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Shanghai 200021 • China
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shanghai@tebodin.cn·www.tebodin.com·www.t
ebodin.cn
ebodin.cn
Client: Valeo Engine Cooling (Foshan) Co., Ltd
Project: Valeo (FS) Production Building Relocation &
Refurbishment Project
Order number: 61T01411
Document number: Q-001
Revision: 00
Author: Chen WeiXin
Telephone: +
Fax: +
E-mail:
Date: Oct 28, 2014
Construction Plan
0 Oct 28, 2014 Construction Execution Plan for Valeo FS Project Chen Wei Xin James Zhang
Rev. Date Description Author Checked by

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© Copyright Tebodin
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means without permission of the
publisher.

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1 General 5
1.1 Work to be carried out by Tebodin 5
1.2 Work to be carried out by Client 6
1.3 Objective of the Project 6
2 Project identification 7
2.1 Brief description of the project 7
2.2 Project location 7
2.3 Temporary facilities 7
3 Construction Site Team Organization 8
3.1 Interfaces with Valeo 8
3.2 Project Steering Committee 8
3.3 Organization Chart 8
3.4 Communication 8
3.4.1 Communication to Client 8
3.4.2 Communication to third parties 8
3.4.3 Coding of communications 9
3.4.3.1 General 9
3.4.3.2 Digital filling 9
3.4.3.3 Numbering, registration all correspondence 9
3.5 Site Emergency Communications 10
3.6 Responsibilities of Tebodin team members 10
3.6.1 Construction Manager 10
3.6.2 Discipline engineer/Supervisor 10
3.7 Project administration 11
4 Meeting and Reporting 11
4.1 Kick off meeting with Contractors 11
4.2 Weekly Site Meeting with Contractors/vendors 11
4.3 Progress report 12
5 General procedures 12
5.1 Contractor Moving in 12
5.2 Approval Material/Equipment 12
5.3 Request for Inspection 12
5.4 Acceptance and Handover 13
5.4.1 Mechanical Completion 13
5.4.2 Closeout 13
5.4.3 Government Acceptance 13
5.4.4 Payment Procedure 13
5.5 Changes and Claims 14
5.5.1 Claims From contractors 14
Table of contents Page

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5.5.2 Change Order From Client 14
5.5.3 Contract Conditions for Changes and Claims 14
6 QA/QC Plan 15
6.1 General 15
6.2 Quality Manual 15
6.3 Responsibilities 15
6.4 Inspection and Testing 17
6.5 Application for inspection 17
6.6 Inspection meeting 17
6.6.1 Pre-Inspection Meeting 17
6.6.2 Regular Quality Control Meeting 17
6.6.3 Special Quality Control Meeting 17
6.7 Non-conformance 18
6.7.1 Definitions 18
6.7.2 Non-conformance Report (NCR) 18
6.7.3 Non-conformance Disposition Procedure 18
6.7.3.1 “HOLD” tag 18
6.7.3.2 “REPAIR” tag 18
6.7.3.3 “REJECT” tag 18
6.8 Document flow 18
6.9 Inspection/test report and record 18
7 SHE Plan 18
8 Cost Control 18
Attachments

