at each level; the five levels of Safety Culture are:
Pathological – who cares so long as we don’t get caught
Reactive – safety is important we do a lot every time we have an
incident
Calculative – we have systems in place to manage all hazards
Proactive – we work on problems that we still find
Generative – HSE is how we do business around here
The HS Culture maturity level was assessed for nine different
dimensions, for example (Commitment Level of Workers, Work
planning & PTW, and Worksite Safety Management Techniques).
Supervision and the workforce were given an assessment matrix
which gives examples of behavioural characteristics at each
maturity level and asked to choose the behavioural characteristic
which best fits their working environment, this was done for all
nine dimensions. An example of the workforce HSE culture in
Cameroon is provided in the graph below. The responses from the
workforce indicate that the HSE culture in proactive or generative.
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c)
PSN Executive Committee regularly send out emails to all
personnel covering all areas of the seven PSN core values but
primarily cover Health and Safety. The most recent example
attached was sent to all staff from the CEO Bob Keiller.
How do you promote a positive culture towards HSE matters for yourselves, and for both direct and subcontractors? E.g. training and recognition plan, money and time for training and safety campaigns, etc. Provide a list of proposed activities that senior management is involved that promote positive culture.
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c) How do you promote a positive culture towards HSE matters for yourselves, and for both direct and subcontractors? E.g. training and recognition plan, money and time for training and safety campaigns, etc. Provide a list of proposed activities that senor management is involved that promote positive culture.
Every employee working for PSN has received a “Joining the Network”
booklet that contains information on the way our company is run, what we
do and how we do it. It outlines behaviours and values that we expect
from everyone in our Network.
“The health and safety of our people is our greatest responsibility. This
makes it our top priority with no room for compromise” – extract from
Joining the Network.
All PSN leadership and supervision encourage and support a positive
safety culture in several ways:
Management visit schedule – where management visit work sites to
talk with the workforce on safety issues and promote the PSN core values.
Participation in safety meetings
Supporting the Safety Representatives.
Focussing on personal attitudes values and behaviours
For subcontractors working for PSN, an HSE induction is given where the
core values and HSE expectations are explained in detail. In addition,
where required, in-house HSE training is also provided to the
subcontractors e.g. PTW system, Risk Assessment etc. Managers do
regular visits to contractor’s worksite to verify whether HSE standards are
being adhered to or not.
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Section 2 Policy and Strategic Objectives
(i) HSE policy documents
a) Does your company have an HSE policy document? If the answer is YES please attach a copy.
Health and Safety is the first and highest of seven core values in PSN’s
business strategy. It is at the heart of everything we do; the way we plan,
the way we prepare, and the way we work. Our passion for safety
extends to everyone who may be affected by our activities. We expect
every one of our people to be a leader in health and safety. Anyone who
steps in to prevent a potential accident is fully supported by the
Company. “To watch an unsafe act and do nothing is
unacceptable”. Our HSE policy is communicated to all employees
during their induction and is posted on notice boards at all sites where we
operate. The HSE Policy is also available on the company intranet. Our
primary goal as defined in the policy is to sustain an incident free work
environment. We have included below a copy of our corporate Safety
Policy.
Figure 1.1 – HSE Policy
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b) Who has overall and final responsibility for HSE In your organisation?
Robert Keiller, Chief Executive Officer (CEO) has final responsibility
for PSN Global health, safety, security and environmental matters.
c) Who is the most senior person in the organisation responsible for this policy being carried out at the premises and on site where his employees are working? Provide name, title and experience.
As stated in section (b) above PSN CEO Robert Keiller has overall
responsibility to ensure that the HSE policy is observed but this
responsibility is delegated to the Business and Assignment
Managers.
For the SPEX contract the assignment manager has the
responsibility to ensure that the HSE Policy is observed by all PSN
employees and subcontractors.
Name: Alan Russell
Title: Assignment / Project Manager
Experience: Alan has 16 years Oil and Gas Industry experience
with 10 years Shell specific knowledge and experience in
Maintenance Engineering Management, culminating in the role of
Delivery Manager for Shell Central Assets North Sea (UK)
maintenance, engineering and major projects.
d) Are HSE Key Performance Indicators (KPIs) included in your HSE plan, incorporating incentive schemes to motivate employees? If YES, please provide HSE KPI list
Key Performance Indicators (KPI) are included in the HSE plans of various
projects. The KPIs are agreed with the client at the beginning of the year
and when achieved at year’s end, a monetary bonus is shared by the
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employees. Attached are the KPIs for one of our projects.
For samples of typical project KPI’s, please refer to Attachment 21(i)d,
located in Section 2 of TA 21.1 HSE Evaluation Questionnaire.
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e) Do you have a drugs and alcohol policy in your organisation? If so, does it include pre-employment and random testing?
Yes, the policy includes pre-employment and random testing, the
relevant section of the PSPC Tabangao Refinery Drug and Alcohol
Policy is shown below.
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(ii) Availability of policy statements to employees
a) Itemise the methods by which you have drawn your policy statement to the attention of all your employees?
At all PSN work locations new employees or visitors receive a HSSE
induction. The induction covers the basic information that the
individual requires to remain healthy, safe and secure and compliant
with our environmental standards while working or visiting the
location. The induction also covers PSN policies, processes and
house rules at the facility. The Policy is also posted on notice boards
and translated into the local language as required.
b) What are your arrangements for advising employees of changes in the policy?
Employees are informed of changes to our policies via email, notice
boards and the PSN intranet-based management system. Where
employees have no access to electronic media the changes to the
HSE policy are communicated to them at scheduled HSE site
meetings.
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Section 3 Organisation, Responsibilities, Resources, Standards and Documentation
(i) Organisation - commitment and communication
a) How is management involved in HSE activities, objective-setting and monitoring?
PSN management are constantly involved in HSE activities through
management visits, involvement with risk assessments, attendance
at tool box talk and other HSE meetings.
PSN management develop HSE objectives and targets annually. Our
objectives and targets are based on our strategic objectives and are
set at Corporate, Regional, Business unit and project level. An
example of the PSN International Operations HSE improvement Plan
can be found below.
Figure 3.1 – HSE Improvement Plan
Management are responsible for HSE performance monitoring.
Assignment managers are required to submit to head office in
Aberdeen a monthly report that contains the project incidents,
leading and lagging indicators and performance against their HSSE
Improvement Plan.
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a) How is management involved in HSE activities, objective-setting and monitoring?
b) How is your company structured to manage and communicate HSE effectively?Provide your company organogram and HSE Department organogram.
Figure 3.2 - PSN Company Organisation
Figure 3.3 – HSE Department Organisation
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Bob KeillerCEO Dean Hunter
HR Director
Peter BrownUK Ops Director
Bill NicholsonCommercial Director
John KearneyTechnical Director
Ali GreenBD Director
Duncan SkinnerCFO
Jerome LynchInternational Ops Director
Zeffrey LucasAmericas Ops Director
Bob KeillerCEO Dean Hunter
HR Director
Peter BrownUK Ops Director
Bill NicholsonCommercial Director
John KearneyTechnical Director
Ali GreenBD Director
Duncan SkinnerCFO
Jerome LynchInternational Ops Director
Zeffrey LucasAmericas Ops Director
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The structure of the HSEQ organisation allows us to maintain the HSEQ
infrastructure and delivers the support the business requires and allows
us to manage and communicate HSE effectively.
We have defined roles and responsibilities for all members of the
“corporate” HSEQ team.
Roles and responsibilities for deployed HSEQ people are defined within
project documentation.
c) What provision does your company make for HSE communication meetings? Please attach a copy of minutes of HSE communication meeting
Our two-way communication of relevant safety information within PSN is a
prerequisite of our excellent safety performance. We have an established
safety meeting process that allows full participation of all employees.
Communication of relevant safety issues and information with office-based
personnel is via one or more of the following meetings:
a) Weekly or bi-weekly town hall meeting where all personnel attend
b) Monthly management operations meeting
c) Monthly office Health and Safety Committee meeting
d) Monthly Excom meeting
We hold worksite safety meetings to ensure all relevant safety issues and
information are communicated with personnel as follows:
a) Job start meeting, such as tool box talks, and pre-job safety brief
b) Special work activity meetings as required
Worksite safety meetings are designed to cover such things as:
Permits
Simultaneous operations
Interfaces
Job hazards
Alerts
Workscope
Minutes of safety meetings are recorded on the form Pre-start Safety
Meeting minutes.
We encourage all site personnel, including the management team, to
attend safety meetings where practicable. Our meetings are designed to
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provide a forum for personnel to discuss safety issues and be informed
about safety trends and corporate direction.
An example of HSE meeting minutes from one of our projects can be found
overleaf at Figure 21.3.4.
Figure 21.3.4 – Management HSE Meeting
From James McDaid Date 21st September 2008
Designation Installation Manager
Period Covered
September 2008
Location Conference Room
Health/Safety Moment: Safety moment was presented on having proper precaution to prevent incident
1. Review of Department HSE Meeting Minutes and Concerns Raised
Issue / query raised in HSE Meetings
Raised Action Agreed / Status
Action Party
Target Date
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d)
Examine structural integrity of the flare and telecom tower
17th December 2007
(Business Services meeting)
For flare and tower - maintenance
Strategy is available
C&P department is trying to find a suitable contractor
Maintenance Supervisor
20th October 2008
Training for welders and grinders
24th December 2007
(Operations and maint HSE meeting)
Identify and utilize suitable training provider to educate the workforce in upcoming months
Training and Competency Manager
November 2008
Organizing defensive driving training for Sangu drivers
September 2008
(Management HSE meeting)
In house training will be organized in quarterly basis
HSEQ Now Onward
2. Review of Incidents since last meeting and opportunities for improvement:
Three incidents were reported during the month of September 2008.
Sangu incident 20/08 (Road traffic incident)
At around 1615 hours on 23rd September, Sangu Mobile 2 (Sangu contracted vehicle) was on the way to Chittagong city to drop the Sangu personnel at their home. During the incident the Sangu vehicle was heading towards other side from GEC Factory end of the GEC circle. Suddenly a 3-wheeler vehicle, which was coming from the right lateral road of Sangu vehicle towards the intersection, attempted (illegally) to take a right turn to go to Central Plaza shopping centre and collided with Sangu vehicle. Sangu driver stopped the vehicle immediately but failed to prevent the accident
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Do your supervisors carry out weekly HSE meeting and daily Toolbox meetings for key activities? Are hazards and risks identified, reviewed and discussed during these meetings? If the answer is YES, please provide minutes of meeting and Log-book.
