OE Register -Updated as of 27-Dec-13 (4)

8/12/2019 OE Register -Updated as of 27-Dec-13 (4)

1/29

As of 02-Dec-13

BU / DEPT O.E MAJOR GAPSO.E RECOMMENDED

ACTIONO.E RECOMMENDED

ACTION CLOSEDPLANNED PROGRESS(Until current month)

ACTUAL PROGRESS

Major Projects 9 9 2 22% 22%

AMO 10 11 0 9% 18%

OSV 16 31 14 61% 61%

T&I 13 23 5 30% 53%

BAE 15 31 7 45% 31%

Procurement 22 23 0 9% 0%

HSSE 12 18 1 33% 6%

Quality 12 12 0 58% 0%

Interface 16 28 0 7% 0%

BC&CSR 9 9 0 0% 17%

HR&ADMIN 0 0

CRM 0 0

TOTAL 134 195


2/29


3/29

Berhad Private and Confidentialction Register

: Massimiliano Bellotti

Person: Mumtaz / Catalinw workshop - 10-Jun-13

Aug-13

COPQ T&IMooring winch - excessive gear Wear & Tear, hence

high cost spares procured - Armada Installer

Maintenance done by Manufacturer- Continuous

monitoring during operation.

Second intervention planned for January

2014.catalin Q1 2014 2

Imp Plan

by T&IT&I Management System - SOP's improvements

Develop more operational specific

documentations (SOPs) for off-shore units

After detailed review, present SOPs'

deemed sufficient.Davide / Catalin Q4-2013 3

11Imp Plan

by T&IT&I

Improvements in Competency / Training

Management

Develop training program based on key

personnel competences assessment and JD

The matrix for industrial/HSE training on-

goingDavide / Catlin Q4-2013 NA 0 1

Standardised HSE / technical Industrial training

program to all vessel personnel's - Starts from

July.

catalin / Dan Q4-2013 3

OE Total Improvements / Gaps: 13

OE Recommendation: 23

OE Recommendation closed: 5

Planned Progress ( till current Month): 30%

Actual Progress: 53%

Revised

Due DateProgress RatingInitial Due Date

Completion

Date

Slippage In

Months

tment : T&I

Source BU / Dept. O.E Improvement Description Action OwnerRecommended Action PlanProgress Update

(As of 03-Dec-13)

Page 3 of 29


4/29

O.E Action Register

.E Owner: John

.E Focal Person: Arjan

1

(Started

25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

As per directions received from top

management, for ease of understanding and

reference, AIM is being prepared in the form of

a Flow chart with relevant references to SMS,

BASSNET, Classification and AIM general

guidelines.Preliminary flow chart has been developed and

undergoing review.

For 1, 2 & 3 - Completed

As per directions received from top management, for

ease of understanding and reference, AIM is being

prepared in the form of a Flow chart with relevant

references to SMS, BASSNET, Classification and AIMgeneral guidelines.

FAIT (Yew) Jan-14 2

Data population and clean up in line with vessel

specific PMS requirements. (Delayed to effect

the change of Ver 2.5 to Ver 2.8)4) In line with BASSnet

Data population and clean up in line with vessel specific

PMS requirements

FAIT (Yew)1st week of

Jul-13 April-14 4 2

Full power ahead on BASS Net - Team in place

by mid April 13 - Additional resources planned

Full ahead on BASS Net - Team in place by mid April

13 - Additional resources planned

- Bassnet Team visited 27 out of 33 vessels to installthe BASSnet System.

- Senior Officers being trained how to use/update/ the

Procurement & Maintainance Module on BASSnet.

FAIT 31-Oct-13 30-Nov-13 1 2

Clear communications to crew on what we

expect from them - High level of compliance

BASS Net Training Program to Crew

All vessels are equipped with BASS Net by mid

Aug 2013 including International Vessels, up

and running.

33 +4 (in progress) vessels out of 50 are in BASSNET

system. 13 vessels not required

Phase out manual reporting & monitoring during

this transition period and Move to BASS by April

2014.

BASS Net implementation completed by April

2014 - Up & Running on all Vessels

As an added benefit to maintain crew loyalty -

Discuss with New Crew HR head& Finalise?

As an added benefit to maintain crew loyalty -

Discussed with New Crew HR Head on 30/08/13 and

retention analysis to be shared for next course of action

FHR/FAIT/

OPS31-Oct-13

Consider staff contracts for key positions of

Master and Chief Engineer FHR 31-Oct-13

Validate the benefits of the cadet program and

re-instate if justified - Proposal to Nigeria cadet

program

FHR 31-Oct-13 1

2

(Initiated viameeting with

FHR 27/08/13)Oct-13 Oct-13

April'14 June'14

4

Initial Due

Date

Revised

Due Date

Actual

Completion

Date

Slippage In

Months

Progress Rating

Action Owner

2Blue print /

BE ConsulOSV

BASS Net Implementation & Multiple gaps in PMS /

Operations

1) Preventive maintenance schedule not reflectingmakers recommendations.

2) Unclear who is to develop, review and approve the

PMS for a particular vessel.

3) PMS check sheet too generic to be used for all type

of vessels.

4) PMS check sheets sighted were updated inaccurately

(copy and paste from previous reading and wrong

readings)

5) Difficulty of monitoring maintenance status i.e.

deferral, overdue, completed and corrective action due

to lack of matrix type PMS report.6) The Capt. for ATH82 was using older version of

checklist (PLANNED MAINTENANCE SCHEDULE - DECK

MACHINERY) from OSV SMS Manual to keep track of

routine check as new version is not yet available.

7) Lack of Technical Superintendent to support

activities in East Malaysia fleet.

8) propeller entanglement due to fishing net and other

things

9) Radar frequent malfunction onboard ATH82

10) AE frequent repair onboard ATM

11) very high steel renewal during docking for ATM

12) battery frequent replacement

13) AC/chiller/freezer frequent breakdown

14)copper tubing leaking

15) compressor frequent breakdown

16) SW piping failure

Recommended Action PlanProgress Update

(As of 03-Dec-13)

ASSET INTEGRITY MANAGEMENT:

1) AIM General Document Completing mid April,

circulating for Internal review

2) Corrosion Management Plan - Planned completionmid April.

3) Inspection & Maintenance Management Plan -

Planned completion around mid April.

4) PMS - Inline with BASSNET.

FHR/FAIT/

OPS

Phase out manual reporting & monitoring during this

transition period and Move to BASS by April 2014.

-BASSnet reporting being sent by BASS team member

on weekly basis.

FAIT/OPS

Clear communications to crew on what we expect from

them - High level of compliance

- 27 vessels senior officers being trained on BASSnet.

Senior offices on every vessel are recommended to

undergo BASSnet training/refresher before sign-on.Applies to all bases

- 2 x IT personel in Nigeria being trained how to

troubleshot/install BASSnet in case of any future failure

to the operating system

U / Department: OSV

O.E ID SourceBU /

Dept.O.E Improvement Description

3BE Cons /

Blue printOSV

High Turnover:

How do we build loyalty and accountability among our

crew?

