Annexure C3.23 - Quality Management Plan

REPORT
QUALITY MANAGEMENT PLAN
Project Name: FIRE UPGRADE PROJECT

Project Number: HO/1244
Author: Trevor Albertyn, SiVEST SA (Pty) Ltd

Owner: Transnet Pipelines
Client: TPL Fire Specialist
Project Sponsor: Sharla Pillay
Project Manager: Charl Bothma
Revision Number: 1
Approved by: Shiven Panday
Release Date:
Print Date: 13/07/2015
Template Date: 01/01/2012
Document No:
Distribution
Name Location
TPL25 Quality Management Plan Page 1 of 23

Fire Upgrade Project Transnet
Quality Management Plan Date: 13/07/2015
DOCUMENTATION DISTRIBUTION, REVISION AND APPROVAL HISTORY
REVISION DATE DISTRIBUTION/ PREPARED REVIEWED APPROVED

NUMBER REVISION BY BY BY
1 13/07/2015 Charl Bothma T Albertyn
SIGNATORIES:
Prepared by:
Trevor Albertyn, SiVEST SA(Pty) Ltd Date
Checked by:
Didier Regnaud, SiVEST SA(Pty) Ltd Date
Reviewed by:
Charl Bothma, TPL Project Manager Date
Reviewed by:
TPL Quality / Technical Manager Date
Approved by:
Shiven Panday, TPL Date

CONTENTS
1. Purpose ...................................................................................................................... 4
2. Scope ......................................................................................................................... 4
2.1. Background ......................................................................................................... 4
3. References ................................................................................................................. 5
4. Quality Management System ........................................................................................ 5
4.1. Quality Policy and Management Commitment ......................................................... 5
5. Quality Management ................................................................................................... 5
5.1. Definitions ........................................................................................................... 5
5.2. Abbreviations....................................................................................................... 6
5.3. Quality Management Philosophy and Overview ....................................................... 7
5.3.1. Project Quality Management .......................................................................... 7
5.3.2. Quality Management Process ......................................................................... 7
5.3.3. Roles & Responsibilities ................................................................................. 7
5.4. Quality Management Philosophy and Overview ..................................................... 11
5.4.1. Quality Objectives ....................................................................................... 11
5.4.2. Audits/Assessments .................................................................................... 12
5.4.3. Management Reviews.................................................................................. 12
5.4.4. Definitions of Project Quality Scope .............................................................. 13
5.4.5. Scope of Quality Review .............................................................................. 13
5.4.6. Documents Subject to Quality Reviews ......................................................... 13
5.4.7. Quality Review Participants .......................................................................... 14
5.5. Engineering and Design Quality Management ....................................................... 14
5.5.1. Records...................................................................................................... 14
5.5.2. Overview.................................................................................................... 14
5.5.3. Preliminary Design ...................................................................................... 15
5.5.4. Scope of Drawing Reviews ........................................................................... 15
5.5.5. Drawing Subject to Review .......................................................................... 15
5.5.6. Timing of Drawing Revisions ........................................................................ 15
5.5.7. Drawing Review Participants ........................................................................ 16
5.5.8. Responsibilities ........................................................................................... 16
5.5.9. Review of Technical Specifications ................................................................ 16
5.5.10. Formal Design Reviews................................................................................ 16
5.5.11. Change Control Principles ............................................................................ 16
5.6. Procurement Quality Management ....................................................................... 17
5.6.1. Overview.................................................................................................... 17
5.6.2. Quality Assurance Activities.......................................................................... 18
5.6.3. Quality Assurance Levels ............................................................................. 19
5.6.4. Quality Control............................................................................................ 19
5.6.5. Construction ............................................................................................... 19
5.6.6. Quality Risk ................................................................................................ 20
5.6.7. Non-Conformance Control............................................................................ 21
5.6.8. Concessions ............................................................................................... 21
5.7. Deliverables ....................................................................................................... 22
Annexure 1 Project QCP ..................................................................................................23

1. PURPOSE
The purpose of this Project Quality Management Plan (PQMP) is to confirm the following:
Outline the Project Quality objectives;

