MANAGEMENT STAFF

3.2.1 Volume II – Tab A. Factor 3 – Management Approach. The Offeror must submit a management
approach narrative to explain their company’s capabilities to execute construction and repair work. Refer to
Sections 01 00 02 and 01 00 04 for the task order process required by this solicitation. Address each of the
following items, in a narrative format:
(a) Describe execution of a task order. Discuss aspects of the management process such as schedule,
deliverables, and project close out. Discuss the approach to provide design when required.
(b) Provide a description of the offeror’s plan to provide quality control (QC) for work performed under this
solicitation. The description shall address the quality control during the preparation of site surveys and
design documents, as well as actual repair/renovation/minor construction quality control. The description
shall include both proposed QC methods and personnel, along with their roles and responsibilities.
(c) Provide a description of the Offeror’s plan to ensure a safe environment for every job site. The
discussion shall include the contractor’s plan for safe performance of the project requirements for a typical
construction or repair project in Latin America. The safety discussion shall address latest codes and
industry standards.

3.2.1 (A) MANAGEMENT APPROACH

We will appoint a Construction Project Manager (PM) and Contract Assistant (CA) from our home office
staff to run the administrative side of this project as well as our on-staff Corporate Scheduler. The Field
Staff for this project will consist of a seasoned Superintendent and Quality Control Manager (QCM) and
Site Safety & Health Officer (SSHO) with an administrative support assistant as needed for on-site
documentation management.
Our home office staff is well prepared to provide the required reports and plans. We will ensure that the
monthly project update report with current pictures is provided to the Mobile District Manager and a copy
provided to the Resident and Area Engineers.
Energy Services will comply with all Force Protection requirements and understands that our employees
and subcontractors will be escorted at all times. We will ensure open communication so that our
requirements are known with ample time to resource the adequate number of escorts.
Energy Services will provide all required information for the vetting process by the US Embassy. Upon
award, we will enter all employees and subcontractor employees into the SPOT data base as required.
Our on-site superintendent will be completing the daily reports and we will comply with the contractor
manpower reporting requirements
As described below, the Quality Control system is a key to Energy Service’s success. Our proven
processes will ensure that all submittal deliverables are met and tracked on a continuous basis. As
required in the seed project, we will ensure that all pre-construction submittals, shop drawings, certificates,
and monthly field reports are submitted for government approval in a timely fashion.
Our project management staff will diligently pursue close out documents well before the end of the project.
Our superintendent and QC manager will ensure the red line as-built drawings are kept up to date at the job
site at all times. This will ensure that the close out document of As-Built drawings is accurate and
complete. The warranty management plan will include the submittals and points of contact for all
warrantable items. In addition, Energy Services will ensure that the Training Video Recording and
validation of training is completed and submitted in a timely fashion.
SCHEDULE OVERVIEW
Energy Services has prepared a preliminary summary level schedule, found at the end of this Factor, for
construction that indicates the project can be reasonably completed within the time for completion, as
stated in the RFP, of 450 calendar days.
This schedule reflects our understanding of the preconstruction requirements of the contract, including the
supplemental design, preconstruction submittals, and the Pre Construction Administrative Conference.

Our team has a full time, professional, scheduler on staff in our home office. He has over xx years of
scheduling experience and his only function is to develop and update project schedules. We will designate
him as the Designated Scheduler for this project as required in the RFP. We will submit a resum e outlining
his experience to the Contracting Officer for acceptance.

Our processes (tools) allow us to detect problems/errors (and potential problems/errors) at the earliest and
most efficient point during construction. These processes include the Quality Control Plan, a Risk
Management Plan and a Safety Plan. These are
developed at the start of the project for each task and
updated regularly to ensure they are adhered to and
remain relevant. The task specific processes,
procedures, forms, and reports are integrated into our
on-site operations and become the basis for identifying,
defining, and solving problems that arise.
The primary macro-process utilized for avoiding and solving design
and construction problems is our Quality Control System. This
system integrates the RFP requirements, design philosophy and
construction approach with local environmental conditions (labor,
post regulations, market forces, etc.). While problems may arise and
be identified outside the QC system – solutions utilize these
systems to ensure smart, quick correction and compliance. The on-
site Superintendent and QCM aggressively manage these issues
and are fully authorized to obtain the necessary resources for timely
and quality resolution. Our total Quality Management approach and
our construction specific three-phase QC system were previously
discussed in detail above. When issues arise in the field, the RFI
process is typically the vehicle for quick resolutions and the start of
the documentation process. When time is of the essence and
necessary personnel are not on site to respond; the issue is quickly
elevated to ensure the right resources are applied in a streamlined
manner. Even when time is not strictly critical, open RFI’s and RFI
turnaround times are used as metrics to assess ambiguity and
quality – thus quick understanding and resolution of RFI’s is a staple of our execution process.

MANAGING SUBCONTRACTORS
The ability to manage subcontractors and suppliers is critical to the success of a construction project. Our
success in this endeavor results from establishing and maintaining an effective subcontractor program
management plan, agreeable policies and procedures, and building and maintaining a supplier base
throughout the life of the contract. Effective subcontractor management also involves the quality control
plan, schedule timeliness, and cost of performance. Ensuring timely submission of all required reports,
status updates, and documentation is also critical. Energy Services. and its major subcontrac tors will solicit
and hire from our pre-qualified pool of local subcontractors, suppliers and vendors in each discipline, which
will ensure this project is executed by a team of professionals that have a proven track record of successful
projects completed on-time and within budget.

CONSTRUCTION ASSUMPTIONS AND CLARIFICATIONS

3.2.1 (B) Quality Control

Quality Control Manager

The Quality Control Managers are responsible for the works quality supervision in that work package each
one controls, and for subcontractors’ management and supervision. They carry out inspections and
commissioning. They control and monitor all construction processes on a regular basis. They are
responsible for (if applicable regarding scope of works):
 Oversees the technical quality of the project (i.e., adherence to client, regulatory agency, and company
requirements)
 Commercial contract preparations (guarantee and quality) – Subcontractor & Supplier contracts
 Establishes QC procedures and monitors work
 Reviews quality practices for the project to ensure compliance
 Conducts QC inspections and reviews deliverables/submittals for conformance to contract
requirements
 Continuously seeks to improve work performance and best practices
 Assists in developing an orientation program to ensure that the project team is familiar with the
requirements of the Project Quality Control Plan.
 Cooperation with the laboratory
 Monitoring of the quality parameters of materials and executed works
 Preparing all quality procedures, instructions and certificates
 Preparing all quality reports and presentations for Project Executive
 Meeting the manufacturer’s standards to the extent of used materials and adapted solutions during the
assembly works;
 Allow for works to be carried out only by qualified and accepted staff;
 Ensure that all works in progress are carried out on the basis on updated and the most reviewed
drawings and technical specifications issued for use;
 Ensure that all works in progress are carried out with usage of certified and approved ma terials and
equipment;
 Inform the Superintendent to have works ready for inspection and commission;
 Apply remedy measures in order to remove every defect;
 Control, whether works in progress are carried out according to the working design, binding law
regulations, standards and construction workmanship;
 Act according to the binding H&S procedures and Environment Protection regulations;
 During any absence of QCM the Alternate QC will perform all duties.

