Train 7 Project Newsletter Q1 2022

QT 7UP AR ORJ ETCETRLY BULLETIN Issue 5, 2022 Q1 Edition From the Project While this is happening going on at the MOF Director, Ali Uwais and Jetty area, we continue to make progress with dredging at the Former Aggregate Berth It is a delight to (FAB) area which provides us with an provide you with opportunity to use the dredged material to highlights of the support some community activities as part of progress we are the Social Impact Mitigation Plan (SIMP). •3,000,000 Manhour making on the Train 7 On the 24th of February, we celebrated the Project, especially third Million Man-hours Without Lost Time •T7 Project HSSE Event progress at the (LTI) or Total Recordable Case (TRC) and we construction sites in this appreciate our partners SCD JV and all its Board subcontractors for their continued edition. The engineering and procurement commitment and support to safety. Everyone’s •From Construction activities continue to advance, and we are demonstration of due diligence to ensure the looking forward to the growth in construction right safety culture as lived by all has helped •Construction Gallery activities and a gradual shift of activities to the us to achieve this milestone and we are site in Bonny. On the 17th of February 2022, committed to keep taking steps towards • The Engineers Update we commenced the excavation of the Train 7 delivering on our aspirations of an Incident & main pipe rack foundations which was Injury Free Project. I feel genuinely proud to • OR/CSU followed with further foundation excavation be a part of this superb team which consists of for other sections of the Complete Train (CT) highly committed 5-Star individuals and it is • Stakeholder Management area in March. These are huge milestones my belief that we will as one team deliver on and significant achievements for the project. our aspiration. I therefore urge the team to •Management Site We also continue to make significant progress continue with the spirit of vigilance and at the New Workers Village and the JV Camp. situational awareness as some recent near- Engagements misses could have easily resulted into harm to On the marine front, a 450m long our people. •T7 Engineering Data underwater concrete-coated pipe was We hosted a number of very important detected during the bathymetric survey of the stakeholders within the quarter. The MD/CEO Warehouse LNG 3 Jetty area and its removal is necessary of NLNG, Philip Mshelbila conducted a to enable the dredging of the Material Management Site Engagement at the JV •Our Performance Offloading Facility (MOF) and the planned Camp; and the Deputy Managing Director, jetty site, and thereafter construction of the Sadeeq Mai-Bornu, the General Manager •The T7 C&P Team MOF and Jetty. I am really delighted to inform Production, myself and other Train 7 happy to confirm you that over 150m of the managers conducted a Train 7 Project site • Train 7 Potpourri pipe has been cut into smaller sizes and lifted tour with the 17-member (Cntd on Page 11) out from the riverbed for onward disposal. This is a publication of the Train 7 The removal of this pipe is by no means an Corporate Liaison Department in easy task and involves special underwater accordance with the Train 7 diving and cutting activities. Communication Plan. Information contained here should not be shared with external parties without formal authorization. Chief Editor – Joshua Anemeje Design – Excel Ukpohor, Arize Akpuokwe Contributions – Ali Uwais, Nick Frieslaar, Andy Stephens, Ikoko Tonye, Kolade Christopher, Otashi Obi, Samuel Awonusi, Nne Ogbulu- Hart, Omoya Femi

Once again, we have done it as a team. Another milestone celebration to be proud of! Our Third Million Man-hours without Lost Time Injury (LTI) or Total Recordable Case (TRC) YTD. With great joy and appreciation in my heart I congratulate you all as we achieved yet another significant HSE feat on the 24th of February 2022. On behalf of Philip, Sadeeq, NLNG Senior Management Team (SMT) and the T7 Leadership Team (CPY and CTR), I extend my sincere gratitude and a big congratulations to everyone – NLNG Train 7 Owners’ Team, SCDJV, Sub-Contractors; EVOMEC, JIMLAS, Medbury Medical Services, CICO Construction & Leasing , Real Brownkin Limited, GRAFTON Nig Ltd, S.J ABED General Enterprises Ltd, Reality Place Driving School, Livewire Security Services, Albatech , Markford Global, Captain Tobe Integrated Service, Candix Engineering Nigeria Limited for your continued commitment, support and hard work towards this milestone. Your demonstration of due diligence in ensuring safety first everyday/all day has brought us to this point and we are one milestone closer to delivering on our aspirations of an Incident & Injury Free Project. I feel genuinely proud to be a part of this A-Team which consists of highly committed 5-Star individuals and it is my belief that we will as one team deliver on our aspiration. While this Significant HSE feat calls for celebration, I want to urge us to reflect deeply on the past few days which we have experienced near misses, incidents of cable theft cases, and more, anyone of which could have resulted in harm to our people. We need to look deeper, think about how our actions/inactions have contributed to those close calls and not be complacent because we have achieved Million Manhours with LTI/TRC 3 times in a row. Let’s take the next few days to reflect. Whether you are onsite or offsite, I would be happy to hear what ideas you come up with. If you are onsite in Bonny Operating Centre (BOC), we will be having a Stand Down Session to reflect, I urge you to kindly join us so that we can reflect as one team. We still have quite a journey ahead of us and we have to continue to apply our efforts in surpassing our HSE performance. Let’s remain vigilant, keeping our eyes open for things that could go wrong and maintain focus on continuous improvement in all that we do. By this milestone, we have reaffirmed our commitment to the implementation of Our Goal Zero. I look forward to achieving many more milestones with you all. As one team, we will deliver NLNG Train 7 Project with No Harm and No Leaks! Let’s keep our eyes on the ball, we can do this! Let’s Stay Committed! Remember, If You See Something, Say Something or Do Something!!! Ali Uwais Project Director