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1 General
The construction plan is specifically for construction management, a subsidiary plan of Project Execution Plan.
The structure of the plans is as following,
This Construction Plan describes in general the project organisation, the scope of work, the project procedures,
the allocation of tasks and the time schedule for the development of a Construction Management Service for
Xingtai 300,000Ton/Year Carbon Black Project Phase I.
1.1 Work to be carried out by Tebodin
Tebodin (Shanghai) Engineering&Design Co., Ltd Guangzhou Branch (hereinafter referred to as “TEBODIN”)
was awarded by Valeo Engine Cooling (Foshan) Co., Ltd (hereinafter referred to as the “Client”) for the
Engineering management, Procurement and Construction Management (hereinafter referred to as “EPCM”)
services for implementation of Valeo (FS) Production Building Relocation & Refurbishment Project.
Valeo intends to move out from current plant ICHIKOH Valeo (Foshan) factory, Chancheng District, Foshan City
and to relocate to the new site SanshuiLeping Town, Sanshui District, Foshan City. The Project will be relocated
to Leping Town, Sanshui District, Foshan City, where Valeo intends to rent an existing plant with total cover area
appr. 66800m2 (100 Mu) as their new production campus. There is only one existing building (a warehouse) in
the rental area so far. The total building area of the warehouse is around 15,000sqm.
TEBODIN will provide EPCM services listed below:
 Project Management of the overall Project;
 Conceptual Engineering Design;
 Detail Engineering Design Management;
 Cost Estimation;
 Procurement and Contract Management;
 Construction Management.
Construction Plan Procurement Execution
Plan
HSE Plan
Project Execution Plan

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1.2 Work to be carried out by Client
TEBODIN kindly asks Valeo to provide the following:
 Obtain a set of complete as built design package (Editable CAD version) of existing buildings & master
 plan from landlord;
 Project Team members, including full time Project Manager;
 Members for the proposed steering committee;
 Strictly comply with the work flow and procedures which are constructed by Tebodin and Valeo;
 Basis of design; Basic specification, standards and requirements;
 Fast response and approval concerning: technical clarification, final version of documents, changes of
 scope of work;
 Ensure that all formalities and approvals, especially in relation to investment project approval are achieved in
time;
 Support design approval procedures and permitting approval procedures at authorities;
 Support the fast track schedule at authorities;
 Provide Valeo standard documents for supply and contractor contracts;
 Signing and approval of the Purchase Orders for suppliers and contractors. Timely payment of the
 Suppliers and contractors upon approval of the invoices through TEBODIN;
 Fully furnished and equipped site office all but personal computers for TEBODIN’s staff;
 Contracting and payment of third party services and reports upon recommendation of TEBODIN.
1.3 Objective of the Project
Phase 1: Building Refurbishment _ should be completed by the end of November 2014. Details as:
- Renovation work of the existing building that applies the warehouse into a main workshop building:
redesign the indoor functional partition layout (such as assemble area, production area, storage area,
equipment rooms, loading/unloading area, doors relocation, façade refurbishment etc.) and equip with
Phase 2: A future expansion on the North side barren ground and probably by a new building mainly used
as industrial hall and offices.
Purpose of the Construction Management is to supervise the construction and insure the following:
 Safety
No injury , no death and no accident during construction.
 Quality
Insure construction quality, to meet with engineering specifications, national standards, Valeo’s requirements
as well.
 Budget
Within project budget.
 On time
As the schedule that approved by Valeo.

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2 Project identification
2.1 Brief description of the project
Buildings & Infrastructure Scope:
The New Plant will be provided with the following:
 • Civil structure including existing building floor loading check and local reinforce work, production campus
 fence foundation, new built buildings/structures etc.;
 • One thing about civil structure work should be mentioned specified: According to OP’s /Main Specification
 for the Project/, the steel structure roof should be considered with:
 - Comply with FM standard;
 - Add 6% skylight with FM standard;
 - Air conditioning machines roof installation requirements;
 - Process equipment exhausting pipeline penetration requirements.
 With our experiment, to meet the needs above, the existing roof might likely to be demolished, redesigned
 and construction.
 • Architecture layout and interior decoration, façade, roads, exterior works, fence and landscape etc;
 • Interior & exterior networks (firefighting, HVAC, electrical, IT, plumbing, process utilities etc.);
 • Infrastructure areas/buildings/structures (tanks & FF pump house, utility equipment’s’ rooms,
 substation/transformer rooms etc.)
Utility Systems Scope:
 To start-up the New Plant, the following utility systems should be supplied duly on the areas of the site:
 • Electric power supply and distribution systems for the Building Services and the Production Equipment;
 • Water supply systems (potable water, process cooling water and Fire Fighting (FF) water supply);
 • Drainage systems (storm water system and sewerage system);
 • Compressed air system;
 • Process gas distribution networks ( N2 , gas, Heliam);
 • Logistic/personnel flow.
2.2 Project location
The project will be executed Jiye Road, Leping Town, Sanshui district, Soshan City.
2.3 Temporary facilities
The Temp facilities will be set beside construction are, and should be consisted with followings :
 Temporary office building (office room, meeting room, dining hall, files room, etc)

