Krasnodar GRES Project Volume I11 Environmental Assessment
Krasnodar GRES Project Volume I11 Environmental Assessment Krasnodar GRES Project Volume I11 Environmental Assessment
@ 10.0 ENVIRONMENTAL MANAGEMENT AND TRAINING As described in other Sections of this Report, a number of safeguards shall be built in to the Krasnodar GRES during the design phase to eliminate or minimize potential adverse environmental impacts. In conjunction with engineering and administrative controls, effective environmental management and planning during the construction and operation of the Krasnodar GRES is required to prevent any adverse impact on the surrounding environment. 10.1 Management Capabilities Construction Phase Management During the construction phase of the project, Krasnodar GRES will appoint a Project Manager who will have the overall technical and project management responsibility for administering the turnkey EPC contract. Figure 10-1 identifies the Project Manager's organization. All functions of the project namely, purchasing, contract administration, engineering, construction, project control, schedules, costs, and quality control and assurance will report to the project manager. The project manager will have the authority to negotiate and make commitments for the company. This is essential for the successful execution of a large turnkey project. The EPC contractor and any other contractors will be responsible for their work to the project manager. The project manager will be the sole point of contact for the contractors and will be responsible for resolving all contractors' issues relating to schedule, cost, change orders and will be responsible for controlling the budget. All correspondence from and to contractors will be by the project manager only. The project management team will be responsible for review of design, engineering, procurement specifications submitted by the contractor for Owner's review, and oversight of construction to ensure that engineering, construction, and procurement are in compliance with the contract documents, applicable codes and standards, local and federal government regulations and conditions of environmental permits. It is recommended that Krasnodar GRES use the services of an engineering consultant with international experience to assist in the process. The project management team will interface with the utility, the gas company, the oil supply company, the water supply company, the local government and the environmental authorities. The project manager will act as the Owner's representative in all matters. PAGE 10-1
The project manager will hold monthly meetings at the site with the contractor personnel and will be responsible to Krasnodar GRES for overall progress and control of the project. The project manager will periodically review progress and critical issues of the project and request assistance in personnel and services from the Krasnodar GRES management as required. The project management team will also act as coordinators between the contractor and the utility's operating personnel who will work closely with the contractor's start up organization and will be responsible for taking over the plant equipment and components from the contractor. Operations Phase Management Krasnodar GRES will be structured to take over from the project development organization at the close of construction and to transition smoothly into an organization representative of power utility operations. Figure 10-2 is a preliminary organization structure proposed for ongoing operations. The organization structure and functions depicted here would enable the performance of such duties. Figure 10-3 is indicative of allocation of responsibilities based on such an organization and process flow. In order to set an example for future projects, the Krasnodar GRES staffing should be kept to the minimum level necessary. Primary emphasis should be to contract for services, rather than direct hiring. The operation and maintenance of the plant is a good example where it is recommended that Kubanenergo, being the neighboring utility, should be given a contract to perform this function. Kubanenergo, with their human resources already oriented and trained in the utility business, is likely to provide the needed personnel and service with additional enhanced training for initial staffing and replacement. Figure 10-4 is a preliminary staffing structure for ongoing operations. Prior to plant startup, and before staffing is in place, programs must be established to provide the necessary training to all operating, maintenance, technical, and clerical employees. If an Operation and Maintenance Contract is awarded to Kubanenergo, the majority of these will apply to Kubanenergo. However, as the Administrator of Contract, Krasnodar GRES personnel need to be trained in aspects of supervision of these activities. Detailed training programs must be developed to insure all members of the various crafts are tested to be competent in their respective work areas. These should include: Operator Training PAGE 10-2
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10.0 ENVIRONMENTAL MANAGEMENT AND TRAINING<br />
As described in other Sections of this Report, a number of safeguards shall be<br />
built in to the <strong>Krasnodar</strong> <strong>GRES</strong> during the design phase to eliminate or minimize<br />
potential adverse environmental impacts. In conjunction with engineering and<br />
administrative controls, effective environmental management and planning during<br />
the construction and operation of the <strong>Krasnodar</strong> <strong>GRES</strong> is required to prevent any<br />
adverse impact on the surrounding environment.<br />
10.1 Management Capabilities<br />
Construction Phase Management<br />
During the construction phase of the project, <strong>Krasnodar</strong> <strong>GRES</strong> will appoint a<br />
<strong>Project</strong> Manager who will have the overall technical and project management<br />
responsibility for administering the turnkey EPC contract. Figure 10-1 identifies<br />
the <strong>Project</strong> Manager's organization. All functions of the project namely,<br />
purchasing, contract administration, engineering, construction, project control,<br />
schedules, costs, and quality control and assurance will report to the project<br />
manager. The project manager will have the authority to negotiate and make<br />
commitments for the company. This is essential for the successful execution of a<br />
large turnkey project. The EPC contractor and any other contractors will be<br />
responsible for their work to the project manager. The project manager will be<br />
the sole point of contact for the contractors and will be responsible for resolving<br />
all contractors' issues relating to schedule, cost, change orders and will be<br />
responsible for controlling the budget. All correspondence from and to<br />
contractors will be by the project manager only.<br />
The project management team will be responsible for review of design,<br />
engineering, procurement specifications submitted by the contractor for Owner's<br />
review, and oversight of construction to ensure that engineering, construction,<br />
and procurement are in compliance with the contract documents, applicable codes<br />
and standards, local and federal government regulations and conditions of<br />
environmental permits. It is recommended that <strong>Krasnodar</strong> <strong>GRES</strong> use the services<br />
of an engineering consultant with international experience to assist in the process.<br />
The project management team will interface with the utility, the gas company, the<br />
oil supply company, the water supply company, the local government and the<br />
environmental authorities. The project manager will act as the Owner's<br />
representative in all matters.<br />
PAGE 10-1