Define the Project Quality System and Procedures;
Outline the approach for implementing Quality;
Project Procedures;
Quality roles and responsibilities;
The QA/QC monitoring programme.
2. SCOPE
The scope of this Quality Management Plan includes all quality related functions and activities
for the project management, design, engineering, procurement, fabrication, construction and
commissioning of the TPL25 Fire Upgrade Project for the 24 sites considered by the project.
2.1. Background
Transnet Pipelines owns, maintains and operates a network of high-pressure petroleum and
gas pipelines across 5 Provinces. These receive fuel from the two refineries in Durban, the
crude refinery at Coalbrook (Natref) and the Synfuel plants at Secunda (Sasol II and III).
There are numerous intake stations, pump stations and delivery depots within the network
distributed across KwaZulu-Natal, Free State, Gauteng, North West and Mpumalanga.
TPL have undertaken to upgrade the fire protection systems on a number of existing pump
stations and depots to ensure the functionality and quality of the fire protection is in line with
companys objectives.
The project includes 24 sites and is being managed by TPL with WSP as the appointed fire
specialist during FEL3 and SiVEST having completed the design of the system for this phase.
The project has been approved for FEL4 and is to be executed with a procurement strategy
which sees the full scope of work for each site being tendered separately such that each site
will have a main contractor who is responsible for all procurement and construction as well as
some elements of design.
The scope includes the construction of a full fire protection on each site including the water
tanks, pump house building, diesel fire pumps, foam storage and induction, control and alarm
systems with extensive detection and the piping network with deluge valves and various end
of line equipment.
The Quality Management Plan is applicable to the processes completed by the Contractor in
the implementation of the project.
This plan describes Quality Assurance and Quality Control functions and activities to be
implemented and includes or refers to established Quality Control plans, procedures and
standard forms.
3. REFERENCES
ISO 9001:2008 Quality Management Systems - Requirements
4. QUALITY MANAGEMENT SYSTEM
TPL is not an ISO 9001-2008 accredited operating division of Transnet S.O.C but has adopted
the principles of ISO 9001.
SiVEST were appointed to perform engineering and construction management services for the
TPL25 Fire Upgrade for TPL at the twenty four sites impacted by the project. SiVEST is as ISO
9001-2008 accredited company and the use of their systems is integrated into the overall
project management system
The suitability, adequacy and effectiveness of the TPL QMS will be monitored throughout the
Project through the measures described in this Quality Plan.
4.1. Quality Policy and Management Commitment
TPL's objective is to establish, implement and maintain an effective Quality Management

System for this project, which meets the requirements of TPL and TPL's own organizational
goals.
TPL's commitment to quality, and to continuous improvement in performance, begins at the
top management level as endorsed by our quality policy. The objectives are communicated
and committed to by all members of the project team.
5. QUALITY MANAGEMENT
This section describes the quality management system that will be used throughout the entire
implementation of the project.
5.1. Definitions
Standard terminology, based on I S O 9001 - Fundamentals and Vocabulary (in Quality

Management), will be used to ensure uniformity and consistency of terms by all TPL's project
functional departments. The following definitions define the terms used in this Quality
Management Procedure - Audit/Assessment.
Corrective Action:
Action taken to eliminate the causes of an existing non-conformity, defect or undesirable
situation to prevent recurrence.
Evaluation:
An appraisal to determine whether or not design, manufacturing, manufacturing facilities,
construction processes and quality programs are capable of producing a quality item or
service and of generating evidence that support decisions on acceptability.
Guideline:
The document that describes the preferred method for suppliers or contractors to carry
out a task.
Inspection:
A phase of Quality Control, which by means of examination, observation or measurement,
determines the conformance of materials, supplies, components, processes or structures
to, predetermined quality requirements.
Procedure:
The internal document that describes the preferred method of carrying out a task.
Project Execution Plan (PEP):
The internal document that defines the quality activities as planned evaluation of the
adherence to the project's standards, processes, and procedures as well as specific quality
assurance measures related to each activity.
Quality Assurance (QA):
All those planned and systematic actions necessary to provide adequate confidence that
a product or service will satisfy given requirements for quality.
Quality Audit:
A documented activity conducted for the purpose of verifying by examination and
evaluation that the applicable elements of the Quality Assurance Program have been
established, documented and effectively implemented.
Quality Control (QC):
The operational techniques and activities that are used to fulfil requirements of quality.
Quality Plan:
A document setting out the specific quality practices, resources and sequence of activities
relevant to a particular product, service, contract or project.
Quality Risk:
The effect of uncertainty on the project Quality objectives in ensuring items are identified,
analysed, and mitigated. This is done by risk impacts of non-conformances, concessions,
rework, or rejections
Quality Systems:
The organizational structure, responsibilities, procedures, processes and resources for
implementing quality management.
Specification:
The document that prescribes the requirements with which the product or service has to
conform.
Traceability:
The ability to trace the history, application or location of an item or activity, or similar
items or activities, by means of recorded identification.
Other terms may be defined in the project specifications Supplier/Contractor Quality Assurance
Manuals in their specific areas of application.
5.2. Abbreviations
FAT Factory Acceptance Test

FIP Field Inspection Pack
HSE Health, Safety and Environment
MDR Manufacturers Data Report
MRQ Manager Representative for Quality
NCR Non-Conformance Report
PEP Project Execution Plan
PQMP Project Quality Management Plan
QA Quality Assurance
QC Quality Control
QCP Quality Control Plan
SAT Site Acceptance Test
TPL Transnet Pipelines
5.3. Quality Management Philosophy and Overview
5.3.1. Project Quality Management

Project quality management ensures that the project satisfies the needs for which it is
undertaken. It includes all activities that determine the quality policy, objectives and
responsibilities and implements them by means such as quality planning, quality control,
quality assurance and quality improvements within the quality system. Project quality
management addresses both the management of the project quality and the project's end
product.
5.3.2. Quality Management Process
Quality Management consists of the following processes:
Quality planning is the identification of the relevant quality standards and the
determination of how to satisfy them. The output from quality planning is a quality
management plan that documents how the project management team will
implement its quality policy. It addresses quality control, quality assurance and
quality improvement for the project. In addition, it includes operational definitions
or metrics (explicit descriptions of what something is and how it will be measured)
and checklists (to verify that a set of required steps has been performed or that a
set of required features have been included).
Quality assurance evaluates overall project performance on a regular basis to
provide confidence that the project will satisfy the relevant quality standards.
Quality audits (structured reviews of other quality management activities) play a
key role in quality assurance. Quality assurance results in quality improvements.
Quality control is the monitoring of specific project results to determine if they
conform to the relevant quality standards and the identification of ways to
eliminate the causes of unsatisfactory performance. Inspection using checklists as a
guide and trend analysis are key elements of quality control. The project results
that are monitored include both deliverables and cost/schedule/scope performance.
Quality control results in quality improvements, process adjustments (immediate
corrective or preventive action) and rework. Since rework is a frequent cause of
cost and schedule overruns, the goal of quality management is to minimize the
amount of rework required and get it right the first time.
5.3.3. Roles & Responsibilities
TPL Quality/Technical Manager
Transnet Pipelines Quality/Technical Manager is the appointed management
representative with the responsibility for administration of the project Quality
Management System (QMS) and has the responsibility and authority to ensure
implementation of the project QMS requirements by the following means:
Administration of Quality Assurance, Quality Control and Expediting activities.
Periodic internal QMS audits and surveillances.
Directing and reviewing QA audits