Crew retention

Crew hiring

Pressure on the market

Are our wages on par with the market

Crew ownership

1Blue print /

BE ConsulOSV


5/29

4 Blue print OSV

Crew competencies / Training Crew training new

PSVs, sophisticated systems

is there a management system in place? Do we need

one like AMOs

planned ETOs / ECDIS training - Competency

system in place already. REF STCW 95

Planned CE/ETOs for DP maintenance course. ECDIS

training for vessels fitted. Competency system in place

already. REF STCW 95

FHR/FAIT/

OPS

(Initiated via

meeting with

FHR 27/08/13)

4

5 Blue print OSV HSE Improvements 1. PAP HAM/ACT Rewards OSV / HSE 31-Dec-13

Implementation of Ship Energy Efficiency Management

Plan (SEEMP)

Roll-out on Oct-13.

FAIT/OPS 31-Oct-13 31-Oct-13 4

Monitoring of Energy Performance* Energy efficiency

indicator is one of the module in environmental

specification (cintellate) maintained by Copr HSSEQ.

Collection & monitoring of SEEMP data is on-going and

consistenly analysed to check against compliance.

Improvement measures shall be identified next year.

FAIT/OPS 31-Oct-13 12-Nov-13 1 4

7 Blue print OSV Emission ControlOngoing review/consider vessels to apply/how

to apply?Diesel Electric Engine for new vessels? Target to be fitted on

AT 300 / Mawei ProjectArduni/ OSV 31-Dec-13

8 Blue print OSV Fuel pilferingDifficult to manage-above actions help

somewhat, other ideas to consider

Fuel oil flow meters being installed. Currently AT23 &

AT26 have been installed with remote monitoring

system which can be accessed and tracked via web.

Trials have been extended to effect new changes to

enhance monitoring.

FAIT/OPS 15-Nov-13 1

1. Simplifying OSV SMS and MSM - A master

and CE would assist HSE to amend SMS and

MSM. Investigation Procedure also would be

reviewed.

OSV / HSE 31-Dec-13 2

2. Implementation of AIMS? 2. Vessel specific PMS as per BASS Net FAIT/OPS April'14 2

Currently being updated by OSV - E&Y audit

findings tooCommissioning SOP FAIT 30-Sep-13 30-Sep-13 2 4

6 Blue print OSV Fuel EfficiencyOngoing review/consider vessels to apply/how

to apply?

9 BE cons OSV

Other Improvement Areas from BE Consultants:

1. Incident reporting and investigation procedures are

too simplistic with insufficient focus on root cause

analysis and process/people changes to prevent

recurrence

2. A robust communication infrastructure

Maintenance strategy is currently driven by Class

requirements and should be driven by optimised life-

cycle costing based on reliability and utilisation data.

-

SOP'S Implementation:

'1) OSV PMT team to implement OSV SOPs including:

- OSV Final Document Handover Procedure, OSV-

FDHO-8502

- - -


6/29

China yard / Namcheong strategy to revisit.Completion (handing over) SOP included in

commissioning SOPFAIT 30-Sep-13 30-Sep-13 2 4

Bulletin system to implement for group FAIT/OPS 4

Share the Operation Lesson Learned in common

database

Share the Operation Lesson Learned in common

database - Flash Outs & the same maintained in

GALLEON

FAIT/OPS 4

Share within Cintellate FAIT/OPS Feb-14 2

12 QIW OSV Document Management System? "VISTA" launch Aug 2013 - Implement in OSV OPS Feb-14

1. In place - verify - Risk Identified by BE Consultant

need to be reviewed by OSV.FAIT/OPS 4

2. P-trap system in place - safe distance and reportingre-inforced. Purchase of software has concluded.

FAIT/OPS 31-Oct-13 31-Dec-13 2 3

Design review for new build to avoid poor

design of systems,Design review for new build to avoid poor design of

systems. Lesson learnt database in place.FAIT 4

Component vendor selection,

AVL, etc.

_SW piping rubber coated (WSD1000)

_Main deck with portable opening (WSD1000).

_MGSP installation during building stage (WSD1000)

FAIT 4

Hard to standardize with multiple engine types.Hard to standardize with multiple engine types.

Ongoing review to make common critical parts list.FAIT/OPS 15-Nov-13 31-Dec-13 2

Ongoing review to make common critical partslists.

Additional split units/spare compressors/AC tech FAIT/OPS 4

Simplified annual audit planning Ops & Tech Sup

audit combined - no more overlap - one

checklistFAIT/OPS Jan-14

Redefined job descriptions to improve efficiency -

OngoingOSV 4

Redefined OSV logistics group function to

improve efficiencyEmployed OSV 4

1 16 3 56






13 BE cons OSV1.Helicopter operations on OSVs (3 in total).

2.Security arrangements in troubled waters.

1. In place - verify - Risk Identified by BE

Consultant need to be reviewed by OSV.

2. P-trap system in place - safe distance and

reporting re-inforced.

,

- Vendor Coordination Procedure & Reporting

Procedure, OSV-VCP-8503

2. NO QA/QC, Engineering, HSE, Mechanical completion

& commissioning resources sighted in Org chart.

Lack or No Lesson Learned data base and

communication.OSV

11

QIW /

Consultant

reports

16 OE OSV Other Improvement Plan

14 COPQ OSV

Inadequate spec during new-build or Non

compliance construction by Yard

- SW piping frequent repair due to corrosion.

- OBM tanks design faulty, cannot discharge fully and

remaining's can block pipeline and tanks.

- main deck not having portable opening to facilitate

moving in/out of big equipment from under deck.

- installation of MGPS to be done at the early stage

- piping system clog / corrosion

- at low level, OBM cannot be pumped out and left

excessive ROB

- design of bulk cargo tank bottom which makes it

difficult to clear the tank as the level is low.

15 LL OSV

Inadequate Spares

- lack of critical spares

- no spares standardization

- all due to different makers

- Workboat AC frequent breakdown


7/29

a Berhad Private and Confidentialction Register

: Noor Azmi Abdul Malek

Person: Razali

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Issue Lesson Learned register - for all Projects

done / in progressRazali 1-Jul-13 4

Communication to all personnel's in BU and

Project PersonnelsRazali ongoing 2

Applicable LL to translate in to Risk for Future

ProjectsRazali 1-Jul-13 4

LL workshop for each project incl FEED on

completion - - D1, Balnaves, C7 -Yearly Once.Razali ongoing 2

Engineering Quality Managment Plan - Feed &

Detail - Major RevisionCompleted (Closed) Razali 1-Sep-13 1-Sep-13

Design Control Procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13

Design Change procedure ( Change

Management Procedure) - Corp SOPUsed CORP SOP (Closed) Razali 1-Sep-13 1-Sep-13

Technical Bid evaluation Procedure In progress Razali 1-Sep-13 2

QA Instruction to Sub-contractors - Engineering

(Change to Procedure for Subcontracting

Engineering services)

Completed (Closed) Razali 1-Sep-13 1-Sep-13

Hazop procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13

TA Authority Procedure Completed (Closed) Razali 1-Sep-13 1-Sep-13

ITP

Completed - Covered in Engineering

Quality Plan Procedure under the QA plan

matrix (Closed)

Razali 1-Sep-13 1-Sep-13

Interface Management - Done - to Re Review Used existing approved procedure Razali 1-Sep-13 1-Sep-13

Technical Queries - Done - to Re Review Used existing approved procedure Razali 1-Sep-13 1-Sep-13

Internal workshop to fromulate design and

const drawing freeze startegyRazali 1-Jul-13 4

Workshop with Project for Input / agree on

design and const drawing freeze startegyRazali 1-Jul-13 4

Two Design / Drawing freeze option to be

developed by Eng/Projects- One for Less

regulated / complex enviromental project.

