Ensure seamless coordination for project completion on time; our Project Manager integrates work between the Engineering and PMC teams and ensure there is no deviation from design, lapse in quality during execution, or reason to defer beyond schedule. It is verified that the work is completed according to the approved design and that all necessary tools are used to deliver the project.
Provide weekly status updates on approved drawings and changes to verify that procurement is proceeding according to the overall project delivery requirements and that construction is based on the most recent approved drawings.
Begin by performing an initial project assessment to determine project goals, restrictions, assumptions, and scope so that work may be leveraged and superfluous data removed for faster approval.
In order to meet the project’s deadlines, ensure the plan and schedule of work activities are in line with construction-led planning. We do not limit our responsibility to just monitoring the project schedule; we also assist the client in reviewing the look-ahead plan, daily and monthly progress reports, recovery plan, and documenting the progress of the project.
Carefully examine the project plan and, if necessary, suggest acceleration strategies. We collaborate closely with the Business Management team to identify all risks ahead of time and offer a strategy for mitigating them.
A well-thought-out procurement strategy is devised for obtaining all project resources. By providing the client with vendor selection and competency mapping of the resources deployed on the project, we help the client gain a better insight into the project.
We assist the client by essentially performing the following tasks:
- Preparing technical requirements and a request for proposal (RFP) for goods, services, and work.
- Creating technical comparative statements for the bids that have been received
- attending meetings, conference calls, and other events to assist the client during technical negotiations on significant components and contracts.
- Review of the final suppliers’ quality assurance strategies
- Advising the client on how to link the payment terms to the technical documents and the material’s physical readiness
- Monitoring the EPC contractor’s procurement and compliance with quality standards and timeframes, as well as following up on the EPC contractor’s monthly project report.
- Constantly evaluate purchase order logs for all main items, as well as bulk materials, to keep track of order logs for rapid access.
- The EPC contractor’s monthly plans are reviewed and presented to the client for follow-up on deliverables according to the procurement schedule.
- Create a material delivery milestone tracking report to monitor the status of material and equipment deliveries.
- Track and monitor material status every month. A thorough Material Expediting Matrix is built based on inputs from the EPC contractor’s procurement team.
- Monitor and coordinate final reconciliation of “Free Issue” materials received and issued as defined in the EPC/Services contract.
Expedite the delivery of major components based on the project’s priorities by following up with the manufacturers on a regular basis, if necessary.
Our enormous experience in delivering several multi-gigawatt solar power projects has established unequivocally, that quality is critical to any project as it ensures that the components are functional and durable for the duration of their design life while requiring minimal maintenance.
We have divided our Quality Management in three subsets:
A. Pre-Dispatch Inspection
Visit the production factory to inspect and test essential project components prior to dispatch, according to the QAP as per the agreed testing benchmarks. For acceptance, tests are performed on random samples, while test findings and certificates are examined for the balance quantities. We are proficient at inspecting:
- PV Module
- Mounting Structures
- Inverter Transformers & Power transformer
- HT Panels
- Switchyard major equipment and allied structure material.
- HT Cables
After reviewing the needed compliances, the inspection visit is followed by the submission of a detailed inspection report to the client, based on whose feedback the material dispatch release is provided to the manufacturer.
B. On-site Quality Assurance
Inspect the material upon its arrival at the site, visually inspecting them for any damage sustained during transit or for any disparities in goods for the provided MDCC, followed by drafting a quality inspection report.
Double-check that the manufacturer and supplier are complying with all regulations, and keep a record of any essential installation manuals, test reports, and other papers on site.
C. Construction Quality
Quality engineers conduct quality checks on all site work to ensure that they are completed according to the approved checklist, standard operating procedures (SOPs), and Field Quality Plan (FQP).
Ensure bill of quantity verification as well as visual checks for all materials supplied on site. Quality Inspection Reports are produced for significant items, outlining the quality features of the materials supplied for the project. The report also includes suggestions as well as conclusive assertions for material approval or rejection.