Sangu Incident 21 – 08 (Near miss )
A commercial vessel named Volisas Power informed control room
of Sangu Operations that due to the engine failure she was
drifting towards 500 meters of the sub sea pipeline. The vessel
conformed that she can't raise her anchor and requested to help
her to move away from the sub sea pipeline location. The
situation was informed to the Chittagong port authority and
request has been made to send a tug to assist the vessel. The
port authority declined as they don't have any vessel at that
moment. Later at 2355 hrs a vessel called Dynamic started from
Chittagong port location to assist Volisas Power. At 0100 hrs of
the following day Dynamic reached to the location of Volisas
Power and drifted her 2.5 nautical miles away from Sangu sub
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sea pipeline.
The Sangu incident statistics of 2008 stands as follows:
First aid case – 2
Near miss – 3
Property loss – 1
Property damage- 3
Road traffic incident – 3
Environmental incident – 3
Non work related – 1
General incident – 3
TRCF: 0
√ LTIF: 0
3.0 Review of CAR index
All the items of the CAR index were reviewed. At present 2
(two) action items are there at the CAR index.
Item – 1: Upgrade produced water treatment plant (Origin-
URS report)
Item – 2: Exposed (import) gas pipeline repair. (Origin Sangu
incident 10-07)
4.0 Review of Sangu HSE plan and monthly action plan
It was stated that Sangu had made 72 % progress against
the target of 72 % in terms of closing action items of HSE plan
of 2008
It was also mentioned that monthly HSE action plan was on
target
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5.0 Review of CARE card trending
It was mentioned that a total of 70 CARE cards were
submitted so far in the month of September “lack of awareness
and attitude” was the biggest contributor.
6.0 Environmental objectives of 2008 and CAR of CAR of ISO
14001 surveillance visit
All the environmental objectives of the 2008 and task
carried out so far regarding CAR of ISO 14001 surveillance
visit were discussed in brief.
5. HSE Themes of the month of September
Zero PTW target.
6. Health issue to be discussed
Workstation assessment.
Peptic ulcer awareness
7. Upcoming activities
• EMS internal audit
• Auditing service providers
Finalizing health promotion activities for the upcoming months
AOB:
List of Attendees:
Peter Walton ;James Mcdaid ;Babur Khan; Khaled Faruk; Tridib
Ghose; Mohsin Chowdhury; PK Rakshit; Nirupam Chanda; Rakibul
Kamal
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d) Do your supervisors carry out weekly HSE meeting and daily Toolbox meetings for key activities? Are hazards and risks identified, reviewed and discussed during these meetings? If the answer is YES, please provide minutes of meeting and Log-book.
Weekly townhall meetings are held in various PSN projects while in others
a Daily Morning Meeting is held. These meetings are attended by respective
departmental managers along with the project manager where all
activities for the day and upcoming ones are discussed. The first topic
of the agenda is always HSE.
Before any activity commences, a toolbox meeting is held by the
supervisor along with the work party. During the pre-job toolbox
meetings, supervisors discuss in detail the hazards and risk of the activities to be undertaken including the measures to mitigate them.
e)
A copy of recent toolbox talk topic along with the attendance logs
for 3 PSN contracts in Singapore can be found in Attachment
21.3.i.d.
Do you have written HSE Roles and Responsibilities of General Manager/Managing Director, Supervisors, HSE officers and employees?If YES, please provide roles & responsibilities chart or description.
We have defined roles and responsibilities for all Directors,
Managers, Supervisors, HSE officers and employees.
Roles and responsibilities for deployed HSEQ people are defined
within project documentation.
Please refer to Attachment 3(i)e for a chart showing roles and
responsibilities from one of our projects.
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(ii) Competence and Training of managers/ supervisors/senior site staff/ HSE advisers
a) Have the managers and supervisors at all levels who will plan, monitor, oversee and carry out the work received formal HSE training in their responsibilities with respect to conducting work to HSE requirements?
If YES please give details. Where the training is given in house, please describe the content and duration of courses. Provide competence/training matrix for managers, supervisors and HSE advisor and HSE training matrix for all other employees and evidence of attendance implemented to date.
For personnel promoted to supervisory positions, we enrol our
supervisors on the following programme of training. This follows the
Supervisory Skills model provided by the Engineering & Construction
Industry Training Board (ECITB).
PSN has initiated a verification of Safety leadership capabilities of
senior staff on all projects. This process has been included as an
action for implementation in our 2009 HSE Improvement plan.
Supervisory Management Training & Development Programme
This programme of modules, available to PSN through the ECITB levy,
provides onshore and offshore personnel with comprehensive
supervisory training.
3 Day Foundation Module
Across three days, the initial module offers an introduction to the
following areas:
Learning and management
Achieving consensus and assertiveness
Motivation theory and application
Time management and delegation
Quality processes and continuous improvement
Effective communication and listening
Team meetings
Legal and HSE responsibilities
Employment law and practice
Industry Associations
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4 Day Managing Team and Individuals
This module is split into 10 sections and, across the four day period,
delegates will learn about the following areas:
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Section Name Learning Objectives of Section
1 Personal Development Delegates learn to assess their
competence and identify their
development requirements
2 Introduction to Emotional
Intelligence
Delegates gain an understanding of
emotional intelligence and its positive
impact on the working environment
3 How to use your
leadership style
effectively
Delegates are asked to analyse their
own leadership styles as well as those
of others in order to understand the
influence these styles have on others
4 Effectively managing
your team’s performance
Delegates will learn to recognise and
deal with stress, understand a diverse
team and how to gain their
commitment through influence and
creditability and how to solve problems
5 Selecting the right people This section explains the recruitment
and selection process including legal
implications, labour planning and the
impact of diversity and equality
6 Persuading & influencing
people
Delegates learn key negotiating and
mediation skills to reduce potential
conflict and resistance
7 Performance
Management
This section describes the importance
of how to manage your role as a
supervisor in a formal appraisal system
as well as advising on the value of
SMART objectives and how to conduct
an appraisal meeting
8 Effective Business Writing Preparation of well-structured reports
and developing business language
skills are discussed in this section
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4 Day Achieving the Task
This module is split into 5 sections and, across the four day period,
delegates will learn about the following areas:
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Section Name Learning Objectives of Section
9 Training & Development This section advises delegates on
identifying and analysing training
needs and skills gaps, understanding
the learning cycle and how people
learn, the effectiveness and measuring
the effectiveness of training and the
role of coaches in training
10 Getting your message
over in public
Delegate will gain an understanding of
how to present information effectively
and how to deal with diverse audiences
Section Name Learning Objectives of Section
1 Managing Change Delegates learn to develop strategies
to deal with change including
identifying barriers and risks. This
section covers the importance of
communicating change effectively and
monitoring the impact of change
2 Managing Quality Delegates will gain an understanding of
quality of products, services and
processes and the impact they can
have on this. The section also advises
delegates on total quality management
and carrying out audits
3 Understanding Budgets This section introduces the
fundamental concepts of accountancy
and how these concepts are employed
in business. Delegates will be given
guidance on staying within budget and
how budgets are used to meet financial
objectives
4 Project Planning &
Control Part One
This section introduces delegates to
the principle of Pareto and gives
examples of applying this to project
planning and control
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4 Day IOSH Training Course – Managing Safely
This module is split into 6 sections and, across the four day period,
delegates will learn about the following areas:
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Section Name Learning Objectives of Section
5 Project Planning &
Control Part Two
Building on the first part of this section,
delegates are shown the benefits and
limitations of some of the tools utilised
in project planning and control. This
section also discusses network analysis
and provides training on statistical
techniques
Section Name Learning Objectives of Section
1 Understanding your legal requirements
Delegates are asked to review their management responsibilities and accountability for and the key parts/regulations of Health & Safety
2 Assessing & controlling risk
This section teaches delegates to define risk management and perform risk assessment. It covers the methods for reducing risk and the impact of individuals’ behaviour on risk management
3 Identifying & controlling hazards in the workplace
In this section delegates develop an understanding of the regulations dealing with workplace hazards and how risk assessments can help control hazards including stress
4 Investigating accidents & incidents
Delegates learn the theory behind accidents and review accident investigation including lessons learned and making recommendations for the future
5 Managing Performance Delegates are provided with an understanding of measuring Health & Safety performance and how to manage this performance with both active and reactive monitoring
6 Protecting our environment
This section provides an understanding of global environmental responsibilities, industrial and commercial impacts on the environment and the importance of Environmental Management Systems
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In addition, supervisory roles have additional training course
requirements as outlined on the project training matrices. Our training
matrices reflect the requirements of each project and will be tailored to
the client and the working environment. We can clearly demonstrate the
required progression from trainee to professional and supervisor levels.
This training is provided by external training providers approved to
deliver the specific training packages or may be delivered internally
depending on the subject matter of the course.
Records of completion of training is logged within the PSN HR database.
For international projects, each manager is responsible for ensuring
records are maintained for training and assessement and verification of
competance.
Supporting documents including training matrix and attendance sheets
are attached at Attachment 21.3(ii).a.
(iii) Competence and General HSE training
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a) What arrangements does your company have to ensure new employees have knowledge of basic industrial HSE, and to keep this knowledge up to date?
All new employees will receive a PSN induction. This introduces
employees to PSN and our core values, management systems and
organisational arrangements. This PSN induction will then be followed
by a project specific induction that details arrangements specific to
their project such as client and sub contractor details. It will also
include information about their new site and provides them with an
overview of the health and safety mechanisms and arrangements in
place, the particular office risks present, and what is expected of
them.
A typical project induction agenda will include the following:
1. Fire Safety Arrangements – Alarm sound, testing details, fire
assembly points, fire wardens, extinguisher locations and
emergency numbers
2. First Aid Arrangements – First aider contact details
3. Office Evacuation Procedures
4. Company House Rules
5. Safety Representatives and Committees
6. Housekeeping
7. Hazard Observation System – introduction and instructions
8. Specific Workplace Hazards – can include temporary examples
such as renovation and building works.
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The project induction presentation will be followed by an individual tour of
the employees work site with their line manager to explain local
emergency routes, exits and the location of firefighting equipment. All
new members of staff will also be given a green lanyard for their security
pass that designates them as new to, and unfamiliar with, the building.
Site Induction/Orientation
Safety promotion and awareness are part of our ‘continuous performance
improvement' culture, part of continually looking for better and safer
ways of executing our work.