Design Quality Control Manager

In Design-Build Projects will be designated Design Quality Control Manager who will be responsible for
Design quality, coherence with standards and coordination of documentation. He will be also accountant for
solving any design problem that may occur during execution of projects.

Quality Control Systems Clerk

Quality Control System Clerk s responsible for correctness of all processes described in the Quality Book in
such a way to meet requirements of the ISO 9001:2000 standard. His/her role is to ensure that all
employees engaged in the project are aware of the USACE requirements and ENERGY SERVICES’s
quality control plan. The person is also accountant for all documentation within the project (connected with
OH&H, design, declarations of conformity, minutes, notes, official correspondence, protocols… etc.).

ENERGY SERVICES operates a Quality Management System (QMS) which is in compliance with ISO
9001:2008 Standard and all our activities on this project will be in accordance with the QMS. Our CQC
program organization is responsible for describing, developing, integrating, and monitoring the project
team’s quality activities. Our CQC program organization starts with our MATOC management team and its
application to our projects and their definable features of work. We are committed to supporting and
monitoring project activities to ensure both client and ENERGY SERVICES requirements are met. Our
Quality Management System establishes the Corporate Quality Program Policy and our quality system
requirements that are used in conjunction with our quality procedures and the contract. Our QC program
conforms to the requirements of Section 01 45 01 USACE Quality Control and 01 45 01.10 USACE Quality
Control System (QCS).

Our quality policy establishes the standards of rigor and the minimum requirements of an acceptable,
comprehensive quality program, but does not dictate a prescriptive quality system. Instead, our policy
provides the framework within which QC plans can be developed, affording flexibility for responding to
changes in project condition, risk, and technological advances, while addressing the most prescriptive
protocol and procedures. Corporate management systems and business practices flow down to project
teams for implementation. This provides company-wide consistency along with project-specific approaches
to meet the client team’s needs. ENERGY SERVICES’s CQC program ensures:
 Accurate documentation of work processes, procedures, and output measures.
 A systematic procedure for assessing compliance with performance objectives and standards.
 Accurate documentation of quality inspections conducted throughout the execution of work.
 Assessment-driven corrective actions and process adjustments as appropriate in a timely manner.

ENERGY SERVICES Construction Team Coordination and Review

Throughout design, the Design Team seeks input and direction from the Construction Team via the Design
Build Manager. Prior to each formal submittal, the Construction Team reviews the documents for
constructability and conformance with RFP issues. Comments are received and addressed by the Design
Team prior to submission to the government for review.
Once these reviews are complete and all comments incorporated into the submittal documents, a back -
check set of documents will be reviewed by the DPM and the DQCM to verify that the submittal is complete
and addresses all issues raised during the internal reviews. The option to have over the shoulder reviews
is available to USACE prior to any design submission.

Construction Quality Control (CQC) and Management

A similar process is employed during the construction phase – a risk management plan and a quality
control plan combine to serve as the basis for meetings, reviews, reports, and inspections. A three-phase
construction quality control plan is implemented with special emphasis on identified high-risk activities.
High-risk items receive additional planning, oversight, and inspections to reduce the likelihood of impact to
cost, schedule, quality, reliability, and usability. The intent of the our three-phase quality control system is
first and foremost to prevent problems by identifying issues no later than at the preparatory meeting.
However, additional issues may arise, and our QC system is designed to find and correct these items as
well. An important element of our three-phase QC system is the maintenance of real-time deficiency/
questionable-items list. This list starts with the very first questionable item and is worked from that point
through final acceptance. It is important to note that while this list is maintained and monitored by our
quality system personnel, it is worked by our superintendents and managed by our project leadership to
ensure items do not become stale, overcome-by-events, or covered up.

A Quality Control Manager (QCM) is vital to on-site project execution. One of the primary tools utilized for
avoiding and solving construction issues is the Quality Control Plan (QCP). This plan is submitted to the
government after Award and remains a living document which will be updated as required to keep the
government up to date on any and all modification to the QCP procedures and staff. The task specific
processes, procedures, forms and reports are integrated into our on-site operations and become the basis
for implementing the QCP.
Integral to the QCP are:
The Submittal Log – a detailed listing of all anticipated submittals with projected dates which allows the
QCM to plan the review process, determine the relevant dates with regard to planned on-site activities, and
track any long lead items.
The RFI Log – a detail listing of all RFI’s from the Construction Team or from the client. This log tracks all
questions and answer and the time associated with obtaining the answers. This log enables the QC
Manager to request immediate responses to critical items that may delay the onsite construction activities.
Subcontractor Submittals – detailed information about products and materials and the installation
requirements. Size, anchoring details, adjacencies, etc. all are part of the submittal procedure.
Activity Hazard Analysis – this plan details how the subcontractor will actually install his work and this
plan details all safety requirements and installation techniques.
Quality Control Meeting Minutes – for each definable feature of work the QCM will document the
preparatory meeting, including (i) contract, plan and specification review; (ii) review of all pertinent
submittals; (iii) procedure for accomplishing the work; (iv) testing requirements; (v) and the review of the
AHA plan.

Three Phase Quality Control System

A three-phase construction quality control plan will be implemented with special emphasis on identifying
high-risk activities. High-risk items receive additional planning, oversight, and inspections to reduce the
likelihood of impact to cost, schedule, quality, reliability, and usability. The intent of the our three -phase
quality control system is first and foremost to prevent problems by identifying issues no later than at the
preparatory meeting. However, additional issues may arise, and our QC system is designed to find and
correct these items as well. An important element of our three-phase QC system is the maintenance of
real-time deficiency/questionable-items list. This list starts with the very first questionable item and is
worked from that point through final acceptance. It is important to note that while this list is maintained and
monitored by our quality system personnel, it is worked by our superintendent and managed by our project
leadership to ensure items do not become stale, overcome-by-events, or covered up.
The three phases of Quality Control (Preparatory, Initial and Follow-up) are the core of the CQM System
(see figure below). Following this system is the means by which we ensure that all members of the
Construction Team, including subcontractors and suppliers, comply with the requirements of the contract to
the highest standards of quality, performing work safely, within budget and on time.