Issuing Corrective Action Requests (CARs).

Reporting on the effectiveness of the QMS to the TPL Senior Project Manager
SiVEST SA (Pty) Ltd. MRQ

SiVEST SA (Pty) Ltd. MRQ responsibilities include:
Ensuring Administration of all aspects of internal quality audits of the SiVEST SA
(Pty) Ltd. ISO 9001 QMS
Bringing the results of audits to the attention of the personnel responsible for the
work area audited.
If and when nonconformity is found, the MRQ immediately initiates corrective
action in accordance with procedures and follows up to verify that the corrective
action taken was effective.
Reporting Audit findings to MANCO and to the Managing Director for inclusion in
the MDs Report to the Board. Appropriate, preventive action and improvement
projects are initiated.
SiVEST SA (Pty) Ltd. Project Manager

The SiVEST Project Manager will be responsible for and have ultimate authority for overall
quality management of the Contractor.
SiVEST SA (Pty) Ltd. Project Manager responsibilities will include:

Is responsible for management of the Quality Plan
Quality Assurance checks to ensure that the Project meets the required quality
standard in all activities and functions
Establishing, implementing and coordinating all Quality Assurance Procedures
Communicating Quality Assurance Responsibilities to the Project Team members
Inspection agency's Contracts will be managed by the Project Manager, who will also
review and accept proposed inspectors, and carry out orientation and other
associated functions (if found to be required)
Familiarisation with the project requirements
Communication of Quality Control requirements to Vendors, and Quality Assurance
confirmation that inspection and Test Plans are complied with
Overall Coordination of Quality Assurance efforts, including QA by Consultant, QA by
Project team on site, Testing Consultants, Inspection Companies, Regulatory
Inspection Services
Maintaining strong lines of communications with the other Managers
Liaison with the Company's Quality Assurance Representative
Management of Project Audits and Assessments
Manage and supervise Audits at Vendors facilities (when required)
Management of Quality Documents
Management of Quality Risk
Assessing the effectiveness of the Quality Management Plan, and managing required
changes
Interfacing with TPL's Quality Department
Ensuring that material, equipment and installation specifications are prepared and
include Engineering, Quality Goals, Quality Severity and levels defined and "scopes of
inspection" applicable to specific types of equipment, goods and services. When
approved these documents will identify special inspection and test activities required,

witness and hold points, review, acceptance criteria and records for documentation
in conjunction with the Designer
Ensuring that each Enquiry for design work is reviewed to verify that all the proper
requirements and attachments are included with the Enquiry
Ensuring that technical reviews of design work and revisions are performed in
conformance with Project Engineering Process
Communicates Quality Management responsibilities to the Lead Engineers
Ensuring that design and engineering documentation are properly checked and
approved
Ensuring that Supplier/Vendor's Design Change Control Procedures are developed
and implemented, and are adequate
Participating in supplier/Vendor surveys and audits if necessary.
The SiVEST SA (Pty) Ltd. Project Manager in conjunction with the Site Manager is
responsible for:
Preparing and maintaining internal audit schedule
Schedule sufficient audits to cover all functions of the project
Plan, prepare and conduct internal and external audits and lead Audit Teams
Identify and initiate corrective action and monitor progress
Prepare corrective action/non-conformance and summary reports
Analyse data on quality related trends
Identify general areas for continuous improvement
Assist with the evaluation and assessment of potential suppliers to ensure compliance
of contractors, suppliers and vendors
Compile assessment reports
Implementation of the Site aspects of the PQP in consultation with Project Managers
Acceptance of Field Inspection Packs (FIP) in preparation for pre-commissioning
testing
Liaising with Contractor QA/QC personnel
Coordinating TPL's field inspections, sampling, and testing activities identified in
Contractor QCP, e.g. attendance of interventions points such as witness and hold
points (as applicable)
Interfacing with Client Site representatives and any third party inspection agencies
on QA/QC matters, e.g. field survey activities
Coordination of Site QA / QC records, including:
o NCR's, concession and deviation databases
o FIP's and field inspection checklists
o Inspection and NCR reports, etc.
o Contractor QCP
o Test results, etc.
o Mark-ups of P & ID's to record inspections.
Witness FAT and SAT requirements
Check Data Books
Ensure adequate Site document controls are implemented and maintained
Ensure that the required intervention points are identified in the Contractor QCP's and
attended to.

