Foro y Exposición LATINVE&P 2012 Servicios de Asesoría en...

37%

1

Servicios de Asesoría en NegociosCríticos

Foro y Exposición LATINVE&P 2012

Cartagena de Indias, Colombia, 12 de Julio 2012

Raymundo Sánchez Alemán

A.T. Kearney xx/mm.yyyy/00000 2

Agenda

1. Consulting services at different moments for a cr itical business

2. M&A y PMI

3. Large CapEx projects/portfolios execution and optimization

4. Operational Catastrophic Risk Management (identification and prevention)

37%

2


Consulting Services at different moments for a critical business

Source: A.T. Kearney

Target identification M&ALarge CapexExecution and Optimization

Operational Catastrophic Risk Management

• Market opportunities identification

• Strategic fit assessment

• Synergies and valuation

• Due Diligence (financial and commercial)

• Preparation and planning

• “Day one” execution

• Target definition

• Initiatives identification

• Initiatives and synergies tracking

• Project Management Office organization

• Reporting and communication processes

• Tools to support

• Execution optimization

• Identification of key risk areas/processes

• Identification of risky practices

• Identification of risk predictors

• Develop a risk predictor score card


A.T. Kearney is one of the world’s leading management consultants firms

Unique Combination of Service Offering / Focus on Re sults

Strategy Operations InformationTechnology

Industry Knowledge

Implementation Skills

Fun

ctio

nal P

ract

ices

Industry Practice Groups

Govern-ment Utilities

Strategy & Organization •Growth Strategies •Post Merger Integration

Operations•Strategic Sourcing•Manufacturing•Supply Chain

Technology Solutions•IT Strategy•Tech. Transformation

Automotive&

AssemblyConsumer& Retail

Comm.&

High Tech

Financial Institutions

Healthcare &

Pharma

Energy & ProcessIndustries

Transpor-tation

37%

3


A.T. Kearney has in-depth expertise along the entire Oil & Gas value chain

A.T. Kearney’s Oil & Gas expertise Selection

Source: A.T. Kearney

Gas and Power

• M&A and market entry

• Operations transformation

• Maintenance improvement

• Supply Chain Transformation

• …

• Refining strategy

• Post Merger Integration

• Organization strategy

• Operations improvement

• Investment strategy

• Reorientation of the long-term generation mix

• Supply chain strategy

• …

Exploration & Production Refining & Marketing


Agenda

1. Consulting services at different moments for a critical business

2. M&A y PMI



37%

4


1. Percentage of over/underperformance of total shareholder return relative to the industry index during the period comprised the 3rd and 24th month after merger announcement; total shareholder return defined as the return of investors through dividends and capital gains

Source: Global Merger Integration Survey; A.T. Kearney analysis

Creation / destruction of value in merger processes (%)

Value creation

Valuedestruction

Distribution, Consumer

Goods

Chemical/Pharma

Construction, Metal and

mining

Banking Telecom, Electronics

Media&Entertain-

ment

39.9%

–67.7%

33.3%

–42.3%

17.7%

–23.6%

43.0%

–52.6%

55.8%

–47.4%

Energy

12.8%

–31.5%

23.8%

–47.9%

An A.T. Kearney study concluded that half of the M&A processes fail to attain their value creating objectives

Increase in companies’ value after merger Creation/ destruction of value – different sectors 1

Value increase Companies (%)

> + 60%

+30% to +60%

+ 15% to +30%

+0% to +15%

-15% to 0%

-30% to -15%

- 60% to -30%

-60%<

Only 30% have returns higher than 15%

3

10

16

21

27

12

8

3


In general, the failure of integration processes is related to the poor management of key success factors in merger integration

Problems identified in integration processes (% affirmative responses)

Source: Global Merger Integration Survey; A.T. Kearney analysis

Key success factors for merger integration

Deploy effective change

management

Break down cultural barriers between

organizations

Define new management

body and governance

model

Speed up synergy

achievement though a first

“90 days” plan

Establish new organizational

structure

Define the integration master plan and manage

risks

Have a sound strategy from

day one

Create a sense of urgency

37%

Lack of integration activities’ plan

Lack of commmitment from management team

26%

37%

58%

32%

Unrealistic synergy expectations

New organization with several dispersed

companies

Unclear strategy

47%

Lack of momentum

26%

47%

Lack of regularproject control

21%Late integration of Information Systems

Insufficient communication

37%

5


Having a sound strategy, mastering the integration process and breaking down cultural barriers are critical success factors

Source: A. Business International; A.T. Kearney's global Merger Integration research

Weighted success factors across the Merger & Acquis itions process(% of responses)

"Sound Strategy From Day

One"

"ClarifyingExpectations

(Finance/Synergies)"

"Price Level Depends

On Future Profits"

“EnteringWhen Price

Has BecomeLower"

"MotivatingEmployees"

"BreakingDown

CulturalBarriers"

"MasteringThe Integration

Process"

49%

35%

10%

4%

14%

20%

47%

A.T. Kearney xx/mm.yyyy/00000 101. Marl L Sirower – “The Synergy Trap” Source: Global Merger Integration Survey; A.T. Kearney analysis

Value created in successful operations during the first 2 years Synergies’ timing and realized value 1

1 2 3 4 5 6 7 8 9 10

Synergy value

Year in which the synergy is realized

Synergies > 0 Synergies < 0

Year 1 Year 2

Accumulated synergy value

realized during the

first 2 years

85%

90%

In the set of companies considered in the study that present a successful integration operation , it can be concluded that realization of 85% of the synergies occur during the first year

In the total set of companies that went through an integration process , it can be concluded that, the later the synergies are realized, the lesser its value, being that from the third year onward organization inefficiencies start to destroy value

Transaction dateTime

It is critical to create a sense of urgency during the first year after a merger in order to accomplish synergies

37%

6

A.T. Kearney xx/mm.yyyy/00000 11Source: A.T. Kearney

�Define integration strategy to ensure business continuity :

– Sharpen strategic vision of the integrated operation’s model

– Define new Top Organization (business architecture)– Maintain net worth of current operations – do not

destroy value– Assess operational risks and develop mitigation

strategies

�Define the main action lines of the Integration Master plan , objectives and milestones

�Establish the first 90 days plan to speed up the materialization of synergies, minimizing the main risks and guaranteeing the continuity of business operations, with the adequate organizational support

�Define the Program Management Office (PMO) to lead the implementation of the plan – structure, operating model and support instruments

• Design new organizational structure of the company resulting from the merger process

• Select resources to allocate to the new organizational structure

• Understand and select the most efficient processes and systems between the participating companies in the consolidation operation

• Assure Acquired company talent is retained and integrated

Key issues to be addressed in an integration progra m

Strategic vision to ensure

business continuity

Organization, processes and

talent integration

Identify & capture

synergies

From our experience, the success of the operation depends to a large extent on the detailed pre-merger preparation in key areas


The support could go beyond preparation to cover “day one” and PMI management

Activities

Deliverables

• Incorporate merger detailed goals and define key levers

• Incorporate day 1 activities and PMI model and plan including preliminary initiatives

• Define organizational model and team for merged operations

• Develop communications strategy (internal and external) for day 1 and PMI

• Define implementation plan for branding strategy for PMI

• Define key control points and develop day 1 plan to secure them

• Merger goals• Day one and integration plan• Communication strategy• Preliminary initiatives• Merged operations team• Key control points list

• Support and follow up on execution of:−External

communications (letters, websites, stationary, assets image)

−Internal communications

• Ensure all relevant processes are overseen and approved by PMI organization (CAPEX, new contracts, etc.)

• Day 1 agenda• Day 1 execution follow

up• Control points map and

procedures

Day 1Preparation

4 - 6 weeks

All these activities must be done on parallel to da y to day operations to ensure business continuity

• Validate and refine initiatives to capture synergies

• Project Management Office−Establish project office−Define groups/teams to

execute initiatives to capture synergies

−Development of tools for PMO−Follow up of teams

• Support for key initiatives−Collaborate with teams

developing implementation plans, analysis and presentations

• Final list of initiatives• PMO team and structure• PMO tools and procedures• Detailed implementation plans• Specific analysis and

recommendations

Post merger management

90 days

Follow-up / Implementation

• Continue supporting in PMO office

• Participate in initiatives implementation

37%

7


PMO office

Comms & Change

PMILeader

Illustrative

Steering Committee

PMI organization and main function

Primary focus on managing the PMI

• Teams that will lead and provide the levers to realize the synergies

− PMO office: guide through, monitor, and identify & mitigate risks

− Comms & Change organization: lead communications plan and provide support in change management; implement branding strategy

Primary focus on Synergies

• Functional teams will lead initiatives related to operations and supply chain in core businesses

• Assessment of overlapping markets to implement cost-saving initiatives, and identify other initiatives in current & new markets (i.e., pricing, asset rationalization, real estate,…)

Primary focus on Integration

• Support organization re-design & merger

• Mitigate risks in shared services (i.e., IT platforms)

• Realization of synergies

The PMI will have a support system, and will manage functional teams that will lead the integration and realization of synergies

Exploration

Production

Drilling

SG&A,

Best –Practices

IT

HR & Org Design


Transitional

Illustrative

Your company

Explor Legal HR IT Trea-sury

Corporation

• Region A• Region B• …

Potential organization design of combined entity

Explor Operations HR IT Trea-

sury

Peruoperations

Target company

• Region 1• Region 2• …

• Harleyville• Roberta• ….

• Key questions to be answered:−After Day 1 is continuity of shared

services guarantee? −Will the acquired company provide

with support or extend service period until integration is fully achieved?

−Are IT platforms compatible? Easiness of migration?

Potential

Explor. Legal HR IT Trea-sury

Corporation.

• Region A• Region B• …

Target

Ops

Drilling

One of the most important tasks of the PMI will be to define the company’s organization

For the integration your comany would have to decide whether the transitional organization will be the official one after the PMI

Explor Legal HR IT Trea-sury

Corporation

• Region A• Region B• Region 1• Region 2

Operations

• Harleyville• Roberta

37%

8


During the planning stage a detailed ‘Day 1’ agenda will be drawn as well as a PMI plan

Day 1 Agenda

Time Activity

8:00 AM • Your Co. sends email with press release to local media announcing integration/ Posting on webpage

• Special email is send to customers with applicable covenants and ensuring continuation of operations

• Senders TBD

9:00 AM • Press conference – Q&A session

10:00 AM • Information and welcome session/ Live webcast to the acquired company –now Your Co. – offices

• Internal email to current employees welcome

11:00 AM • Take control activities – handing of cash/bank accounts and legal operation to PMI team (ongoing)

• Call top customers

IllustrativeRoadmap of Day 1 and PMI

ActivityMonth 1 Month 2

1 2 3 4 …

Implementation of Quick Wins

• Functional:

− Exploration

− Drilling

− SG&A

− …

• Cross functional

− Treasury and legal support functions

− Integration of IT platforms

− …..