Another one for more regulated / complex

enviromental project

Razali 1-Jul-13 4

Change management tracking (post freeze

AFD) to be improved -Change register

maintained for all disciplines

Razali 1-Jul-13 4

Modify the existing procedure (Design control &

Design Freeze and Change mangement) and

Implement the agreed system

Razali 1-Jul-13 4

4

Initial Due

Date

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating

rtment: BAE

Source BU / Dept. O.E Improvement Description Action OwnerProgress Update

(As of 27-Nov-13)

QIW /

Consultant

reports

BAE Lack or No Lesson Learned data base andcommunication to team.

Recommended Action Plan

Aud, QIW BAEBAE Management System development (SOPs

overdue 1 year plus)

QIW BAE

No proper Freezing of drawing design and

documents from (P&IDs). Changes after AFD are

incurring many additional site costs.Dynamac/Keppel VORs.

Page 7 of 29


8/29

a Berhad Private and Confidential

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Initial Due

Date

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating


(As of 27-Nov-13)


Improve Procurement & Tender committee

process - due to delay between TBE

completion to Actual awards affects vendor info

required for design & drawing activity. (late

vendor info = late design)

Razali /

Procurement

Conduct Commercial / Schedule impact analysis

for late changes proposed by vendor

Eng Commercial

manager

MOC process should be applied to procurement

changes initiated by Vendor as it greatly affectsProject schedule and cost. Procurement MOC?

Vendor deviation process?

Razali /Procurement

Providing Priced PO for lead design Engineers to

better control costs.Not agreed by Procurement

Razali /

Procurement

Engineering and Procurement interface

workshop session to be arranged to better align

dept. processes

Razali /

Procurement

Adequate Resources and Schedule for

Process and Detail Engineering - Due to lack

of input to design schedule most of the dates

assumed for packages / equipment areinaccurate. AFC Issued based on assumption

data leading to late changes after award and

construction.

_ _ _ _ 0 0 0 0

Realistic Engineering Schedule - Engineering

to be invloved / provide input to schedule at

kick off/ during Project initial scheduling (min

time required for design) and detail

engineering.

Razali/Azmi/Ben

Dedicated Planner for Engineering activities -

FEED and detail engineering-all projects Azmi

Outsource Specialised engineering process -

Summarise the specialised vendors and have

Framework contract with those vendorsRazali / Theo

Combined Materials (Metallurgist)/Corrosion /

Welding/NDT/ and Coating Engineer? (To add

to Project org (KL based) covering all projects).

Projects/Eng-

Jesse/Azmi

More Expeditors needed to ensure VDRL itemsare on time (avoiding late design) - which then

impacts site (VORs) (Sis) (MOC items)

Expeditors shall be by Procurement

Department not EngineeringRazali

Document Controllers must expedite VDRL

documents - this is not occurring

Document Control procedure to revise. No

progress yetRazali

Ensure proper drawing and document review

process, plus IDC Check with standard design

and drawing verification checklist

Discipline Internal Check & IDC procedures

have been developed and approved.

Checklist preparation in progress andf

target to complete by end of DEC.

Razali / Leads 1-Aug-13 31-Dec-13 3 3

QIW, AUD,

COPQ

BAE - TGT

Project

Late Design / Drawing Changes after Award

or fabrication: Structural / Piping / E&I /

Layout drawing revisions, clashes.

Additional of Corrosion Inhibitor system.

LV Switchgear Modification Work Including Addition-

Deletion.

Additional 2 pressure relief valves for FW line.

Fabrication and supply of slug catcher pipe system -

Additional work due to design change based on

quote ref : JN983-VO1-REV.3

Piping spool modification after fabrication &

Installation - ref COPQ dynamac SI report & KSL SI

Report - approx 200 Over spools

Armada TGT requested that Sofec provides one

each spare pump and one each spare electric motorfor the HPU

Additional Cable for LAN/Telephone/TV Sockets

Late Design change after Award - 249 Surplus

Manual valves procured

COPQ BAE / MajProj - D1

Late Material spec / Sizing Changes after

Award or fabrication:

Addition / Deletion of control Valves, Revision of

Valve sizes and Trim Materials

Additional (new requirement) SS316L material and

machining works, to provide flange bearing (new

requirement).

9 no's chain stopper and work carry out with repair

Changes in Piping Material & requirements of

Revised P&ID's

MWAJ material Change

Info

Page 8 of 29


9/29


1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Initial Due

Date

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating


(As of 27-Nov-13)


COPQBAE / Maj

Proj - TGT

Poor Interface and vendor data verification

Changes of the cabling in the Low Voltage Slip Ring

from single mode to multi mode cable to be

compatible with vessel side cabling. - Interface

issue

Proper interface review and vendor data review

- Identify the extended scope and multiple

vendors interface

Handle as per Interface management

procedure.Leads Oct-13 4

QIW BAE / Proc

No Standard Technical bid evaluation / clarification

process and forms (templates) for business group

for easy interpretation and to improve process

period.

Technical Bid Evaluation and Clarification SOP

will be developed by Engineering and same

shall be used by all Business group.

In progress Razali 13-Sep-13 2 2

Ensure proper drawing and document review

process, plus IDC Check with standard design

and drawing verification checklist

Discipline Internal Check & IDC procedures

have been developed and approved.Checklist preparation in progress and

target to complete by end of DEC.

Razali / Leads 1-Aug-13 31-Dec-13 2

Ensure Engineering internal audit program is in

place (prepare and implement audit schedule)-

for self improvement for key process (SOPs)

Audit plan has been developed and Vendor

(Oil Tech) has been audited on July 2013Razali 1-Aug-13 NA Jul-13 4

As built Documentation - Check with ops? AMO

CSR-

Petrofac

/petronas

BAE

Lack of Technical competency system - BAB

engineers

Balnaves project TA system in place - TA /

competency Gap analysis in progress. final list

shall be submitted and approved by Validation.

TA's document have been completed

compilation. Submission for approval to

Validation body is not required.