On site, HSE promotion and awareness will be implemented as follows:
1. Initial Site Induction - All project personnel will be required to
undertake a specific site induction prior to the commencement of
work activities. The site inductions will cover the following areas
as required:
HSE Expectations
Project Overview, organisation, objectives and work scope
HSE Regulatory responsibilities and Community Concerns
Permit to work appreciation
Overview of HSE Management System (including this plan)
Occupational Health
Management of HSE Behaviours (Hearts & Minds)
Communications (e.g. Toolbox Meetings)
Manual Handling
Hazard Identification (HOC cards)
Incident reporting and investigation
Personal Protective Equipment (Selection, Use and
Maintenance);
Risk Management (e.g. JSAs and Stepback 5X5)
Emergency Response Plan;
Smoking Policy
Competency Assurance
Waste Management
Emissions and Spills to the environment
Environmental Laws and Regulations
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b) What arrangements does your company have to ensure new employees also have knowledge of your HSE policies and practices?
At all PSN work locations new employees or visitors receive a HSSE
induction. The induction covers the basic information that the
individual requires to remain healthy, safe and secure and compliant
with our environmental standards while working or visiting the
location. The induction also covers PSN policies, processes and house
rules at the facility.
New PSN employees are required to be familiar with the PSN
Management System and are provided with formal MS training as per
the attached Process Map, Management System Training and
Awareness MNT-PCM-004.
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c) What arrangements does your company have to ensure new employees have been instructed and have received information on any specific hazards arising out of the nature of the activities? What training do you provide to ensure that all employees are aware of company requirements?
At the outset of a piece of work, the training programme is devised
taking into account the requirements of the site / installation. For
example:
Induction requirements (PSN, Client, site and installation requirements
incorporated)
Site / Installation specific training:
Permit to work
Isolation and reinstatement
Confined space entry
Hazard Awareness:
Asbestos
Nitrogen
LSA / radiation
Noise and vibration
Emergency Requirements:
First aid
Fire fighting, fire warden
Emergency team (lifeboat crew, stretcher bearer etc)
The training plan defines the delivery method for the specific piece of
learning, for example taught courses, computer based training, one to
one instruction, and open learning. The duration can range from one
hour lunch and learn sessions, to long-term development
programmes.
The training plan is revised on a regular basis to ensure that new
personnel are incorporated, as well as changes in policy and
legislation, and the changing needs of the operation.
With respect to site safety training, the course content is tailored to
match the individual requirements of the specific plant or facility.
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d) What arrangements does your company have to ensure existing staff HSE knowledge is up to date? (If training is provided in-house please give details of content)
We review the effectiveness and continued suitability of our training
programs by a combination of formal audit and ongoing review. At a
company level, the content of our safety training is reviewed and set
on an annual basis to match the business requirements.
At an individual project or site level, safety programs are subject to
continuous review to ensure compatibility to current project/site work
scopes, with annual audits for compliance.
At the individual level, safety needs and competence levels are
continually assessed and updated to suit day-to-day operational
requirements.
At PSPC Tabangao Refinery in conjunction with Shell, PSN have
developed a HSE training facility to enable effective HSE learning
through an interactive and interesting training with practical
methodology, details of which are on the following flyer at Figure
21.3.6.
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e) What arrangements does your company have to ensure job competency for those jobs involved in managing HSE hazards and risks.
In accordance with our Competency Development and Assessment
Policy HRM-POL-016, and our Competency Assurance (Offshore &
Sites) Procedure HRM-PCM-021, we implement a training and
competency assurance programme for offshore and site-based
personnel.
This programme ensures personnel are competent to carry out their
work and that competency levels are both met and maintained in line
with the specific requirements in terms of site familiarisation, trade
disciple and behaviours.
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We provide competent personnel to perform all project work. The process
of identifying competent personnel begins with the selection process which
includes competency assessments and is maintained on an ongoing basis
by the competence assurance procedure.
The starting point for assuring competence is contained within our
competence assessment and assurance processes for a) trades and
technical personnel, and b) engineering personnel. These processes
involve the initial step of identifying role-based competence standards.
This is achieved in part by applying the principles of our HSE screening
process.
To support the above and help maintain HSE performance, we ensure that
ongoing and periodic refresher training is given to employees. This will
closely match the hazards and risks identified in the workscope. Training
will fall into two main categories. Firstly, general health and safety training
to ensure that employees are kept up-to-date with health and safety best
practice. Secondly, specific training to cover hazards and risks identified in
the work scope.
With regard to sub-contractors, PSN adopt a rigorous Vendor Evaluation
and Management process. A key element of the process is for sub-
contractors to demonstrate to PSN that they have the appropriate
arrangements in place to effectively manage and assess the competence of
their employees.
Meetings with key sub-contractors are held regularly, at which time HSE
performance is reviewed. Should performance be deficient a plan for
improvement will be agreed detailing actions, actionees and timescales.
PSN ensure HSE performance by recognising that all areas of the business
can have an impact on performance. Our processes and procedures are
developed such that HSE issues are given due consideration at all stages of
work scope development including, recruitment, planning, procurement,
engineering, implementation, audit and review, etc.
In support of this, an annual HSE Improvement Plan is developed and
implemented. This is designed to deal with systemic weaknesses identified
over the previous period and to address any forthcoming issues that will
have an impact on operations.
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f) Are the personnel carrying out those HSE critical activities/roles (as per your HSE Plan) including subcontractors, identified, adequately equipped and competent?If YES, please provide list of resources required with their qualifications.
Our response to question section 3(iii) e describes the PSN
Competency Assurance Process that ensures the competency for the
role is defined and the employee or subcontractor identified for the
role meets or exceeds the expected competency levels.
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(iv) Specialised training
a) How have you identified areas of your company's operations where specialised training is required to deal with potential hazards? (Please itemise and provide details of training given).
We review the effectiveness and continued suitability of our training
programs by a combination of formal audit and ongoing review. At a
company level, the content of our safety training is reviewed and set
on an annual basis to match the business requirements. The need for
specialised training is usually identified through our standard review
process but can be identified by any individual employee as the need
arises.
Typical specialised HSE training includes:
Site / Installation specific training:
Permit to work
Isolation and reinstatement
Confined space entry
Hazard Awareness:
Asbestos
Nitrogen
LSA / radiation
Noise and vibration
Emergency Requirements:
First aid
Fire fighting, fire warden
Emergency team (lifeboat crew, stretcher bearer etc)
b) If the specialised work involves radioactive, asbestos removal, chemical or other occupational health hazards, how are the hazards identified, assessed and controlled?
See section 4: Hazards and effects management, paragraph (i).
(v) HSE qualified staff - additional training
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Does your company employ any staffs who possess HSE qualifications that aim to provide training in more than the basic requirements?
The number of full time safety officers employed by PSN is
approximately 80. They are generally qualified to the level which
allows membership the Institution of Occupational Safety and Health
(IOSH) or any international equivalents. It is recognised that we have
personnel at various level carrying out HSE Administration through
HSE Professional, Senior HSE Professional and HSE Manager Positions.
The specific qualification and experience requirements depend to the
criteria for the specific job they are filling.
Does your company employ any staffs who possess HSE qualifications that aim to provide training in more than the basic requirements?
These advisors primarily report to the assignment manager while functionally reporting to the Corporate HSE team.
Several of our safety advisors are incident investigation/root cause analysis tutors and can provide training to staff and clients. We also have staff trained in delivering behavioural safety workshops, driver training and assessments, HSE auditing and various other specialist subjects.
(vi) Assessment of suitability of Subcontractors/ other companies
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a) How do you assess:
i) HSE competence?
HSE Competence
PSN have in place a comprehensive process for the selection and
approval of subcontractors. A list of subcontractors is maintained and
evaluated by the procurements and subcontracts team.
When dealing with a main subcontractor, an interface document is
produced to define communication channels, management system
primacy and detail roles and responsibilities. Our main subcontractors
are also expected to have in place a comprehensive HSE
improvement plan with aligns with PSN and our Operators plan.
Based on the degree of use, level of risk and value of the contract, a
number of our main subcontractors are audited based on an annual
programme of HSQ audits. Corporate audits are conducted as well as
at a project level. Audits are conducted against at predetermined
checklist and include reviewing progress against HSE plan.
From any audit conducted actions are issued and progress to close out is monitored.
ii) HSE record of the Subcontractors and companies with whom you place contracts?
ii) HSE record of the Subcontractors and companies with whom you place contracts?
b)
Subcontractor HSE Record
PSN operates an approved list of suppliers, vendors and sub-
contractors which has been developed over a substantial period of
time.
For new vendors and sub-contractors an assessment will be made of
their suitability using our evaluation form which measures experience
and performance.
Where do you spell out the standards you require your Contractors to meet?
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b)
c)
Completion of this assessment is required for inclusion on the
approved list. The evaluation form asks for details that allow us to
evaluate the subject’s HSE competence and performance. The HSE
section is subject to review by an experienced HSE professional. The
reviewer makes a qualitative decision whether to approve the supplier
or not and whether a follow up is required. The broad basis of the
assessment is the extent to which:
The supplier’s safety management system (SMS) aligns with
recognised standards. (HSG65, OHSAS 18001, BS8800 etc.)
The supporting evidence indicates key personnel have had
necessary training and experience in HSE matters, given the
nature of the service being provided
The supplier’s SMS has been assessed by an authoritative third
party
Safety performance of the supplier is better or worse than the
industry norm
Previous experience of the supplier’s performance and
competence is satisfactory
Where follow up is required, we request that the supplier provides the
necessary additional information. The original reviewer then
evaluates this.
Where do you spell out the standards you require your Contractors to meet?
We expect our contractors to meet or exceed our HSE Policy
requirements, our core values and to adhere to relevant work
practices and procedures.
These requirements are communicated to our contractors during pre-
mobilisation meetings, site inductions and ongoing meetings to review
work and HSE performance.
How do you ensure these standards are met and verified?
At regular intervals our subcontractors are invited to meet with our
contract sponsor to review their performance on the contract.
Adherence to HSE standards is a key agenda topic.
Our contractors’ activities are regularly included in local and corporate
audits which provide assurance that our standards are being met.
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(vii) Standards
a) Where do you spell out the HSE performance standards you require to be met?
During the induction process. See Section 3.(ii): Competence and
General HSE Training.
b) How do you ensure these are met and verified?
See section TA.21.7: Auditing, Review and Certification
c) How do you identify new industry or regulatory standards that may be applicable to your activities?
PSN maintains a library of all regulations relevant to our industry. Our
process, Identification and Evaluation of New and Amended HS&E
Legislation and Guidance HSQ-PCM-026 (attached), ensures that PSN
maintains up-to-date with changes regulations and where required
prompts necessary change to our management system process.
d) Is there an overall structure for producing, updating and disseminating standards?
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d) Is there an overall structure for producing, updating and disseminating standards?