Ensure that the "Designers" fulfil their obligations in terms of the OHS Act and its
Regulations and include it in the Project Quality Plan, (PQP), and Contractor QCP as
intervention points
Review and distribution of inspection reports, and inspection releases
Work in conjunction with the respective discipline engineering leads to expedite and
resolve issues identified during inspections
Coordination and expediting the resolution and distribution of Supplier non-
conformance reports
Facilitation and coordination of Supplier pre-inspection meetings
Coordinate periodic audits of Supplier QC records and project audits to ensure
compliance with approved working procedures and processes
In conjunction with the SiVESTs lead Engineers set up and maintain the QA records
tracking system and ensure records of all inspections are maintained as well as non-
compliance items
Manages the Non Conformance Reports, (NCR), from issue to close-out and maintain
a NCR Register
Recommends and follows up corrective actions to prevent internal or external
deficiencies
Provide representation at site contract meetings with respect to QA/QC matters
Supports the Change Management Process, FEQ's, Concessions, DCNs, PCN's, etc.
Reports to the TPL Project Manager and SiVEST Project Manager on the status of
Quality Management on a monthly basis
TPL Procurement Manager

The TPL Procurement Manager's Quality responsibilities include:
Ensuring that procurement of equipment, material and services for the project is in
accordance with approved Project Procedures, in terms of Prequalification
Pre and Post Enquiries, purchase Order/Contract preparation, revisions and approval
are managed
Reviewing each Enquiry to ensure completeness and accuracy
Ensuring that each Enquiry includes a Quality Control section, with a request for an
Inspection and Test Plan
Liaison with the Engineering, Quality, and Construction Managers
Communicate any quality issues related to enquiries to the Quality/Technical Manager
for resolution
Ensuring that all correspondence related to Enquiries are transmitted formally to
Suppliers/Vendors only by the Procurement Department, including the original
Enquiry and any subsequent revisions, addenda, clarifications, meeting notes,
substitutions or other changes
Participating in supplier/Vendor surveys and audits as appropriate if necessary.
Site Manager
The Site Manager's Quality Assurance responsibilities include:
Developing and maintaining appropriate document control procedures for ensuring
that construction materials and workmanship for the project is in accordance with
approved Project Procedures
Ensuring QA/QC requirements for site construction are being performed in accordance
with the Quality Assurance Execution Plan for Contracts and Construction

Support the Field Engineers to perform assigned verification, and witness inspection
activities in conformance with the Quality Management Plan and relevant Project
Specifications and Codes and in accordance with Contract and construction discipline
requirements
Communicating significant quality problems to the SiVEST Project Manager and the
Engineering or Procurement Managers
Check Red Line and Final "As Built" documents
TPL QA Representative
The TPL QA Representative responsibilities include;
Ensuring QA/QC requirements for specialist oversight of TPL specifications (principally
Mechanical, Structural and Corrosion Protection) are being performed in accordance
with the Quality Assurance Execution Plan
Perform assigned verification, and witness inspection activities in conformance with
the Quality Management Plan and relevant Project Specifications and Codes and in
accordance with Contract and construction discipline requirements
5.4. Quality Management Philosophy and Overview
5.4.1. Quality Objectives

The quality objectives established for the project are as follows:
QUALITY OBJECTIVES MEASURES RESPONSIBILITY
PROJECT MANAGEMENT
Create open Project Meetings (MOMs) Project Manager
communication in which
all participants are well
aware of project progress
Promote Quality Project Team and Project Project Managers / TPL
Management Knowledge Induction training Quality/ Technical Manager
and behaviour Communicate results of
Quality Audits conducted
Verify Suppliers / Compliance to Quality Lead Engineers / TPL QA
Contractors QMS Review of QMS Representative
Conduct QMS Process and No. of Non-Conformances SiVEST Project
Procedural Audits Manager/Quality/Technical
Manager
ENGINEERING
To deliver the best Scope management: SiVEST Project Manager /
innovative technical Number of Trends, and Lead Engineers
solution on time and on DCN Man - hours
budget which meets the (Planned vs. Actual)
clients needs and
expectations. Compliance
with all statutory
legislation
Develop a Reliable and Conduct Design Reviews SiVEST Project Manager /
Safe Engineering Design and Engineering Lead Engineers
Package Assurance Assessments.
TRAINING
All project employees will Training needs Employee Line Managers
be provided with the assessment, gap analysis,