Quality meetings and inspections will be conducted to ensure that all construction operations, both on the
project site and at off-site fabrication facilities, are keyed to the planned construction sequence.
Quality meetings/inspections will follow the three phases of control shown below and will be conducted by
the Quality Control Director and/or QCM, Superintendent and all subcontractors that are to perform each
definable features of work.
Preparatory Phase: This phase will be performed prior to beginning each definable feature of work, and will
consist of the following steps:
1. A review of each paragraph of the applicable specifications.
2. A review of each of the applicable drawing sheets.
3. Verification that all materials and/or equipment have been tested, submitted, and approved.
4. Verification that all provisions to provide the required inspection and testing have been made.
5. An examination of the work area to ensure that all required preliminary work has been completed and
is in compliance with the contract documents.
6. A physical examination of the required materials, equipment, and/or samples to ensure that they are on
hand, conform to the approved shop drawings and/or submittal data, and have been properly stored.
7. The safety requirements and/or potential safety hazards for each definable feature of work will be listed
on the Activity Hazard Analysis. This will also include the measures to eliminate or control the hazards,
list the competent person for hazardous activities and shall be an ongoing process to ensure a safe
and productive completion of the project.
8. A discussion of the procedures for the construction of the work.
9. Documentation of the construction tolerances and workmanship standards for that phase of work.
10. The results of the preparatory phase actions shall be documented by separate minutes prepared by the
QCM and attached to the daily QC report.
Initial Phase:
1. When a representative sample of the work is completed, the QCM, the Government QA inspector, the
Superintendent, and the subcontractor performing the work will conduct the initial inspection.
2. During this inspection, the safety requirements, procedures for accomplishing the work and as the
quality standards will be reviewed. All parties will note any issues with the work in place. Any changes
that are needed will be noted by all parties during this inspection. This will ensure the follow-on work
meets the requirements and quality standards as outlined during the preparatory meeting and will
minimize any rework items.
Follow-up Phase:
1. Daily inspections will be performed to ensure continuing compliance with the contract requirements,
including safety, quality and control testing, until the completion of that particular feature of work.
2. These inspections will be recorded in the Quality Control documentation.
3. Final follow-up inspections will be conducted and all deficiencies noted will be corrected for a definable
feature of work prior to the start of additional features of work that may be affected by the prior work.
Neither ENERGY SERVICES nor any associated subcontractor will knowingly build upon or conceal work
that does not meet the contract obligations.

Quality Meetings - Quality meeting procedures will be implemented to coordinate design and construction
activities, including frequency, format, documentation and participant requirements. Topics discussed at
meetings will include the following:
 Coordination and planning between the client, ENERGY SERVICES and Subcontractors;
 Prioritizing assignments, equipment use, and access;
 Work area turnover and milestone dates;
 Sharing information on future activities and generate schedule information that will be presented
weekly, to all team members utilizing a “look ahead” report that will highlight critical or near critical
schedule activities;
 Assessment of work status versus expectations, or to resolve problems;
  Safety planning, reviews, and updates; and
 Quality Control status and concerns.

One of the most important aspects of any construction project to the client is having a quality produ ct at the
end. Our clients rightly demand our work to be of the highest quality. Having a consistent track record of
delivering high quality products is vital to the long-term success of any contractor. For these reasons,
ENERGY SERVICES places a great deal of emphasis on how we manage quality. We do this through
effective communication among the project team via Quality Control Meetings and through a structured
QCP.
Quality Control Meetings - This venue is co-chaired by our QCM and Project Manager, and will be
attended by an owner representative (if desired), our Superintendent, a designer representative (if desired
by the client), and all key subcontractors. A standard agenda is followed and discussions/decisions are
recorded in minutes. This process is particularly effective in fostering teamwork, open communication and
problem solving. We have had great success in project execution by using this approach. In addition to
the CQC Meeting Agenda/Minutes form, our QCM employs a Deficiency Log. On this log, he/she tracks
any quality issues, documents them, and more importantly, records the action taken to resolve them.
In addition to addressing construction quality at weekly CQC meeting, this venue is also used to review the
Active Issue Log to discuss outstanding matters. We don’t wait for this meeting to communicate issues and
begin resolving them; issues are tackled as soon as they are identified and communication occurs via email
and phone conversations in between meetings.
Quality Control Plan - Well-defined and thoroughly understood work procedures are the keys to any
effective Quality Control effort. In order for our personnel to provide a quality product, they must
understand what is to be accomplished, how it is to be accomplished, and the standards that must be met.
The quality and completeness of the information provided to them has a direct effect on the quality of the
final product.
Therefore, ENERGY SERVICES will provide directions and assistance, as required, to each employee and
subcontractor that we employ to ensure that their work measures up to the standards established by our
firm. The guidance and/or instructions given will be monitored through our Quality Control Program, which
as stated earlier, we have modeled after the Army Corps of Engineers QC Program.
The effective execution of our QCP will ensure that all work is accomplished in a manner that meets or
exceeds the performance standards of the contract. Heavy emphasis will be placed on the early detection
of deficiencies and the initiation of corrective action before costly rework is required.
We accomplish this by:
 Setting performance levels that exceed the Government's requirements;
 Involving every employee in the Quality Control effort;
 Using proven inspection methods to monitor work in progress and to evaluate completed work;
 Documenting all deficiencies, including those that were corrected immediately upon notice;
 Providing a sincere, dedicated effort to identify and correct potential deficiencies before they occur;
 Turning each deficiency into a learning experience to eliminate repetitive discrepancies or errors;

Submittals
In our system, the Project QCM, under the guidance of the Construction Project Manager (PM) and
supported by the Contract Assistant, manages submittals. He/she is the approving authority for submittals
prior to submission to the government, as required, for review.
After subcontractors are lined up, one of the first things our project management team does is convene a
submittal coordination meeting with the PM’s from all the subcontractor companies. At this meeting, the
ENERGY SERVICES staff reviews all submittal requirements and ENERGY SERVICES submittal process.
The submittal register provided in the RFP is reviewed which becomes the guiding document for the
submittal process. Submittal due dates are jointly established with subcontractors and vendors. Our PM
ensures that subcontracts and material purchase orders are written with submittal due dates clearly defined
as requirements, and that submittal preparation and processing activities are incorporated in the schedule,
so we can determine the effect of late submittals on the project completion date.
Following the meeting, our QCM manages the submittal process. He/she reviews each submittal to ensure
that proposed construction materials meet contract requirements, forwards submittals requiring government
approval to the owner, maintains the submittal log, and periodically publishes a submittal status report.