Material management is one of the most important aspects of project management since it helps the construction team ensure that the proper materials are accessible at the right time.
Material management entails proper material delivery planning and storage on site until the materials are needed for construction.
In collaboration with the EPC contractor, we ensure effective maintenance of the registers, after we obtain access to the summary sheet of the material inward, outward, we issue register to the store workers. This assists the client in assuring accurate materials reconciliation at various phases of the project during execution.
Material management also aids procurement, inventory reduction, follow-up, and local coordination for logistics and shipping, as well as receiving material and equipment on time.
During execution we provide checklists to the site team for all scheduled activities to be implemented, and a record of completed checklists and inspections, nonconformity reports (NCR), and site observation reports (SOR) are maintained on site for future reference and record.
The PMC team documents and signs off on each activity, as well as providing observations and comments with specific recommendations.
The EPC Contractor and Client have access to the project directory’s external work drive depending on unique service needs from the Client for ease and uniformity in accessing project data.
SgurrEnergy’s construction management team consists of a group of professional engineers who guarantee that the project’s construction plan is carried out according to the overall schedule. The team assists in ensuring that best construction practises are followed on site and that SOPs are followed in accordance with industry standards and regulations.
- Address construction-related concerns and obstacles by identifying the best available and feasible solutions while remaining true to the design parameters.
- Ensure that all scheduled activities are carried out on site in accordance with the authorised method statement.
- Supervise the contractor’s construction work on site in accordance with the contract, using authorised designs, drawings, and schedules.
- Examine the EPC contractor’s daily status reports to ensure that progress is being made as anticipated and to identify any issues that require prompt action from the developer or client.
- Meets with the EPC’s team on a regular basis to review project progress as well as any concerns or dangers that arise during the project’s construction.
- Collect daily updates of the project plan to verify that it appropriately reflects project progress and that project timelines do not deviate from the timetable.
- Perform risk management responses, including corrective actions, in accordance with the risk management plan’s processes.
- Guarantee that all quality management plan criteria are adhered to in order to achieve the project work standards outlined in the drawings as well as the quality team’s expectations.
- Maintain the risk register by keeping it up-to-date and modifying the risk management strategy and its components with risk responses on a regular basis.
In essence, SgurrEnergy works in tandem with the EPC contractor throughout the execution of the project, ensuring all the project requirements and criteria are met.
SgurrEnergy assists with document verification of all major compliances for the project’s construction. Statements of compliance, required regulatory clearances, and licences for certain agreements
The chosen communication channels for stakeholders are established in the communication plan, and the frequency of communication is formulated and indicated in the communication plan in order to convey the correct set of messages to the client in order for the client to make any project decisions.
Liaison documents for land aggregation are evaluated, and a summary sheet is sent to the client in order to keep track of all the essential approvals that must be maintained during and after the project is completed.
Coordinate with the EPC contractor and client to maintain the project’s public relations components and ensure that communications on common issues are distributed evenly across the board.
Build work profile communication channels for the team responsible for project administration, as well as the EPC contractor and the client, to ensure a smooth flow of information.
On-site team conducts regular security evaluations for the plant in order to identify potential threats to the plant and the project’s related organisations.
SgurrEnergy establishes the change management methodology and triggers. The method analyses the factors that influence whether a change order is good or negative for any activity. Our skilled specialists handle the EPC contractor’s instructions for any changes to the initial agreed-upon activity plan.
Quality engineers review and assist the client in obtaining a field design change request based on practical issues encountered during construction activities without jeopardising the construction quality.
Continual process assessment and implementation of authorised modification requests are ensured to meet the project’s changing requirements.
Guarantee that the EPC contractor and their subcontractors execute the authorised health and safety plans for both supply and service work on site. Dedicated HSE executives regularly monitor and feed observations to the execution team for compliance with safety and health management, both internally and externally.
Implement authorised site QHSE (Quality, Health, Safety, Environment, and Social) Plans, as well as providing weekly and monthly HSE reports to all stakeholders.