• Intranet article• Video broadcast• PPT-presentations to

line managers

• C-magazine article• Q&A session,

Intranet• Intranet news• Integration Team

announcement

• Video broadcast• Info kit magazine & Q&A

update• Intranet news• Material to line management

• Intranet integration site

• Questionnaire & competition • Corp. meeting

in HQ• C-magazine• Meet

colleagues activities (social events)

• Ongoing intranet• T-C-magazine• Internal magazine• Corp. mgts &

newsletters• Launch of updated

vision• Launch of corp.

writing• Deployment

material• International

Videos• Launch of

corporate Intra-& Internet

• Intranet article• Video broadcast• PPT-presentations to

line managers

• Key employee meetings

• Info on Intra & Internet

• Local corporate meeting

• Integration Team announcement

• Info sheet

• Video broadcast• Info kit w/ magazine & Q&A update• Intranet news• Material to line management

• Intranet integration site

• Questionnaire & competition

• Ongoing corp. meetings

• Memo to key customers • None • Email letter • Road shows • Newsletter w/

questionnaire• Campaigns with

new CI

• None • Ongoing contact • Email letter • None • None • Campaigns with new CI

• Memo to key suppliers • Ongoing contact • Email letter • Procurement discussions • Newsletter • Newsletter

• None • TBD • TBD • TBD • TBD • TBD

• Memo to key players • None • Letter • PPt Presentations • TBD

• Company presentations

• Exhibitions• Brochures

• Press release• Extranet article

• Ongoing journalist contact

• Press release & PR• Press conference

• Ongoing journalist contact (int. and local)

• PR activities • Ongoing journalist contact

Pre-takeoverInterim

management IntegrationAnnouncement Day 1 NewCo

Youremployees

Customers

Acquired company

employees

Potential customers

Suppliers and partners

Bogota/Colombia

authorities

Unions

Press

Inte

rnal

Bus

ines

s pa

rtne

rsO

ther

sta

keho

lder

s

Source: A.T. Kearney analysis

Example of Communication plan

Communication plan should consider internal and external stake-holders and should be effectively executed during the whole process

Illustrative

37%

9


During ‘Day 1 your company must take control of key areas, and ensure the continuity of the operations

• Your company acquires legal control over all the acquired company ’s boards;Governance

• Employees have a clear understanding of new reporting lines (temporary basis, until final organizational structure announced)

Operational structure

• All of Your Co. and the acquired company employees are informed about the acquisition event

• Key Acquired company executives are contacted to start Talent Retention programHR & Talent

• All Cash and future cash commitments (bank accounts, procurement, contracts, Capex, inventories, assets, payroll, financial transactions, divestments, IT projects) have to be approved by Your Co.’ executives

Cash

• All internal and external (media releases, financial market & investors, tax, legal) communications have to be approved by Your Co.’ executives

Communi-cations

• All Acquired company customers are contacted immediately to ensure continuity• Top customers are followed up with calls and visitsCustomers

• Critical information is collected regarding Acquired company’s situation as at Day One (financials, headcounts, fixed & current assets, fixed & current liabilities, market positions and customers, major contracts and legal positions)

Collect/Secure Data

Take

Con

trol

Bus

ines

s C

ontin

uity

Bas

elin

e

Illustrative


General “take control” policies for Day One

Illustrative

• Any notification regarding tax audits to be started by local tax authorities and /or any extraordinary requirement must be immediately informed to the Tax PMI leader

• No settlement or closing of ongoing tax audits will be done without the prior consent of the corresponding Head of Taxes

Taxes

Legal• Review contracts, agreements or

transactions for a value in excess of US$10,000 that result in a binding obligation to Your Co.

CAPEX• Validate CAPEX proposals prior to its

execution and/or commitment• Seek approval for CAPEX exceeding

US$500,000

Divestments • Validate asset sales exceeding US$10,000

Treasury

• Seek approval of CAPEX proposals prior to its execution opening new bank accounts and all financial transactions

Procurement

• Purchase orders of spare parts, raw materials, equipments, and other supplies, the hiring of any services in excess of US$10,000 require approval

IT

• Purchase of any computer hardware, telecommunication services, software licenses, software development services, etc. requires the prior approval of the Information Technology PMI Leader

HR

• Recruitment, promotion, dismissal, change in salary/allowance/benefits, or any other change in an employee’s status, requires the approval of the appropriate local PMI functional and HR leaders

• Proposed change to organizational structures requires the approval of the appropriate local PMI functional and HR leaders

Communi-cations

• Comply with internal code, and seek approval before any press release, media interviews or other communications

Comptroller-ship

• Require pre-approval for delivering financial information or business results relating to third parties

Customers

• Keep current policies, e.g. no credit increases or reductions

• Reinforce status Quo message of service levels

37%

10


During the first 90 days it will be key to set the final work streams and define target values for the synergies

131

113

60

Logistics optimization

12

Operations optimization

Total functional & Cross

functional

Front-office synergies

8

Back-office synergies

10

Totalfunctional

Procurement re-definition processes

18

Drilling

8

Exploration

15

IllustrativeSaving initiatives(US Million)

The final list of initiatives will include refined initial opportunities plus new initiatives identified in the first 90 days


The PMO will coordinate the sponsors of the different initiatives being carried across the functions of the organization

Best-Practices

Exploration

PMO office

Comms & Change

PMO organization and functions

• Monitor and track different initiatives• Ensure a clear and concise communication • Agree on goals, delivery times and expected final

products • Lead and call for key meetings• Maintain focus of initiatives with projects main

objectives

• Lead and keep track of the initiative on daily basis• Manage different work streams• Guide progress• Resolve any issues that might arise • Coordinate key meetings• Lead communication channels and information flow• Escalate any issues as necessary• Identify and mitigate risks

Illustrative

Development

Operations

Support functions

IT

HR & Org Design

Steering Committee

SG&A

Internal Control

Procurement

Risk Management

Taxes

Treasury

Legal & Environment

PMILeader

37%

11


CalendarMaster planTracking system

Follow up on teams

Team Progress reportWeek:

Actions Who By When

Workstream A:• Activity A FTE 1 Date X• Activity B FTE 2 Date Y• Activity C FTE 3/FTE1 Date Z

Workstream B:• Activity A FTE 1 Date X• Activity B FTE 2 Date Y• Activity C FTE 3/FTE1 Date Z

Workstream C:• Activity A FTE 1 Date X• Activity B FTE 2 Date Y• Activity C FTE 3/FTE1 Date Z

Who Draft R eview Final

Acti vity A FTE 1 x x x

Acti vity B FTE 1/ FTE 2 y y y

Acti vity C FTE 1/ FTE 2 z z z

Comité de DirecciónTeresa FernándezLeonB arríMario Foc ilCesar Mondargón

Líder PM OMaria del Carm énRey

Miembros PMOPD

Adopción nueva estructuraMario Fóc il

Arranque nuevas actividadesLorenzo Meade

ComunicaciónReneCuriel

Manager de P royectoTBD

Manager de ProyectoTBD

M anager de P royectoTB D

S oporte E xterno• RH• Comunicac iones• IT• Norm ativi dad y

consulta

ConveniosCésar Mondragón


Manuales y pr ocedim ientosEduardo Cruz


Ope

ració

nActivamente

manejar

com

unicaciones

LiderazgoInvolucrar a los prim

eros niveles en la com

unicación

Ha

bilitaciónU

sar los canales correctos para crear ente

Propie

dad

Empujar a q

ue la gente cree su propia com

unicación

Ofe

rtaD

em

an

da

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es e

l co

mu

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dor(e

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sabe

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•q

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s qu

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pie

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•m

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•n

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Change management and communication

• Facilitate communication channels and plans• Reinforce objectives and prioritize next steps and goals

Project Management Track benefits and define metrics Risk Management

• Coordinate the different initiatives teams’ workplans and call for meeting at key milestones to review progress and project from end-to end

• Work as a bridge point between different locations (i.e., Colombia –Peru.) at which initiatives are being carried

• Planning, tracking, and management of overall integration efforts

• Define metrics, delivery times and quantify expected benefits

• Report progress and goals to upper management

• Identify, and follow on team’s risk management

• Support and leverage expertise to resolve issues

Problem documentation

Risk Management

To ensure goals are achieved on a timely manner a series of tools and tracking measurements must be developed

Program Le vel Weekly Status R eporting

Pr evious ForecastC urr en tP RO JECT:Criteri a:Defini t ion /Targ et:Respon sibl e Dept.:Date:Update Frequen cy:

Com m ents: Cou nter m easures/ Next step s:

Migra tionPhase 0 - M easure dr aft 1 pro gress of Proj ect Brief’ sRed =0%-69% , Yel low =70%-84%, G reen =85%-100%IT07/12/2002Weekl y

Jan 03Oct 02S ep 02O ff ice Sys temsF T16

Jul-02Jun-02User SupportF T15

Jul-02Jun-02Coll aborat ive Sys tem sF T14

Jul-02Jun-02W eb Inf ras t ruc tureF T13

Jan 03Oct 02S ep 02M ainfram eF T6

Jul-02Jun-02W indows I nfras truc tureF T5

Jul-02Jun-02Unix Infras truc tureF T4

Jul-02Jun-02P roblem ManagementF T3

Jul-02Jun-02Change M anagem entF T2

Jul-02Jun-02E PO E stablishmentF T1

Jul-02Jun-02CA D/CAMF T12

Jul-02Jun-02S AP B as isF T11

Jul-02Jun-02DatabasesF T10

Jul-02Jun-02Connec tiv it y/MiddlewareF T9

Jul-02Jun-02S ystem ManagementF T8

Jul-02Jun-02S torage/B ackupF T7

Jul-02Jun-02IT Planning & Cont rolF T0

S tatus QA

S tatus Draft

Forecast S tatus

Current S tatus

P revi ousS tatus

P hase 0 – Projec t I niti ation Status P lan

Jan 03Oct 02S ep 02O ff ice Sys temsF T16

Jul-02Jun-02User SupportF T15

Jul-02Jun-02Coll aborat ive Sys tem sF T14

Jul-02Jun-02W eb Inf ras t ruc tureF T13

Jan 03Oct 02S ep 02M ainfram eF T6

Jul-02Jun-02W indows I nfras truc tureF T5

Jul-02Jun-02Unix Infras truc tureF T4

Jul-02Jun-02P roblem ManagementF T3

Jul-02Jun-02Change M anagem entF T2

Jul-02Jun-02E PO E stablishmentF T1

Jul-02Jun-02CA D/CAMF T12

Jul-02Jun-02S AP B as isF T11

Jul-02Jun-02DatabasesF T10

Jul-02Jun-02Connec tiv it y/MiddlewareF T9

Jul-02Jun-02S ystem ManagementF T8

Jul-02Jun-02S torage/B ackupF T7

Jul-02Jun-02IT Planning & Cont rolF T0

S tatus QA

S tatus Draft

Forecast S tatus

Current S tatus

P revi ousS tatus

P hase 0 – Projec t I niti ation Status P lan

Crit

ical

ity

HighHigh

Low

TimeNow Future

GreenNo impact

Yellow

RedMajor impact

Bubb le size = Risk Probabil ity(l arge is highl y probable)