Razali 1-Jul-13 NA 1-Jul-13 4

VFR-DYM BAE High spec requirement is another constraint Establish general specs for BAE in progressCompleted 29 Nos of Corporate

Engineering standardRazali 13-Sep-13 4

_ 0 0 0

_ _ _ 0 0 0 0

_ _ _ 0

_

_ _ _ 0 0 0 0

BAB Modules Pancake design could be improved

Engineering deliverables could be improved

Late issuance of changes /modifications

VFR-DYM BAE

Engineering Deliverables need to Improved -

delayed more than two months from Scheduled

date - Many revisions and delays jeoparadizing the

schedule & Budget.

BAB to look in to the issue of releasing / issuing the

structure/piping isometrics revisions after the

scheduled cut-off date

_Info

Info

CSR-Eni /

HLJOC /

Petrofac

/petronas

BAE

Accuracy and completeness of records & reports,

submittals & other deliverables / documentation

Quality of design & drawings

VFR-DYM BAE

BAB could improve their structural design by

considering tight construction schedule of 7 -8

months. BAB Seams Very much conservative in

weight control at the expense of Labour which is

increasing our construction time, cost and especially

nearly thousands of Stiffners.

Info

VFR-DYM BAE

Page 9 of 29


10/29


1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Initial Due

Date

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating


(As of 27-Nov-13)


AUD-BAB

NCR

Maj Proj /

BAE

Validation NCR - Issued by BAB QA - Apr-2013

Validation comments tracking register Not

adequate info Individual comments are not tracked

Vendor Design Document submission to validation

(SCE) No VDRL Submitted and waiver sighted

from Validation for this exemption.

Nominated Codes & Standards for Old and New

Equipment / Structures agreed with Validation are

not adequately listed in BAB Design Specs whichissued for vendor and BAE design

Response to Validation body comments are slow,

Min & Max Overdue days - 11 & 99 respectively.

Open CRS 42, No of doc commented open is 58

Validation NCR? Actions?

Need to set a meeting to discuss again on

the findings. Ownership of the NCR not

agreed to the finding raised by Raja

NCR already closed

Razali 13-Sep-13 19-Jul-13 4

Obs BAE Training Engineering training program?

Training program and schedule for

Balnaves project has been developed and

most of them have attended the training

as planned.

Razali 1-Jul-13 NA 1-Jul-13 4

0 8 3 28






Page 10 of 29


11/29

O.E Action Register

.E Owner: Steve Whitely

.E Focal Person: Karen Jacka

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

"Management decision on Perdana and other facilities with less

than 2 years remaining on contract was to leave as is. Inventory

management level have never been established properly on these

facilities. TGT sparing review and upgrade completed on budget

allocated ; still inadequate as only criticality 1 and some criticality

2 equipment have been spared properly due to budget restriction.

Same can be done for Armada Sterling but need similar

budget assignment. - Action: Funding Decision required.

Alvin Strang TBA

The example of not servcing PSVs due to no spare parts is invalid

and indicates a planning/procurement problem not a spare issue.

If one is about to service/conduct PMs on PSVs that is a time

based task with a long interval between tasks, one normally does

not need to carry spares for PSVs. One plans this activity in

advance and orders the spares one believes will be required

based on assessment/history/service conditions since last service.

The real action here is for planner to do their jobs and look ahead

for this work/check we have spares and order if not/confirm we

have tech knowledge/process and equipment to do the task

before the work becomes overdue - Bassnet has a float facility

that can be used for this purpose - it flags the task coming in the

future and allow the planning/spares/ materials requirement to

be done and ordered/delivered before the task becomes due.

Provide the detail according to facility situation for CMMS in KL to

update job details

Facility

Planners/SptdsTBA

2AUD-CAR,

ApacheAMO

Overdue maintenance task of all facilities (Perdana,

Perkasa and TGT) due to lacking of spare parts or

waiting for shutdown.

Again this is a planning/procurement issue not a sparing issue

unless a decision is made to hold a lot more spare inventory/and

tie up capital in the store.The bassnet system should be used to

look ahead and plan task/confirm and order spares .

Planners should not be scheduling tasks when the required

operational condition are not available. - they should develop

shutdown lists of tasks that require differnet levels of plant

shutdown and keep the Maint Suptd informed/updated on the list

and how overdue the tasks are so case for outage can be pressed

and/or other mitigations can be implemented.

Facility

Planners/SptdsTBA

3

AUD-NCR,

Apache ,

Eni

AMO Asset Integrity management System - AMOA comprehensive and formalised Asset Integrity Managememt

Sysytem is in the process of being rolled out.Dennis Ward 31-Dec-13

1 AUD-CAR AMO

Spare parts Stock level is none or fewer than the

recommended quantity in many areas. E.g.: safety

critical items like safety relief valves were not

serviced/changed as per schedule due to lack of

spare parts - Refer Armada Perdana records in BASS

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating

U / Department: AMO

Recommended Action Plan Action OwnerInitial Due

Date

Progress Update

(As of 29-Nov-13)O.E ID Source BU / Dept. O.E Improvement Description


12/29

4

QIW /

Consultant

reports

AMOLack of or No Lesson Learned data base and

communication.

A combined LL/COPQ database has been developed (in

compliance with the COPQ Procedure and LL Procedure) for each

FPSO Facility and is updated weekly during the Leadership Team

Meeting. What is not clear is how items are actioned following

reporting of the items - Corporate Quality to communicate an

effective framework for this (is it Cintellate?). Discussions andtraining to be provided by Corporate Quality.

Response from Corp QA

Cintelalte has LL / COPQ module with action tracking ( if

required). Corpoarate HSEQ provided two session trainings to

advance users of all BU, another training session would be

provided for those not attended.

AMO should start use cintellate data base for capturing LL and

communicate to action parties.

Awaiting training for Cintellate. AMO TBA

5 QIW AMOEfficient and reliable CMMS Database? development

from project phase

Internal deliverables from project/engineering - action should be

for us to define the deliverables and required schedule - project

/engineering to deliver. This will always be conflict due to timing

of engineering documents availability.

Will develop comprehensive list and

the months/lead time before required

" approved CMMS required onboard

date"

Dennis Ward /

Michael Russel31-Dec-13 2

6 QIW AMO Document Management System

The AMO CAMS is in the process of being built into a

comprehensive management system. The Document

Management System (DMS) is included in this system. The new

VISTA System will also tie in to the DMS.

Karen Jacka 31-May-14 2

7 BE cons AMO

Potential improvements were identified with FPSO

Operations that will help protect the core business

during the current growth phase

With the CAMS build, a number of improvements are being

incorporated within the AMO management system, these include

but are not limited to:

1. Facility Hazard & Effect Registers

2. Interview Guidelines

3. CBTAs for all Facilities

4. Facility Management Plans - health, waste, emergency

5. Interface procedures, etc.

Karen Jacka 31-Oct-14 1

8 BE cons AMOOff-take tankers and helicopter operations are

significant risks and need to be evaluatedIncluded in above - Hazard & Effects Register. Karen Jacka 31-Oct-14 1

9 COPQ AMO

Lack of thorough project's planning:

- failure to meet requirements at project stage -

client, statutory, regulation

- failure to capture 'Lesson Learned' and use them

in next project.