T7 PErvoenjet cBtoaHrdSSE Kick-off Ceremony of the Train 7 Local Human Capacity Development Program T7 Project HSSE team connect with CSS team Presentation of Safety Award to Evomec Global Serv. Ltd Train 7 Project Safety Leadership Alignment Workshop

From Construction Nick Frieslaar Construction Manager Significantly, Quarter 1 of 2022 We are also on the cusp of mobilizing a saw the commencement of the dredger spread to the FAB area. This operation has required equal effort commensurate with Permanent Scope on Site as per such marine operations. Contractor has Schedule with the excavation of elected to bring the ~150km3 of dredge material onshore for onward distribution to the the CT Main Pipe Rack community, which added to the interfaces that foundation, to a terminal are required prior to execution. The dredger is expected to be on site early April. depth of 3.5m. By the end of March, we’d Meanwhile, onshore, the FAB area piling is mass excavated over progressing and will be completed by the end 20,000m3 of sand of April. Once the caping beam, additional from this area, which shore protection, navigation aids and FAB dredging are complete, activities will move in turn allowed us to from the existing MOF to this new facility. pour the first blinding concrete for the main pipe rack foundations. As Progress at the JV and Worker Village Camps March ended, the rebar workshop was continue to transform these sites. The current commissioned and rebar bending commenced. focus is on completing civil foundation works Shuttering arrived on site and trail mixing of and utility services in anticipation of the delivery concrete for the first structural pour, planned for of flat-pack units in August 2022. Short-term April and is progressing. We also opened up a flat-pack supply constraints are being managed new critical work front at SubStation-41. This through installation of Pioneer Camps at these means that, we can start to see the footprint of T7 locations, sized to support the Permanent coming into focus at the main site, as the preload Works. material has now been fully relocated. Congratulations to all. And finally, Company’s PP-Block office refurbishment has been completed, which Other significant achievements within this period significantly improves the office environment in anticipation of the mobilization of staff to site. include the recovery of the first sections of the Key focus at Site is on keeping everyone safe as abandoned underwater pipe that impacts the we open more work fronts using more local subcontractors and labour, while maintaining MOF extension. The concerted efforts of everyone focus on quality and timely progress. enabled us to safely mobilize a diving contractor and specialist equipment to expose, cut and recover this pipeline. Underscoring this achievement has been mobilizing the vessel, obtaining the necessary permits and stakeholder approvals to enable this activity to commence in the challenging environment off Bonny with its strong current and heavy traffic. To date all is going well and we hope to have fully recovered the 450m pipeline in the coming months. 3

Train 7 Construction Gallery - January 2022 JV Camp – Water Treatment Plant Foundation Workers Village – Foundation works JV Camp – Kitchen Foundation Works Workers Village – Foundation works FAB Sheet Piles Installation Shore Protection at Parcel F

Train 7 Construction Gallery – February 2022 Workers Village – Foundation works JV Camp – Foundation Works DECN office Erection – Roof Installation

Train 7 Construction Gallery – March 2022 Alternative Access Road FAB Sheet Pile Complete Train (CT) Foundation Excavation JV Camp – Foundations Workers Village Foundations

Train 7 Construction Gallery – March 2022 CT Foundation JV Camp Foundation Underwater Pipe Removal FAB – Sheet Piling FAB Dredger Arrives Site