3

1

2

6

4

5

ABCD Risk Bubble Diagram

Risk identification

Risk analysis

Risk pr ior itisation

Risk mitigation

Risk monitoring

Risk managementplanning

Enabling the risk management/mitigation cycle

AT Kearne y


Agenda


2. M&A y PMI

3. Large CapEx projects/portfolios execution and opti mization


37%

12


ExCap was designed to address the increasing challenges of capital allocation and program execution

• Developed trend hypothesis from interviews and industry literature search – validated with cross-industry sounding board

• Representation (62 companies): − Oil&Gas = 15 | Chemicals = 14 |

Power & Utilities = 7 | Mining & Metals = 7 | EPC Contractors = 6 Manufacturing = 4 | Telecom = 3 | Others = 6

2005: Proprietary research to define a “management f rame” and leading practices

• Identified potential leaders across multiple industries – 37 candidates emerged

• Interviews with candidates tested and refined hypothesis on Insight Dimensions and defined initial participants – culled list from 37 to 26 companies

• Primary qualitative practice and quantitative performance research across 26 companies defined differentiated practices

• Representation: − Oil&Gas = 7 | Chemicals = 6 | Power & Utilities = 2 | Mining &

Metals = 2 | Manufacturing = 2 | Automotive = 2 | Others = 5− Examples: Shell, DuPont, BHP, Intel, GE, Toyota, NASA

2008: First open ExCap Study

• Industry review and critique led to 10 Insight Dimensions organized in the pyramid structure

• Developed trend hypothesis from interviews and industry literature search – validated with cross-industry sounding board

• Conducted web-based open study – 48 participants across most industry sectors

2011: Current ExCap Study


~ 39% of projects are behind schedule2

Schedule Performance of Capital Projects

Schedule Performance of Capital Projects(% of projects behind schedule, by project type)

Project performance is suffering from a “one punch-two punch” of exceeded budgets and missed schedules

~61% of projects are above budget 1

Budget Performance of Capital Projects 61%

19%19%

Above Budget

Inline with Budget

Below Budget

Facility maintenance 50%

Facility upgrade 64%

New construction 69%

Budget Performance of Capital Projects(% of projects over budget, by project type)

39%39%23%

Ahead of Scheule

Behind Schedule

On Schedule

New construction

39%Facility maintenance

Facility upgrade

57%

54%

On average at least ~23% of projects fail to meet t he required return threshold

71%

54%

exCAP I Average

exCAP I Average

37%

13


Resource Availability Costs

Project CharacteristicsCapital Planning

Availabil-ity

Cost Schedule & Budget Expecta-

tions

Senior. Mgmt.

Support

Changing Rqrmts.

Tech Complex-

ity

Risk Profile

Engineer-ing

Project Mgmt.

Contrac-tors

Material / Labor

Respondent Concerns With Capital Projects

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Incr

easi

ng in

ord

er o

f im

port

ance

exCAP I (2008)

Risk and complexity are more an issue now than in 2008


The Perception The Reality

>95% of senior managers believe they know what it takes to deliver capital projects successfully

... and yet 40% of projects are behind schedule

Nearly 70% of senior managers believe their organization can accurately forecast resource requirements

... and yet over 71% of respondents indicate resource shortfall as a key concern

Nearly 70% of senior managers believe their organization pushes for standardisation across the portfolio

... and yet only 29% use Standard Design as the predominant design approach

60% of senior managers are confident that their organization can manage budget deviations & deliver projects on time

... and yet 61% of projects are over budget

On average, ~70% of senior managers are comfortable with their risk identification/ assessment/ management process

... and yet only 19% of companies are rated in Stage 4 (Best in Class) in Risk Mgt.

92% of senior managers believe their capital strategy is aligned to business strategy

... and yet >35% of companies indicate that this alignment is not ultimately adhered to

Also, there is a gap between management’s perceptions and actual capability on multiple fronts

37%

14


Winning themes for improving performance are emerging

Evolving Role of Senior Management:

More visibility and active involvement

Advanced Risk Management:

Extending enterprise involvement in identification, monitoring and mitigation

Portfolio View:

Leveraging knowledge and scale across the projects

Capex: Winning Themes


Performance Tracking Issue Resolution /Decision Making

67%

14%

35%

100%87%

67%

Capital Allocation /Strategy

Risk Mgt.

79%

100%

All Other Respondents (excluding Leaders)

Leaders

Planning / Tracking

Traditional Focus Area

Sr. Management Involvement across Project Lifecycle(% of respondents)

Project Execution

Emerging Area

In leading companies, senior managers are playing a more proactive role in capital projects execution

37%

15


Companies indicating significant leadership involvement in risk management also exhibit better budget performance

“High” Sr. Management involvement across Project Life cycle

Risk Mgt.

17%

Issue Resolution /Decision Making

39%

Performance Tracking

74%

Capital Allocation /Strategy

84%

Project Execution Best in Class

Planning / TrackingTraditional Focus Area

Budget compliance (% of companies achieving budget compliance)

Companies with Sr. Management

involvement in Risk Management - Best in

Class

Other Companies

50%

32%


Leaders are extending the enterprise in integrating risk management in all project phases

67%

40%

100%

Significant Involvement of Suppliers / Contractors

Risk Monitoring during Project Execution

35%

100%

Cross Functional Risk Teams

12%

All Other Respondents (excluding Leaders)

Leaders

Responsibility & Scope of Risk Management(% of respondents)

Leaders integrate Suppliers / Contractors in Risk Management teams; assign responsibility for

solutions

Select companies leverage cross

functional teams for Cross-project Risk

Management

Leaders ensure Risk Monitoring through

Project Lifecycle; not just during Design &

Planning phase

37%

16


Example: Leveraging design commonality across the project portfolio is delivering schedule and cost benefits

% Savings achieved through leveraging Commonality across projects

Overall project cost5%

15%

Maintenance cost

4%

20%

9%

30%

Project schedule

AverageMax

Best in Class – Standard Design leveraging Commonality

Develop multiple scenarios

Design “Best in Class”

Design “Bespoke”

Intangible benefits include “harmonisation of suppliers” and

“learning curve benefits”

21%

0% 2%0%

17%25%

10%

75%

All OthersLeaders

Project Development Approach (% of respondents who rate the following as the predominant approach)


Large capital projects that are sub-divided into smaller interrelated projects need an integrated approach

■ Sub Project A

■ Sub Project B

■ Sub Project C

■ Sub Project D

■ Sub Project E

■ Sub Project F

■ Sub Project G

■ Sub Project H

■ Production

Time

Example of projects

Industry Project elements/subprojects

• Oil & Gas offshore

• Drilling

• Rigs

• Pipelines

• …

• Well completion needs to be aligned to infrastructure

• Oil & Gas refinery

• Cracker

• Distillation

• Column

• FCC

• …

• Plants have to be aligned to the availability of their feedstock

• Mining • Mine

• SX-EW

• Concentrator

• Infrastructure

• …

• Mine has to be synchronized with the concentrator/ SW-EW and infrastructure

37%

17


To address the observed problems, we developed a value based Project Management and Control Office

Organizational Structure

• Defined key roles, responsibilities and interactions• Established a steering committee to oversee project execution• Identified external support areas

1

Process

• Identified the key activities for start-up, execution and close-down• Defined the key processes for project control and follow up in each

stage• Established information flows

2

Tools

• Designed the required tools to track the progress and value of the project• Built the models for each tool• Defined the communication documents for key stakeholders and

frequency of meetings

3


Support groups

Steering committeeCEO

SVP of Engineering and Construction

COO

Project Management and

Control Office Leader

Project Management and

Control Office Analysts

Project 1Project

Manager

Project 3Project

Manager

External support• HR• IT• Legal• Procurement

• Final say and approval of project actionable decisions• Project stage advance approval• Ensure alignment with key business leaders• Assign priority between project conflicts

• Day-to-day project leadership vision• Guide process and meeting content• Resolve work stream conflicts• Understand current project status and scales problems if required

• Day-to-day project activity management• Keep master plan, issues and risks updates• Create and implement contingency plans• Provide financial project follow-up• Maintain program review meetings for work stream conflict resolution• Manage program changes and communication

• Guide general process and content for individual projects• Manage activities of day-to-day operation of the project• Execute project budget and generation of benefits• Identify and manage project risks and issues• Provide project status and information to PMO• Participate in PMO meeting information reviews

Project 2Project

Manager

We established a PMO organizational structure for proper execution of control and follow-up process

1

37%

18


Project start-up Execution Close-Down

Key activities to execute

• Compile ongoing global project list (workplan, dates, etc)

• Develop and validate project milestones to complete templates

• Proactively obtain an analyze updated reports from project managers and engineering firms

• Validate summarized report with project managers

• Guarantee effective documents transfers

• Define key follow up items (construction milestones, budget, purchases, etc.)

• Validate financial assumptions• Generate financial follow-up

model

• Complete financial follow-upmodel

• Analyze impacts in case of delays or changes to estimated investment

• Keep follow up on operational results and track expected benefits

• Maintain updated database with operational results

• Identify start-up issues (available resources, permits to proceed, etc.)

• Identify potential risks and current problems

• Identify mitigation plans and evaluate alternatives

• Follow up on agreed actions

• Facilitate commissioning issueresolution between Operations and Engineering & construction

• Document and codified lessons learned

• Develop and implement internal communication plan including: target audiences, frequency, format, etc.