The controls for producing, updating and disseminating PSN standards are
described in the Management System Document Control Guidelines IMT-
PCM-001. This document contains links to the PSN Document
Control Process, Document numbering and Revision Control
Guidelines and the Process Owners Guidelines.
Section 4 Hazards and Effects Management
(i) Hazards and effects assessment
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a) What techniques are used within your company for the identification, assessment, control and mitigation of hazards and effects? (Provide HSE case for your key critical activities.)
PSN employs a range of processes and techniques directed at the
identification, assessment, prevention, control, and mitigation of
major hazards and their effects.
Our techniques are used sequentially as follows:
Safety engineering screening. We do this to identify
hazards resulting from the proposed change or modification
and to define the safety engineering input required, as well
as inform other disciplines of the safety issues associated
with the change. It is essential that the safety engineering
screening is prepared at the start of the job, and issued for
information to other disciplines involved. This document
should be revised and re-issued in the event of any changes
to the scope of the project
Implementation of risk assessment techniques (e.g.
HAZID, HAZOP, SIMOPs) We identify these at the safety
engineering screening stage, considering each phase of the
life of the proposed engineering change or modification,
including construction, operation, maintenance and
decommissioning
Mitigation of the identified hazards with inherently
safer design. We do this where hazards cannot be
eliminated by design. This step also incorporates
identification of the most appropriate control measures, and
demonstration that the ALARP standard has been met. Our
approach to selection of the most appropriate control
measures is based on the preferred hierarchy of risk
controls, incorporated into regulations
Workpack safety screening. This enables identification
and mitigation of HSE and occupational health risks, directly
associated with execution of the workscope in accordance
with our risk assessment procedure. The screening process
categorises activities into one of three risk levels: high,
medium or low.
The risk level of an activity is decided upon by an evaluation
of the probability of an undesirable event occurring and the
consequence that the undesirable event would have. We use
a risk assessment matrix for this purpose
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b)
The risk level associated with an activity, following the HSE
screening process, dictates the risk management process that will
be applied. Risk management will be commensurate to the risk
level presented, as follows:
High Risk Activity - Detailed hazard analysis carried out
using risk assessment matrix
Medium Risk Activity - Job safety analysis
Low Risk Activity – Tool box talk conducted at site
The procedure for task risk assessment is detailed in the
PSN Management System.
These assessments, generically known as Task Based Risk
Assessments (TBRAs), are performed by the personnel who will
actually be performing the work, with assistance from the HSE
advisor where appropriate. The TBRA will be referred to during the
preparation of the permit-to-work if any task-specific hazards or
safety requirements have been identified.
Prior to work commencing, we undertake a preliminary
assessment of the health and safety hazards likely to be present
and encountered during the project. This hazard register is
reviewed on a regular basis to ensure its continued suitability and
effectiveness.
Finally, we recognise that individuals are most at risk from injury
and they are also most likely to spot any remaining hazards in the
workplace. PSN operates a simple hazard observation system
that aims to identify and correct potential health and safety issues
before the harm is realised. Staff are encouraged to intervene,
correct and report what they have observed. The results and
findings are then communicated around the organisation.
The PSN Central Studies Group, led by the Chief Safety Engineer
provide support to our existing customers in the management of
their major accident hazards, fully assessing their likelihood and
consequences and recommending the hazard management
measures required.
Our Safety Engineering team have expertise in all areas of hazard
management from the preparation of design philosophies, at all
stages of a project, through to the quantification of risk using
quantitative risk analysis techniques. This includes developing,
issuing and updating Safety Case for our customers. PSN is not
the duty holder for any on or offshore installation and therefore do
not prepare and submit Safety Cases on behalf of PSN.
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Do you keep an inventory of HSE key (critical) activities against identified hazards, including subcontractors? Are steps identified to manage those risks, with responsible parties and required resources?
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b)
c)
Do you keep an inventory of HSE key (critical) activities against identified hazards, including subcontractors? Are steps identified to manage those risks, with responsible parties and required resources?
Yes – Prior to starting any worksite activities, PSN prepare a
Hazards, Effects and Controls register. These are applicable to our
subcontractors and are communicated during the induction
process to all personnel.
Is your Company actively promoting the usage of Accident Control Technique, ACT (or other similar techniques such as Unsafe Act Auditing (UAA) or Safety Training Observation Programme (STOP), and/or other equivalent proactive tools? If YES, please provide ACT program or other proactive tools.
PSN’s own proactive HSE observation tool is called the CARE card
system (Changing Attitude for Risk Elimination). The CARE card is
used to highlight any unsafe acts or conditions and also to record
positive behaviours. This CARE card system is implemented in
majority of the PSN projects, where as in other projects, the client
own observation process is used.
d) Do you keep a list of work or activities, which require Permit To Work (PTW) and/or Job Hazard Analysis (JHA)? If YES, please provide PTW & JHA procedures.
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d) Do you keep a list of work or activities, which require Permit To Work (PTW) and/or Job Hazard Analysis (JHA)? If YES, please provide PTW & JHA procedures.
In the Permit to Work (PTW) manual of each project, there is a list
that indicate which activities require a permit and what type (Hot
or Cold). This list varies from project to project depending upon
the nature of work undertaken and hazards. Following is an
excerpt the PSN PTW guideline and a specific projects Permit to
Work Manual.
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In all PSN projects either a Risk Assessment or a JSA process is in
place. There is a list of activities (in some projects all activities)
which require RA/JSA, again that varies from project to project.
Following is an excerpt of PSN Risk Assessment process.
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(ii) Exposure of the workforce
What systems are in place to monitor the exposure of your workforce to chemical or physical agents?
We have industrial hygiene programmes to monitor exposure of
the workforce to chemical and physical agents. The following
procedures will be used to manage risks of this nature on the
SPEX Project.
Chemical agents - Control of Substances Hazardous to
Health (COSHH)
PSN COSHH procedures are documented in our Hazard Substance
Management HSQ-PCM-030 guidelines. Application of these
procedures ensures that all hazardous substances are assessed
and that suitable controls are put in place to control the risk from
exposure. These procedures start at the HSE screening phase of
the project, whereby hazardous substances are identified and
Material Safety Data Sheets (MSDS) are obtained. From the
MSDS, we carry out detailed COSHH assessments on the tasks
that involve the use of the hazardous substances.
Control measures are put in place, which are monitored for
effectiveness through the following:
Weekly audits of Permit-to-work (those that include the use
of hazardous substances)
Weekly area safety inspections
Use of lead & lag indicators (specific to COSHH)
Monthly audits of activities (by management)
Discussion at weekly safety committee
Physical agents: Hand Arm Vibration (HAV) Policy
Our policy and procedure on HAV contains the following:
Roles and responsibilities of management and supervisors in
relation to HAV control
Assessment of equipment for vibration levels (only assessed
equipment which has been tested using an accelerometer is
allowed onto our projects)
Marking of each item of equipment with the vibration level and
the safe working time
Personal exposure sheets, which are completed by operators at
the end of each shift to monitor exposure time for the shift
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Personal health screening for each operator – if the screening
identifies a health issue, the person is referred to our
occupational doctor
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This is described in detail in Hand Arm Vibration procedure ref HSQ-PCM-
017
Noise exposure – usually follow the client noise exposure procedure,
which is written into the relevant section of the project interface
document.
(iii) Handling of chemicals
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How is your workforce advised on potential hazards (chemicals, noise, radiation, etc.) encountered in the course of their work?
We have a structured method for the identification of hazards and
the evaluation of risks associated with our work. Chemical agents
other hazardous substances are identified through the use of the
Health, Safety and Environmental screening procedures ref ENG-
PCM-003 We then carry out a formal risk assessment of the use of
these substances, in accordance with the PSN HSE Risk
Assessment process ref HSQ-PCM-011.
Chemical agents other hazardous substances are identified
through the use of the Health, Safety and Environmental
screening procedures. The assessments are sent electronically to
SYPOL (a service that we subscribe to on a contract basis).
SYPOL then return our assessments and data sheets with their
any additional information that may be relevant e.g:
Exposure times and levels
Methods of control
PPE to be used
Respiratory equipment
Testing of the environment before and during the use of
the substance
Decontamination procedures
Environmental considerations
The assessments that are returned from SYPOL are then
communicated to personnel who carry out the task. This is
achieved through the use of tool box talks. In addition, if there
are specific problems or long-term use of the substances, specific
campaigns will be put in place e.g. a monthly theme that focuses
on personal protective equipment. Sypol and other relevant risk
assessments are also used at the work location to back up the
Permit To Work System.
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(iv) Personal protective equipment
What arrangements does your company have for provision and upkeep of protective equipment and clothing, both standard issue, and that required for specialised activities?
PSN have developed a standard list of PPE, as shown below in the
contents page from the associated HSE Reference Manual.
Compliance with the PSN PPE standard is monitored via a number
of methods. On a day-to-day basis supervisors and colleagues
monitor each other and intervene when inadequate or
inappropriate PPE is being worn. These interventions will be
recorded using the company or project specific observation
programme. On a less frequent basis, management who are
conducting site visits will check for PPE requirements of the job
and ensure that compliance with the PPE Standard is maintained.
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(v) Waste management
What systems are in place for identification, classification, minimisation and management of waste?
PSN have developed waste management procedures for use at all
PSN locations. Please find below the contents page from the
associated Waste Management Guidelines:
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Section 5 Planning and Procedures
(i) HSE or operations manuals
a) Do you have a company HSE Management System Manual (which is equivalent to Shell’s HSE-Management System (as shown in the Preamble), capturing the 8 key elements)? If YES, please provide a copy of your HSE Management System Manual.
PSN has an HSE management system which is available to all
employees through the company intranet. It covers all the basic key
elements of HSE. It is based on HSG 65 and compliant to ISO 9001,
14001 and OSHAS 18001.
For a copy of the PSN Management System manual please refer to
Attachment 5 (i)a, located in Section 5 of TA 21.1 HSE Evaluation
Questionnaire.
b) Do you have a company HSE manual (or Operations Manual with relevant sections on HSE) that describes in detail your company approved HSE working practices relating to your work activities? If the answer is YES, please attach a copy of your HSE Manual.