Submittal Procedures
The QCM will be responsible for reviewing and certifying that all submittals are in compliance with the
contract requirements. The Designer of Record is normally the approving authority on all submittals, unless
otherwise specified in the contract and submittal log. The QCM is responsible for ensuring that all
submittals are submitted on time and to the proper authority. The QCM will verify all field measurements.
He will inspect all material deliveries, and will monitor the workmanship of all trades. He will review all
submittals, and will verify that each submittal in is accordance with the requirements of the work and the
contract documents. Pursuant to 1.5.5, Submittal Reviewer Duties and Qualifications, and as required by
the project, we will provide a Submittal Reviewer, other than the QC Manager or CA, qualified in the
discipline being reviewed, to review and certify that the submittals meet the requirements of this Contract
prior to certification or approval by the QC Manager.
The QCM will be responsible for the following tasks regarding submittals:
1. Noting the date on which each submittal was received.
2. Reviewing each submittal for conformance with the project design and for compliance with the contract
documents.
3. Forward each submittal to the Designer of Record for review and appropriate action. A list of the
possible actions that can be taken is shown in the paragraph below entitled "Possible Actions."
4. Take appropriate action on the submittal if the QCM is the approving authority.
5. If the Contracting Officer is the approving authority, forward the submittal to the Contracting Officer with
a certification stating that the material or equipment in the submittal is the same as that proposed to
incorporated in the contract and that it complies with the contract documents. The submittal will be
forwarded accompanied by a Material Approval Request,
6. When a substitution or deviation has been proposed, clearly mark all deviations and state the reasons
for the proposed deviations in complete detail. A cost comparison, a list of sources contacted and any
impacts resulting from the proposed change will also be specifically called out when a deviation is
proposed.
7. Ensure that all submittals are legible.
8. Each submittal that the Designer of Record or QCM approves will be stamped with the Quality Control
statement or approving statement. Data that is submitted in a bound volume or on one sheet printed
on both sides will be stamped on the front of the first sheet only. These signatures will be in original ink.
Stamped signatures will not be used
9. Ensure that submittals that had to be resubmitted have the appropriate changes made and use the
same submittal number as the original submittal with an added suffix of –A, -B, etc.
10. The submittal register will be updated as submittal actions occur. The submittal log will be maintained
at the project site until the final acceptance of all work.
11. Return the approved submittals to the appropriate subcontractor.
12. A copy of all approved submittals will be kept at the project site.

Possible Actions
The possible actions that typically can be taken on a submittal are shown below. These will be used by
both the contractor and government depending upon approval authority cited in the submittal register.

Action Abbreviation Meaning

The contractor is authorized to release the materials for fabrication and

Approved or Accepted AS or AC
proceed.

The contractor is authorized to release the materials for fabrication and

Approved as Noted AN proceed with the work, as noted in the Submittal, provided that the
contractor does not take exception to the reviewer’s notes.

The submittal is incomplete or incorrect. The contractor is not

Not Approved or Disapproved or authorized to release materials or proceed with the work. The proper
NA or D or RR
Revise and Resubmit information must be resubmitted with appropriate changes. No work
shall proceed for these items until the re-submittal has been approved.

The submittal was (1) previously submitted and approved, (2) not
required as a submittal, (3) does not show the Quality Control Manager’s
Not Reviewed NR
approval, or (4) is not complete. The reason for this action will be noted,
and the contractor will resubmit as appropriate.

ALCANCE DEL SISTEMA DE GESTIÓN DE CALIDAD

Todos los procesos necesarios para el SGC de Energy Services, que dan como resultado productos de
apoyo al sector petrolero con un valor agregado. Así, los requisitos de la Norma ISO 9001:2008 son
aplicables para este efecto, a excepción de los detallados en el punto 7.3. de este Capítulo del MGI.

POLÍTICA DE CALIDAD

 El Nivel de satisfacción de los clientes, en los servicios de soporte a la industria petrolera, es el

principal factor de medición del performance de la organización.
 La toma de conciencia, entrenamiento y participación del personal es lo que garantiza el éxito de
nuestro Sistema de Gestión de Calidad.
 Nuestros procesos se orientan a mantener el orden interno y a garantizar la calidad de nuestros
productos y servicios.
 Todo el personal es factor clave en la rentabilidad final de la organización.
 La organización adquiere el compromiso de cumplir con los requisitos de la norma ISO 9001:2008,
acción que es acompañada de la mejora continua de la eficacia de su Sistema de Gestión de Calidad.
 La organización planificará anualmente objetivos y metas de mejora de su Sistema de Gestión de
Calidad, para lo cual los lineamientos de esta Política de Calidad brindan el marco de referencia para
el establecimiento y revisión de los objetivos.
 Las Gerencias pertinentes deberán asegurar la comunicación y entendimiento de la presente Política
de Calidad al personal de sus proyectos y obras involucrados.
 La Política de Calidad será revisada para su continua adecuación y mejora.

CONTROL DE DOCUMENTACIÓN

Los aspectos vinculados al control de documentación se encuentran dentro del Procedimiento de Gestión
ES-PG-05: “Control de Documentación”.

COMPROMISO DE LA DIRECCIÓN

La alta dirección, así como su representante para tales efectos, estarán plenamente compromet idos con el
desarrollo, implementación y mejora continua de la eficacia del Sistema de Gestión de Calidad. Para ello,
deberá cumplir con los siguientes lineamientos:

 Comunicar a la organización la importancia de satisfacer tanto los requisitos de los clientes, como los
legales y reglamentarios.
 Establecer y mantener la Política de Calidad.
 Asegurar el establecimiento de los objetivos y metas de mejora de la Calidad.
 Llevar a cabo las revisiones por la dirección.
 Asegurar la disponibilidad de recursos para el adecuado funcionamiento del Sistema de Gestión de la
Calidad (SGC).

GESTIÓN DE RECURSOS

La organización asegurará en sus proyectos y obras, a través de sus gerencias y líneas de mando
pertinentes, la disponibilidad de los recursos técnicos, humanos, económicos y logísticos necesarios para:

 Implementar y mantener el SGC y mejorar continuamente su eficacia.

 Aumentar la satisfacción del cliente, mediante el cumplimiento de sus requisitos.

COMPETENCIA, TOMA DE CONCIENCIA Y FORMACIÓN

Acorde con su Política de Calidad, la organización garantizará la adecuada toma de conciencia,

competencia y formación de todo el personal que lleva a cabo trabajos que afectan a la calidad de sus
productos. Ello involucra la evaluación de la eficacia de las acciones tomadas, así como el mantenimiento
de los registros apropiados de la educación, formación, habilidades y experiencia.

Para tal efecto, se dispone del Procedimiento de Gestión ES-PG-02: “Capacitación”.

REALIZACIÓN DEL PRODUCTO

La organización se asegurará, mediante los procesos y recursos que fuesen necesarios, la planificación de
la realización del producto; presentando sus resultados en forma apropiada para la metodología de su
operación.

Asimismo, los requisitos relacionados con el producto serán determinados y continuamente revisados,
asegurándose de que:

• Se encuentren definidos los requisitos del producto.

• Estén resueltas las diferencias existentes entre los requisitos del contrato o pedido y los que se
expresaran previamente.

• Se dispone de la capacidad de cumplir con los requisitos del producto definidos.

COMUNICACIÓN CON EL CLIENTE

La organización deberá determinar e implementar disposiciones eficaces para la comunicación con los
clientes, relativas a:

• La información sobre el producto.

• Las consultas, contratos o atención de pedidos, incluyéndose las modificaciones.
• La retroalimentación del cliente, incluyéndose sus quejas.

Para tal efecto, se dispone del Procedimiento de Gestión ES-PG-03: “Comunicaciones”.

COMPRAS

La organización – a través de su Área Logística – se asegurará de que el producto adquirido cumpla con
los requisitos de compra especificados. El tipo y alcance del control aplicado a los proveedores y a los
productos adquiridos serán función del impacto del producto adquirido en la posterior realización del
producto o sobre el producto final.