 Lay down area for free issue equipment and/or bulk materials, instrument and/or electrical equipments
storage
 Temporary roads with access control (2 access channels that is to separate personnel to living area and
office.)
 Temporary electrical power supply

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 Sanitary sewerage disposal facilities
 Fire prevention and fire fighting equipment
 Telephone system and network
3 Construction Site Team Organization
The following describes the project organization TEBODIN is proposing to execute for the project.
3.1 Interfaces with Valeo
Valeo appoints a Project manager assisted by members related to process/technical support, procurement,
future operation, landlord/government relationship etc. The team will be the direct interface to TEBODIN for the
project.
3.2 Project Steering Committee
The project requires full attention and commitment from all parties involved. All problems that might arise should
be solved as soon as possible on the executing level within the project.
The Project Steering Committee including TEBODIN and Valeo high level. The Committee will meet on a regular
basis or as often as required to establish the project objectives, level of risk sharing and to ensure that the project
is progressing effectively.
3.3 Organization Chart
Construction Management Team Organization Chart has been described in the attached chart (details to refer to
Attachement-2).
3.4 Communication
3.4.1 Communication to Client
In general, all the formal written communication with Valeo shall be only through Project Manager or
Project Assistant as instructed by Project Manager.
Written communications external will be done by email as much as possible. All official email shall be
sent via the project manager to the client and contractors
All written communications shall be copied to the clients via Tebodin project manager
In principle verbal/telephone communications have to be confirmed in writing.
3.4.2 Communication to third parties
In general all communications to vendors/Suppliers will be done by Tebodin or (when agreed upon) by Client as
required. Client will keep Tebodin informed in writing.
All the formal written communication to third parties will be only through the Project Manager or Project Assistant
as instructed by Project Manager.

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3.4.3 Coding of communications
3.4.3.1 General
Communication will take place by phone, personal meetings and e-mail.
In general all correspondence will be limited to one main subject per fax, e-mail or letter.
3.4.3.2 Digital filling
Lead-/discipline Engineers have to electronically file their discipline documents in the respective directories.
Lead-/discipline engineers can create or delete sub directories in their own discipline. They can read and copy,
but not modify or move another department's documents (in order to avoid occasional failures).
As can be read, meeting reports etc. have to be filed and divided in sub directories.
3.4.3.3 Numbering, registration all correspondence
All paper documents (to Client, Authorities or Third Parties) will be guided by a transmittal. This transmittal is to
be signed and filed accordingly. The list of letters, transmittals, etc. is filed under: ‘02. Correspondence and
reportsCommunication spreadsheet.xls’
he project administration numbers (and registers) all paper correspondence as follows:
Correspondence to Client
 Letter: LTC-....;
 Fax: FTC-....;
 Transmittal: TTC-…;
Correspondence from Client
 Fax / Letters / Transmittals: IFC-….;
Correspondence to others
 Letter: LTO-....;
 Fax: FTO….;
 Transmittal: TTO-..... .
Meeting reports
 With Client: CM-....;
 Internal: IM-....;
 With others: OM-....
Memos: IO-....
Project Note: PN-....