• Manage monthly communications to key stakeholders

• Distribute meeting agreements• Develop specific content for ad-

hoc meetings

• Support communication for project hand over to operations

• Develop a final executive report

Key activities were identified to guide the PMO through the complete project lifetime

2

Reporting

Financialimpact

Issue management

Communi-cations


• Document templates for control and follow up meeting

• Central depositary of information

Communication toolsAnalysis tools

• Templates for receiving information from project managers and engineering firms

Information gathering tools

• Economic valuation tool

• Tracking tool by key components highlights critical tasks

Request of Information - Project 1 Date of information 30/09/2011

Please fill the spaces marked in blue

CompanyProje ct N ameProje ct TypeClassObject ive

Rationale

StageSubStageStatus In progress Advance (%) 10%SponsorProje ct ManagerClusterLocation

Plant Overview

Quick Update

Approv ed Investment

CURVAS DE AVANCE (%) CURVAS DE INVERSIÓN ($MDD)

Fecha Plan original ( Mar-11) Plan actual Re al Fe cha Planeadomar-11 2.5% 0.0% 0.0% mar-11abr-11 5.6% 0.8% 0.8% abr-11

may-11 8.7% 1.7% 1.7% may-11jun-11 11.8% 3.0% 3.0% jun-11jul-11 16.0% 4.4% 4.4% jul-11

ago-11 20.4% 5.7% 5.7% ago-11sep-11 24.9% 7.2% 7.2% sep-11oct-11 30.0% 10.8% oct-11nov-11 35.2% 14.4% nov-11dic-11 40.2% 19.4% dic-11

ene-12 45.3% 25.2% ene-12feb-12 50.1% 31.3% feb-12

mar-12 55.1% 37.2% mar-12abr-12 60.4% 42.9% abr-12

may-12 65.2% 48.3% may-12jun-12 70.5% 53.4% jun-12jul-12 73.8% 58.8% jul-12

ago-12 77.9% 64.0% ago-12sep-12 81.4% 69.2% sep-12oct-12 84.9% 74.2% oct-12nov-12 87.6% 76.6% nov-12dic-12 90.2% 78.0% dic-12

ene-13 92.4% 79.5% ene-13feb-13 94.4% 81.4% feb-13

mar-13 96.4% 83.5% mar-13abr-13 98.4% 85.6% abr-13

Com panyProject NameProject Type

ClassNew Construction

Increase productionEngineering & Construction

Engineering

Finalizing preliminary engineering and starting detailed engineering

XX




Rationale


Plant Overview

Quick Update






ene-12 45.3% 25.2% ene-12feb-12 50.1% 31.3% feb-12

mar-12 55.1% 37.2% mar-12abr-12 60.4% 42.9% abr-12



ene-13 92.4% 79.5% ene-13feb-13 94.4% 81.4% feb-13

mar-13 96.4% 83.5% mar-13abr-13 98.4% 85.6% abr-13




Engineering


XX




Rationale


Plant Overview

Quick Update






ene-12 45.3% 25.2% ene-12feb-12 50.1% 31.3% feb-12

mar-12 55.1% 37.2% mar-12abr-12 60.4% 42.9% abr-12



ene-13 92.4% 79.5% ene-13feb-13 94.4% 81.4% feb-13

mar-13 96.4% 83.5% mar-13abr-13 98.4% 85.6% abr-13




Engineering


XX




Rationale


Plant Overview

Quick Update






ene-12 45.3% 25.2% ene-12feb-12 50.1% 31.3% feb-12

mar-12 55.1% 37.2% mar-12abr-12 60.4% 42.9% abr-12



ene-13 92.4% 79.5% ene-13feb-13 94.4% 81.4% feb-13

mar-13 96.4% 83.5% mar-13abr-13 98.4% 85.6% abr-13




Engineering


XX

Project 1

P roject 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

E ngineering Firm0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 2 2 2 2 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 2 2 2 2 2 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 2 2 2 2 1 1 1 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Owner's Activities0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 0 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Project 2

P roject 20 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 7 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 1 7 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q3 Q4

84 %

51 %

0%

0%

0%

0%

0%

0%

0%

Q 3 Q 4

To t al 20 %

B as ic Eng in ee r ing 0%

D e ta ile d Eng in ee r ing

C o nt ra c ts

P ro c ur e me n t

To t al

C o ns tr uc tio n

Q 2 Q 3 Q 4 Q 1 Q 2

Progress / Stage

Avance/Etapa

2 01 1

Ye a r 1 Y e ar 2 Ye a r 3 Y ea r 4 Y ea r 5

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q4 Q 1

A rc hit e ctu r al

C o ns tr uc tio n ta s k 1

M ec ha n ic a l t as k 1

M ec ha n ic a l t as k 2M ec ha n ic a l t as k 3


C o mmisio nin g

2 0 12

C o nc re t e Constr uction

C o nt ro l Sys te ms Constr uction

C o mmissio n ing 0%

E nvir o nme nt a l Pe r mits 0%C o nt ru ct ion P er mits 0%

0%Ta s k 3

Ta s k 4 0%

C o ns tr uc tio n 0%

A rc hit e ctu r al

M ec ha n ic a l

E lec tr ic al

Constr uctionConstr uction

Constr uction

0%

0%

0%

20 1 3 2 0 14 2 01 5

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2

Project 1

P roject 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 0 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 2 2 2 2 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 2 2 2 2 2 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 2 2 2 2 1 1 1 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 0 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Project 2

P roject 20 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 7 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 1 7 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q 3 Q 4

84 %

51 %

0%

0%

0%

0%

0%

0%

0%

Q 3 Q 4

To t al 20 %

B as ic Eng in ee r ing 0%

D e ta ile d Eng in ee r ing

C o nt ra c ts

P ro c ur e me n t

To t al

C o ns tr uc tio n

Q 2 Q 3 Q 4 Q 1 Q 2

Progress / Stage

Avance/Etapa

2 01 1

Ye a r 1 Y e ar 2 Ye a r 3 Y ea r 4 Y ea r 5

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q4 Q 1

A rc hit e ctu r al

C o ns tr uc tio n ta s k 1


M ec ha n ic a l t as k 2M ec ha n ic a l t as k 3


C o mmisio nin g

2 0 12

C o nc re t e Constr uction

C o nt ro l Sys te ms Constr uction

C o mmissio n ing 0%

E nvir o nme nt a l Pe r mits 0%C o nt ru ct ion P er mits 0%

0%Ta s k 3

Ta s k 4 0%

C o ns tr uc tio n 0%

A rc hit e ctu r al

M ec ha n ic a l

E lec tr ic al

Constr uctionConstr uction

Constr uction

0%

0%

0%

20 1 3 2 0 14 2 01 5

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2

• Economic valuation tool

Focus of present document

We supported the process with tools that enable reception, analysis and communication of project status

3

37%

19


Value of flows

Present valueof flows

Present value of flows with 1 year delay

Illustrative

Changes in execution plans have a great impact on project value

Lost value

…Year 3Year 2Year 1 Year n

Year n…Year 3Year 2Year 1

… Year n+1Year nYear 3Year 2Year 1

• A one year delay is a year lost in economic value

• On-time delivery of projects is critical


• Projects are described in a specific template

• Basic project information, advance reports, and production profiles are stored on these worksheets

• Information is processed to create S-curves and project schedule exposing critical route and observed changes in execution times

• Individual project plans are integrated into a master plan showing high level activities, interrelationships, milestones, changes in plans, and possible value variations

The economic follow-up model consists of three stages of information gathering and analysis

Request of Informat ion - P roject 1 Date of information 30 /09/ 2011


CompanyProj ect NameProj ect TypeCl assO bject ive

Ra tiona le

StageSubStageStatus In p rogress Advance (%) 10%SponsorProj ect ManagerCl usterLocati on

Plant Overv iew

Q uick Update

Approved Investment

CURVAS DE AVANCE (%) CURVAS DE INVERSIÓN ($M DD)

Fecha Plan origi na l ( Mar-11) Plan actual R eal Fecha Planeado Ej ecutado en e l mes C omprome tido en el mesmar -11 2.5% 0.0% 0 .0% mar-11 $0.00 $0.00 $0.00abr -11 5.6% 0.8% 0 .8% abr-11

may-11 8.7% 1.7% 1 .7% may-11jun -11 11.8% 3.0% 3 .0% jun-11ju l-11 16.0% 4.4% 4 .4% jul-11

ago -11 20.4% 5.7% 5 .7% ago-11sep -11 24.9% 7.2% 7 .2% s ep-11oct-11 30.0% 10.8% oct-11nov-11 35.2% 14.4% nov-11dic -11 40.2% 19.4% dic-11ene -12 45.3% 25.2% ene-12feb-12 50.1% 31.3% f eb-12

mar -12 55.1% 37.2% mar-12abr -12 60.4% 42.9% abr-12

may-12 65.2% 48.3% may-12jun -12 70.5% 53.4% jun-12ju l-12 73.8% 58.8% jul-12

ago -12 77.9% 64.0% ago-12sep -12 81.4% 69.2% s ep-12oct-12 84.9% 74.2% oct-12nov-12 87.6% 76.6% nov-12dic -12 90.2% 78.0% dic-12ene -13 92.4% 79.5% ene-13feb-13 94.4% 81.4% f eb-13

mar -13 96.4% 83.5% mar-13abr -13 98.4% 85.6% abr-13


ago -13 100.0% 93.0% ago-13sep -13 100.0% 94.4% s ep-13oct-13 95.9% oct-13nov-13 97.0% nov-13dic -13 97.8% dic-13ene -14 98.7% ene-14feb-14 99.1% f eb-14