ETNHEGINUEpEdRatSe’ Andy Stephens (Project Engineering Manager) The sustained effort by the Engineering and ORCSU team continued through Q1 2021 with Engineering maintaining progress ahead of plan, achieving a cumulative total by 25 March of 61.5% OOC and 53.1% IC. In terms of PEFSs ‘All-in-One’ development, the team has been supporting continued parallel workstreams through Q1 with ‘yellow’ review meetings, re-HAZOP of Catergory 3 actions and the start of package HAZOPs. Noting of the total of 2200+ actions arising from HAZOP/LOPA, OMAR, PEFS review etc., CPY had aligned with CTR by 25 March on resolution of more than 75%. Reflecting this significant change in design maturity, issue of IFCH PEFs by CTR started in March and will be complete by the end of April. Meanwhile the team continues, with close-out of Assurance review actions arising from the Commissionability, Operability & Maintainability, SAFOP and 60% Model Reviews in parallel. CPY has aligned with CTR on readiness and a plan for 60% model review of packaged equipment, starting April, all in preparation for the 90% Model Review currently planned for July 2022. The major workstream through equipment and material requisitioning continued to progress in Q1 with POs awarded for much of the remaining equipment including: (critically) Structural Steel for MPRs, Corrugated Plate Interceptor, Chemical Injection Skids, UPSs, Safety Valves (1st Lot), Metallic Expansion Joints & Ultrasonic Flowmeters. All disciplines continued to be involved with multiple PO kick-off meetings and Pre- inspection meetings in advance of fabrication start. Key PIMs held included Electrical scope for Main Refrigerant Compressors and GTGs, Regen Gas/End Flash Gas/HP Booster Compressors, Power Transformers and the Nitrogen Package. Meanwhile in the operations & maintenance space, we congratulate Christopher Kolade on his appointment to the role of ORCSURU Manager, effective 01 April. Recruitment of the first batch of 36 full-time operators and technicians continued according to plan with interviewing completed and management approval secured for the successful candidates. Certificate verification is ongoing with mobilization to site on track for end of May 2022. A lot of activities are going on as always… Thanks for the commitment and hard work from the whole team. Let’s keep it up and keep driving on towards a successful engineering delivery.

Christopher Kolade to manage Train 7 Operations Readiness, Commissioning and Start-up (OR/CSU) Cadence meetings were established to review the identified risks and to mitigate them to as low as reasonably practicable. The integrated activity readiness plan has been developed and being socialized with the Asset team for joint ownership. In order to strengthen this, a joint workshop is being planned for mid- June 2022 Introduction T7 OR/CSU team had an engagement with the SURU focal person in Barracuda Plant, located in OR/CSU department became autonomous with the Trinidad and Tobago, in order to learn from their appointment of Engineer Christopher Kolade as the SURU success story. This engagement will OR&A/CSU Manager, to manage the department. continue. He is the focal person responsible to ensure the achievement of successful Start Up and Ramp Up Recruitment of Operators and Technicians (SURU) of Train 7 project scope. The recruitment activity of the operators and His appointment took effect from 1st of April 2022. technicians that will support the commission, start He was previously the Commissioning and Start Up up and steady state operations of the plant is still Lead on Train 7 Project. in progress. The final list of 100 successful World Class Start-Up and Ramp-Up (WC SURU) candidates was approved by Executive Management (EM). The WC SURU Peer Assist was caried out in Verification of certificates is in progress and will December 2021 by the Shell P&T team, to assist be followed by medical tests. The first batch is NLNG in identifying any risk that could prevent expected to commence training in June 2022. faultless start up, ramp up and steady state operation of T7 . Recommendations from the Peer T7 Temporary Manpower Ramp up Plan & assist are being followed up with action closure as Progress the action items are being loaded into OMNISAFE The Contract for the provision of temporary third tool for tracking party OR/CSU personnel was awarded to As part of the efforts to manage SURU, the AMAIDEN and kicked off in Dec-21. Management Plan document was developed and Recruitment of the first batch of personnel have been shared for review and approval. commenced with the placement of adverts and receipt of CVs by the Contractor. Repeat of adverts on international platform was implemented to get more candidates. Review of already submitted CVs with AMAIDEN is ongoing.