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The internal check of documents between
 Disciplines (intersquads) are numbered: IS-....
Design changes: DCN-....
Other (general) documents such as e-mails will not be provided with a document number.
In the digital file, for proper numbering, a register (index) list for each project related documents is made.
3.5 Site Emergency Communications
Function Telephone
Fire fighting 119
Police 110
Injury 120
Car Accident 122
3.6 Responsibilities of Tebodin team members
3.6.1 Construction Manager
The Construction Manager (CM) is responsible for the total project in all its aspects on site, including:
 co-ordination with Client;
 co-ordination of supervision on the correct execution of the activities of Contractors/vendors in accordance
with the approved drawings, schedules and prescribed rules and instructions;
 the information flow exchange between Contractors/vendors and local design institute;
 the project organization and project procedures;
 the sufficiency of the manpower assigned to him for the project;
 Management of the project activities, like:
- encouraging team spirit;
- expediting the actions from the progress meetings;
- Conduct quality control (inter-squad checks, etc.);
- manpower;
- Organisation and administration.
 progress reporting;
 planning;
 procurement: liaison between each parties ;
 cost control;
 quality control;
 Assist the client in management of Safety, Health and Environment (SHE) aspects;
 the initiation and attendance of meetings between each parties;
 maintaining and following up action lists;
3.6.2 Discipline engineer/Supervisor

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Discipline supervisor will assist the CM for the construction activities on site. The tasks of the supervisor cover,
but not limited to:
 Coordination and follow up the daily discipline activities;
 Attend progress meetings with Contractors;
 Coordinate discipline works and activities;
 Review shop drawings;
 Following up the construction schedule;
 Assist CM in preparing progress reports;
 Evaluate the work quantities concerning changes;
 Witness testing
 Writing Punch list;
 Quality inspection tour;
 Coordinate with local design institute and design engineers in office.
3.7 Project administration
The Project Administration has to be performed by the Project Assistant. The administration comprises the
following tasks:
 filing of project documents according to Tebodin “Document Handling According TQS Handbook”;
 distribution of incoming project related documents;
 Mailing of outgoing project related documents.
 Administration works assigned by PM or CM.
4 Meeting and Reporting
4.1 Kick off meeting with Contractors
The kick-off meeting with Contractor is for, but not limited to,
 To exchange information of communications, rules of communication;
 To inform the Contractor about the procedures of moving in;
 To inform the Contractor about the SHE requirements of Valeo and Tebodin;
 To inform the Contractor about Lessons learnt of previous projects of Valeo;
4.2 Weekly Site Meeting with Contractors/vendors
The meetings will be held weekly at the Site Office. The meetings will focus on the following:
 Coordination of construction in the respects of schedule, site occupation, balances of interests.
 Review and follow up of the minutes of the previous meeting;
 status of the project per activity on the basis of the time schedule;
 deviations, bottleneck and their solutions;
 variations;
 costs control -separate with specific vendor/Contractor
 SHE
 action list which includes: subject or action to be taken, action owner, due date of the action;
The meetings shall be attended by Project Manager from Valeo in a while, Tebodin Project manager on regular.

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Tebodin Construction Manager, Jianli Chief Supervisor, project managers of vendors and Contractors.
Reporting of all meetings will be done by Tebodin.
4.3 Progress report
The following sorts of reports have to be submitted to Valeo:
 Safety man-hours;
 Weekly picture report for progress (In PDF format)
 Weekly Construction meeting minutes (In PDF format by case)
 Quality (NCR) Report (In PDF format)
The Progress report will be held at least bi-weekly. It maybe changed to weekly if required by Valeo.
5 General procedures
5.1 Contractor Moving in
The following has to be completed prior to the moving in of a Contractor:
 Insurance bought for each worker;
 Badge issued;
 Construction execution plan approved;
 Agreement of SHE with Valeo signed;
 Safety readiness check list approved on site;
5.2 Approval Material/Equipment
ALL materials and equipments need follow design and Valeo technical specification, and the Key
materials and equipments for this project must be the suppliers indicated in the ITB and contract.
The following has to be submitted by contractors for Tebodin Approval prior to purchasing of materials:
 Vendor’s profile;
 Specification of material;
 Samples of material;
The following has to be completed prior to use the materials delivered:
 Checked by Jianli per approved specification;
 Tested when necessary;
 No visible defects found;
 Quality certificates, list of delivery, test reports received;
 Properly storage;
A "Material Receiving Report” (Attachment -3) shall be signed by discipline supervisor.
5.3 Request for Inspection
When a contractor finished its work per drawings and specifications, a “Request for Inspection” has to be
submitted to Tebodin. Construction Manager will then arrange a site observation to check the situation; if all the
works are basically completed and no critical defects were found, the CM will approve the request.