mar -14 99.3% mar-14abr -14 99.6% abr-14

may-14 100.0% may-14

PLAN DE TRABAJO

Etapa Sube tapa Inic io Programado B ase lineTerminac ión Programada

B ase lineIni cio Programado Ac tual

Te rminación Programada Actua l

% Avance Ruta Críti ca

Stage Subs tage 1 01/03/2011 30/09/2013 01/03 /2011 05 /05/2014 10% 0Stage Subs tage 2 07/03/2011 05/07/2011 15/07 /2011 27 /01/2012 46% 0Stage Subs tage 3 01/03/2011 15/05/2011 01/03 /2011 31 /10/2011 91% 0Stage Subs tage 4 25/04/2011 26/05/2013 11/07 /2011 24 /10/2013 10% 0Stage Subs tage 5 30/06/2011 30/12/2011 30/09 /2011 03 /03/2012 0% 0Stage Subs tage 6 31/03/2011 18/01/2013 30/04 /2011 25 /08/2013 13% 0Stage Subs tage 7 31/03/2011 31/08/2012 21/06 /2011 05 /01/2013Stage Subs tage 8 31/03/2011 18/01/2013 30/04 /2011 02 /06/2013Stage Subs tage 9 31/03/2011 18/01/2013 30/04 /2011 04 /08/2013Stage Subs tage 10 31/03/2011 18/01/2013 30/04 /2011 25 /08/2013 1Stage Subs tage 11 31/03/2011 30/12/2011 18/08 /2011 04 /08/2013Stage Subs tage 12 19/05/2011 14/12/2011 19/05 /2011 27 /10/2012Stage Subs tage 13 20/06/2011 13/05/2012 18/08 /2011 22 /10/2012Stage Subs tage 14 31/03/2011 31/08/2012 30/04 /2011 05 /05/2013Stage Subs tage 15 31/03/2011 25/11/2011 30/09 /2011 21 /07/2012Stage Subs tage 16 10/07/2011 15/05/2012 30/09 /2011 04 /08/2012Stage Subs tage 17 31/03/2011 30/12/2011 18/08 /2011 04 /08/2013 0Stage Subs tage 18 12/05/2012 08/12/2012 11/08 /2012 08 /03/2013Stage Subs tage 19 03/12/2011 31/05/2012 04/03 /2012 30 /08/2012Stage Subs tage 20 30/07/2011 26/01/2012 30/10 /2011 26 /04/2012Stage Subs tage 21 12/02/2012 06/02/2013 14/03 /2012 08 /03/2013Stage Subs tage 22 13/03/2012 07/01/2013 12/06 /2012 07 /04/2013Stage Subs tage 23 12/02/2012 01/05/2013 14/03 /2012 13 /09/2013Stage Subs tage 24 14/11/2011 29/12/2012 13/02 /2012 04 /07/2013Stage Subs tage 25 14/12/2011 08/11/2012 14/01 /2012 08 /12/2012Stage Subs tage 26 15/10/2011 01/05/2013 14/01 /2012 06 /12/2013 1Stage Subs tage 27 12/04/2012 02/01/2013 12/07 /2012 02 /12/2013Stage Subs tage 28 14/12/2011 09/09/2012 14/03 /2012 08 /12/2012Stage Subs tage 29 14/12/2011 01/05/2013 15/08 /2012 15 /11/2013Stage Subs tage 30 14/12/2011 09/10/2012 14/03 /2012 07 /01/2013Stage Subs tage 31 12/04/2012 24/10/2012 12/07 /2012 22 /01/2013Stage Subs tage 32 03/01/2012 31/07/2012 03/01 /2012 31 /07/2012 0%Stage Subs tage 33 30/04/2013 30/09/2013 07/12 /2013 05 /05/2014 0% 0Stage Subs tage 34 30 /06/2013 0Stage Subs tage 35 30/09/2013 05 /05/2014 0

Etapa Act ivi dad Inic io Programado B ase lineTerminac ión Programada




Stage Subs tage 35 30/05/2011 30/05/2011 15/ 12/2011 15/12/2011 0%Stage Subs tage 36 30/05/2011 30/05/2011 15/ 12/2011 15/12/2011 0%

Stage Subs tage 37 25/04/2011 25/04/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 38 15/05/2011 15/05/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 39

Concepto Fecha de requerimiento

Elec tricidad (comple ta) 01/05/2014

Vial: Co rredor a donc entrado ra01/05/2014

Vial: Ferroc aril 01/05/2014Agua (c ompleta ) 01/03/2014

01/03/2014O bras y s ervic ios aux. 01/05/2014

C ompanyProjec t NameProject Type

Clas sNew C onst ruc tion

Inc rease p roductionEngineer ing & Construc tion

Enginee ring

Fina liz ing p reliminary enginee ring and sta rting det ailed engineering

XX

Plan de traba jo de M3

O wner's Act ivi tie s

Requerimientos de Infraes tructura

Reques t of Informat ion - P roject 1 Date of information 30 /09/ 2011



Ra tiona le


Plant Overv iew

Q uick Update

Approved Investment





mar -12 55.1% 37.2% mar-12abr -12 60.4% 42.9% abr-12



mar -13 96.4% 83.5% mar-13abr -13 98.4% 85.6% abr-13



mar -14 99.3% mar-14abr -14 99.6% abr-14

may-14 100.0% may-14

PLAN DE TRABAJO











Stage Subs tage 37 25/04/2011 25/04/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 38 15/05/2011 15/05/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 39









Enginee ring


XX




Reques t of Informat ion - P roject 1 Date of information 30 /09/ 2011



Ra tiona le


Plant Overv iew

Q uick Update

Approved Investment





mar -12 55.1% 37.2% mar-12abr -12 60.4% 42.9% abr-12



mar -13 96.4% 83.5% mar-13abr -13 98.4% 85.6% abr-13



mar -14 99.3% mar-14abr -14 99.6% abr-14

may-14 100.0% may-14

PLAN DE TRABAJO











Stage Subs tage 37 25/04/2011 25/04/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 38 15/05/2011 15/05/2011 01/ 11/2011 01/11/2011 0%

Stage Subs tage 39









Enginee ring


XX




Request of Informat ion - Project 1 Date of informa tion 30/0 9/20 11

Plea se fill th e sp ace s marked in blue

CompanyProj ect NameProj ect TypeCl assO bje ct ive

Ra tiona le

StageSubStageStatus In p rog res s Adva nce (%) 10 %SponsorProj ect ManagerCl usterLoc ati on

Pla nt Ov erv iew

Q uic k Upda te

Approv ed Inv estme nt

CURVAS DE AVANCE (%) CURVAS DE INVE RSIÓN ($MDD)

Fe cha Pla n original ( Mar-1 1) Plan ac tual Re al Fe cha Plane ado Ejec utado e n el me s Comprome tido en e l me smar-11 2.5% 0 .0% 0.0 % mar -11 $0 .00 $0.0 0 $ 0.00a br-11 5.6% 0 .8% 0.8 % abr -11

may-11 8.7% 1 .7% 1.7 % ma y-11jun-11 1 1.8% 3 .0% 3.0 % jun -11ju l-11 1 6.0% 4 .4% 4.4 % ju l-11

ago-11 2 0.4% 5 .7% 5.7 % ago -11sep-11 2 4.9% 7 .2% 7.2 % sep -11oct-11 3 0.0% 10 .8% oc t-11nov-11 3 5.2% 14 .4% no v-11dic-11 4 0.2% 19 .4% dic -11ene-12 4 5.3% 25 .2% ene -12feb-12 5 0.1% 31 .3% feb -12

mar-12 5 5.1% 37 .2% mar -12a br-12 6 0.4% 42 .9% abr -12

may-12 6 5.2% 48 .3% ma y-12jun-12 7 0.5% 53 .4% jun -12ju l-12 7 3.8% 58 .8% ju l-12

ago-12 7 7.9% 64 .0% ago -12sep-12 8 1.4% 69 .2% sep -12oct-12 8 4.9% 74 .2% oc t-12nov-12 8 7.6% 76 .6% no v-12dic-12 9 0.2% 78 .0% dic -12ene-13 9 2.4% 79 .5% ene -13feb-13 9 4.4% 81 .4% feb -13

mar-13 9 6.4% 83 .5% mar -13a br-13 9 8.4% 85 .6% abr -13

may-13 9 9.3% 87 .7% ma y-13jun-13 10 0.0% 89 .7% jun -13ju l-13 10 0.0% 91 .2% ju l-13

ago-13 10 0.0% 93 .0% ago -13sep-13 10 0.0% 94 .4% sep -13oct-13 95 .9% oc t-13nov-13 97 .0% no v-13dic-13 97 .8% dic -13ene-14 98 .7% ene -14feb-14 99 .1% feb -14

mar-14 99 .3% mar -14a br-14 99 .6% abr -14

may-14 100 .0% ma y-14

PLAN DE TRABAJO

Eta pa Subetapa Inicio Programa do Ba sel ineTe rminación Progra mada

Bas el ineInici o Programado Actual

Terminac ión Programa da Ac tual

% Av ance R uta Crít ica

Sta ge Subs tage 1 01/0 3/20 11 30 /09 /201 3 01/ 03/2 011 0 5/0 5/20 14 10 % 0Sta ge Subs tage 2 07/0 3/20 11 05 /07 /201 1 15/ 07/2 011 2 7/0 1/20 12 46 % 0Sta ge Subs tage 3 01/0 3/20 11 15 /05 /201 1 01/ 03/2 011 3 1/1 0/20 11 91 % 0Sta ge Subs tage 4 25/0 4/20 11 26 /05 /201 3 11/ 07/2 011 2 4/1 0/20 13 10 % 0Sta ge Subs tage 5 30/0 6/20 11 30 /12 /201 1 30/ 09/2 011 0 3/0 3/20 12 0 % 0Sta ge Subs tage 6 31/0 3/20 11 18 /01 /201 3 30/ 04/2 011 2 5/0 8/20 13 13 % 0Sta ge Subs tage 7 31/0 3/20 11 31 /08 /201 2 21/ 06/2 011 0 5/0 1/20 13Sta ge Subs tage 8 31/0 3/20 11 18 /01 /201 3 30/ 04/2 011 0 2/0 6/20 13Sta ge Subs tage 9 31/0 3/20 11 18 /01 /201 3 30/ 04/2 011 0 4/0 8/20 13Sta ge Subs tage 10 31/0 3/20 11 18 /01 /201 3 30/ 04/2 011 2 5/0 8/20 13 1Sta ge Subs tage 11 31/0 3/20 11 30 /12 /201 1 18/ 08/2 011 0 4/0 8/20 13Sta ge Subs tage 12 19/0 5/20 11 14 /12 /201 1 19/ 05/2 011 2 7/1 0/20 12Sta ge Subs tage 13 20/0 6/20 11 13 /05 /201 2 18/ 08/2 011 2 2/1 0/20 12Sta ge Subs tage 14 31/0 3/20 11 31 /08 /201 2 30/ 04/2 011 0 5/0 5/20 13Sta ge Subs tage 15 31/0 3/20 11 25 /11 /201 1 30/ 09/2 011 2 1/0 7/20 12Sta ge Subs tage 16 10/0 7/20 11 15 /05 /201 2 30/ 09/2 011 0 4/0 8/20 12Sta ge Subs tage 17 31/0 3/20 11 30 /12 /201 1 18/ 08/2 011 0 4/0 8/20 13 0Sta ge Subs tage 18 12/0 5/20 12 08 /12 /201 2 11/ 08/2 012 0 8/0 3/20 13Sta ge Subs tage 19 03/1 2/20 11 31 /05 /201 2 04/ 03/2 012 3 0/0 8/20 12Sta ge Subs tage 20 30/0 7/20 11 26 /01 /201 2 30/ 10/2 011 2 6/0 4/20 12Sta ge Subs tage 21 12/0 2/20 12 06 /02 /201 3 14/ 03/2 012 0 8/0 3/20 13Sta ge Subs tage 22 13/0 3/20 12 07 /01 /201 3 12/ 06/2 012 0 7/0 4/20 13Sta ge Subs tage 23 12/0 2/20 12 01 /05 /201 3 14/ 03/2 012 1 3/0 9/20 13Sta ge Subs tage 24 14/1 1/20 11 29 /12 /201 2 13/ 02/2 012 0 4/0 7/20 13Sta ge Subs tage 25 14/1 2/20 11 08 /11 /201 2 14/ 01/2 012 0 8/1 2/20 12Sta ge Subs tage 26 15/1 0/20 11 01 /05 /201 3 14/ 01/2 012 0 6/1 2/20 13 1Sta ge Subs tage 27 12/0 4/20 12 02 /01 /201 3 12/ 07/2 012 0 2/1 2/20 13Sta ge Subs tage 28 14/1 2/20 11 09 /09 /201 2 14/ 03/2 012 0 8/1 2/20 12Sta ge Subs tage 29 14/1 2/20 11 01 /05 /201 3 15/ 08/2 012 1 5/1 1/20 13Sta ge Subs tage 30 14/1 2/20 11 09 /10 /201 2 14/ 03/2 012 0 7/0 1/20 13Sta ge Subs tage 31 12/0 4/20 12 24 /10 /201 2 12/ 07/2 012 2 2/0 1/20 13Sta ge Subs tage 32 03/0 1/20 12 31 /07 /201 2 03/ 01/2 012 3 1/0 7/20 12 0 %Sta ge Subs tage 33 30/0 4/20 13 30 /09 /201 3 07/ 12/2 013 0 5/0 5/20 14 0 % 0Sta ge Subs tage 34 3 0/0 6/20 13 0Sta ge Subs tage 35 30 /09 /201 3 0 5/0 5/20 14 0