required skills development of a training

development to support strategy
the PEP and Project
Objectives
Evaluate Discipline Engineering Budget and Discipline Leader
Performance schedule performance
PROCUREMENT
To procure equipment and (No slip on award dates) Procurement Manager
materials on a timely and Procurement Status TPL Snr/Project Manager
orderly basis, at the Report Commitment to
optimum net cost, in strict Date vs. Planned Capital
accordance with Cost Variance
Specifications.
CONSTRUCTION
To construct, assemble Planned Man hours vs. Site Manager
and erect the plant on Actual Meeting Key
time, under budget, within Milestone dates Within
quality requirements Site Quality Management
which meets the Client's Plan Customer complaints
needs and expectations and improvements
COMMISSIONING
To prepare, plan the plant Planned Man hours vs. Lead Engineers
for cold and hot Actual Key Milestone
commissioning and dates Customer
handover successfully on compliance to User
time, under budget and Requirement
Clients requirements
5.4.2. Audits/Assessments
Quality audits are a quality assurance activity to evaluate project performance on a regular
basis and provide confidence that the project will satisfy the relevant quality standards.
Quality audits of any quality management activity can occur e.g. reviews, document
checking, etc. The intent is to ensure that:
Quality management activities have been identified and scheduled in the work
plan/schedule and completed as planned
Action items resulting from quality management activities are being acted upon
Quality management activities actually add value by improving quality
An initial quality audit will occur once quality management activities have started. The
results of the initial audit will determine the frequency of subsequent audits. The SiVEST
Project Manager and TPL Quality/Technical manager is responsible for scheduling the
audits and will involve the lead engineers and TPL QA specialists as required
5.4.3. Management Reviews
The management reviews will be conducted. The TPL Quality/Technical Manager will be
responsible for the coordination of the reviews, monitor and implement the actions
defined at the Management Review. During reviews the following will be considered:
Audit and Self/Peer review results
Client Feedback
Conformity of services / concessions and output of project
Status of corrective and preventative actions
Quality Improvement / Incident Reports
Changes affecting the PQP

5.4.4. Definitions of Project Quality Scope
Quality scope is the identifying and ensuring compliance of different project and Practice
functions and deliverables to the standard predefined by the project team. This includes
decisions and assumptions that affect the project objectives, scope, Quality cost and
schedule. Definition of project quality starts early in the project lifecycle process and
continues until the end of the project.
The objective of the Quality Scope is to outline an approach to:

Project Management System that will provide project outcomes that meet or exceed
agreed upon criteria for measuring project success
Defining appropriate project processes, workflows, guidelines, standards and
procedures to assist in project execution
Achieving manufacturing, assembly and construction compliance with referenced
statutory codes, standards and specifications
Minimize waste, non-conformities and re-work in order to reduce capital,
commissioning and operating/maintenance costs
5.4.5. Scope of Quality Review
Reviews will be either in an integrated meeting format or in the form of a squad check.
Each document that is reviewed will be reviewed for consistency with:
Overall project objectives
Scope definition documents from other disciplines in the same plant area
Other scope definition documents from other plant areas for the same discipline
Project standards for documentation
Correct Project, engineering and contractual language usage
Change Control and deviations
Ensure applicable lines of communication and approvals
5.4.6. Documents Subject to Quality Reviews

Generally, documents formally issued to TPL for review and approval, documents formally
issued to outside third parties and any other documents identified as being critical to
project success are subject to design reviews are done according to the project, but
specifically, the following documents, will be subject to a quality review.
Overall:
Project Execution Plan (PEP)
RACI Matrix and where applicable liability to be ensured
Project design basis and criteria
Standard specifications
Process/operation/control/plans descriptions
Concept Drawings (where or if applicable):
Mechanical general arrangements
Control system architecture diagram
Functional descriptions of controls
Detailed Documents and Drawings:
Project schedule
Project equipment list
Equipment specifications

Project Procedure Manual

Project Work Plan
Detailed design/installation drawings
Construction
Construction procedures, codes, standards, specifications as applicable
Vendor Quality deliverables such as PQP, QCP's, etc.
Review and acceptance of MDRs
Data books
Handover deliverables
Normally, a number of related documents are reviewed at the same time. Any document
could be reviewed more than once due to design responsibility or development, scope
change, change in execution strategy or the specific aspect being reviewed. Generally, a
document is reviewed prior to the initial official issue and/or at designated levels of
completion. Documents cannot be officially issued until the review has been completed
and approved (where applicable).
5.4.7. Quality Review Participants
The objective is to perform an independent review of a document by competent or
specialist not directly involved in the aspect being reviewed. Therefore participants in
quality reviews will be selected based on the document and the specific aspects of the
document being reviewed.
Potential participants include:
TPL Snr Project Manager
TPL/BP Project Manager
SiVEST Discipline Engineers/Leads
Responsible Engineers
Technical Specialists
Site Manager
Commissioning Manager (If Applicable)
Client Representatives
5.5. Engineering and Design Quality Management
5.5.1. Records
Identifiable and retrievable records will be maintained to furnish evidence of activities
affecting quality.
5.5.2. Overview
Quality management during project definition, preliminary and basic engineering phases
will be similar to quality management during the detailed engineering phase. All formal
drawing reviews will be documented.
Detailed design consists of producing the documents and drawings that will be used to
build the plant. The information that will be used as the basis of the documents will come
from the design Basis for Detail Engineering.

5.5.3. Preliminary Design

Preliminary design focuses on developing the information required to obtain quotations
on pre-purchased equipment packages.
The design criteria present project-specific standards to be used in the design process.
The standards can be applicable to TPL Standards, national, industry and internal
standards or statutory laws. In effect, the design criteria describe how the project's end
product will be designed.
A multi-discipline basis of design also is prepared, which documents design decisions and
describes what is being designed.
The design criteria and the basis of design are key inputs to the design process. Based
on these documents, each discipline initially produces:
Concept drawings
Standard specifications (specifications applicable to a number of pre-purchased
equipment packages)
Equipment specifications (specifications applicable to only one pre-purchased
equipment package)
Reports (documenting the results of design studies and the evaluation of design
alternatives)
Generally, the drawings, standards, specifications and reports are verified for consistency
and conformance with the design criteria, basis of design and other
drawings/standards/specifications/reports before being issued to the Client for comment
or approval. In addition, equipment specifications are verified for conformance with
applicable general specifications.
5.5.4. Scope of Drawing Reviews