Start Up Excellence – Flawless/Mgt of Repeated Failure Start-Up excellence philosophy replaces the previous Flawless Delivery Program. The 15-Q risk areas aims at identifying and mitigating risks to quality, utilizing Lessons Learnt, Risk Management, Flaw Mitigation and Best Practices. Shell Global Flaw list was compiled and jointly reviewed by the team. Maintenance Management Systems Computerised Maintenance Management System (CMMS) Build achieved 18.50% cumulative completion Material Master / Bill of Material (MM/BOM) Build achieved 3.7% cumulative completion. Interface Management with Existing Site Some interface activities include but not limited to: • Participation in the T7 Project – Asset Integration Committee meetings • Monthly regular connects with the Operations Manager and with the Operations leadership team. • Active participation in the Asset Work Group meetings. • Regular interface with the MRTA team in Asset. Note from the Project Director (Cntd from Page 1) team of the House of Representative Committee on Gas Resources that visited NLNG facilities in Bonny. The team was impressed with the progress made so far on the project and urged us to continue with the excellent working culture. The NLNG Board’s Local Content Committee also visited the project site and were equally impressed with the progress on site. We appreciate all our Asset Managers for the contributions and support they continue to provide. We will continue to work closely with all our stakeholders, externally and internally, towards the successful execution of this project. As with every project of this magnitude, there are bound to be challenges, and we are working on a continuous basis to appropriately manage challenge which may arise. I strongly believe that with the commitment the team continues to demonstrate and the support from all in the company, we will surmount every challenge effectively and efficiently. On behalf of the Train 7 leadership team, I want to once more take this opportunity to appreciate the Owners’ team, the Asset team, SCD JV and its Subcontractors for the diligence, hard work and collaboration. Special thanks to the Executive Management, Senior and Extended Management Teams for all the support. Together we surely will succeed in the delivery of this all-important project keeping our eyes on the ball. Thank you!

Stakeholder Management House of Rep Committee on Gas Resources and NLNG Management Staff The Train 7 Project site hosted some very important stakeholders in the first quarter of the year. First was the Board Local Content Committee. The team which was on ground to inspect various company’s project sites including the Train 7 construction sites. The 17-Member team of the House of Representative Committee on Gas Resources was also on ground to visit the construction site. The team was hosted by the MD/CEO Philip Mshelbila, both the Deputy Director Sadeeq Mai-Bornu and the Project Director Ali Uwais were also in the company of the legislators who were led by the Committee Chairperson, Hon Mutu Nicholas. Shareholders Local Content Committee (LCC) visiting team to T7 Project Sites

FACILITATION PAYMENTS Facilitation payments are usually “Small unofficial payments” to Government Officials to perform/expedite a job. In other words, those are payments made to induce a person to perform a duty which that person is already obliged to perform and where that payment exceeds what is properly due. Recognizing that facilitation payments are bribes, it must be noted that NLNG expressly prohibits such payments. Facilitation is illegal under Nigerian laws, UK Bribery Act and other applicable legislations. We need to be alert to any potential breach of our ethics and compliance requirements, plan to avoid such situations and be prepared to report any incidence in accordance with the Company’s Code of Conduct and Anti-Bribery & Corruption (ABC) Policy. If a facilitation payment is requested or has been made, please immediately inform your line manager or the E&C Manager and register it in the CoC register. Reporting allows us to put in place actions to remedy, correct and improve. Regards, Ali Uwais and Gianluca Cimolato

Management Site Engagements One of the core drivers for the Train 7 Project is Safety and demonstrating visible leadership on site through Management Site Engagements (MSE) is one of the key ways the management team shows their commitment to Goal Zero. In this quarter, we had the MD, Philip Mshelbila, the Production Asset (Common Facilities) Manager – Nnamdi Anowi, and the Construction Manager – Nick Frieslaar visit the various Train 7 constructions sites as part of their Management Site Engagement exercise. Their contributions to the safe construction of Train 7 is very much appreciated. The MD, Philip Mshelbila and the Train 7 Project HSSE Manager Adeniran Fadeyibi, at the JV Camp Blue Zone. The MD, Philip Mshelbila addressing workers at The MD, Philip Mshelbila addressing SCD JV the JV Camp construction site leadership team at the JV Camp construction site Production Unit (Common Facilities) Manager, Train 7 Project Construction Manager, Nick Nnamdi Anowi on Management Site Engagement Frieslaar on site engagement at the New Workers Village