A Regulatory Compliance Manager has been appointed within

AMO to address these requirements via Regulatory Compliance

Plans (in conjunction with Projects).

The RC Manager will however need to be informed by other

bussinees/suport units what projects are on the go and this

requires close working between the BAB support units.

Lessons Learned are being formally captured and have been

communicated - e.g. D1 LL for C7.

Karen Jacka On-going 2

2 6 0 0






This will be captured in the new Health Management Plans.

Apache is the Duty Holder in Austratlia and thus their Health

Managememnt System will be adopted. Karen Jacka has had

discussions with Colin Know with regards this.

Andrew Gill 31-Mar-14Not started.10AUD-OBS

(Apache)AMO / HR

BAB only carry out pre-employment health checksthey do not have a continuous system for monitoring

the health of their personnel.

BAB does not identify those situations where

employee health surveillance is required and the

implementation of appropriate systems to monitor

the health personnel. This is a requirements of

OHSAS 18001 and NZS/AS 4801

And would be expected to be in place when working

in Australia.


13/29


r: Eric Cheong

Person: Jonathan

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Review SOP - Vendors Criticality assessment to be

revisitedJonathan 1-Aug-13 3

Establish Communication / action taken

subsequent improvement process by vendor based

on Performance evaluation

Jonathan 1-Aug-13 3

Ops / project should initiate the evaluation

process. Feedback of the evaluation report issued

to Proc for further action

Interface workshop

& Agree - with Ops

team

Interface

workshop Date

Establish Material Master coding in SAP will

address AVL issues - for further discussion with

Ops/Engg/T&I/MP /OSV interface workshop for

proper implementation

Identify focal point for each BU /dept. and start

issue Pre q records for assessment. E.g.: HSEQ,

Operations, Engg, etc. as specified in SOP

Interface

workshop -

with all BU

Vista can be utilized (DDM) for review and

approval process till dedicated software identified

and implemented.

T&I Single source issue - Early warning to

procurement regarding single source in order tocomply min bidders requirement also Pre Q

potential vendor - discuss further in Interface

workshop

Interfaceworkshop -

with T&I

AUD - CAR,

EniCORP - Proc

Critically rating not fully implemented to all vendors

Critically rating selectively used depending on technicality

and values of the items

Criticality Rating shall be specified in PR and

procurement will ensure that captured in PO.

AUD-NCR CORP - ProcLengthy & Delayed Procurement process in Nigeria

Operation

Procurement process is took over by BAB from

Century to improve the Nigeria procurement

activity - Verify

Interface

workshop -

with AMO/OSV

Interface with Engg / T&I / AMO / OSV workshop

Interface

workshop -

with all BU

Establishing Material Master coding in SAP may

resolve this issue - same as item no 2

Need to verify?

rtment : PROCUREMENT

Source BU / Dept. O.E Improvement Description

AUD - CAR,

Eni, QIWCORP - Proc

Pre-Q not carried out as per procedure

No complete involvement from other dept.

1.Engineering and FPSO Operations were not involved or

seldom involved in Pre Qualification Process

2.Inadequate Team to perform this task - Closed

3.No Comprehensive vendor list - Equipment

manufacturer or service providers with qualified ranges

and products/service - Material Master

4. Ops was not involved in FPSO Projects approved

vendor list selection or shortlisting process.

5. Both bidding / PO and prequalification happen

simultaneously and delay bidding / PO process

QIW CORP - Proc

Lack of information in PR while raise in SAP by requester

(Engg & Business group) which may result inadequate

PO description and discrepancy in later stage of project

execution.

Revised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating

QIW CORP - Proc

Engineering and other potential discipline personnel's are

not involved in un priced PO content review before

awarding which is essential to ensure all required details

and contents are captured in PO.

Presently Procurement and Contracts only involved in

this process.

Action OwnerInitial Due

Date

AUD - CAR,

Eni, QIWCORP - Proc

Vendors Performance Evaluation:

1. Vendor performance & evaluation and vendor

performance report generation, Communication to

vendors, Improvement action Tracking.

2. OPS was not involved in performance evaluation of

vendors - e.g.: end of first year's operation (initial

performance evaluation)

Recommended Action Plan Progress Update

Page 13 of 29


14/29


1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Source BU / Dept. O.E Improvement DescriptionRevised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating


Date


QIW CORP - Proc

P.O ATTACHMENT DOCUMENTS GAPS? Some contract

variations occur due to lack of P.O specifications, etc. Rootcause? Do we need to ensure improved PO / contractspackages? & attachments?

Purchase order / Request standard template to be

developed. List of standard documents list to be

identified- Need to further discussion with

Interface workshop - Engg

Interface

workshop with

Engg

QIW CORP - Proc

Expediting of following items needs improved -

Engineering Deliverables, Product delivery, Logistics,

Comm & Ops spare delivery, Inspection, progress, final

documents and etc.

Expediting resources being expanded - incl

Manager - Close liaise with package engineer

AUD-NCR

(Apache) CORP - Proc

Project Personnel and Other relevant personnel's do not

received copies of un-priced Purchase Orders. Need to verify with Gary-project QA?

AUD-NCR

(Apache)CORP - Proc

Ina equate invo vement o project personne i e Ops,

HSE in:

Development or approval of PO Bid List

RFQ Review or RFQ approval

Quality/Technical Bid Evaluations

Bid Clarification Meetings (BCM)

Review/sign off of PO documentation prior to issue

Criticality Level (that is, the level of BAB Vendor

Inspections) not included in PO documentation

Proper DDM to be established for each of these

activities at commencement - To be discussed with

PM & Maj proj -

Interface

workshop with

Major Projects

BAE -OE CORP - Proc

Improve Procurement & Tender committee process -

due to delay between TBE completion to Actual awards

affects vendor info required for design & drawing activity.

(late vendor info = late design)

Raise major gap items with Senior managementthrough gap analysis workshop for OE. Including

this item.