El Área Logística deberá evaluar y seleccionar los proveedores según su capacidad para suministrar
productos de acuerdo con los requisitos de la organización; estableciéndose criterios para la selección,
evaluación y re-evaluación. Asimismo, esta Área mantendrá los registros de los resultados de las
evaluaciones y de cualquier acción necesaria derivada.

En la información de las compras, será descrito el producto a comprar, incluyéndose, cuando fuese
apropiado:
• Requisitos para la aprobación del producto, procedimientos, procesos y equipos.
• Requisitos para la calificación del personal.
• Requisitos del Sistema de Gestión de Calidad.

Previo a la comunicación al proveedor, el Área Logística se asegurará de la adecuación de los requisitos

de compra especificados. Asimismo, establecerá e implementará inspecciones u otras actividades afines
que garanticen de que el producto comprado cumple con los requisitos de compra especificados.

Para el desarrollo de las actividades del Área Logística, se dispone del Procedimiento de Gestión ES-PG-
08: “Proveedores”.

PRODUCCIÓN Y PRESTACIÓN DEL SERVICIO

La organización deberá planificar y llevar a cabo la producción y la prestación del servicio bajo condiciones
controladas incluyendo, cuando sea aplicable:

• La disponibilidad de información que describa las características del producto.

• La disponibilidad de instrucciones de trabajo, cuando sea necesario.
• El uso del equipo apropiado.
• La disponibilidad y uso de dispositivos de seguimiento y medición.
• La implementación del seguimiento y la medición.
• La implementación de actividades de liberación, entrega y posteriores a la entrega.

El estado del producto deberá ser identificado con respecto a los requisitos de seguimiento y medición.

Para cumplir con los lineamientos de compras, así como con la producción y prestación del servicio, se
tiene el ES-PC-01: “Inspección, Ensayo y Estado en Recepción Suministros y Servicios”.

PROPIEDAD DEL CLIENTE

La organización cuidará los bienes que son propiedad del cliente mientras estén bajo su control o se
encuentre utilizándolos. Asimismo, deberá identificar, verificar, proteger y salvaguardar los bienes que son
propiedad del cliente suministrados para su uso o incorporación dentro del producto.

En caso de pérdida, deterioro u otra causa que haga inadecuado el uso de cualquier bien propiedad del
cliente; ello deberá de registrarse y comunicarse oportunamente al cliente.

Para cumplir con estos lineamientos, se dispone del ES-PC-03: “Control de Productos suministrados por
Clientes”.

PRESERVACIÓN DEL PRODUCTO

La organización deberá preservar la conformidad del producto durante el proceso interno y la entrega al
destino previsto. Esta preservación deberá incluir la identificación, manipulación, embalaje,
almacenamiento y protección. La protección se aplicará también, cuando sea el caso, a las partes
constitutivas del producto.
ENFOQUE AL CLIENTE

Los requisitos y expectativas del cliente serán identificados a través de encuestas de satisfacción, a fin de
implementar las acciones que fuesen necesarias para la mejora continua de los procesos involucrados, en
aras de aumentar la satisfacción del cliente.

CONTROL DE LOS DISPOSITIVOS DE SEGUIMIENTO Y MEDICIÓN

La organización, en sus proyectos y obras involucrados, deberá establecer el seguimiento y la medición a

realizar, y los dispositivos de medición y seguimiento necesarios para proporcionar la evidencia de la
conformidad del producto con los requisitos determinados.

Para asegurarse de que el seguimiento y medición se realizan de una manera coherente con los requisitos
establecidos, se tiene el ES-PC-02: “Control de Equipos de Inspección, Medición y Ensayo”.

CONTROL DE REGISTROS

Los registros deberán establecerse y mantenerse para proporcionar evidencia de la conformidad con los
requisitos, así como con la operación eficaz del Sistema de Gestión de la Calidad. Los registros deberán
permanecer legibles, fácilmente identificables y recuperables.

Para tal efecto, se tiene el ES-PC-04: “Control de Registros de Calidad”.

SEGUIMIENTO Y MEDICIÓN

El seguimiento relativo a la satisfacción al cliente serán mediante encuestas establecidas para tal efecto.
Asimismo, se llevarán auditorías internas para determinar la conformidad del sistema de gestión de calidad
con las normas y requisitos aplicables, así como su implementación y mantenimiento de modo eficaz.

CONTROL DEL PRODUCTO NO CONFORME

La organización deberá asegurarse de que el producto que no sea conforme con los requisitos, se
identifica y controla para prevenir su uso o entrega no intencional.

Para tal efecto, se dispone del ES-PC-05: “Control del Producto No Conforme”.

ANÁLISIS DE DATOS

La organización determinará, recopilará y analizará los datos apropiados para demostrar la idoneidad y la
eficacia del SGC y para evaluar dónde puede evaluarse la mejora continua de la eficacia del SGC. Dicho
análisis de datos proporcionará información sobre:

• La satisfacción del cliente.

• La conformidad con los requisitos del producto.

• Las características y tendencias de los procesos y de los productos, incluyendo las oportunidades
para llevar a cabo acciones preventivas.

• Los proveedores.

MEJORA

La organización mejorará continuamente la eficacia del SGC mediante el uso de la Política de Calidad, los
objetivos de la calidad, los resultados de las auditorías, el análisis de datos, las acciones correctivas y
preventivas y la revisión por la dirección.

Para los aspectos acotados, se disponen de los siguientes Procedimientos de Gestión:

• ES-PG-10: “No Conformidades y Acciones Correctivas / Acciones Preventivas”.

• ES-PG-12: “Auditorías Internas”.
• ES-PG-13: “Revisión del SGI”.
RESPONSABILIDADES DE LA DIRECCIÓN

Este aspecto se encuentra dentro del Capítulo 4 del MGI: “Implementación y Operación”.

REVISIÓN POR LA DIRECCIÓN

La alta dirección revisará continuamente el SGI de la Empresa, a fin de asegurarse de su constante

conveniencia, adecuación y eficacia. Dicha revisión incluirá la evaluación de las oportunidades de mejora y
la necesidad de efectuar cambios en el SGI cada vez que las circunstancias lo ameriten (esto puede incluir
la política y los objetivos de la calidad).

La información de entrada para las revisiones incluirán: resultados de auditorías, r etroalimentación del
cliente (mediante las encuestas de satisfacción), desempeño de los procesos, conformidad del producto,
estado de las acciones correctivas y preventivas, cambios que pudieran afectar al SGI, acciones de
seguimiento de revisiones por la dirección previas y recomendaciones para la mejora.

RESUMEN DE LOS PROCEDIMIENTOS DE CONTROL DE CALIDAD (PCC)

Los PCC de los que dispone la organización para sus proyectos, obras y actividades, son los que se
detallan a continuación:

• ES-PC-01: “Inspección, Ensayo y Estado en Recepción, Suministros y Servicios”.