Eta pa Acti vidad Inicio Programa do Ba sel ineTe rminación Progra mada

Bas el ineInici o Programado Actual

Terminac ión Programa da Ac tual

% Av ance R uta Crít ica

Sta ge Subs tage 35 30/0 5/20 11 30 /05 /201 1 1 5/12 /201 1 15 /12/2 011 0 %Sta ge Subs tage 36 30/0 5/20 11 30 /05 /201 1 1 5/12 /201 1 15 /12/2 011 0 %

Sta ge Subs tage 37 25/0 4/20 11 25 /04 /201 1 0 1/11 /201 1 01 /11/2 011 0 %

Sta ge Subs tage 38 15/0 5/20 11 15 /05 /201 1 0 1/11 /201 1 01 /11/2 011 0 %

Sta ge Subs tage 39

Conc epto Fec ha de requerimi ento

Elec tricida d ( complet a) 0 1/05 /20 14

Vial: Co rre dor a d onc entrado ra0 1/05 /20 14

Vial: Ferroca ril 0 1/05 /20 14Agua (c ompleta ) 0 1/03 /20 14

0 1/03 /20 14O bra s y s ervic io s au x. 0 1/05 /20 14

Co mp anyProject NameProjec t Typ e

ClassNe w Co nstructio n

Increas e produ ctionEngine erin g & Con structio n

Eng in eer ing

Fina liz in g preliminary eng in eer ing a nd s tar ting d etaile d en ginee ring

XX

Pla n de t ra baj o de M3

Owne r' s Activ it ies

Re querimie ntos de I nf rae st ruc tura

Project 1

Project 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Engineering Firm0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 2 2 2 2 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 2 2 2 2 2 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 2 2 2 2 1 1 1 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 0 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 3 3 3 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 0 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 0 0 0 0 6 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Project 2

Project 20 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


3 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 7 1 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 7 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 1 7 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q3 Q4

84%

51%

0%0%

0%0%

0%0%

0%

Q3 Q4

Total 20%

Basic Engineering 0%

Detailed EngineeringContractsProcurement

Total

Construction

Q2 Q3 Q4 Q1 Q2

Progress / Stage

Avance/Etapa

2011

Year 1 Year 2 Year 3 Year 4 Year 5

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

ArchitecturalConstruction task 1Mechanical task 1Mechanical task 2Mechanical task 3Mechanical task 4

Commisioning

2012

Concrete Construction

Control Systems Construction

Commissioning 0%

Environmental Permits 0%

Contruction Permits 0%

0%Task 3Task 4 0%

Construction 0%

ArchitecturalMechanicalElectrical

ConstructionConstruction

Construction

0%0%

0%

2013 2014 2015Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Project 1

58%58%

0%

20%

40%

60%

80%

100%

ene-

11

mar

-11

may

-11

jul-1

1

sep-

11

nov-

11

ene-

12

mar

-12

may

-12

jul-1

2

sep-

12

nov-

12

ene-

13

mar

-13

may

-13

jul-1

3

81%

81%

0%

20%

40%

60%

80%

100%

ene-

11

feb-

11

mar

-11

abr-

11

may

-11

jun-

11

jul-1

1

ago-

11

sep-

11

oct-

11

nov-

11

dic-

11

ene-

12

feb-

12

mar

-12

abr-

12

may

-12

Plan Base Plan actual Real

71%69%

0%

20%

40%

60%

80%

100%

ene-

11

mar

-11

may

-11

jul-1

1

sep-

11

nov-

11

ene-

12

mar

-12

may

-12

jul-1

2

sep-

12

Project information Individual analysis Portfolio integration

37%

20


Information elementsReceived from project managers

Project templateOne for each individual project

Information is received from project managers and captured in designated templates

Information is standardized across all projects to ensure same-level treatment and accurate portfolio analysi s

Investment information

Execution plan

Production upon completion

Financial progress

Physical progress

General informationRequest of Information - Pro ject 1 Date of information 30/09/2011


CompanyProject NameProject TypeClassObjective

Rationale

StageSubStageStatus In progress Advance (%) 10%SponsorProject ManagerClusterLocation

Plant Overview

Quick Update

Approved Investment


Fecha Plan original ( Mar-11) Plan actual Real Fecha Planeado Ejecutado en el mes Comprometido en el mesmar-11 2.5% 0.0% 0.0% mar-11 $0.00 $0.00 $0.00abr-11 5.6% 0.8% 0.8% abr-11


ago-11 20.4% 5.7% 5.7% ago-11sep-11 24.9% 7.2% 7.2% sep-11oct-11 30.0% 10.8% oct-11nov-11 35.2% 14.4% nov-11dic -11 40.2% 19.4% dic-11

ene-12 45.3% 25.2% ene-12feb-12 50.1% 31.3% feb-12

mar-12 55.1% 37.2% mar-12abr-12 60.4% 42.9% abr-12


ago-12 77.9% 64.0% ago-12sep-12 81.4% 69.2% sep-12oct-12 84.9% 74.2% oct-12nov-12 87.6% 76.6% nov-12dic -12 90.2% 78.0% dic-12

ene-13 92.4% 79.5% ene-13feb-13 94.4% 81.4% feb-13

mar-13 96.4% 83.5% mar-13abr-13 98.4% 85.6% abr-13


ago-13 100.0% 93.0% ago-13sep-13 100.0% 94.4% sep-13oct-13 95.9% oct-13nov-13 97.0% nov-13dic -13 97.8% dic-13

ene-14 98.7% ene-14feb-14 99.1% feb-14

mar-14 99.3% mar-14abr-14 99.6% abr-14

may-14 100.0% may-14

PLAN DE TRABAJO

Etapa Subetapa Inicio Programado BaselineTerminación Programada

BaselineInicio Programado Actual

T erminación Programada Actual

% Avance Ruta Crítica

Stage Substage 1 01/03/2011 30/09/2013 01/03/2011 05/05/2014 10% 0Stage Substage 2 07/03/2011 05/07/2011 15/07/2011 27/01/2012 46% 0Stage Substage 3 01/03/2011 15/05/2011 01/03/2011 31/10/2011 91% 0Stage Substage 4 25/04/2011 26/05/2013 11/07/2011 24/10/2013 10% 0Stage Substage 5 30/06/2011 30/12/2011 30/09/2011 03/03/2012 0% 0Stage Substage 6 31/03/2011 18/01/2013 30/04/2011 25/08/2013 13% 0Stage Substage 7 31/03/2011 31/08/2012 21/06/2011 05/01/2013Stage Substage 8 31/03/2011 18/01/2013 30/04/2011 02/06/2013Stage Substage 9 31/03/2011 18/01/2013 30/04/2011 04/08/2013Stage Substage 10 31/03/2011 18/01/2013 30/04/2011 25/08/2013 1Stage Substage 11 31/03/2011 30/12/2011 18/08/2011 04/08/2013Stage Substage 12 19/05/2011 14/12/2011 19/05/2011 27/10/2012Stage Substage 13 20/06/2011 13/05/2012 18/08/2011 22/10/2012Stage Substage 14 31/03/2011 31/08/2012 30/04/2011 05/05/2013Stage Substage 15 31/03/2011 25/11/2011 30/09/2011 21/07/2012Stage Substage 16 10/07/2011 15/05/2012 30/09/2011 04/08/2012Stage Substage 17 31/03/2011 30/12/2011 18/08/2011 04/08/2013 0Stage Substage 18 12/05/2012 08/12/2012 11/08/2012 08/03/2013Stage Substage 19 03/12/2011 31/05/2012 04/03/2012 30/08/2012Stage Substage 20 30/07/2011 26/01/2012 30/10/2011 26/04/2012Stage Substage 21 12/02/2012 06/02/2013 14/03/2012 08/03/2013Stage Substage 22 13/03/2012 07/01/2013 12/06/2012 07/04/2013Stage Substage 23 12/02/2012 01/05/2013 14/03/2012 13/09/2013Stage Substage 24 14/11/2011 29/12/2012 13/02/2012 04/07/2013Stage Substage 25 14/12/2011 08/11/2012 14/01/2012 08/12/2012Stage Substage 26 15/10/2011 01/05/2013 14/01/2012 06/12/2013 1Stage Substage 27 12/04/2012 02/01/2013 12/07/2012 02/12/2013Stage Substage 28 14/12/2011 09/09/2012 14/03/2012 08/12/2012Stage Substage 29 14/12/2011 01/05/2013 15/08/2012 15/11/2013Stage Substage 30 14/12/2011 09/10/2012 14/03/2012 07/01/2013Stage Substage 31 12/04/2012 24/10/2012 12/07/2012 22/01/2013Stage Substage 32 03/01/2012 31/07/2012 03/01/2012 31/07/2012 0%Stage Substage 33 30/04/2013 30/09/2013 07/12/2013 05/05/2014 0% 0Stage Substage 34 30/06/2013 0Stage Substage 35 30/09/2013 05/05/2014 0