BAE -OE CORP - Proc

MOC process should be applied to procurement changes

initiated by Vendor as it greatly affects Project schedule

and cost. Procurement MOC? Vendor deviation process?

discuss during interface workshop

BAE -OE CORP - ProcProviding Priced PO for lead design Engineers to better

control costs.

discuss during interface workshop, master coding

may help

BAE -OE CORP - ProcEngineering and Procurement interface workshop session

to be arranged to better align dept. processesas above

T&I - OE CORP - Proc

Develop frame agreement with critical sub-contractor for

trainings and operational consumables (PPE, lubes,

rigging etc.) improving procurement efficiency

preparing / also possible service order Jonathan

T&I - OE CORP - ProcOperate logistic supporting bases in Caspian sea and Far

East Asiastarted Astrakhan - Lukoil,

NCR CORP - Proc TGT 1 BDV & SDV valve failures? EnFlow & Ringo Valves. ongoing

AUD - CAR,Apache

CORP - ProcApache Audit Findings - Lack of QA/QC involvement inthe Procurement process until after P.O. award.

as above

AUD - CAR,

ApacheCORP - Proc

Apache Audit Findings - QA/QC Manager not received

copies of un-priced Purchase Orders.as above

AUD - CAR,

ApacheCORP - Proc Apache Audit Findings - Category I and II Vendors and P.O.s to

Apache - Not Issuedas above

QIW CORP - Proc KPI's - E.g.: RFQ to Award, Etc. re-visit KPIs and decide applicable

AMO - 1 buyer, T&I 2 buyers,1 PM, 2 matlcoordinators, Projects- sourcing Proc mgr, OSV - 1

buyer and admin

Page 14 of 29


15/29


1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

Source BU / Dept. O.E Improvement DescriptionRevised Due

Date

Actual

Completion

Date

Slippage In

Months

Progress Rating


Date


Logistic dept., KL based,

Procurement SOPs to be revisited,

Materials management - Equipment preservation

SOP0 0 0 0





Actual Progress: 0%

Other's CORP - Proc Any other planned improvements from Procurement?

Page 15 of 29


16/29


Noval

Person : Thayalan

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

AUD - CAR

/ BE ConsCORP - HSE

HSE Management system document gaps -

1) an effective management system framework

exists across the business but is not consistently

applied across all Business Units (BUs) - Policies

Realignment and review of HSE SOP'sand reports

after Cintellate Launch - Integrated Management

System deployment

Thayalan Dec-13

AUD - CAR

& CRM / BE

Cons

Security

Crisis Management System

BABs emergency response capability needs to be

reviewed and owned at a corporate level

Policy and Crisis management standard being

developed, aligned to ISO 22301.Michael Sep-13 2

Audit HSE

HSE Continual improvement process like corrective,

preventive action register, LL register not verifiable

QA-MM-9630Verify through cintellate once rolled out Thayalan Dec-13

Audit HSESenior management Site Visit Report system not

demonstrable HSE-IANP-9604 Close - Andy has reports Verify - Raja

Audit HSE

Emergency response drill records and effectiveness

report not verifiable HSE-EPR-9632 Verify - building Drill reports Verify - Raja

Audit HSE

Implementation of ACT and positive observation

card for FPSO operation not verifiable HSE-HOS-

9640Verify through cintellate once rolled out Thayalan Dec-13

Audit HSECategorization. trend analysis of HSE incidents and

accidents sighted QA-MM-9630 Verify through cintellate once rolled out Thayalan Dec-13

Audit HSEHSE training records and plan for employees not

verifiable.New HSE Training Coordinator joining in July end tocover corporate personnel's

Thayalan 31-Jul-134

BE cons HSE Policies - Identify & consolidate Discussion on policies between HSSEQ group Raja to arrange Jul-134

OE HSE Document Management System - Vessels & Office Document Management Alignment- apparent overlapwith BASS- to stud and assess with I.T dept.

Thayalan Aug-13

OE Env PWC greenhouse gas inventory, in cintellate Thayalan / Arduni Oct-134

OE Env2013-2015 detailed action plan to improve carbonemissions targets based on 14064

Raja-Verify Done 4

OE Env ABS to revisit corp env management framework, gapassessment, detailed action plan.

Thayalan / Arduni Dec-13

OE EnvBV / PWC to help develop corp Env manual inc energy

management

Thayalan / Arduni Dec-13

OE HSESafety Corporate campaigns: Dropped Objects; slip,trip and falls; etc Thayalan Q4 2013

OE HSE Global Safety Awareness Program Plus PAP Thayalan Q2 2014

OE HSE Corporate Induction and Training Plan Thayalan Q4 2013 72

OE HSE Corporate reward and Recognition Program Thayalan Q4 2013

0 0 0 4 4




Planned Progress ( till current Month): 33%Actual Progress: 6%

Actual

Completion

Date

Slippage In

Months

Progress Rating

tment : HSSE

Source BU / Dept. O.E Improvement Description

HSE- Other Improvement plans


Date

Revised Due

Date

Environment - Other Improvement plans


Page 16 of 29


17/29

O.E Action Register

O.E Owner: Cameron

O.E Focal Person: Raja

1O.E

WorkshopCORP - QUA

Detailed Quality Management Organisation

improvements - New Organisation Structure Major

projects / Quality Managemnt Group

2O.E

WorkshopCORP - QUA

Detailed Quality Management Organisation

improvements - reporting system not working with

current matrix organisation.

3O.E

WorkshopCORP - QUA

PQM / BU QM reporting systems must be properly

complied with.

4O.E

WorkshopCORP - QUA

COPQ must get 3 rd party audit by end 2013

latest.

5O.E

WorkshopCORP - QUA OE must get 3 rd party audit by end 2013 latest.

6O.E

WorkshopCORP - QUA COPQ awareness training currently ongoing.

7O.E

WorkshopCORP - QUA O.E Awareness program currently ongoing.

8O.E

WorkshopCORP - QUA

OE standards SOP reconciliation agree with each

BU one session to arrange and agree who

Prepares OE standards.

9O.E

WorkshopCORP - QUA Inputs for HSEQ IMS (OE actions)

10 O.EWorkshop

CORP - QUA OE Standards Development.

11O.E

WorkshopCORP - QUA NCR and QA Bulletin sharing system.

12 COPQ Maj Proj - D1Additional D1 turret refurbishment work (beyond

budget)

BU / Department :Quality Management / Audit & Compliance

O.E ID Source BU / Dept. O.E Improvement Description


18/29


19/29

New positions to be included in the organisation -

Kraken PQM, Apache PQM, technical clerk.

Matrix organisation to be rectified.

NCR to be issued for noncompliance of not

complying to proper reporting system.

Proposed to use E&Y as 3rd party auditor for

COPQ. To get quotation from them.

Proposed to use E&Y as 3rd party auditor for OE.

To get quotation from them.

Corp Quality to coordinate and facilitate

sessions.Corp Quality to coordinate and facilitate

sessions.

One session for OE standards SOP to be

arranged so to get agreement with each BU and

decide who will be preparing the standards.

OE workshops to be conducted for all relevant

depts to consolidate gaps and action summaries.

Responsibility in preparing OE Standards to bediscussed and decided.Development of the system to be done with

input from other depts and BUs.