We have written procedures for site level working practices contained
in our HSE reference Manual. The contents of this manual are listed
below
HSE Reference Manual Contents
1 Abrasive Blasting
2 Aerial Work Platforms
3 Air Tuggers
4 Control of Hand Tools
5 Asbestos Program
6 Assured Grounding Program
7 Barricades
8 Basic Electrical Safety Guidelines
9 Bomb Threat
10 Carbon Monoxide Monitoring of Breathing Air
11 Competent Person Designation
13 Compressed Gas Cylinders
14 Control of Hazardous Energy (Lockout/Tagout)
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c) 15 Crane Suspended Work Platform
16 Crawler, Wheel Mounted, Floating, Overhead Cranes
17 Electrical Safety
18 Emergency Evacuation, Assembly and Accounting
19 Environmental Hazards
20 Excavations
21 Fall Prevention/Protection Program
21A. Floor Openings & Fall Prevention Program
22 Fire Prevention/ProtectionHow do you ensure that the working practices and procedures used by your employees on-site are consistently in accordance with your HSE policy objectives and arrangements.
d) Emergency Response ProcedureDo your have an Emergency Response Plan and related Procedures (including medical emergencies) that is regularly tested?Provide copy of an Emergency Response Plan, related Procedures and the latest emergency drill report.
23 Fuel Truck Operation
24 Governmental Agencies
25 Grinder Safety
26 Hazard Communication
27 Hearing Protection and Conservation
28 Heat Stress Prevention
29 Hot-Tap Procedures
30 Housekeeping, Sanitation, and Waste Disposal
31 Project Site Drinking Water
32 Line Breaking/Equipment Opening Guidelines
33 Marine Safety
34 Office Safety
35 Off the Job Safety
36 Operating Equipment Near Overhead Electrical Service Lines
37 Demolition
38 Parking Lot Safety
39 Periodic Inspections
40 Permit Required Confined Space
41 Personal Protective Equipment
42 Pocket knives
43 Portable Hand, Power, and Powder Actuated Tools
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44 Portable Ladder Safety
45 Powered Industrial Forklift Trucks
46 Pressurized Air or Gas Testing of Closed Systems
47 Process Safety Management of Highly Hazardous Chemicals
48 Radiation Control for Radiographic Service
49 Railroad Safety Operations
50 Respiratory Protection Program
51 Risk Management Overview
52 Project Safety Program Review
53 Scaffolding Safety
54 Servicing Multi-Piece and Single Piece Rim Wheels
55 Sky Climbers and Suspended Powered Platforms
56 Steel Erection
57 Total Safety Task Instructions
58 Special Precautions for Ammonia and Urea Plants
59 Welding and Burning Operations
60 Hydrogen Sulphide
61 Pile Driving Procedure
62 Driving & Traffic Safety Management Process
As can be seen this manual covers the specific working practices of
scaffolding, heavy equipment lifting, handling of chemicals, high level work,
road safety and excavation.
This manual is extremely extensive and is undergoing major revision
currently. Copies will be made available when revised.
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c) How do you ensure that the working practices and procedures used by your employees on-site are consistently in accordance with your HSE policy objectives and arrangements.
Consistently following the correct work practices and procedures is an
essential component of excellent HSE performance. PSN use a
number of methods to ensure that our employees follow the correct
work procedures. We develop and promote a positive safety culture
where everyone is empowered to stop the job and where rule
breaking is not tolerated (see section 6.1 b for review of PSN safety
culture).
Enforcement of the use of working practices and procedures is carried
out regularly at each work location by supervision checking that each
work party is aware of and is following the correct procedures. We
also promote the used of Hazard Observation systems to check
working practices and procedure use, either our own CARE Card
(Changing Attitudes for Risk Elimination) or our client’s process.
d) Emergency Response ProcedureDo your have an Emergency Response Plan and related Procedures (including medical emergencies) that is regularly tested?Provide copy of an Emergency Response Plan, related Procedures and the latest emergency drill report.
All PSN projects have Local Emergency Response Plans (LERP) which
are linked to the PSN Global Crisis Management Plan (GCMP). The
plans are tested regularly including possible medical scenarios.
Attached is the PSN Global Crisis Management Plan, Sangu Local
Emergency Response Plan and the latest drill to test the Sangu plan.
For samples of Emergency Response plans, please refer to
Attachment 5 (i)d, located in Section 5 of TA 21.1 HSE Evaluation
Questionnaire.
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(ii) Equipment control and maintenance
How do you ensure that plant and equipment used within your premises, on-site, or at other locations by your employees are correctly registered, controlled and maintained in a safe working condition?Provide a short overview of your preventative maintenance system.Is HSE Critical equipment specifically identified and included in your preventative maintenance system?
The management of both hired and purchased equipment is
conducted in accordance with the Control of Temporary Equipment
Procedure OPM-PCM-030, along with a suite of additional procedures,
reports, registers and certification, all of which are located in the PSN
management system. This Process includes the identification and
assessment of HSE critical equipment.
In accordance with the PSN suite of procedures, processes, reports
and registers listed, tools and equipment shall be inspected,
maintained and re-certified by our own technicians using workshop
facilities where possible, or by sub-contracted specialist
maintenance/certification authority where necessary.
PSN also have an understanding and experience of working with and
adhering to the Shell Operating Code of Practice (OCOP) 1.046
Temporary Equipment Process. A list of relevant documentation
associated with temporary equipment is available in Attachment
TA12.1e.
(iii) Road Safety Management
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What arrangements does your company have for combating road and vehicle incidents?
The PSN Management System contains our Driver and Traffic Safety
Management Guidelines HSQ-GLN-018. The contents list of this
document can be found below.
This guideline is applied on sites which PSN have primacy for
transport and for vehicle operations within the jurisdiction of PSN.
Specific driver rules are drawn up for each specific site. These rules
are communicated to everyone at site induction as well as to those
driving company vehicles in specific sessions. Implementation of this
process requires several management controls in place including
driver selection, training & instruction, appropriate site signage, site
traffic routes, vehicles maintenance, logs books and the provision of
detailed investigation (root cause analysis) in the event of an
incident.
Auditing of the transport policy is conducted at several levels within
the organisation from random spot checks on vehicle log books,
random checks on vehicle roadworthiness as well as full site transport
reviews.
Reducing the risks from all forms of transport, particularly road
transport is a key focus for PSN in 2009. It is included in all PSN HSSE
Improvement Plans for 2009. See Section 3 (i) a.
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Section 6 Implementation and Performance Monitoring
(i) Management and performance monitoring of work activities
a) What arrangements does your company have for supervision and monitoring of performance?
The PSN Management System defines our arrangements for our
supervisors and how and what should be monitored. The PSN
Supervisors Manual CON-MAN-003 defines the roles and
responsibilities of a PSN Supervisor and is available upon request.
b) What types of performance criteria are used in your company; give examples?
We continuously seek opportunities for improvement through analysis
and trending of HSE leading and lagging performance indicators.
We monitor our HSE performance delivery for the duration of the
contract. We do this by using project and corporate monthly HSE
scorecards and by reviewing performance at monthly HSE project
managers’ meetings.
Additionally, we measure compliance to project requirements through
the analysis of HSE performance. We use HSE scorecards to identify
key trends in accident / incident types, enabling the Assignment
Manager and HSE personnel to identify opportunities for improvement
and share the HSE learning’s throughout the project organisation.
We have operated the HSE scorecard system for over four years, and
have been identified as the benchmark by Lloyd’s Register Quality
Assurance for our approach to HSE performance improvement. An
example of a project scorecard is shown below.
We will consult SPEX to agree project KPIs, and to develop and
maintain a project level HSE Plan to address:
Client and PSN issues
Legal, contractual and organisational changes
Leading and lagging KPIs status
Management reviews and audits
Performance expectations
Alignment with Client and PSN HSE Policy and objectives
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c) What arrangements does your company have for passing on any results and findings of this supervision and monitoring to your:
Base management?
Site employees?
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Example of Project HSE Scorecard
Leading Indicators (to Date) Target
CARE* % quality observations 25%
Corrective Actions % completion against schedule 100%
Audit Plan % completion against schedule 100%
FiTechTM & WellbeingworksTM
% of personnel completing assessments
50%
RSIP WorkwellTM & CBT % of personnel completing assessments
100%
Management Visits % completion of planned visits 100%
ISO 14001 Standard Maintaining independent verification of the EMS
Yes
Environmental Awareness Training
% of targeted personnel completing training
100%
- CARE - Changing Attitudes for Risk Elimination’ PSN Hazard Observation
System.
- WellbeingworksTM – online health management service
- FITechTM – cholesterol and diabetes testing
- RSIP Workwell TM – Repetitive Stress Injury network
Lagging Indicators (to Date) Target
Lost Time Injuries 0
Total Recordable Injuries 0
High Potential Incidents 0
Oil Spills to Sea 0
Produced Water Oil concentration and mass
Mass (tonnes)
20mgl
260
Greenhouse Gas Emissions (Tonner per MBOE) 9
Recycled Waste (Percent completion against
schedule)
25
Chemical Usage (No of non-conformances) 0
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c) What arrangements does your company have for passing on any results and findings of this supervision and monitoring to your:
i) Base management?ii) Site employees?
On a daily basis direct line supervision meets with the project or
assignment manager to discuss the work done during the day and to
plan the work occurring on the next day. During these meetings HSE
performance and the performance of the work are discussed.
Site employees are informed of any HSE issues, findings or results
during weekly HSE meetings, daily toolbox talks or where the hazard
is significant a “townhall” meeting can be held where the assignment
manager can address the entire workforce.
(ii) HSE performance achievement awards
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Has your company received any award for HSE performance achievement?
Has your company received any award for HSE performance achievement?
The PSMS has demonstrated that it delivers Best Industry
Performance
PSN’s safety culture has enabled us to consistently maintain high
safety standards at locations worldwide. Our notable HS&E
achievements include:
Philippines GKK (Occupational Safety and Health Excellence) – Philippines
Department of Labour and Employment.
5 th GKK Award for PSN Production Services Network
Philippines Corporation in the International Category: 2005
4 th GKK Award for PSN Production Services Network
Philippines Corporation in the International Category: 2003
3 rd GKK Award for PSN Production Services Network
Philippines Corporation in the International Category: 2001
Philippines Contractor of the Year Award for 2001 and 2002 -
Overall winner of Shell Batangas City Refinery Projects
“Fly the Flag Promo” Contractor of the Year Award for
2001 and 2002
Philippines Shell Tabangao Refinery LTI-free (Lost Time
Incident) for 13 years (over 7 million work hours)
Australia Esso Bass Strait – PSN received Safety awards for its
innovative approach to Safety in 2002, 2003,
2004, 2005 & 2006 at Esso’s Annual Contractor Safety
Recognition Forums.
UK RoSPA (Royal Society for Prevention of Accidents) Gold
Award 2008, 2007, 2006, 2005, 2004 & 2003
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(iii) Statutory notifiable incidents /dangerous occurrences
Has your company suffered any statutory notifiable incidents in the last five years (safety, occupational health and environmental)? (Answers with details including dates, country, most frequent types, causes and follow-up preventative measures taken).