Reviews and audits construction projects to ensure they meet QHSE and quality standards (QAP). Prompt (scheduled) reports on discovered gaps, root cause analysis for gaps or non-conformance, and a management plan for timely gap closure and rejection of nonconforming goods or jobs are all required. We ensure that identified holes are filled as soon as possible.
Assist the site team in resolving design, QHSE, contract, and site management related issues, such as fire safety plans, housekeeping, labour and working conditions, environmental and social management plans, compliance with relevant regulatory requirements, and so on; we also formulate methodology for site erection operations.
The HSE Executive oversees the implementation of a systematic programme for site safety induction/orientation and ongoing training for all employees, including contractors, temporary workers, visitors, and others, in accordance with the HSE plan.
HSE attends and supervises EPC contractor’s training programmes in order to conduct hazard identification, risk assessment, and risk control measures, as well as to keep track of personnel training.
Conduct regular toolbox discussions on a rotational basis to comprehend the acceptance and comprehension of personnel in order to ensure system implementation and make them aware of the hazards and risks involved in their daily activities.
Determine risk reduction strategies and compile HSE statistics and weekly or monthly reports.
Organise employee health and safety meetings and training sessions.
Identify all critical tasks, assess the risk, hazard, and serious consequences associated with them, and recommend preventive measures to avoid accidents.
Combine environmentally, health, and safety-conscious labour practises.
Educate everyone involved in the project about the environment, health, and safety.
Deliver the appropriate Health, Safety, and Environmental inputs to the site management-led execution team.
Develop and implement the project’s accident prevention, health, and environmental protection programmes.
Use the best global safety standards in the project to achieve the primary goal of “ZERO” workplace accidents.
Maintain all records to ensure compliance with current health and safety regulations by liaising with external health and safety authorities.
Plant Testing &
During the final phase of project construction, SgurrEnergy assigns a dedicated commissioning manager to handle all project commissioning and testing activities, who is assisted by the project quality team.
Review pre-commissioning checklists for all connected systems, equipment, activities, and so on to ensure that they reflect the proper approach for commissioning testing.
Furthermore, the manager reviews testing and commissioning documentation, as well as certification of test reports given by the contractor for manufacturing data book records.
Also coordinates with the Owner and Contractor to plan and monitor the plant’s testing and commissioning activities, including the substation, in order to deliver the systems according to the project’s intended parameters and achieve the required optimum outcomes.
Lastly, the commissioning manager also supervises and witnesses PV plant testing and commissioning, as well as the sign-off, in accordance with the prescribed checklist for a seamless handover and takeover by the project commissioning team.
This is a formal process undertaken by SgurrEnergy at the end of a project to allow the developer/client to formally accept the asset and work area, as well as all pertinent information from the contractor, for future plant operation.
- The incomplete works, as well as deviations from the project designs and standard industrial practise on the construction works, will be highlighted in a punch list report. This will aid the EPC contractor in comprehending the project’s requirements, ensuring that all points are met and the project’s quality is maintained.
- Assist the site team with project closure documentation in preparation for the plant’s final transfer to the operation and maintenance team.
- Organise and oversee the handover process from project to services in accordance with the agreed-upon procedure.
All compliance reports, as well as final papers, would be consolidated at the end of the project’s construction phase and used by senior management to assess the project’s success.
Formally conclude the project activities during project closure by performing the following:
- Execute a transition strategy to transmit all information to authorised individuals in order to ensure the successful continuation of all project activities by scheduling appropriate training sessions from the OEM in both classroom and on-site programmes.
- Write a “lessons learned” paper to emphasise what went well during the project and what could be improved in future projects by reflecting on the examples countered during project execution to eliminate time lags for seeking solutions to previously experienced problems.
- All project materials will be archived in a designated file repository for future use and will be kept for convenient reference throughout the fault investigation of the plant’s problems.
- Receive final sign-off on project work from all partners, completing the handover to the plant’s operations team.
- Releasing the project team by planning the workforce’s demobilisation and removing temporary makeshifts from the project site, officially closing the project in the record books.