20/29





Actual Progress: 0%


21/29

1

(Started 25%)

Jesse / Cameron Aug-133

Jesse / Cameron Aug-133

Raja / BU QA

manager Jul-134

TBA Nov-13

TBA Nov-13

Sudesh Dec-13

Sudesh Dec-13

Cameron / Raja Aug-13

3

Raja / Napisah Sep-132

Cameron / Raja Dec-13

Raja / Napisah Aug-13 3

QA/QC team Aug-13 3

Revised Due

Date

Actual

Completion

Date

Slippage In

Months


Date


22/29

0


23/29

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

48

fr Majproj

Progress Rating


24/29


25/29

O.E Action Register

O.E Owner: Dept / BU Head

O.E Focal Person: Refer Action Owner

1

(Started

25%)

2

(In progress

50%)

3

(In progress

75%)

1.) Summarise all clarifications and finalise

promptly with vendors - EngineeringEngineering - Razali

2.) Set C7 as priority test case - Identify the lead

time required for Quotation received to TBE

Completion - Engineering

Engineering - Razali

3) Set C7 as priority test case - Identify the lead

time required for TBE to Award - Procurement

Procurement -

Jonnathan

4) 1-2 week - Leads to plan dates set timeframe

for TBE completion & Procurement to complete

award in reasonable time

Engineering - Razali

/ Procurement -

Jonnathan

5) MRs to capture changes to go with P.O -avoid

late changes - EngineeringEngineering - Razali

Prepare recommendations to TC from group Finance / Corp

Nomination of represntatives in the absence of TC

membersFinance / Corp

Revise LOA - in progress. Finance / Corp

Enforce Distribution for Vendor deviations to

include Ops, Eng, Proc, Commercial.

Procurement -

Jonnathan / Shafiq

(MOC) Re-visit Vendor deviation form QA/QC - Raja

establish DC DDM auto distribution Project DC

Providing Priced PO for lead design Engineers to better

control costs.

Package manager to be included in distribution of

priced P.Os

Procurement/DC -

Jonnathan / Shafiq

Engineering and Procurement interface workshop

session to be arranged to better align dept. processesto be arranged Razali / Jonnathan

Realistic Engineering Schedule - Engineering to be

invloved / provide input to schedule at kick off/ during

Project initial scheduling (min time required for

desi n and detai l en ineer in .

Earlier consultation from planning - discuss and

agree with planningRazali/Azmi/Ben

2 COPQ BAE / Maj Proj -D1

Late Material spec / Sizing Changes

after Award or fabrication:

Addition / Deletion of control Valves,

Revision of Valve sizes and Trim Materials

Additional (new requirement) SS316L

material and machining works, to provideflange bearing (new requirement).

9 no's chain stopper and work carry out with

repair

Changes in Piping Material & requirements of

Revised P&ID's

MWAJ material Change

Combined Materials (Metallurgist)/Corrosion /

Welding/NDT/ and Coating Engineer? (To add to

Project org (KL based) covering all projects).

Mini workshop - to review and agree process andaction parties

Projects/Eng-Jesse/Azmi

Avoid any such interfaces with sub-sea - leave it with

1 contractor PM/Eric/Elias

Establish clear contracting /execution strategy prior to

award.PM/Eric/Elias

4 COPQ Maj Proj - TGT

Incomplete mechanical completion and

turnover - Man Power required for M30/M80

integration on board FPSO after module load

out, Heating Coil Repair work at offshore

Free issue items must be delivered on time to

fabricators.Eric/Qa/QC

5 COPQ AMO

- no material controller causing material

went missing at project stage

- heat coil not changed causing them to be

changed during operation. Proper study has

to be conducted to assess their condition

before accepting.

For material receiving in the first stage is a project

responsibility not AMO. Following this the AMO

storekeeper does the MROB and inputs into CMMS

which is happening. For heating coils it is clear from

AMO that all heatings coils are to be renewed during

the project phase.

Projects TBA

6 COPQ AMO

Improper maintenance / low quality product

purchased:

- repeat order of same equipment in SAP

- lack of spare management

- many pending maintenance jobs in BASS

Purchasing/QA-QC policy with QA and procurement

department for action plan.

There is a spares management system in Bassnet and

if populated and used properly provides for adequate

spares management. Pending jobs are a planning

issue as per previous.

Procurement TBA

7 LL AMO

Inadequate spec during new-build:

- installation of heat sensitive equipment

(i.e. air compressor, PLC panels) in the ER

causing them to malfunction.

- inappropriate installation of crowcon gas

detector. allowing water ingress to damage

them.

- installation of drain line not considering

the vessels trim during operation.

- fire ring main valves of wrong spec - placement of the crane to ensure that it

can lift the engine

- WHRU not installed

- improper painting job done causing paint

blistering

All the items in this list are eng/projects not AMO as

such. Installing of such equipment is a No No and has

been advised many times by AMO and will be included

in the min guidelines that we will ask the CEO to sign

off on. Poor quality gas detectors and poor installation

is a project responsibility but will also be included in

the AMO Minimum Design Guidelines. Installation of

drain lines is a project responsibility again AMOignored in this respect. Fire water ring main valves

wrong spec is a purchasing and project issue will try

to include something on this in the AMO minimum

design guidelines. Location of crane to lift engines?

Believe it or not crane in fact is not situated to lift the

gas turbine engines and nor should it be.

Engineering /

Projects

TBA

8 QIW - ProcAMO / Maj Proj /

Proc

Lack of maintenance spares and tools that

seriously affects reliability and availability of

FPSO operations due to

1.) Lack of budget (Capex - 2 years spares

and open budget after two years operation)

2.) Delays in procurement process (due to JV

ops)

3.) Final approved 2 years spares list not

provided to Ops before procurement to

confirm initial Ops recommended spares is

being ordered.

Procurement/Finance process issues.

Lack of budget is a project management issue.

Nothing AIMS can do to help here.

PM/Procurement/Co

mmerical/AMOTBA

9 NCR Maj Proj - TGT /

QA / Proc

Poor Pipe Fittings and Pipes supplied byvendors and Keppel - approx 200 fittings

supplied by Chinese manufacturer rejected

due to cracks and other failures after

installation.

Purchasing - Keppel controls need enforced & better

receiving inspectionEric/Qa/QC

10

CSR-Eni /

HLJOC /

Petrofac

/petronas

BAE

Lack of Accuracy and completeness of

records & reports, submittals & other

deliverables / documentation

Quality of design & drawings

lack of As built Drawingsfor Ops- Check with ops? Are

As-built P&IDs complete and on board? (native files)

Perdana Perkasa, TGT, D1

mini-workshop to discuss As built SOP and agree

necessary changes, actions. Vendor as-built dwgs-

should be part of process-Vendor coordination

SOP

Razali / AMO 1-Aug-13 3

Standards and codes must be made available to all. Engineering

Distribute index of standards and codes to all

engineers and PMT / QA/QCEngineering

Subscription needed for full access to codes and

standardsRazali

Standards and codes must be made available Engineering

Distribute index of standards and codes to all

engineers and PMT / QA/QCEngineering

Subscription needed for full access to codes and

standardsEngineering


MOC process should be applied to procurement

changes initiated by Vendor as it greatly affects

Project schedule and cost. Procurement MOC? Vendor

deviation process?