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Tebodin forms of Request for Inspection for different contractors are as shown below:
 Request for inspection_civil works (see attachment -4 )
 Request for inspection_structural steel (see attachment -5 )
 Request for inspection_mechanical installation certificate(see attachment- 6)
Note: Items in the forms of Request for Inspection shall be changed per scope of work of general contractor.
5.4 Acceptance and Handover
5.4.1 Mechanical Completion
After signing Request for Inspection, a Mechanical Completion Certificate with Punch list shall be made for the
handover system. Construction Management of Tebodin is responsible that Contractors solve on short and
agreed notice the punch list items on the list.
(Refer to Attachment -7 Mechanical Completion Certificate and Attachment -8 Punch List to Mechanical
Completion Certificate)
When Valeo and Tebodin accepted all handover systems per Contractor, a Project Acceptance Report
(Attachment -9) shall be prepared.
5.4.2 Closeout
The following documents have to be submitted prior to the issuing of Closeout Certificate:
 Punch list finished and approved;
 Warranties of subcontractors and vendors;
 Red line drawings (as built);
 Contractor and Subcontractors have removed all construction equipment, materials, temporary facilities,
personnel, and the Site has been cleaned and reinstated
 As Built document stamped for submission.
When Client agreed with the Project Acceptance Report, a Closeout Certificate will be issued by Valeo.
5.4.3 Government Acceptance
The final step of government acceptance will be the Acceptance by local Construction Quality Supervision
Station. Two more months should be necessary after the close out by Valeo.
The General Contractor is responsible for Government Acceptance.
5.4.4 Payment Procedure
 Contractor submits up to date test reports, government approvals to Tebodin;
 Contractor submits to Tebodin approved “Payment Application” if applicable;
 Contractors shall fill in the form “Approval Invoice” and submit (Via Tebodin) for signature;
 Tebodin sends to Client the updated “Payment Application” for confirmation;

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 Valeo arranges the payments.
Refer the Attachment -10 for “Payment Application”,
Refer to Attachment-11 for “Approval Invoice”.
5.5 Changes and Claims
5.5.1 Claims From contractors
Contractors could make claim by using Tebodin form of Change (see Attachment- 12).
On this Change, the rate, work description and eventually the estimated costs shall be indicated. Also the method
of accounting shall be indicated.
All this Changes has to be signed or rejected by Tebodin Construction Manager and Valeo’s Project
Manager. It is not allowed to execute any changes before the approval.
5.5.2 Change Order From Client
Each time when Valeo intends to have an additional work or LDI issued a Design Change Notice; the Site
Instruction shall accordingly be issued to contractors with Tebodin project manager’s and Valeo project
manager’s sign, and then contractors have to submit a cost estimate of the work based on indicated in
the Site Instruction (Attachment-17) and Schedule Compact to Valeo and Tebodin for approval; the
approval shall be in a written form with a name of “Additional Cost” as shown in Attachment -13.
Tebodin shall record all changes in the form of Change Summary (see Attachment 14).
5.5.3 Contract Conditions for Changes and Claims
Based on the general conditions in tender document issued by Tebodin, Some principles have to be followed
when considering changes.