PSN has not suffered any statutory notifiable incidents in the last five
years (safety, occupational health or environmental).
(iv) Improvement requirement and prohibition notices
Has your company suffered any improvement requirement or prohibition notices by the relevant national body, regulatory body for HSE or other enforcing authority or been prosecuted under any HSE legislation in the last five years? (If your answer is YES please give details).
PSN has not suffered any improvement requirements or prohibition
notices by the relevant national body, regulatory body for HSE or
other enforcing authority or been prosecuted under any HSE
legislation in the last five years.
(v) HSE performance records
a) Have you maintained records of your incidents and HSE performance for the last five years? (If YES, please provide the following: Number of Fatalities, Lost Time Injuries, Lost Workday Cases. Medical Treatment Cases and Restricted Work Day Cases. Also include the Fatal Accident Rate, Lost Time Injury Frequency and Total Recordable Incident Rate (TRCF) for each year. (NOTE: Please include your company definitions of the above-mentioned terms. For clarification refer to the OGP Safety Performance Accident Data Report).
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Global Statistics
2008 2007 2006 2005 2004
Case (NR)
Rate Case (NR)
Rate Case (NR)
Rate Case (NR)
Rate Case (NR)
Rate
Manhours 22,155,027 20,699,361 21,736,523 18,333,333 15,294,118
Fatalities * 2 0.02 0 0.00 0 0.00 0 0.00 0 0.00
Lost workday case injuries involving days away from WORK
Rate = Cases
X 200,000
Total
Employee
hours
15 0.14 12 0.11 12 0.11 11 0.12 13 0.17
Lost workday case injuries involving restricted WORK activity
Rate = Cases X 200,000 Total Employee hours
21 0.19 22 0.21 20 0.18 14 0.15 6 0.08
Injuries involving medical treatment only.
Rate = Cases X 200,000 Total Employee hours
24 0.22 32 0.31 29 0.27 17 0.18 12 0.16
Injuries involving first aid treatment only.
Rate = Cases X 200,000 Total Employee hours
168 1.52 210 2.03 257 2.36 204 2.23 157 2.05
Near Misses
Rate = Cases X 200,000 Total Employee hours
188 1.70 286 2.76 335 3.01 280 3.05 250 3.27
NB: Unfortunately in August 2008, 2 PSN employees were tragically killed shortly
after take off from the installation in a helicopter accident offshore Dubai
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Offshore helicopter operations in the area are under review following the
accident.
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b) How is health performance recorded?
When personnel working for PSN are mobilised to an international
location they are sent a link to the International SOS website
information page for that country which contains information
regarding specific health precautions which should be taken whilst
working and visiting that country. Any specific pre-travel
requirements, such as inoculations or blood tests are conducted in
line with PSN’s medical provider, Abermed’s advice along with a
rigorous international medical. Abermed maintain all the health
records of our employees.
Changing health circumstances in countries where PSN employees
are based is monitored by our medical provider, Abermed, who issue
email alerts as well as at a local level by PSN in country management.
Each individual assignment has an annual Health, Safety &
Environmental Plan which is used to schedule health events and
campaigns for PSN personnel. Topics such as general health & fitness,
diabetes awareness, back care, dental health are promoted at a local
level by Health Improvement Teams (HIT Squad).
c) How is environmental performance recorded?
Where PSN have primacy, for example our operations in Bangladesh,
PSN monitor measure and record all environmental emissions and
discharges on behalf of Cairn Energy for their Sangu Operations. The
figure below is an example of the July 08 Sangu report to the
Department of Environment in Bangladesh.
Sangu Report to the Department of Environment in
Bangladesh
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d) How often is HSE performance reviewed? By whom? Does the review include:· HSE-MS compliance· HSE plan completion status· HSE statistics and trends· Audit/Inspection/Incident & follow upIf YES, please provide minutes of HSE Performance Review meeting.
HSE performance is reviewed on a weekly basis by the project
assignment management team. Each month, every assignment
prepares a report that is submitted to head office in Aberdeen. The
information is collated into a global monthly HSSE report for
presentation at the monthly Excom meeting. A significant proportion
of the Excom meeting is devoted to reviewing the HSE performance
and making recommendations for improvement. In the monthly
meeting HSE plan status, HSE statistics and trends and incidents are
discussed in detail.
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# ISSUE Resp. Date Raised Date DueDate
Completed
1 First Aid Cases Steve 18-Aug Sept Sept
2 Security Docs Steve 18-Aug Sept
3 Cairo Office Steve 18-Aug Dec
Steve Parkinson
NEXT MEETING: Monday 20th October (and every 3rd Monday of the month thereafter, please note that this date has been changed)
TIME, VENUE & DIAL-IN DETAILS Time. 0800-1000
Dial-in numbers below will remain the same for ALL of these meetings unless otherwise advised.
Steve Parkinson BT MeetMe Details:
Freefone dial-in number: 0800 3891681 (UK)
Direct dial-in number: +44(0)20 7940 5700 (everyone else)
Chairperson Passcode: 79001745 then # (Steve Parkinson)
Participant Passcode: 24499694 then # (everyone else)
PLEASE NOTE; Any new items for discussion tobe issued prior to the meeting for pre reading
AGENDA OBJECTIVES:
Achieve something from each meeting
1. Safety Moment (to be rotated)
2. HSE Performance (including progress against HSE Plans) 3. Incident Review (one incident to be presented by BM and project team)
4. Quality Issues
5. Business Managers Round-Up
6. Security
7. AOB
STATUS / ACTION REQUIRED
ACTION LOG
PSIO HS&E Business Managers Monthly Meeting
ATTENDEES
APOLOGIES
18th August 2008
Adeeb Quader, Steve Parkinson, Ian Mackay, Finlay MacLennan, Richard Duff, Matt Gavin, David Clark, Pat Bonner
DATE
COMPLETED BY
Alan Gordon
PLEASE NOTE: If you are unable to attend you are required to nominate a deputy
learn something
GROUND RULES:
Upload to MS and notify BMs and Ams
New Cairo office requires security risk assessment
Include first aid cases in monthly report lagging indicators
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(vi) Incident investigation and reporting
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a) Who conducts incident investigations?
Where a recordable (OSHA definition) incident has occurred (or one
we deem to be of a suitably High Potential), an investigation is
initiated. The severity of the incident determines the composition
of the incident investigation team and the level of PSN
management responsible for its completion, as described in the
table below.
PSN Investigation Categories and Responsibilities
Incident Category
Investigation By: Incident Report
Approved By:
Recordable
Incident /
High
Potential
Incident
Taproot Process
Led by business manager;
assignment manager; or senior
management representative
Line management
representative
Technical specialist (as
necessary)
Employee safety representative
HS&E specialist
Operations
Director
Assignment
manager
Recordable
Incident /
Low
Potential
Incident
Taproot Process
Led by line management
representative (independent)
Senior adviser/HS&E specialist
Employee safety
representative
Business /
project manager
Non-
Recordable
Incident
PSN Internal Standard
Led by line supervision
Employee safety representative
(as required)
HSE Advisor
Location /
project senior
representative
For the highest categories of incident, we employ a tool and
process called TapRooT™ that allows us to systematically
determine the root causes of incidents. All managers and HSE
advisors are trained in the use of the tool.
As required, we will of course work alongside our client and, where Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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b) How are the findings following an investigation, or a relevant incident occurring elsewhere, communicated to your employees?
Our IMPACT system is used as the main tool for the communication
of remedial and improvement ideas and lessons learned. Trends
identified in IMPACT are used to help plan, prioritise, and co-
ordinate corrective actions, maintenance requirements, and
improvement initiatives.
Process improvements are reflected as changes to our best
practices and communicated through training and application.
Finally, all findings and corrective actions are communicated within
PSN, our clients and the wider industry by a range of methods
including:
Safety meetings
Toolbox talks
Safety alerts
E-mail notifications
Seminars and presentations
Notice boards
c) Are near miss safety learning reported?
PSN use leading indicators such as audits, management visits,
close-out of actions, inductions, observations and near miss reports
to proactively intervene where trends are identified. All projects
report their monthly HSSE performance to Corporate HSSE,
including near misses. Near miss reporting is encouraged and
regular presentations are given to ensure that all near misses are
reported. The figure below shows a typical near miss poster and
the Figure beneath demonstrates the number of near miss reports
received during the past 12 months.
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Typical PSN Near Miss Reporting Awareness Poster
Figure 21.7c - Safety Triangles include numbers of Near Miss Reports submitted during past 12 months
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LTI
RWC
MTC
FAC
NM
OBS
UK
1(8)
1(7)
0(13)
6(77)
10(107)
2,740(30,990)
Overall
1(14)
2(20)
2(28)
14(195)
18(216)
9,462(133,185)
0)
International
0(3)
0(3)
0(6)
1(58)
7(97)
4,903(81,395)
US
0(3)
1(10)
2(9)
4(60)
2(13)
1,819(20,840)
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Section 7 Auditing and Review
(i) Auditing
a) Do you have a written policy on HSE auditing? If the answer is YES please attach a copy.
Our Audit and Review Processes are defined within the PSN
Management System – Audit Management HSQ-PCM-009 &
Management System Review HSQ-PCM-001, a copy of which is
located in Attachment TA21.7.i.
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b) How does this policy specify the standards for auditing (including unsafe act auditing) and the qualifications for auditors?
Our corporate audits are planned, based upon a risk assessment
issued to all our Business Unit and Assignment Managers on a
periodic basis, the results of these assessments are reviewed to
determine the most critical projects that should be subjected to
audit. These audits are then planned based on the risk profiles and
incorporated within our global audit and assessment programme.
Our Audit Management Process Control Method (HSQ-PCM-009)
defines what should be considered when preparing the audit and
review programme. An extract from the PCM is attached here.
The qualifications for auditors are defined in our Auditor
qualification guidelines. The index for the guideline is attached in
Figure 21.7b.
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Unsafe act auditing is covered by the PSN Hazard Observation Process Control Method (PCM).
c) Do your company HSE Plans include schedules for auditing and what range of auditing is covered? Do your Senior Managers support and participate in the HSE audits? If YES, please provide Audit plan.
Our HSE plans describe the audit process and define the audits and
inspections required to provide assurance that the management
system processes are being adhered to. A full range of audits and
inspections are described:
Location weekly inspections
Process audits
Corporate full scope audits
Seniors Managers in all projects also participate in the
weekly/monthly audits.
For a copy of our Corporate Audit Plan, please refer to Attachment
7(i)c, located in Section 7 of TA 21.1 HSE Evaluation Questionnaire.
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d) How is the effectiveness of auditing verified and how does management report and follow up audits?