Etapa Actividad Inicio Programado BaselineTerminación Programada

BaselineInicio Programado Actual

T erminación Programada Actual

% Avance Ruta Crítica

Stage Substage 35 30/05/2011 30/05/2011 15/12/2011 15/12/2011 0%Stage Substage 36 30/05/2011 30/05/2011 15/12/2011 15/12/2011 0%

Stage Substage 37 25/04/2011 25/04/2011 01/11/2011 01/11/2011 0%

Stage Substage 38 15/05/2011 15/05/2011 01/11/2011 01/11/2011 0%

Stage Substage 39


Electricidad (completa) 01/05/2014

Vial: Cor redor a doncentradora01/05/2014

Vial: Ferrocari l 01/05/2014Agua (completa) 01/03/2014

01/03/2014Obras y servic ios aux. 01/05/2014

CompanyProject NameProjec t Type


Increase productionEngineering & Construc tion

Engineer ing

Finaliz ing preliminary engineering and s tarting detailed engineering

XX

Plan de trabajo de M3

Owner's Act ivities

Requerimientos de Infraestructura

• Standard assumptions

• Verified information sources


PV of accumulated cash flowsCurrency (Sanitized)

Information from project templates

Physical and financial progress curves(Sanitized)

-20-15-10-505

101520253035404550556065

NPV $ XX Mn CapEx $ XX Mn IRR $ XX %

58%58%

0%

20%

40%

60%

80%

100%

en

e-1

1

ma

r-1

1

ma

y-1

1

jul-

11

sep

-11

no

v-1

1

en

e-1

2

ma

r-1

2

ma

y-1

2

jul-

12

sep

-12

no

v-1

2

en

e-1

3

ma

r-1

3

ma

y-1

3

jul-

13

81%81%

0%

20%

40%

60%

80%

100%

en

e-1

1

feb

-11

ma

r-1

1

ab

r-1

1

ma

y-1

1

jun

-11

jul-

11

ag

o-1

1

se

p-1

1

oct-

11

no

v-1

1

dic

-11

en

e-1

2

feb

-12

ma

r-1

2

ab

r-1

2

ma

y-1

2

Baseline Current plan Real

71%69%

0%

20%

40%

60%

80%

100%

en

e-1

1

ma

r-1

1

ma

y-1

1

jul-

11

sep

-11

no

v-1

1

en

e-1

2

ma

r-1

2

ma

y-1

2

jul-

12

sep

-12

58%58%

0%

20%

40%

60%

80%

100%

en

e-1

1

ma

r-1

1

ma

y-1

1

jul-

11

sep

-11

no

v-1

1

en

e-1

2

ma

r-1

2

ma

y-1

2

jul-

12

sep

-12

no

v-1

2

en

e-1

3

ma

r-1

3

ma

y-1

3

jul-

13

81%81%

0%

20%

40%

60%

80%

100%

en

e-1

1

feb

-11

ma

r-1

1

ab

r-1

1

ma

y-1

1

jun

-11

jul-

11

ag

o-1

1

se

p-1

1

oct-

11

no

v-1

1

dic

-11

en

e-1

2

feb

-12

ma

r-1

2

ab

r-1

2

ma

y-1

2

Baseline Current plan Real

71%69%

0%

20%

40%

60%

80%

100%

en

e-1

1

ma

r-1

1

ma

y-1

1

jul-

11

sep

-11

no

v-1

1

en

e-1

2

ma

r-1

2

ma

y-1

2

jul-

12

sep

-12

Once information has been received, individual projects are valuatedand S-curves are developed

37%

21


Similarly, a detailed project shows responsibilities, critical route, task interrelations and delays

Information from project templates

Mid-level project plan

Project 60 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 0 0 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 0 0 4 4 4 4 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

�

�

�

Client (Owner's activities)0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Q1 Q3 Q4 Q1 Q2 Q3 Q4 Q4Q2 Q3Q1 Q2 Q3

2013 2014Progress

Q2 Q1 Q2 Q3 Q4

2015

Q4 Q1

2011

Total Execution 10%

2012

Proc.

Const.

Proc.

Const.

Non critical task

10%Engineering13%Procurement

Construction 0%

HydraulicsRailroadsRoadsElectrical connection to grid

Critical Task

General arrangements aprovalFlow diagram aprovalConstruction permits

Commisioning

0%

0%

0%

0%

0%

0%0%

Complete land acquisition 0%

Environmental permits 0%0%

Tasks are divided by task holder

Physical progress is shown

Critical tasks are highlighted for critical route

If tasks are delayed, they

become visible

Owner’s activities are generally

related to other project tasks

On time Delayed start Early finishDelayed finishCritical Route � Date required


Individual project information and analysis is integrated into a portfolio master plan, projects interrelationships are identified

Project 1 Project 2 Project 3 Project 4 Project 5 Infrastructure Plan

• Relationships across projects• Integrated critical route

Portfolio master plan (Sanitized)

HMVE

A

HE

M E

A V E H M

Project 1Project 2Project 3

Project 3 Infrastructure

Project 4Project 5


Project 6Project 6 Infrastructure

2013 2014Q1 Q2 Q3

2012Q1 Q2 Q3 Q4

2015Q2 Q3 Q4Q4 Q1Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2011

Model assigns a letter that

corresponds to the type of

infrastructure

Key milestones for each project are observed on the master plan

Delays are highlighted

Individual project analysis

Proc. Finish

Go liveMech. Finish

On timeDelayed

H

E

V

M

A

HydroElectrical

RoadsMaterial Handling

Aux. services

37%

22


Finally, complete portfolio valuation is performed, integrated revenue flows are visible

Master plan with revenue profiles

Portfolio master plan Interrelationships Production cash flows

• Combined cash flows• Portfolio NPV

HMVE

A

HE

M E

A V E H M



Project 4Project 5


Project 6Project 6 Infrastructure

2013 2014Q1 Q2 Q3

2012Q1 Q2 Q3 Q4

2015Q2 Q3 Q4Q4 Q1Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2011

Project 2 Project 4

Project 3

Project 5

Project 6

Cur

renc

y

As projects go live, revenues are observed. Changes in plans result in revenue deviations

If infrastructure has no slack, it could delay projects resulting in

loses in value

Proc. Finish

Go live

Mech. Finish

On timeDelayed

H

E

V

M

A

HydroElectrical


Aux. services


The tool has to be updated frequently and the results discussed with management so decisions can be made

Valuevariations

Capture new info

MasterPlan

revision

Individual analysis

Project .progress.

infoupdate

• EPCM and EPC firms send monthly reports

• Reports are analyzed and key information is captured into the model

• Model results are shared with project manager and risks are identified

• Info is presented to top management

End of plan period (month, year)

Example Period (Baseline ≠ Current plan)

Period 0(Baseline = Current plan)

CapEx $ x Mn NPV $ a Mn

CapEx $ x + y Mn NPV $ a - b Mn

When information is updated, change in value is estimated

and plotted

37%

23


Individual project plans

For example Client X, project portfolio was valuated at 5 Bnconsidering on-time execution

HMVE

A

HE

M E

A

MHVE

Q1 Q2 Q3 Q42011 2012

Q1 Q2 Q3 Q42015

Q2 Q3 Q4Q4 Q1Q1 Q2 Q3 Q4



Project 4Project 5


Project 6


2013 2014Q1 Q2 Q3

Project 2 Project 4

Project 3

Project 5

Project 6

Example

Project 3

Project 30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

Q4 Q1

Engineering

Q2 Q3 Q4 Q1

Procurement 1%

Construction

2013 2014

Q1

14%

Progress2011 2012

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q2

0%

Commisioning 0%

Electrical Infrastructure 0%

Q2 Q3 Q4

Total del programa 0%

Q3

2015

Project 3

Project 30 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

Q4 Q1

Engineering

Q2 Q3 Q4 Q1

Procurement 1%

Construction

2013 2014

Q1

14%

Progress2011 2012

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q2

0%

Commisioning 0%


Q2 Q3 Q4


Q3

2015

Project 5

Project 50 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

�

�

�

�

Progress2011 2012 2013 2014 2015

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Total Execution 36%

Engineering 48%

Procurement and Construction 56%

Comissioning 0%

Electrical conection to grid 0%

Construction Services 100%

Transmission line 10%

Gas 20%

Water 100%

Q3 Q4

Project 5

Project 50 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

�

�

�

�

Progress2011 2012 2013 2014 2015


Total Execution 36%

Engineering 48%


Comissioning 0%




Gas 20%

Water 100%

Q3 Q4

Original NPV

$ 5 Bn

Current NPV

$ 5 Bn

Difference

$ -

Information standadizationand valuation

Relationships identification

Baseline definition through project plans

Master plan

Proc. Finish

Go live

Mech. Finish

On timeDelayed

H

E

V

M

A

HydroElectrical


Aux. services


Individual project plans

Client X’s PMO receives information that an electrical transformer order lag could delay infrastructure up to 9 months

HMV

A E

H M E

AMH

V E

Q1 Q2 Q3 Q42011 2012

Q1 Q2 Q3 Q42015

Q2 Q3 Q4Q4 Q1Q1 Q2 Q3 Q4



Project 4Project 5Project 5 InfrastructureProject 6


2013 2014Q1 Q2 Q3

Project 2 Project 4

Project 3

Project 5

Project 6

Example

Three projects are affected by

infrastructure delay

Infrastructure milestones show

later-than-needed finish date

$350 Mn in lost value is observed as outlined area in

plot

Project 3

Project 30 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 2 2 2 2 2 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

Q4 Q1

Engineering

Q2 Q3 Q4 Q1

Procurement 1%

Construction

2013 2014

Q1

14%

Progress2011 2012

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q2

0%

Commisioning 0%


Q2 Q3 Q4


Q3

2015

Project 3

Project 30 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 2 2 2 2 2 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