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6 QA/QC Plan
6.1 General
This procedure describes the Quality Control activities to be performed by General Contractor at the construction
site during construction of Xingtai 300,000Ton/Year Carbon Black Project Phase I. This procedure forms a main
part of quality control during field construction and is intended to establish good coordination between Valeo,
Tebodin and General Contractor, and to facilitate smooth execution of inspection/test activities.
Construction management shall be responsible for checking the delivered quality of Contractor work to meet the
defined quality as laid down in the contract and specifications.
Tebodin/JIANLI shall check and approve that each Contractor submits a Quality, test and inspection plan.
If deviations of works by technical reasons are required, a submittal shall be submitted (via Tebodin) to the
design institute for approval.
To assure that the required quality shall be obtained, the discipline supervisors shall control the works on regular
base. The standard inspection forms of JIANLI shall be applied. For those inspection forms which have to be
submitted to local government/authorities, Chinese standard forms shall be used.
6.2 Quality Manual
Document control will be executed in accordance with Tebodin's Quality System TQS.
The QA/QC works shall be executed with Jianli team per local regulations and codes.
Followings are the project policy for the assignment of personnel for the quality control activities of the
construction work.
 General Contractor’s QC Manager shall coordinate with Inspectors and JIANLI Discipline Supervisors the
quality control and inspection activities.
 General Contractor’s Inspectors shall be responsible for all non-destructive tests and welding works at site
including fabrication shops on site.
JIANLI Discipline Supervisors shall be responsible for quality control and inspection of works of his discipline.
6.3 Responsibilities
Construction Management
 Review the drawing that is follow original design.
 To transmit design drawings
 To conduct contractors about the site construction procedure
 Measurement for non-compliance
 Preventative project supervision-approvals…
 Enforcement of contractual duties towards the contractors
 To keep the project target on the way
 Management of changes

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Chief Supervisor (Jianli)
 Writing “Project Supervision Plan”
 Execute “Project Supervision Plan”
 Conduct SHE management
 To assist client obtaining government permit
 Ongoing quality control with on site documentation
Conduct test and commissioning GC
 General Contractor will perform quality control, by means of checks, tests and inspections, at specific stages
of construction together with ongoing adequate supervision, in accordance with Valeo’s technical
Specification and Drawings.
 Sub-Contractor shall prepare Inspection and Test Procedure based on Attachment-15 “Checklist field
inspection” and submits to Contractor for approval.
GC QC Manager
 Responsible for overall quality control activities of construction work
 Establishment and maintenance of inspection and testing plans for construction work.
 Monitor implementation of field inspection policies and procedures.
 Review and approve Sub-Contractor’s inspection/test procedure and QC plan for each category of work.
 Set up and control a documents filing system for all documents pertaining to inspection and quality control.
 Clarify the nonconformity major or minor and review disposition of nonconformity. Recommend disposition
for major nonconformity to Engineering manager and Construction manager for their approval, but judge
disposition for minor nonconformity.
 Conduct Pre-Inspection Meeting with Subcontractor prior to starting work for each category and confirm the
inspection procedure, witness items and reporting etc.
 Conduct regular quality control meeting with Valeo.
 Conduct Special Inspection Meeting between Tebodin and Contractor to address problems regarding
inspection and quality control activities.
 Approve final inspection reports by signing and submit to Tebodin.
GC Discipline Supervisors
 Monitor and direct Subcontractor to employ latest revision of specifications and drawings for work.
 Check change status in the work.
 Perform ordinary checks during construction such as workmanship/practice, dimensional check, attunement
and alignment.
 Assist Subcontractor to prepare test and inspection report.
 Participate in Inspection meeting as required.
GC Inspector
 Perform inspection activities in the respective works
 Arrange daily schedule of test and inspection activities.
 Ensure certification or validity of measuring equipment or tools.
 Review all necessary records and reports, and sign off.
 Inspection of Welding
 Witness welding procedure qualification test and welder performance qualification test.