The results of our audit and review programme allow us to
benchmark across our projects and highlight areas where trends
are apparent or identify best practices that we can share across
our projects to the ultimate benefit our of clients.
Continuous Improvement
Any non-compliances or actions arising from our own audit and
assessment programmes and Customer and/or third party audits are
tracked to completion using our continuous performance improvement
system called IMPACT, which has modules for tracking the resolution of
Non-Conformance and Corrective Action Requests.
The PSN IMPACT system and processes enables us to actively manage a
number of typical quality indicators, including:
Number of non conformances (NCR) raised
Number of corrective actions (CAR) raised
Number of opportunities for improvement (OFI) raised
Number of customer feedbacks (CFB) raised
Number of supplier feedback (SFB) raised
Number of incident action (IAT) raised
Number of best practices (BP) raised
In addition we monitor the progress of our strategic quality improvement
actions as detailed within our business improvement plan, compliance
with our audit programmes and results from our cultural surveys
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We are subject to continual internal audit, customer audit and third
party audits which provide confirmation that our systems are effective
and identify areas for improvement
Our methods for measuring and reporting performance allows us to
react quickly to ensure our shared objectives are met.
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e) Has your company undergone HSE-MS audit and/or safety audit? If the answer is YES please attach a copy of audit report
Lloyds Register Quality Assurance (LRQA) certify PSN for ISO 9001, ISO
14001 and OHSAS 18001. The last audit by LRQA was carried out
during September 2007. This was a recertification audit and all 3
certificates were renewed.
For copies of our Audit Reports, please refer to Attachment 7 (i)e,
located in Section 7 of TA 21.1 HSE Evaluation Questionnaire.
Section 8 HSE Management - Additional Features
(i) Memberships of Associations
Describe the nature and extent of your company's participation in relevant industry, trade, and governmental organisations?
PSN are active members of Step Change in Safety. Our Chief
executive Officer (CEO) Robert Keiller is the current Chair of the
organisation and we have a member of staff permanently
seconded to Step Change. We are members of ROSPA and have
achieved their Gold Award for the past seven years and the PSN
Management System is certified to OHSAS 18001.
(ii) Additional features of your HSE management
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Does your company have any other HSE features or arrangements not described elsewhere in your response to the questionnaire?
PSN is a ‘network’ organisation which encourages shared learning
and best practice on a global scale. When considering the best way
of developing health, safety and environmental strategy we learn
from all our operations, regardless of their remoteness.
As an HSE team we work closely on developing a practical
management system which provides global solutions to local
issues. We use portal technology to share information and
documents across the globe so that any PSN employee can gain
access to information via the internet.
This network approach allows us to quickly establish a network of
HSE assistance on specialist topics for example radiation
protection, electrical safety or chemical safety.
At PSPC Tabangao Refinary they have monthly safety and health
promotions, activities include awareness campaigns highlighted at
toolbox meetings followed by general townhall meetings, attended
by all refinery contractors to conclude each campaign.
Additionally an ogoing promotion launched in 2006, MARSHAL,
which stands for Making A Responsible safety and Health Advocacy
Leader, is open to Foreman and below where they are paired with a
Safety Officer to gain safety skills.
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Details of the safety and health promotions at Tabangao:
HSSE Promo - HSSE Programs
2008 HSSE Promo
PPE Awareness & Manufacturing Cardinal Safety Rules
Fire Prevention Month
The Summer Heat is on
Learning from Incidents
HSE Golden Rules
Bantay Kaligtasan at Kalusugan Kapag Tag-Ulan at Bagyo (Typhoon
Preparedness)
Environmental Waste Management Month
2007 HSEE Promo
Back to Basics - PPE Awareness & Buddy System
Hand & Finger Safety
Heat Cramp & Heat Stroke
Hataw sa Tag-Ulan (Oplan Iwas Trangkaso/Sipon/Ubo/Dengue) (Colds, Flu &
Dengue Prevention)
Compliance and Intervention
Physical Fitness
Electrical Safety Month
We CARE Month
Holiday Safety Month (Part 1)
Holiday Safety Month (Part 2)
2006 HSEE Promo
Back to Basics - Bicyle Safety & PPE Awareness
Back to Basics (Permit, TSTI, JSA)
Buddy System Month
Isip 3M at Iba Pa. Para Iwas Sakuna
Tools & Equipment Safety
Leadership at All Levels
Waste Management Month
PPE Management Month
Maayos na Lugal Gawaan Malayo sa Kapahamakan (good housekeeping prevents
accidents)
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HSE Program 2008
JANUARY
HYPERTENSION
FEBRUARY
ARTHRITIS
MARCH
PTB AWARENESS
APRIL
LOW BACK PAIN PREVENTION AWARENESS & HEAT STRESS
MAY
INFLUENZA
JUNE
DENGUE
JULY
DIABETES
AUGUST
AIDS AWARENESS
SEPTEMBER
REPRODUCTIVE HEALTH/FAMILY PLANNING
OCTOBER
STRESS IN THE WORKPLACE
NOVEMBER
HEARING CONSERVATION
DECEMBER
STAY FIT DURING HOLIDAY
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Section 9 Company Specific Information
List of documents to be submitted based on above(Please submit any other relevant documents.)
Provide a list of proposed activities that senior management is involved that promote positive culture.1. HSE Policy Document.2. HSE KPI list3. HS&E Plan, showing continuous improvement targets that are set for the next 5 years and how such
targets will be achieved.4. Company Organogram and HSE department organogram.5. Minutes of HSE communication meeting.6. Minutes of HSE meeting and daily Toolbox meetings and Log-book7. Roles & responsibilities chart8. Competence/training matrix for manager, supervisors and HSE advisor and HSE training matrix for all
other employees and evidence of attendance implemented to date. 9. Details of content for in-house training 10. List of resources required for carrying out HSE critical activities together with their qualifications;11. Itemise and details of specialised HSE training.12. ACT program or other proactive tool;13. PTW & JHA procedures;14. Company HSE Management System Manual 15. Company HSE manual.16. Emergency Response Plan Procedure and its emergency drills report.17. Records of your incidents and HSE performance for the last five years?18. Minutes of HSE review meeting19. Policy on HSE auditing20. Audit Plan and Audit reports;
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TECHNICAL APPENDIX TA -22 - TENDERER'S LOCAL CONTENT
1. Tenderer shall provide to this Appendix 22 list of its Local Content for the WORK as per the format in the table below. The local content shall be based on Tenderer's Projected Local Content that will be utilised during the execution of the WORK for this tender if awarded. Note: COMPANY encouraged Tenderer to submit bid proposal that maximize on local content.
2. The Tenderer shall enter its company name and sign each page of this Appendix and any attachments appended thereto.
3. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL PROPOSAL ONLY.
Item ComponentsPercentage of Local Content in
Each Component (%)
1 MANPOWER
a. Project Management Team 80% Local Content
b. Engineering Lead, Maintenance Lead, HSE Lead, SAP Support Personnel, etc.
50% Local Content
c. Direct labor for engineering services based in the Philippines i.e. senior discipline engineers, discipline engineers, etc
90% Local Content
d. Direct labor for OGP and SWP on call-off basis i.e. engineer, lead technician, technician, trades, dual trades & craftsmen, etc
100% Local Content
Note: Local Content Percentage is defined as the percentage of “Locally Sourced” resources within each component/category. Percentage of Local Content for each component/category shall be from 0% to 100%.
Example 1: Item 1, if Bidder has 100 % Filipino /Local working for them for this particular Tender – the local content shall be 100 %.
Example 2: Item 1, if Bidder has 80 % Filipino /Local and 20 % foreigner working for them for this particular Tender – the local content shall be 80 %.
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TECHNICAL APPENDIX TA-23: TENDERER’S COMPUTER CAPABILITIES AND COMPUTERISED MAINTENANCE MANAGEMENT SYSTEM (CMMS) OR EQUIVALENT
1. The Tenderer will meet the minimum requirements as specified in the PART 5 of the CONTRACT. Any deviations should be highlighted and qualified in the bid. The Tenderer shall provide a summary of the computer facilities that are available in-house and highlight those that will be used for this WORK. Tenderers are also required to advise if external computer facilities are anticipated for this CONTRACT and how this will be managed.
Overview
The provision of Communication Networks and Information Technology (ITC) within
PSN is always focused on Operational needs of the business.
We are able to provide services for systems and data through the global
application of standard hardware and standard software solutions. This is known
as the COE (Common Operating Environment). COE supported by Information
Technology Infrastructure Library (ITIL) methodologies provide an effective IT
management and support network. The main benefits are to drive down cost while
maintaining appropriate availability and security of data.
PSN’s world wide communication network with regard to infrastructure is based on
Microsoft Windows 2003 server technology. This along with the COE, consists of
standard hardware with core software based on Microsoft products. These include
Windows XP (SP3), Microsoft Office 2007 and Exchange 2003 mail services.
The COE environment supported by ITIL processes and methodologies facilitates:
Better management and support services
Reduced risk of system failures
Elimination of incompatibility problems through the use of common file
formats
A common environment for roaming users
Significantly fewer interfaces
Global monitoring and support
The computer specifications below represent our standard deployed hardware.
PSN have moved away from the model of users storing data on local C: drives for
reasons of data security & availability.
Where appropriate, local file servers or mini-NAS solutions are deployed, with tape
backups stored offsite.
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Technical Workstation for CAD/PDMS
Make : Lenovo
Model : ThinkCentre M57e Tower Model 9174
Hard Disk : 250 GB
RAM : 3072 MB
Graphics Card : 512MB Minimum
Monitor : 2 x 19” Monitors
Standard Desktop PC
Make : Lenovo
Model : M57e Model 9482
Hard Disk : 80 GB
RAM : 2048 MB
Monitor : 17” Monitor
Corel-Draw is not part of our standard COE suite, however PSN has a large
portfolio of software which can perform similar functions.
Hardware / Software Upgrades
PSN will operate on a 24 month refresh policy as necessary for the SPEX Contract
enhancing the performance of the business, whilst ensuring maximising benefit
from the investment.
The flexibility of PSNs’ network allows data and resources to be accessed
worldwide. A link (subject to cost & availability) to the main PSN network would be
installed to meet this objective.
PSN IT has engaged key service providers with vast experience in connecting and
communicating with both client and vendor systems and operating environments.
We have implemented many communication methods in the past. All of these
ensure agreeable levels of security for both parties. We will choose the
connection technology on factors including:
Security policies of all associated parties
Technology of systems requiring to be accessed
Cost
Operability
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Other forms of internal world-wide communication include the use of e-mail,
internet and more significantly PSN make use of collaboration portal technology,
which underpins our knowledge management and transfer processes. This
technology, allows our personnel and also where appropriate vendors, partner and
client organisations to gain secure access to all information they require for
carrying out their daily tasks from any Internet PC around the globe.