Each document that is reviewed will be reviewed for consistency and conformance with:
Overall project objectives
Scope definition documents
Integration of other Practices drawings
Other drawings by other disciplines in the same area
All other drawings included in the same contract
Other drawings in other areas (especially interfaces)
Drawing design standards
Clarity of instruction and language used
5.5.5. Drawing Subject to Review

All drawings, lists, etc., will be reviewed prior to being issued for fabrication and
construction.
5.5.6. Timing of Drawing Revisions
Drawings will be reviewed prior to:
Initial issue for manufacturing
Initial issue for construction
All subsequent issues (if the drawing has been revised)

5.5.7. Drawing Review Participants

Participants in the review of a set of contract drawings will be selected based on the
drawings being reviewed. Potential participants include:
TPL Snr Project Manager / Quality/Technical Manager
TPL/SiVEST Project Managers
Project Engineer
Project Discipline Engineers
Responsible Engineer
Technical Specialists
5.5.8. Responsibilities
The Discipline Engineers and SiVEST Project Manager will be responsible for ensuring that
drawing reviews are held and that action items are followed up. In addition, he or she will
be responsible for organizing, scheduling, holding, documenting the results and following
up on action items from the review of a set of contract drawings covering more than one
plant area and one discipline.
Site Engineers will have the same responsibilities for the review of all contract drawings
covering their applicable area only.
5.5.9. Review of Technical Specifications
Prior to being issued for tender, the SiVEST Project Manager is responsible to review all
technical specifications and other engineering documents for consistency and to ensure:
The technical document complies with the overall project scope and objective
Related drawings and other documents are included
Client specific requirements are included
Completeness and clarity of the document
5.5.10. Formal Design Reviews

In addition to frequent, informal design reviews, there will be typically two formal design
reviews. The first review is typically carried out during Basic Engineering and determines
that the main design concepts are correct. The second review typically occurs after the
detail design has been substantially completed and address all design issues including
constructability and maintainability.
Review 1{approved for detailed design): Concurrent multidiscipline signs off through
a formal design review of reports or layouts to allow start of detailed design
Review 2 {approved for fabrication/construction): Formal design review used to
confirm that output/deliverables could be issued for construction and signed from
originator through to professional Engineer/Project Manager with the appropriate
"issued for use", stamp displayed.
5.5.11. Change Control Principles

Listed below are a few examples of how the change management process is typically
applied within our projects:
Ensure the Project Execution Plan, Management Plans, Procedures and Scope
statements have been agreed with the client
Scope creep and submitting change requests, i.e. via a Project Change Notice (PCN)
to relevant levels of approval or a Design Change Notice (DCN)

Field Engineering Queries (FEQ) - the engineering process used for construction
change and work authorize the contractor in performing work differently to what has
been specified or delivered as per the contractual agreement
Forecasting of project trends and effects
The recommendation/deviation and approval of preventative and corrective actions
The updating of Project Management Plans, Procedures and Scope statements
Approval of recommended defect repairs and the validation of defect repairs, etc.
In order to implement change the Project Manager will enlist a team that is responsible
for, and capable of making that change happen and ensures that the change is aligned
with the Client scope change policy and must be substantiated as a value add. It is
important that this team follows the following practical guidelines with regards to Change
Management:
Carefully review the contract documents at the onset of the project to determine the
changes procedures and to identify those authorized to make changes.
Caution your project management team members against reliance on changes
(additions, deletions or substitutions) made informally or through the shop drawing
process.
Periodically review your cost control procedures to see that they are adequately
identifying and segregating extra costs.
Outline any procedural steps and contract time limitations, which may affect your
entitlement to be paid for changed work, and make sure that your project
management team has that information and operates in a manner consistent with
preserving your entitlement to be paid for changes.
Change management of SiVEST will be dealt with in terms of the NEC3 PSC Contract. In
general no scope or design changes are to be actioned until approved in writing at the
appropriate level.
Once a change or potential change has been identified, a decision will be taken by the
TPL Project Manager as to whether work in the area concerned is to be stopped, or
continued on the previously agreed scope until such time as the change is approved.
5.6. Procurement Quality Management
5.6.1. Overview
The overall approach to quality management for the procurement of goods and services
consists of:
Selecting competent Suppliers/contractors in conjunction with the Employer
Ensuring Procurement have a plan for controlling work processes and activities
Monitoring compliance with the Procurement plan
In summary, the Suppliers will be responsible for the quality of their work while the project
team will be responsible for verifying that the Suppliers/Contractors are fulfilling their
responsibilities.
Quality management as it relates to the process of procuring goods and services consists
of:

Defining quantitative bid evaluation criteria for use on all equipment purchase
packages (bid analysis, evaluation, and recommendation) have been done
Ensuring that all of the technical and commercial requirements are adequately defined
in the bid documents
Verify selecting Suppliers that best meet the evaluation criteria
Verifying that each Supplier is in conformance with their Quality Plan and Quality
Control Plan as defined in the purchase order/contract
Verifying the performance of each Supplier against the Works Information
Specification and Quality Plan during the delivery of the goods or services as called
for in the purchase order / contract
In their quotation, all bidders will be required to describe their quality management
system and the quality management system used by their sub-suppliers / subcontractors.
In addition, they will provide a copy of their corporate quality manual.
Prior to purchase order/contract award, the Suppliers will submit for review a quality
management plan (including an inspection and testing plan) for the specific scope of work.
The purchase order will be awarded once the quality plan has been finalized. Then the
project team can start performing the necessary reviews, inspections or audits required
to assure that the Supplier is in conformance with the plan and that the work conforms
to the requirements of the purchase order/contract documents.
Responsibility for managing Supplier Quality is shared by all the project team. Engineering
is responsible for defining the specific quality requirements applicable to pre-purchased
equipment packages and for determining the technical acceptability of bidders. The
Project Manager provides an input into the commercial recommendation of bidders related
to Quality and inspection/surveillance of Suppliers, as required, the overall responsibility
however lies with the Responsible Engineer.
5.6.2. Quality Assurance Activities

A Quality Surveillance program will be developed by the TPL and SiVEST Project Manager,
to monitor and evaluate suppliers and Vendors procedures (including QCP's), methods,
products and records (including MDRs) to ensure conformance to specified requirements.
This program will be administered by the SiVEST Project Manager, directing discipline
specialists, field representatives and if required the Quality Control Inspection Agency for
verification and witness inspection activities.
The Quality Surveillance Program will commence upon award of Engineering, Purchase
Order and/or Contract and will include but not limited to the following activities:
Evaluating Suppliers' and Vendors' Quality Assurance and Quality Control Programs
Monitor the Preparation of Suppliers' and Vendors' Quality Control Plans (QCP's)
Monitor Preparation of by Suppliers' and Vendors' Manufacturers Data Reports (MDRs)
Monitor and review material certification, traceability and documentation by Suppliers
and Vendors
Technical review and acceptance of design documents (If applicable)
Supplier and Vendor Quality Surveillance
Review and acceptance of QCPs
Review and acceptance of MDRs

Internal Audit Program and audit check lists of Supplier and Vendor Quality Assurance
and Control Programs
Supplier and Vendor Audit Program and audit check lists
Non-conformance Applications, which are in effect changes to Specification
requirements
Technical Queries initiated for technical review and resolution by the
Company/Engineering Representative
Direct Material Substitution Requests by Suppliers and Vendors
Data Books
Package / Vendor Change Management
5.6.3. Quality Assurance Levels

During the Procurement cycle TPL Quality/Technical Manager will specify in the technical
specifications the QA Level required. The criticality analysis shall be used to determine
the need for and extent of Quality Control Plans.
5.6.4. Quality Control
Only suitably qualified and competent Quality Control Inspectors will carry out the various
QC activities. QC is intended to be by the Contractor
Prior to start-up of fabrication of any equipment a Kick-Off Meeting shall be held with the
suppliers. The purpose is to ensure that quality requirements and standards as stipulated
in the Purchase Order are understood by the Supplier.
The level of Quality Surveillance and the extent of Quality Control Plans/Inspection and
Test Plans will generally relate to the Quality Assurance levels as indicated above.
5.6.5. Construction
Quality Control Plans must be prepared by all Vendors for Construction Quality Control at
the Project site. They will be managed and overseen by the Site Manager, and typically
include but not limited the following activities:
Civil works, (Excavation, Backfill/Compaction and Concrete)
Steelwork (Structural and Miscellaneous)
Welding and NDT
Testing for Mechanical Completion
Building and associated works
Pavement Construction
Bulk Services Infrastructure
Electrical Works
Quality Management Plans describe the detailed activities that will be carried out to
verify that all services, material, equipment, and installations meet the Project
Specifications. Where surveillance or witness inspection by the project team is required,
only appropriately qualified and experienced inspection staff will be used to carry out
these inspection activities.
The level of inspection surveillance to be carried out by the project team will be
appropriate to the type, criticality and complexity of construction or equipment being
installed, and the degree of confidence in the Vendor, based on an assessment of their

Quality Plan and Procedures, personnel, facilities, demonstrated performance, and audit
findings.
The specific verification, witness inspection, quality surveillance and reporting

requirements for Contracts will be developed as part of the Enquiry document for these
services, and an acceptable agency selected and appointed to carry out this function.
QC verification, witness inspection and quality surveillance activities will be carried out
in conformance with this Quality Management Plan and relevant Project Specifications
and Codes and in accordance with Contract requirements, as follows:
Carry out assigned inspections and verifications as necessary to ensure that the
equipment and material installed or fabricated on site, has been fabricated, installed,
tested and accepted in accordance with the requirements of the Contract and
discipline, and is ready for pre-commissioning activities
Complete all recording and reporting requirements for each Contract
Maintain contact, with the Vendor, from placement of the Contract throughout
fabrication and/or installation, until Practical Completion
Follow-up Pre-Inspection Meeting action items as required
Issue timely inspection reports of acceptable quality, indicating inspection results in
accordance with contract requirements
Report Non-conformances on a priority basis
Conduct regular review of Vendor's Quality Control Documentation for progressive
compilation
The Site Manager and the Designer will issue Final Release Certificates after all required
inspection, test activities and MDR documentation required by the Contract, have been
satisfactorily completed.
Non-Conformance Reports will be treated with the highest priority until the details are
established submitted to Company for comment and or approval and corrective action
implemented to resolve the problem.
Quality Control records will be maintained as follows:
Non-Conformance Reports (NCR)
Concession Requests
Concession Register
Non-Conformance Report Register
Request For Information
Direct Material Substitution Requests (DMSR)
FEQ Requests
FEQ Register
"As-Built" Drawings
Contract Inspection Records, including all related documents
5.6.6. Quality Risk
Quality risks are typically identified by analysing NCR's, Concessions, QIR's, Inspection
and Assessment Results and Internal or External Complaints originating from the Client
as well as the consultant/Contractor. As the aforementioned are analysed, they should be
reported and be incorporated into the Project Risk Register