• ES-PC-02: “Control de Equipos de Inspección, Medición y Ensayo”.
• ES-PC-03: “Control de Productos suministrados por Clientes”.
• ES-PC-04: “Control de Registros de Calidad”.
SAFETY PROGRAM
ENERGY SERVICE’S Safety Program reflects our overall safety culture, which is paramount to our
operations. As an organization, we recognize our most valuable assets are our people. Unsafe practices
not only jeopardize the health and safety of our employees, customers, and associates, but also lower
morale and erode trust. Safe work environments translate into more productive and efficient operations.

Our safety and health management program is based on procedures and rules applicable to each work
element and environment. Within this document, we describe our efforts policy and procedures to attain
our goal of zero mishaps while delivering our product and services on time with quality and care.

Workplace injuries are preventable. An effective safety program is our best defense against workplace
injuries. Our overarching company safety program has five primary elements:

 Management, Commitment and Planning

 Employee Involvement
 Worksite Analysis
 Hazard Prevention and Control
 Safety and Health Training

This systematic approach integrates occupational safety and health objectives into the company’s
organizational structure.

The results of a system approach include:

 An effective system which supports the corporation’s philosophy as well as our client;
 Safety and health policies and goals are clearly communicated;
 Accountability for implementing the system is understood and accepted;
 Long-term solutions are implemented rather than one-time fixes;
 Evaluation of results over time promotes continual improvement; and
 An effective system positively influences the company’s bottom line.

SAFETY AND HEALTH STANDARDS Commented [GJA1]: Need you to add something in
about Safety in Latin America
Our company offers four core services: Construction Management, Engineering and Architectural Services,
General Base Operations and Maintenance. Each one of these has important health and safety aspects
that we consider as the first priority on every single one of our operations. The industry standards and
references that apply to our common operations are:

EM 385-1-1: Safety and Health Requirements Manual – US Army Corps of Engineers. Used for
construction and operations on military facilities; largely the overarching regulation for all DOD construction
projects. OSHA standards may apply in cases they are more stringent.
29 CFR 1910: OSHA Occupational Safety & Health Standards. Typically used for work activity in a
manufacturing or other facility. Construction Safety standards may apply when work activities are related to
“new” construction projects.

29 CFR 1925: Safety and health standards for Federal Service Contracts.
29 CFR 1926: Safety and health standards for construction activities including new installations, upgrades
and large scope repairs.

Any other standards and regulations as provided by the client in execution of the contracted service.

MANAGEMENT COMMITMENT AND SAFETY PLANNING

SAFETY AND HEALTH POLICY
ENERGY SERVICES believes no job or task is more important than worker health and safety. If a job
represents a potential safety or health threat, every effort will be made to plan a safe way to perform the
task. Every procedure must be a safe procedure. Shortcuts in safe procedures by either supervisors and/or
subordinates will not be tolerated.
If a worker observes any unsafe condition, which may pose a potential threat to their health or safety, or
others, the employee is expected to immediately correct the situation when feasible or inform the
immediate client senior representative available in charge of the tasking being performed or in charge of
office management. Our employees working with the client representatives and management has the
responsibility to take adequate precautions, comply with applicable safety standards, and assure all tas ks
are performed in a safe manner and follow safety guidelines. If ENERGY SERVICES employees are
unclear or unsure of whether a situation is safe and ok to proceed they will ask for guidance from the client
representative in charge of the task assignment or the ENERGY SERVICES Program Manager.
If it’s not safe, we just don’t do it. We believe that there is NO EXCUSE for doing work unsafe.
During construction, we rigidly require Activity Hazard Analyses on every new activity, as well as weekly
safety “toolbox meetings” that are documented in our files and signed by all hands present on the project.
Most importantly, we have also given EACH of our employees the authority to shut down unsafe work,
whenever they see it, REGARDLESS of who is doing it. This mind-set has served us well.
ENERGY SERVICES management will provide visible ongoing commitment, resources, and leadership to
assure the implementation of the Safety Program. All employees will be provided equally high quality
safety and health protection.
We acknowledge the importance of creating a positive safety culture through employee involvement and
effective policies and procedures.

SAFETY AND HEALTH OBJECTIVES

ENERGY SERVICES plans to achieve worker safety and health through the following:

1. Educated and alert employees that will learn, understand, participate, and obey all client and office
safety regulations and activities.
2. Planning for safety before each job and each new task assignment, or field work assignment by having
a “Field Visit” safety discussion prior starting the assignment. (Similar to stand up “Tool Box” safety
briefs.
3. Adherence and paying careful attention to client’s representatives that communicate the inherent
hazards and safety precautions prior to conducting field planning investigations.
4. Understanding and respecting the industrial or highly hazardous areas such as airfields, explosive
 storage, ranges, or heavy equipment areas.
5. Making regular job site safety evaluations for risk identification and using the buddy system if in areas
of danger and high risk environments.
6. Employee awareness of the high risk office hazards and making efforts to correct unsafe office
conditions.
7. Reporting all potentially unsafe working environments and near-miss hazardous events.
8. Knowing what to do and where to go in the event of an emergency or office evacuation.
9. Providing on-going safety training for home, and travel, as well as work place safety.
10. Enforcing safety rules and using appropriate disciplinary measures and safety performance appraisals
for all employees.

ENERGY SERVICES PROGRAM MANAGER RESPONSIBILITY

Our Program Manager plays an important part in creating and maintaining safe and healthful work
practices, policies, and procedures. The PM is responsible to perform Operational Risk Management
(ORM), ensure employees engage in safe and healthful work practices, ensure employees receive safety
and health training to do their work, issue and inspect PPE to all of his/her subordinates. Safety and health
performance will be part of PM and employee evaluations. The PM will report directly to the ENERGY
SERVICES President for safety matters.

RESPONDING TO SAFETY AND HEALTH ISSUES

Our management will take prompt and consistent action when responding to safety and health issues. They
will demonstrate our management commitment to addressing safety and health concerns and encourage
employee participation. Employees will abide by all ENERGY SERVICES, the client’s safety requirements
as well as, local jurisdiction safety requirements. If there is a conflict the more stringent regulation will
prevail or the ENERGY SERVICES PM will be involved to clarify and de-conflict. All unsafe conditions and
potential mishaps will be reported to the cognizant client safety officer or representative that is responsible
for the spaces being utilized by ENERGY SERVICES personnel. Any safety hazards or hazardous working
conditions that are not corrected by the client will be reported to the ENERGY SERVICES Program
Manager. At which time the ENERGY SERVICES Program Manager will contact the client’s contract
personnel to investigate, assess, and remedy the unsafe situation if necessary.

MEASURING SUCCESS
We normally have the tendency to measure the reach and effectiveness of a safety programs by the res ult
of the normal indicators: Experience Modification Rate (EMR), Days Away, Restricted or Transferred
(DART), record of Near-Misses, and other traditional trailing indicators such as other injury and illness
statistics, vehicle accident statistics, disability costs, and regulatory enforcement actions. These are the
trailing indicators of a safety program. Trailing indicators have been effective, and serve as a report card,
pointing to successes and failures in the past, and trends in safety performance. W e, however, believe in a
more proactive approach.