3

Slippage

In Months

BU / Department: Interface - BAE / Major Projects / AMO / T&I / Procurement / Contracts

1QIW, AUD,

COPQ

BAE - TGT

Project

Late Design / Drawing Changes after

Award or fabrication: Structural / Piping

/ E&I / Layout drawing revisions,

clashes.

Additional of Corrosion Inhib itor system.

LV Switchgear Modification Work Including

Addition-Deletion.

Additional 2 pressure relief valves for FW

line.

Fabrication and supply of slug catcher pipe

system - Additional work due to design

change based on quote ref : JN983-VO1-

REV.3

Piping spool modification after fabrication &

Installation - ref COPQ dynamac SI report &

KSL SI Report - approx 200 Over spools

Armada TGT requested that Sofec provides

one each spare pump and one each spare

electric motor for the HPU

Additional Cable for LAN/Telephone/TV

Sockets

Late Design change after Award - 249

Surplus Manual valves procured

O.E ID Source BU / Dept. O.E Improvement Description

Actual

Completion

Date

Progress Update

11 O.E Maj Proj / Engg Other Improvements

Delay between TBE completion and Actual awardsaffects vendor info required for design & drawing

activity. (late vendor info = late design)

Slow Tender committee approval process

Progress Rating

1-Aug-13

To circulate proposed standrads access system to

each BU head for comment/input.

Interface actions Action OwnerInitial Due

Date

Revised Due

Date

3 COPQ Maj Proj - TGT

Scope Change after Award of PO / Contract -

Cancellation Charges of Mid Water ArchJacket

12 O.E Maj Proj / Engg Other Improvements


26/29

13AUD - CAR, Eni,

QIWCORP - Proc

Vendors Performance Evaluation:

1. Vendor performance & evaluation and

vendor performance report generation,

Communication to vendors, Improvement

action Tracking.

2. OPS was not involved in performance

evaluation of vendors - e.g.: end of first

year's operation (initial performance

evaluation)

Ops / project should initiate the evaluation process.

Feedback of the evaluation report issued to Proc for

further action

Ops loss report and incident reports to be fed into

evaluation process - discuss the process - mini

workshop

AMO / Procurement

Establish Material Master coding in SAP will address

AVL issues - for further discussion with

Ops/Engg/T&I/MP /OSV interface workshop for proper

implementation

to discuss further - future workshopprocurement / AMO

/ BAE

Identify focal point for each BU /dept. and start issue

Pre q records for assessment. E.g.: HSEQ, Operations,

Engg, etc. as specified in SOP

DDM to be established by procurement - get

names of focal points and start process.Procurement

Interface with Engg / T&I / AMO / OSV workshop

Establishing Material Master coding in SAP may

resolve this issue - same as item no 2

16 QIW CORP - Proc

P.O ATTACHMENT DOCUMENTS GAPS? Some

contract variations occur due to lack of P.Oattachment SOPs and specifications, etc. Weneed to ensure improved PO / contracts

packages? & attachments?

Purchase order / Request standard template to be

developed. List of standard documents list to be

identified- Need to further discussion with Interface

workshop - Engg

Mini workshop - to review and agree process and

action parties

procurement / AMO

/ BAE / Projects

0 0 0

Note: A mini workshop to be arra nged between Procurement, AMO, BAE and Projects to discuss following issues in detail OE Total Improvements / Gaps: 16

1. Vendors / Contractors Evaluation process - AMO - Operations feedback on Vendors equipments performance OE Recommendation: 28

2. Combined Materials (Metallurgist)/Corrosion / Welding/NDT/ and Coating Engineer? (To add to Project org (KL based) covering all projects). OE Recommendation closed: 0

3. Establish Material Master by Procurement, BAE, AMO Planned Progress ( till current Month): 7%

4. Purchase order / Request standard template to be developed. List of standard documents list to be identified- Proc & BAE Actual Progress: 0%

15 QIW CORP - Proc

Lack of information in PR while raise in SAP

by requester (Engg & Business group) which

may result inadequate PO description and

discrepancy in later stage of project

execution.

14AUD - CAR, Eni,QIW

CORP - Proc

Pre-Q not carried out as per procedure

No input from other dept. (Ops e.g.)

1.Engineering and FPSO Operations were not

involved or seldom involved in Pre

Qualification Process

2.Inadequate Team to perform this task -

Closed

3.No Comprehensive vendor list - Equipmentmanufacturer or service providers with

qualified ranges and products/service -

Material Master

4. Ops was not involved in FPSO Projects

approved vendor l ist selection or shortlisting

process.

5. Both bidding / PO and prequalification

happen simultaneously and delay bidding /

PO process

BAE / Procurement interface workshop


27/29

4

(Completed

100%)


28/29

0


29/29

O.E Action Register

O.E Owner: Grace

O.E Focal Person: Vishnu

1

(Started 25%)

2

(In progress

50%)

3

(In progress

75%)

4

(Completed

100%)

BC&C1InternalEvaluation

BrandCommunications & CSR

Brand equity evaluation To appoint an agency to conduct evaluationWe have obtained quotation, but managementdecided to KIV.

Grace On going 2



Brand - brand awarenessRegular brand refreshers for all BA dept.,Induction,Communications channels

Have provided refresher course for Admin,T&I, Treasury.

Susanah On going 2



Brand - brand guidelines (framing, advertising, corporatematerials)

Establishing brand guidelinesDevelop brand portfolio for reference Ongoing Susanah Q1 2014



Getting a plaque maker who meets our requirement To find the right supplier Still sourcing Ying Hui Q4 2013



Media contactsPay/research global media landscapeEstablish contact in key markets

Explore with Meltwaters on what the could

provideExploring with other channels for medialandscape.Osaretin working on Nigeria's medialandscape

Kuan Q4 2013



Crisis management - full team resources to respond in theevent of a cri sis (currently only two team members trained)

Train the other team members

Participating in regular simulation and drillsconducted by HSEQUnderstand the facilities in the EmergencyCommand Room, L23

Grace Q4 2013


BrandCommunication

s & CSR

CSR awareness Develop a rollout programme and activitiesTo further discuss with HSE and Training forintegrated programme

Vishnu On going 2



CSR - obtaining information from offices on CSR activitydetails

To set up a system to obtain information on detailedinformation such as beneficiaries' information

System set up done, to be sent out to office inOct.

Vishnu Q4 2013



CSR - obtaining information on video conferencingTo set up a system to obtain information on no of user,location of the call to analyse travel time and carbonfootprint

To study the data received and discussfurther with IT and Admin.

Vishnu Q4 2013

0 6 0 0






BU / Department: Brand Communications & CSR

O.E ID Source BU / Dept. O.E Improvement Description Revised DueDate

Actual

Completion

Date

SlippageIn Months

Progress Rating

Recommended Action Plan Progress Update(As of 21-Oct-13)

Action Owner Initial Due Date

Documents

OE Register -Updated as of 27-Dec-13 (4)