Q4 Q1

Engineering

Q2 Q3 Q4 Q1

Procurement 1%

Construction

2013 2014

Q1

14%

Progress2011 2012

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q2

0%

Commisioning 0%


Q2 Q3 Q4


Q3

2015

Project 5

Project 50 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

�

�

�

�

Progress2011 2012 2013 2014 2015


Total Execution 36%

Engineering 48%


Comissioning 0%




Gas 20%

Water 100%

Q3 Q4

Project 5

Project 50 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 3 3 3 3 3 3 3 9 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 3 3 3 3 3 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Infrastructure�

�

�

�

�

Progress2011 2012 2013 2014 2015


Total Execution 36%

Engineering 48%


Comissioning 0%




Gas 20%

Water 100%

Q3 Q4Individual plans are updated to show


Individual plans are updated to show


Original NPV

$ 5 Bn

Current NPV

$ 4.65 Bn

Difference

($ 350 Mn)

Monthly revision of plans

Reception of updated plans from infrastructure project manager

Upon plan update, delay is identified

Master plan

Proc. Finish

Go live

Mech. Finish

On timeDelayed

H

E

V

M

A

HydroElectrical


Aux. services

37%

24


At meetings with top management, different alternatives are discussed to mitigate effect of delay

Option CapEx addition Time recovered Value saved

Refurbish available old transformer

• Temporary solution

• Transformer will be replaced upon reception of new one

12 Mn 4 months 130 Mn

Acquisition of new available transformer from

different supplier at 50% price increase

• Original Go-live date preserved


Move transformer from project 1 to project 3

• This will delay revenues at project 1

• Less critical than delays at project 3


Analysis of alternatives can be performed objective ly considering the impact on the project

Best alternative Example


Agenda


2. M&A y PMI



37%

25


Companies have historically focused primarily on strategic and market-based elements of risk

• Consumption Patterns / Substitutes

• Globalization

• Regulation and Activism

• Demographics

• Natural Resources and Environment

Market Risk Strategic RiskEvent /

Catastrophic Risk

Wild Cards

• Commodity Values

• Foreign Exchange

• Trading Partner Liquidity and Default

• Operations

• Supply

• Legal & Regulatory

• Public Relations

• Commercial

• Human Resources

• Global Conflict

• Terrorist threats

• Epidemics / pandemics

• Macroeconomic shocks

• Disruptive technology

Risk classification framework

Risk


Recent Catastrophic Incidents

However, significant recent newsworthy events, across all process industries, have led to a change in priorities

■ Exploration / Production

• Deepwater Horizon Oil Spill and accompanying environmental disaster

■ Refining

• Texas City Explosion – 15 Fatalities

■ Generation

• Kleen Energy Explosion – destroyed the plant, killed six workers and injured 50

■ Mining

• Upper Big Branch Mine Explosion – 29 Fatalities

37%

26


3 Year Opportunity Cost Breakdown (Client Example)

In oil & gas and chemicals, loss of hydrocarbon containment (leaks, fires, explosions) can account for more opportunity loss than all other factors combined

A single event can have significant safety and envi ronmental impact, legal implications, damage a company’s reputation, impact customer and employee attraction / retention, and have total costs well beyond of $ 1 Billion

55%

25%

20%

Other Unplanned Loss

Loss of Containment

Planned Maintenance


We have developed an approach to measure and mitigate risk of catastrophic loss of containment events

LOC Incident Frequency / Impact

• Raw and severity-weighted incident history

• Repeats / recurrence

2

Key Practice Maturity

• Stages of Excellence assessment across key dimensions

1

LOC Incident Follow-up Status

• Progress / completeness of follow-up

3

Key Risk Predictors / KPIs

• Quantitative / measureable variables

4

Risk Profile Framework Elements

Recent History Current Practices / KPIs Recurrence Prevention

37%

27


Typical Root Cause Breakdown

Key Finding: Human factors are the major underlying root causes of most catastrophic events

■ Human factors typically account for 80 – 85% of primary root causes of catastrophic events …

■ … but most follow-up action plans address primarily ‘technical’ or design issues

■ Human-related root causes typically fall into four areas:

• Operating procedures (inadequate or not followed)

• Maintenance procedures (inadequate or not followed)

• Management of change (lack of appropriate risk management / elevation process for dealing with non-standard operations)

• Human error (mistake that should not have been made by adequately trained personnel)

A thorough analytical understanding of the specific root causes (e.g., ‘why’ are procedures not being followed) is necessary to effe ct behavioral change


Key Underlying Risk Factors

Key Finding: A number of underlying risk factors typically exist that have not been addressed

■ Lack of appropriate focus on operational basics (process safety, integrity, reliability, etc.)

■ High turnover and inadequate training in critical positions (e.g., operations first line supervisors, operations engineers)

■ Lack of effective risk / decision elevation process (particularly for dealing with transient and irregular operations)

■ Lax management systems that:

• Accept late and incomplete incident follow-up

• Allow key risk factors to persist (e.g., high number of safety system bypasses)

■ Objective and KPI focus

• Overly weighted to production and financial metrics

• Focus on personal safety, but not process safety

■ Objective and KPI fragmentation

• Too many initiatives and programs

• Lack of visibility / transparency to critical metrics

37%

28


Our approach develops a risk profile and identifies specific areas for immediate follow-up

1. Key Practice Maturity. Assessment of work practice maturity in key areas impacting process safety, equipment reliability and equipment integrity

• Interviews with site leadership (focus on safety / reliability / integrity)

• Selected validation (field visits / operator discussions)

• Analysis of site incident database• Deep dive into selected incidents

(review of root cause analysis, follow-up actions, etc.)

• Analysis of site incident and management of change databases

• Benchmarking of key quantitative measures relative to refineries of similar size / scope

Assessment Element Approach

2. Incident Frequency / Impact. Review of incident history and key underlying causes / themes

3. Incident Follow-up Status. Review of status of follow-up actions from major incidents and management of change applications.

4. Key quantitative risk predictors. Review of key quantitative


Management and Change Readiness

M1 Leadership Focus and Priorities

M2 Leadership Technical Competence

M3 Resource Management

M4 Resource Development

M5 Organization Focus & Priorities

M6 Change Readiness & Pace

Health, Safety and Environment

HSE HSE1 Appropriate Standards

HSE2 Equipment & Unit Inspection Standards

PSM HSE3 Training

HSE4 Incident Investigation

HSE5 Management of Change

HSE6 Risk Identification & Management

HSE7 Emergency Response & Planning

HSE8 PSI

HSE 9 PHA

HSE10 SOPs and SWPs

HSE 11 Self Assessments and Audits

Reliability and Integrity

Mainte-nance

R&I1 Maintenance Strategy

R&I2 Equipment Strategies

R&I3 Contractor Management

Reliability R&I4 Reliability Management

R&I5 Asset Utilization

Integrity R&I7 Operating Envelope.

R&I8 Technical Competency

■ Interview Requests (~20)• Site operations / maintenance leadership (3 – 5)• Site managers responsible for maintenance, operations, reliability/integrity and HSSE (4 – 6)• Cross-section of engineers and first-line supervisors in these areas (5 – 10)

Interviews and field validation will focus on site leadership and safety / reliability / integrity management

37%

29


Management and Change Readiness

HSE

PSM

Maintenance

Reliability

Integrity

Turnaround

Capital Projects

Yield

Quality

Energy & Waste Management

HR

Shif t Work

Cost Management

Procurement

Working Capital

Site Conf igurationOptimization

0

1

2

3

High Risk, Low Reliability SampleHigh Risk, Low Reliability SampleHigh Reliability, High Integrity Sample

# DimensionStage of Maturity

I II III1 • Integrity

Management

• Integrity management strategy and metrics unclear. Ad hoc response to issues

• Formal integrity management program that addresses operating envelope and inspection intervals

• Effective MOC process

• Holistic integrity management program in place. covering operating envelope, inspection intervals, corrosion strategy and sustaining capital

2 • Integrity Performance

• Significant loss of containment incidents and overdue inspections

• Moderate loss of containment incidents and overdue inspections

• Limited loss of containment incidents and overdue inspections

Interview Questions

• How are vessel and piping integrity managed? • How many overdue inspections are there? What process is followed to

approve / manage overdue inspections? What is the site’s plan to address / reduce?

• What is your corrosion management strategy? To what types and duties of equipment does it apply?

• How accurate are the site inspection records?• How do you determine sustaining capital requirements?

The interviews and field validation will be used to assess performance in key areas relative to A.T. Kearney’s ‘Stages of Excellence’


Although raw incident frequency analysis is helpful ....

Fire incidents per KBPD (2000-2009)

Leak incidents per KBPD (2000-2009)

Inci

dent

s / K

PB

D

0.0

0.1

0.2

0.0

0.1

0.2

0.3

0.4

0.5

0.6

Inci

dent

s / K

PB

D

.... understanding the underlying root causes is cri tical to managing and mitigating risk

Unknown Primary Cause

Maint Procedure/ Compliance

Ops Procedure/ Compliance

Management of Change

DesignHuman Error

Incidents by primary root cause, RR I&II fires and leaks (2006-2010)

Client Example

37%

30


0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

20082006 2007 20090

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

2007 200920082006

The rate at which incident follow-up actions are completed is also a key risk predictor

Open Management of Change Actions at year end (2006-2009)

Open fire and leak incident actions at year end (2006-2009)

Inci

dent

s

Inci

dent

s

Open MOC’s are growing at an increasing rate

Open incident actions are growing at an increasing rate

Client Example


Based on our experience, there are a number of key quantitative predictors of catastrophic operations risk

Area Metric / KPI

Linkage with Risk Profile

IncidentHistory

IncidentAction

RiskPredictor

PSM • Critical position experience ��

• Critical position depth ��

• Overtime ��

• Incident Frequency - Raw ��

• Incident Frequency - Risk Weighted ��

• Incident Frequency - Repeats ��

• Critical Operating Procedures Overdue ��

• Total Incident Action Items Open/Overdue ��

• Total Repeat Incident Action Items Open/Overdue ��

• Total MOC Action Items Open/Overdue ��

Reliability and Integrity

• Overdue inspections ��

• Alarms disabled / inhibited ��

• SIS trips bypassed not logged ��

Key Quantitative Risk Predictors

37%

31


A site-specific risk predictor scorecard will be developed

Example Aggregate Risk Profile Scorecard

Incident Frequency / Impact

Key Practice Maturity

Key Risk Predictors / KPIs

Incident Follow-up Status

Overall Site Risk Profile

LOC incidents – raw

LOC incidents – risk weighted

LOC incidents – repeats

PSM

Reliability / Integrity

Management / Change Readiness

People

Process

Equipment

Follow-up – overall

Follow-up – repeats

MOC follow-up

Illustrative

1

2

3

4


Agenda


2. M&A y PMI



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