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 Monitor/control the welding work to maintain satisfactory welding quality.
 Inspect welding works for piping, tanks, steel structures and others.
 Witness non-destructive/destructive examination for welding.
 Review all necessary records and reports, and sign off.
6.4 Inspection and Testing
 Inspection and Testing Items.
Inspection shall monitor contractor’s quality performance by using “Checklist field inspection”
Control of Measuring and Test Equipment contractor shall control the inspection and measuring equipment in
accordance with their own QC Manual.
 Inspection Forms.
Any inspection should be requested 24hours in advance, and each inspection should generalize a report.
6.5 Application for inspection
 Contractor shall submit Application for Inspection to Tebodin one day before the inspection schedule.
 Although Tebodin could not attend the witness inspection according to the application, the inspection will be
performed as scheduled by Contractor’s inspector.
6.6 Inspection meeting
6.6.1 Pre-Inspection Meeting
Before starting construction works at site, Pre-Inspection Meeting will be held between Contractor and Sub-
Contractor to confirm inspection matters stated below but not limited to: A Pre-Inspection Meeting will be held for
each category of work.
 Project requirement
 Sub-Contractor’s quality control organization, manpower mobilization plan
 Sub-Contractor’s drawings and other documents approval status
 Inspection items and witness points
 Field fabrication and inspection schedule
 Inspection record format
 Communication channel
 Special inspection requirements
6.6.2 Regular Quality Control Meeting
Regular quality control meeting will be held at appropriate intervals to notify inspection schedule and to exchange
views on various inspection/test matters between Client and Contractor’s QC Manager.
6.6.3 Special Quality Control Meeting
In case serious problem was occurred, Special Quality Control Meeting will be held between Client and
Contractor.

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6.7 Non-conformance
6.7.1 Definitions
Non-conformance means a deficiency occurring during construction, which renders the quality of equipment or
materials unacceptable or indeterminate or not according to specified requirements. Depending on the
nonconformance status, Contractor’s QC Manager shall classify the nonconformance major or minor.
6.7.2 Non-conformance Report (NCR)
When a nonconformance occurs, Contractor or Sub-Contractor’s inspector shall immediately notify to the
Contractor’s QC Manager and submit a NCR on the form shown as Attachment -16.
NCR shall contain detailed proposals of disposition and procedure to prevent recurrence.
6.7.3 Non-conformance Disposition Procedure
6.7.3.1 “HOLD” tag
When equipment or material nonconformance occurs, the “HOLD” tag shown below shall be attached to non-
Conforming items until the policy for disposition is determined.
6.7.3.2 “REPAIR” tag
When it is determined that non-conforming items will be reused after repair, the “HOLD” tag shall be detached
from the items and “REPAIR” tag shall be attached.
6.7.3.3 “REJECT” tag
When nonconforming item prove to be unusable and determined that they will be discarded or returned, the
“HOLD” tag shall be detached from the item and the “REJECT” tag shall be attached.
6.8 Document flow
Document flow shall be performed in accordance with project plan.
6.9 Inspection/test report and record
After all the inspections and tests have been completed and accepted, the final inspection reports will be
compiled and submitted to Valeo. The inspection reports shall contain all records required in the applicable
specifications.
7 SHE Plan
See SHE plan.
8 Cost Control
Throughout the implementation of the procurement and construction Tebodin will report to Valeo on a monthly
basis on the development of the construction cost (spent, committed, planned), especially in terms of changes, if

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any.

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Attachments Revision Date
1. Attachment-1 Contact List
2. Attachment-2 Construction Management Organization Chart
3. Attachment-3 Material Receiving Report
4. Attachment-4 Request for Inspection _ civil works
5. Attachment-5 Request for Inspection _ structural steel
6. Attachment-6 Request for Inspection _ mechanical installation
certificate
7. Attachment-7 Mechanical completion certificate
8. Attachment-8 Punch list to mechanical Completion Certificate
9. Attachment-9 Project Acceptance Report
10. Attachment-10 Payment Application
11. Attachment-11 Approval Invoice _ template
12. Attachment-12 Change
13. Attachment-13 Additional Cost
14. Attachment-14 Change Summary
15. Attachment-15 Checklist Field Inspection
16. Attachment-16 Non-Conformity Report
17. Attachment-17 Site Instruction
18. Attachment-18 Weekly Construction Meeting Minutes
19. Attachment-19 Weekly Construction Report

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