Using a mix of different indicators: traditional trailing indicators, concurrent indicators, and leading
indicators is the key to optimum, quantitative measure of a safety program. For this purpose ENERGY
SERVICES uses the following concurrent and leading Indicators:
 Safety inspections and audits.
 Safety meeting attendance.
  Training.
 Behavior sampling.
 Employee safety perception surveys.
 Risk-mapping, and
 Peer-to-peer reviews.

Furthermore, the true success of a safety program is determined by qualitative indicators, such as
employees’ and associates’ trust in the company’s commitment to safety, morale, welfare and productivity;
and by customer’s confidence in our commitment to safety, quality and best value. Even though these
elements are difficult to quantify, their relevance cannot be emphasized enough.

An effective safety program depends for its success on the buy in of all people involved. Trends of risky
behavior lead eventually to major losses and even fatalities. Statistically, in organizations with ineffective
safety programs, several instances of risky behavior will lead to at least one near miss. For every so many
near misses, there will be a mishap with minor injuries. After so many mishaps, there will be at least one
serious mishap with major injuries requiring hospitalizations or days away from work of three or more
persons, plus major material damages. Moreover, after so many serious mishaps they will invariably hav e
one or more fatalities. This is not always the case: all it takes is one instance of risky behavior to produce a
mishap resulting in fatality(ies). The most effective programs are those whose collective goal is to have
ZERO MISHAPS. This is our commitment: to our employees and associates, to our customers, and to the
public in general.

EMPLOYEE INVOLVEMENT

SAFETY AND HEALTH COMMITTEE

Our management will take an active role on the safety and health committee. At least annually, the safety
and health committee will develop written safety and health goals and track monthly progress. These goals
will be communicated to all employees. Our committee will be comprised of management and non-
management employees.

SAFETY INSPECTIONS
Our employees will participate in with our client’s representatives and counterparts to conduct routine
safety and health inspections of our work spaces provided depending on job specific requirements and
regulations. The inspections are intended to help identify potentially hazardous conditions and unsafe
actions and initiate corrections. Corrective action will be implemented under the direction of the ENERGY
SERVICES PM or the client’s office manager in a timely manner.

SUGGESTION SYSTEM
Our employees are encouraged to make safety and health suggestions which will be shared with the safety
and health committee and the client representatives. All employees will have direct access to the Program
Manager or Company President depending on severity of the incident via phone or texting. In addition the
client can be counted on to be actively engaged in the safety of employees and taking notice of and
considering suggestions made by ENERGY SERVICES employees.
EMPLOYEE PARTICIPATION
Our employees will be given an opportunity to provide input regarding recommendations on safety and
health products, procedures, and training as it pertains to daily work operations. They are expected to
participate and give full attention to the client during safety briefings and training as required or suggested.

WORKPLACE SAFETY ANALYSIS

Our contracts will require ENERGY SERVICES employees to work in client office spaces and facilities. All
workplaces are expected to be safe and healthy environments. Typically on ENERGY SERVICES
property, ENERGY SERVICES would conduct a workspace analyses as needed to recognize and
understand hazards or potential hazards of our workplace and work sites. Since our contracts will be within
client’s facilities, ENERGY SERVICES employees will participate in all office safety programs that are
required or suggested by the client. We will point out and bring attention to any unsafe condition that is
identified during our work day in the office. The below list provides examples of workplace analysis, actions,
and precautions to be considered by ENERGY SERVICES employees that will assist the client in ensuring
workplace safety and keep an accident free worksite:
 Be alert for floor trip hazards such as electric cords, frayed carpet or turned up floor tiles that could
catch shoes and heels of employees.
 Consider overloaded electric circuits that or appliances that may draw more current than the outlet
is rated.
 Do not open and inspect any electrical circuitry in buildings or infrastructure. If unsure if any
system is energized, assume it is and has potential energy that will harm or injure.
 Obey any lock out tag out warnings that may be encountered.
 Do not enter any space that appears to be confined or without proper ventilation or may have
noxious odors.
 Do not adjust, turn, or operate any equipment or systems that employee is not trained and qualified
to operate.
 Do not store materials and office supplies on top of high cabinets and cubicle partitions.
 Inspect chairs of broken or wobbling legs and wheels that may collapse or spill.
 Be alert for obstacles in stairwells and steps that could cause falls.
 Do not over stack books and office supplies that may fall over.
 Do not store materials and office supplies in electrical and mechanical rooms or other spaces that
are not intended for storage.
 Adhere and participate in fire drills.
 Study the building evacuation plan and know the proper exit routes and were to assemble in the
event of evacuation alarms
 Know and adhere to the various alarms that may sound.
 Attend and participate in all safety training being conducted by the client.
 During field visits ensure what proper personal protection equipment is required and ensure it is
available and worn properly.
 When performing field evaluations and surveys, do not do anything that will cause an unsafe
condition for the occupants.
 Be alert for traffic patterns and other industrial equipment when working in the field in an industrial
area.
EMPLOYEE REPORT OF HAZARDS
Our employees play a key role in identifying, controlling, and reporting hazards which may occur or already
exist in the workplace. Employee reports of potential hazards can be an effective tool to trigger a closer
look at a piece of equipment, operation, or how work is being performed. All workplace hazards will be
reported to the client’s representative.

MISHAP/INCIDENT INVESTIGATION
We will conduct an investigation for all mishaps/incidents and near misses. Our primary goal of conducting
an investigation is to determine the root cause and contributing factors to prevent the risk of a future
occurrence. Investigation reports can help determine injury and illness trends over time, so that patterns
with common causes can be identified and prevented. Investigations are not intended to place blame.

HAZARD PREVENTION AND CONTROL

Our management has systems to prevent and control hazards. These include the establishment of controls
through engineering, work practice, personal protective equipment, and/or administrative actions; systems
to track hazard correction; preventive maintenance systems; emergency preparation; and a medical
program.
As an integral part of our operations we will always develop and implement deliberate written protection
plans to either eliminate hazards, or to reduce these to the lowest, practical level.

POLICIES, PROCEDURES, SAFETY AND HEALTH RULES

Our management is responsible for implementing major decisions, policies and safety and health
procedures. Specific safety and health procedures which are required by law and regulations (OSHA and/or
USACE) will be put in writing by ENERGY SERVICES or we will follow the written procedures of the client
on our contracts.

ENERGY SERVICES will inform and enforce the following safety rules:
 DRUG AND ALCOHOL FREE WORKPLACE: ENERGY SERVICES is a drug and alcohol free
place of employment. The use of illegal drugs or alcohol or being under the influence during
working hours is prohibited and shall be cause for termination. Inform your supervisor if taking
strong prescription drugs which warn against driving or using machinery.

 EMERGENCY PROCEDURES: Every work site and office will follow the client’s emergency and
evacuation procedures. The elements in this plan will be explained during the client’s orientation
and indoctrination process. All employees will be made aware and learn the emergency warnings,
alarms, evacuation routes, and where to report in the event of evacuation.