5.6.7. Non-Conformance Control

All Non-Conformances that occur during the course of supply, fabrication or construction,
will be processed by the Supplier/Vendor such that Specification compliance is achieved.
A copy of all Supplier/Vendor or Contractor Non-Conformance Reports, with proposed
corrective action/disposition will be reviewed and approved as required by:
The SiVEST Project Manager
The Construction Manager
The Company's Applicable Technical Representative (Designer)
TPL QA Representative
Consultants (Engineer of Record) where applicable
The parties will evaluate the potential for adverse impact on the project. The NCR's will
be regularly reviewed at Suppliers/Vendors premises as part of the Quality Surveillance
and Audit Programs, to verify effective control and close out.
Non-Conformances that occur as a result of audit, will be recorded on Non- Conformance

Report (NCR) by the audit team, and will be managed from Corrective Action and
Preventative Action, to close out, by the Supplier or Vendor, or the Contractor. These
Non-Conformance Reports will be regularly reviewed at Suppliers/Vendors premises as
part of the Quality Surveillance and Audit Programs, to verify effective control and close
out or at the construction site.
Supplier/Vendor or the Contractor requested disposition of non-conformances which

would result in a specification deviation will be notified in writing to the SiVEST Project
Manager, or the site representative, by returning the Non-Conformance Report, with
requested deviation as an action item. The SiVEST Project Manager will coordinate an
appropriate review, which includes the technical, regulatory, health and safety, and
environment with the Project manager or the Site Manager and the area/discipline
manager and the Company. The result will be presented to the Company for approval by
the TPL Project Manager.
5.6.8. Concessions
Where a Consultant/Contractor/Vendor requests a concession or waiver to vary the
requirement of the Purchase Order or specification and standard requirements as defined
by the Designer and conditions of contracting, the Consultant/Contractor/Vendor shall
raise the request with the TPL Project Manager and the request shall be captured in the
Concession register.
The Concession Requests shall clearly identify all elements of the proposed concession
together with any resulting technical, commercial and/or schedule impact or any benefits
in cost saving to the project and the Client which does not have a negative effect to the
project and to the design life.
No concession or waiver shall be implemented without formal written approval by the

Designer and TPL Project Manager.
The Completed original approved concession shall be updated in the concession register
and included in the Vendor's Data Pack.

5.7. Deliverables
Deliverables will be identified when the contract is formalized but are typically those
referenced in the attached Project Quality Plan (Annexure 1).

ANNEXURE 1 PROJECT QCP

Annexure C3.23 - Quality Management Plan

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REPORT

QUALITY MANAGEMENT PLAN

Project Name: FIRE UPGRADE PROJECT

Author: Trevor Albertyn, SiVEST SA (Pty) Ltd

TPL25 Quality Management Plan Page 1 of 23

DOCUMENTATION DISTRIBUTION, REVISION AND APPROVAL HISTORY

REVISION DATE DISTRIBUTION/ PREPARED REVIEWED APPROVED

Didier Regnaud, SiVEST SA(Pty) Ltd Date

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Outline the Project Quality objectives;

ISO 9001:2008 Quality Management Systems - Requirements

4. QUALITY MANAGEMENT SYSTEM

4.1. Quality Policy and Management Commitment

TPL's objective is to establish, implement and maintain an effective Quality Management

Standard terminology, based on I S O 9001 - Fundamentals and Vocabulary (in Quality

FAT Factory Acceptance Test

5.3. Quality Management Philosophy and Overview

5.3.1. Project Quality Management

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Issuing Corrective Action Requests (CARs).

SiVEST SA (Pty) Ltd. MRQ

SiVEST SA (Pty) Ltd. Project Manager

SiVEST SA (Pty) Ltd. Project Manager responsibilities will include:

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TPL Procurement Manager

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5.4. Quality Management Philosophy and Overview

5.4.1. Quality Objectives

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required skills development of a training

Changes affecting the PQP

The objective of the Quality Scope is to outline an approach to:

5.4.6. Documents Subject to Quality Reviews

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Project Procedure Manual

5.5. Engineering and Design Quality Management

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5.5.3. Preliminary Design

5.5.4. Scope of Drawing Reviews

5.5.5. Drawing Subject to Review

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5.5.7. Drawing Review Participants

5.5.10. Formal Design Reviews

5.5.11. Change Control Principles

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5.6. Procurement Quality Management

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5.6.2. Quality Assurance Activities

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5.6.3. Quality Assurance Levels

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The specific verification, witness inspection, quality surveillance and reporting

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5.6.7. Non-Conformance Control

Non-Conformances that occur as a result of audit, will be recorded on Non- Conformance

Supplier/Vendor or the Contractor requested disposition of non-conformances which

No concession or waiver shall be implemented without formal written approval by the

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ANNEXURE 1 PROJECT QCP

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