This collaborative technology makes collaboration straightforward and encourages
development of Communities of Practice, where good working practices and open
threaded discussions are hosted. Thus, our personnel have access to all parts of
the PSN network irrespective of where they are, or which time zone they happen
to be in. Through this company-wide collaborative knowledge base, anyone in the
organisation is empowered to ask a question, share knowledge, provide answers
or opinions and learn on demand by searching previous discussions and accessing
managed content.
As a general policy we utilise a standard set of integrated application systems.
These include but are not limited to those identified in the table below. The strong
advantage of using this standard suite is that they can be deployed immediately
from the start of a contract. No customisation is required as all interfaces have
already been developed. These PSN applications are all currently in use in various
parts of our organisation.
PSN Standard Software Applications
FunctionTechnical
PurposeSoftware Used Hardware Used
Planning PRIMAVERA P3/P5 (experience of using Company P3E in previous contracts)
MP Project 2003
Hosted and accessed via standard COE
Planning
Material
Management
Oracle, Inventory Lite, SMS,
Hosted and accessed via standard COE
Procurement
Material
Expediting
Oracle, SMS, Hosted and accessed via standard COE
Material Tracking
Cost control Oracle Hosted and accessed via standard COE
Cost control
Document
control
DOCUMENTUM Hosted and accessed via standard COE
Document control
Interface
management
Oracle, PSNMS, Safety management System
Hosted and accessed via standard COE
Interface management
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FunctionTechnical
PurposeSoftware Used Hardware Used
Work planning
and jobcards
WPS (Work Planning System)
Hosted and accessed via standard COE
Work planning and jobcards
Timewriting TimeWEB Hosted and accessed via standard COE
Timewriting
Incident
reporting
Synergi Hosted and accessed via standard COE
Incident reporting
Quality
management
PSN MANAGEMENT SYSTEM (PSMS)Certified to ISO 9001, ISO 14001 and OHSAS 18001
Hosted and accessed via standard COE
To act as the information source, outlining the detail of all processes
Engineering –
Process,
Structural,
Mechanical,
Instrumentatio
n
Hysis, Microstation, Sesam, Rastercad, IRAS-B, Flarenet, Fred, PHA PROII, CaesarII, STAAD Pro, Ansys
Hosted and accessed via standard COE
Engineering Analysis, Calculation and Simulation
Draughting AutoCAD
PDMS
Hosted and accessed via standard COE
Computer Aided Design (PDMS) and Drafting (AutoCAD)
In most circumstances the previous listed applications can be accessed and used
from Company network environment for either PSN or Company staff members
providing access to the internet is granted. These applications will be accessed
via standard browser technology for the web based applications.
2. Tenderer to elaborate on previous experience dealing with SAP system or other equivalent CMMS system in tenderer’s organization (if any) or client organization (if any).
A number of our clients use SAP as their primary business control tool, and often
as their Computerised Maintenance Management System (CMMS). We have
significant experience of working with clients who use SAP PM as their
Computerised Maintenance Management System (CMMS). Currently we work in
Aberdeen with Shell, Chevron, Cairn India, Nexen and ExxonMobil who all use SAP.
PSN currently supplies coach/training support to the Shell North Sea Assets in the
use of SAP.
Where we are engaged in providing maintenance planning support, we define an
interface format to extract data from the relevant SAP PM module to populate
Primavera P3 (our standard planning and scheduling package) with the necessary
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maintenance schedule information. We refresh this periodically to ensure that the
maintenance section of the integrated plan reflects the current data residing in
our client’s maintenance management system.
We have a number of people assigned to maintenance services support contracts
who manage maintenance data in the client’s SAP PM system. These individuals
have gained significant experience in operating the SAP PM module ensuring the
accuracy and completeness of our client’s maintenance data.
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P3 is an industry standard third party supplied application from Primavera Inc. It is
the standard planning and scheduling package in use across PSN. It is used to
generate project plans and schedules across our contracts in appropriate levels of
detail. Project work calendars and resource availability profiles are developed
within P3 and durations and dependent logic are applied to work activities. P3
uses Critical Path Analysis (CPA) to determine overall project duration based on
logic, durations and resources required to complete the work. The resultant
project plans can be displayed in a variety of formats including:
CPA (or Logic Network)
Bar-charts or Gantt Charts
Manpower and Man-hour Histograms
Activity Listings
S-Curves of Planned Progress and Planned Man-hour Expenditure
We have been significant Primavera users since 1998 and have developed class
leading expertise in the use of P3 since then.
PSN has experience in the provision of Maintenance Management Systems and
alignment to client requirements in various locations around the globe. We
develop, implement, execute and improve strategies as shown below to maximise
the profitability of assets by optimising balance between production, performance
and lifting costs, underpinned by our core values of HSE excellence.
What We Address How it Benefits Your Business
Defining the business processes and
mapping to SAP. The blueprint of SAP
configuration is dependent on the
business processes. We assist with
defining blueprint with the
configuration consultants.
We have experience of several SAP
implementations and have operated the
system post implementation, we know
what works well.
Maintenance Build – Complete
maintenance build services. Creating
the asset register and hierarchy.
Development of the maintenance
strategies and creation of maintenance
plans.
PSN have tools and procedures for
populating SAP. We have a database of
generic maintenance tasks and
personnel experienced in developing
maintenance for SAP. We can also
conduct RCM for critical systems.
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What We Address How it Benefits Your Business
Work Order Management – PSN have
processes and procedures to manage
both routine and non-routine
maintenance within SAP. This includes
raising work orders, prioritisation of
work, scheduling, fixed format
reporting, recording history, recording
manpower and material utilisation.
PSN have experience in operating SAP
for several clients. The experience
gained and the processes developed
from working with different clients can
be transferred to any new client.
Spares/Maintenance Interface –
Identification of critical spare parts
required for maintenance, stock
holding levels, associating spare parts
with the equipment they support (Bill of
Materials).
Spares is a crucial aspect of any
maintenance operation. Having the
correct spare parts identified and
available at the right time is essential in
achieving the inherent availability of a
facility. PSN can identify the correct
spare, associate it with the equipment it
supports and optimise the stock holding
levels.
Reporting – Generation of reports to
provide leading and lagging indicators
of the effectiveness of the maintenance
system. E.g. maintenance backlog,
compliance with performance
standards, manpower utilisation.
PSN can develop reports to demonstrate
compliance with legislation, and other
key performance indicators which are
vital for the effective management of
your facility.
3. The Tenderer shall enter its company name and sign each page of this Appendix.
4. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-24: COMPLIANCE WITH PART 11 – HEALTH SAFETY AND ENVIRONMENT
1. Tenderer shall study PART 11 – Health, Safety and Environment. Tenderer must complete the Questionnaire below fully.
2. Tenderer shall enter its company name & chop and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN THE TECHNICAL SUBMISSION ONLY.
PART 11 – HEALTH SAFETY AND ENVIRONMENT (HSE) QUESTIONNAIRE
Please tick ( ) as appropriate
Yes No
1.0 Have you read and understood Part 11 – Health, Safety and Environment?
2.0 Do you agree to comply fully with Part 11 – Health, Safety and Environment?
If no, please provide your reason(s) as part of your qualification to contract under TECHNICAL APPENDIX 1 – QUALIFICATIONS.
3.0 In the event of a subcontract (if applicable), will you ensure that your appointed Subcontractor acknowledges, understands and comply with Part 11 – Health, Safety and Environment?
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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TECHNICAL APPENDIX TA-25: ADMINISTRATION INFORMATION
1. The Tenderer shall submit in this Appendix the following information to enable a contract to be executed in the event of Tenderer’s bid being accepted.
(i) FORM OF AGREEMENT
- Tenderers Company Name and address
PSN Production Services Network Philippines Corporation
- Tenderers legal standing (i.e. company, partnership, JV, etc.)
Company
- Law of Incorporation
Philippines
- Principal or Registered office
- Name of signatory
Alan Stewart Gordon
- Position of signatory
Director
Tenderers Company Name and address - Tenderers legal standing (i.e. company, partnership, JV, etc.) - Law of Incorporation - Principal or Registered office - Name of signatory - Position of signatory
(ii) ADMINISTRATION PROCEDURES
- Name of Contractor Representative
Alan Russell
- Position
Assignment Manager
- Address
200 Cantonment Road, 04/03-04 Southpoint, Singapore 089763
- Fax No.
+65 6220 5360
- Telephone No.
+65 6501 0160
Name of Contractor Representative - Position - Address - Fax No. - Telephone No.
- Name of Contractor Representative Nominated Deputy (if any) Not Applicable
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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- Position
- Address
- Fax No.
- Telephone No.
- Authority and Duties Delegated to Nominated Deputy
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(iii) PARENT COMPANY GUARANTEE BY PRINCIPAL COMPANY
- Guarantor Company Name
Production Services Network Limited
- Guarantor legal standing
Private Limited Company
- Law of Incorporation
Law of Scotland
- Principal or Registered office
Johnstone House, 52 – 54 Rose Street, Aberdeen, AB10 1UD
- Name of signatory
Duncan Ross Skinner
- Position
Director
Guarantor Company Name - Guarantor legal standing - Law of Incorporation - Principal or Registered office - Name of signatory - Position
2. The Tenderer shall enter its company name and sign each page of this Appendix.
3. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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4. TECHNICAL APPENDIX TA-26: TENDER BULLETINS
1. Tenderer confirms receipt of the following Tender Bulletins the effects of which have been included in the Tender:
Bulletin No.* Reference No. Dated
1 Addenda No. 1 12th January
2009
2 Clarification No. 01 21st January 2009
4 Addenda No. 2 21st January
2009
5 Clarification No. 03 26th January 2009
6 Addenda No. 03 21st January
2009
7 Clarification No. 04 21st January 2009
8 Clarification No. 05 21st January 2009
10 Addenda No. 03 26th January
2009
11 Clarification No. 07 26th January 2009
15 Addenda No. 04 04th February
2009
16 Clarification No. 11 09th February 2009
17 Clarification No. 12 09th February 2009
18 Clarification No. 13 09th February 2009
19 Clarification/Addenda No.14/4 11th February
2009
* Tenderer to List
2. The Tenderer shall complete this appendix, enter its company name and sign same.
3. THIS APPENDIX SHALL BE INCLUDED IN TENDERER'S TECHNICAL SUBMISSION ONLY.
Tenderer’s Company Name: PSN PRODUCTION SERVICES NETWORK PHILIPPINES CORPORATION
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