 LOCKOUT / TAGOUT Lockout / Tagout (LOTO) assures employees are protected from potential
energy sources such as unintended machine motion or unintended release of hazardous utilities or
chemicals which could cause injury. This includes electricity, water, steam, hydraulic, gravity,
laser, and many other sources of stored or focused energy. ENERGY SERVICES employees will
not operate or have any involvement without implementing LOTO.
  CONFINED SPACE ENTRY: A confined space is defined as a space which is NOT DESIGNED
FOR CONTINUOUS employee OCCUPANCY, and is large enough and so configured that a
person can bodily enter into and perform assigned work, and has LIMITED or RESTRICTED
means for ENTRY or EXIT. Confined spaces that may have a HAZARDOUS ATMOSPHERE
require special precautions. Hazardous atmospheres are those that may expose employees to the
risk of death, incapacitation, and impairment of ability to self-rescue.

HAZARD COMMUNICATION PROGRAM: Hazard communication means ensuring all workers

(ENERGY SERVICES employees and contractors) know and understand hazardous
communications and warnings that they may work around or near. Often called “Right to Know,”
the hazard communication program involves several elements, which include (but not limited to)
chemical labels, Material Safety Data Sheets (MSDS), training, posting signs, and even information
on chemicals and processes by adjacent contractors or other organizations which may affect our
employees and associates.

FALL PROTECTION PROGRAM
Falls are among the most common causes of serious work related injuries and deaths. By law,
OSHA requires fall protection be provided at elevations of four feet in general industry workplaces,
five feet in shipyards, six feet in the construction industry and eight feet in long shoring operations.
In addition, OSHA requires fall protection be provided when working over dangerous equipment
and machinery, regardless of the fall distance.
ENERGY SERVICES will not work from heights that are not protected with safety obstructions to
prevent falling off from overhead platforms, elevated work stations or into holes in the floor and
walls. ENERGY SERVICES employees will be trained to recognize unsafe height areas during
field visits and avoid them.

HOUSEKEEPING
A clean workplace contributes to a better safety environment and reduction of risks by: tripping,
impalement, fire, etc. Conversely, a cluttered work site will present all these risks, greatly
increasing mishaps. As a normal daily practice, ENERGY SERVICES employees will keep their
work places and jobsites neat, organized, presentable and cleaned as periodically as necessary for
and office type environments to be consistent in appearance with other client’s office wor kstations.

FIELD WORK SITE SAFETY ASSESSMENT

Our contracts will require ENERGY SERVICES employees to conduct field visits of all clients infrastructure
and facilities to perform job assignment of the contract. A military base environment may be new to some
employees and require guidance and knowledge from others that are more experienced in base operations
that can analyze the risks associated with field work on a base. Prior to conducting a field visit for asset
evaluations and/or site planning, ENERGY SERVICES employees will discuss and review any necessary
safety hazards and precautions with their client counterparts and the client site representatives. The
purpose of these discussion and training sessions is not only to impart the necessary safety knowledge and
reinforcement of already existing knowledge, but also serve as an opportunity for field team to identify
hazardous concerns and mitigate risks. This is particularly important during field investigations in high risk
operational or industrial areas, where any distractions can cause grave losses. Typically the topics to be
covered will include safe work precautions and hazard identifications necessary for working at the site such
as:
Personal protective gear required
Fall and height hazards
Lock out hazards
Traffic and equipment operation hazards
Industrial or Manufacturing hazards
Confined space hazards
Animal, insect, or poisonous plant hazards
Security threats
Ordnance or Explosive hazards
Runway and aviation hazards

SAFETY AND HEALTH TRAINING

Health and safety training is the foundation of a successful safety program. Such training gives
management, supervision, and workers an appreciation of their personal responsibilities for health and
safety within the framework of the minimum standards outlined by legislation. Our training goal is to
surpass the minimum requirements in order to establish a solid safety culture within our company.

All levels of management, from the president to site employees and our sub-consultants, are involved in
health and safety training. In addition to the transfer of knowledge and skills, training promotes positive
attitudes and a culture in which all parties within a firm collaborate to establish and maintain worksite health
and safety. Safety training is deliberate and well planned, with different levels of training depending on their
responsibilities within our organization.

TRAINING GUIDELINES
- ENERGY SERVICES Employees will participate in all safety training offered by the client as practical
and required in the performance of the contract.
- ENERGY SERVICES Employees will be afforded the opportunity to take any special training
deemed necessary in the safe and healthy performance of their duties. The Program Manager will
initiate this.
- ENERGY SERVICES will be in close coordination and contact with the client to determine if training
is needed and client training that may be available
- ENERGY SERVICES will hold a safety topic and have safety and health on the agenda of periodic
meetings and/or conference calls with the client’s employees, once per quarter to assess health and
safety needs of its employees.

WHMIS (WORKPLACE HAZARDOUS MATERIALS INFORMATION SYSTEM)

In addition, there are several different situations where ENERGY SERVICES must ensure workers are
trained (e.g. Asbestos, Traffic Control, Working in Confined Spaces). In some cases, the training may be
part of a worker's trade background. In other cases, there may requirements for workers to be trained in the
procedures used by the employer.

QUALITY, SAFETY, ENVIRONMENT AND HEALTH POLICY

ENERGY SERVICES is a company that provides oil services and constructs for the oil industry with
specialized logistics in remote places, such as the jungle and the desert. For this purpose, it adopts this
policy as an integral part of its activities and undertakes to provide products and services with high levels of
Quality, preserving the Environment in which it carries out its activities, as well as the Health and Safety of
its personnel, contractors and Communities.

To achieve this, it will conduct all its activities according to the following principles:

1. Implement Quality Management Systems, Safety, Environment and Occupational Health, in such a way
as to ensure customer satisfaction, pollution prevention, the planned response to emergencies. All this
within a framework of continuous improvement according to the nature, scale and impacts of the activities,
products and services involved and described in the documents that make up our Integrated Management
System.

2. Comply with the legislation and regulations applicable to its activities, as well as other requirements that
the organization could enter into (contracts, agreements, agreements, etc.).

3. To promote the quality of life of employees, preventing occupational injuries and illnesses in the
respective places of work.

4. Identify and evaluate environmental aspects and impacts, and identify hazards and assess occupational
safety and health risks in the projects and businesses in which they are involved, as well as implement the
actions and control measures necessary to achieve the planned and The continuous improvement of the
processes involved.

5. Plan objectives annually to evaluate improvement through measurable goals. For this purpose, the
guidelines of this Policy provide the framework for the objectives.

6. Ensure the competence of all its employees, to fulfill their tasks and responsibilities based on adequate
training.

7. Establish a periodic audit plan to verify compliance with this policy and demonstrate performance
improvement.

8. Provide the necessary resources for compliance with this Policy and the established Objectives.

9. Ensure consultation and active participation of workers and their representatives in all elements of the
Occupational Health and Safety Management System.

10. Establish a communication channel to analyze and manage stakeholder concerns. This Policy should
be available to interested parties.

11. Ensure the dissemination, understanding and compliance of this policy to all personnel working under
the control of the organization; In order to ensure their adequate awareness.