T7 Engineering Data Warehouse (EDW) IMPROVED DATA DELIVERY By Ikoko Tonye, Oluwafemi Omoya, Shamsuddeen Bala In keeping with the data-centric theme of the project, EDW was implemented to solve the inherent data handover challenges in capital projects and deliver asset data integrity through digitization. Experts estimate around 4% of the total annual capital budget is spent on inefficiencies with data handover. EDW has enabled an incremental transfer of data from the EPC Contractor to the Owner’s team thereby making data readily available for independent review and validation. CHALLENGE SOLUTION Some of the challenges noted in data management From the beginning of Execute Phase of the Train 7 during project execution and the final handover to Project in 2020, the project strove to establish a operations include the following: solution to the challenges highlighted above, to • Lack of a suitable database and repository for support the effective receipt and efficient efficient data management, a system for the management of data. The selected solution is an EDW progressive delivery of data that allows for from AVEVA \"Asset Information Management (AIM) independent review and validation of the data Advanced\". This is a Project Visualization (PV) solution delivered by the EPC contractor. which provides a flexible and extensible platform for • Incomplete Doc-Tag relationship and Tag-Tag capturing multi-format project information from a relationship are a perennial problem which impacts on variety of sources and organising, comparing, and the operability and maintainability of the asset. So far, reporting on that information to ensure quality criteria the actions required and manual effort expended to are continually met. The T7 EDW is configured using establish these relationships in a bid to address this gap Information Standard Manager (ISM), Engineering have proved cost intensive. Information Specification (EIS), ISO 14224, Reference • Inconsistencies and incompleteness in equipment Data Library and NLNG specific requirements. description and attributes across engineering authoring tools. The information delivered at a one- Using RESTApi, it was linked with the T7 Project time handover of data creates a gap that is difficult to Electronic Data Management System (ASSAI Cloud). close across the value chain. Also, the lack of This ensures that documents in the EDW are As-is in integration among the different design and ASSAI Cloud. This enables a document-tag relationship engineering IT solutions used by the EPC contractor to be established. The EDW consists of: and the owner’s team will impact on the seamless • A solution for AVEVA NET gateways to consolidate handover from project to Asset. and process data, documents, and 3D model from different sources. • It is often difficult to access data during project • An upload utility to transfer the output from the delivery phase. It is either not available to the Owner’s processing system to the cloud where it is loaded into team or the information is present in piece-meal in the PV solution for the display, navigation and different systems. This makes engineering review searching of information. tedious and time consuming which could affect • A platform to report the quality of data. adherence to review cycles Service Level Agreements. These are some of the challenges faced that necessitated a tool for the effective management of project data during delivery phase to realize an efficient handover of data.

T7 Engineering Data Warehouse (EDW) IMPROVED DATA DELIVERY BUSINESS VALUE The T7 EDW is still at an infant stage of adoption, it went live in April 2021 with the core components while other secondary components were completed in August 2021. It may be too early to quantify the benefits in monetary value, however, a lot of tangible benefits have already been realized including: • Reporting: Significant reduction in man-hours for production of data status reports. A 2-day effort on data gathering and reporting reduced to one hour. • Established document-tag relationship: Overall productivity improvement in technical review: much less time required to search for all documents related to a tag. This has resulted in a savings of about 8 hours/doc saved on the 10,000+ documents required on T7 Project. • AVEVA - Assai - Plant Design Management System integration: Easy access to information: all types of data (1D, 2D, 3D) from different tools in different formats are collated together in one environment. • Seamless handover: T7 EDW aligns with Asset’s digital journey which allows seamless handover from Project to Asset. “NLNG's digitalisation journey and drive for a digital project delivery is progressing with the introduction of AIM Advanced (AVEVA NET). This EDW is a game changer in Engineering Data Management.” Ayodele Ajibade, NLNG Senior Data Engineer OUTCOME OFT7 EDW IMPLEMENTATION • Use conventional explorer-based hierarchy to navigate to an object (tags, documents, 3D models) rapidly and intuitively to view its data and associated links. • Use simple/advanced or query forms to search across all object types with single or multiple attributes to quickly access required information. • Hot-spotting tags for a document-tag/ tag-tag relationship. • View and access all documents (2D & 3D) related to a tag. • Quick selection and navigation to data of tagged items on hot-spotted drawings/3D models. • Add related items (tags, documents) to a set to open, print or export selected items in bulk. • Extract data status reports for compliance, completeness, and consistency. • Availability of load files of all equipment attributes available.

There is increased movement of heavy-duty vehicles (payloaders, tractors, fully loaded flatbeds) along the following roads due to the Train 7 Project Construction activities: 1- NLNG Liaison Road 2- Passenger Jetty Road 3- Finima Bonny Road (from Wilbros Junction to Workers Camp ) 4- JV Camp Road/Streets All road users are advised to observe all traffic rules, observe and obey the signages from the Traffic Flagmen

performance Train 7 Project Key HSE Performance Indicators March, 2022 Data Overall Project KPA

Train 7 Contracts and Procurement Team Leslie Welsh C&P Manager – NTP/6 Anwuli Agwunobi Richard Morris Simon Patrick Elliot Contract Engr Lead – Procurement Engr Lead – Contract Claim Engr Lead – NTP/61 NTP/62 NTP/63 Svenja Gerdes Aliyu Ahmed Olumide Ilori Contract Engr – NTP/611 Procurement Engr – NTP/621 Contract Claim Engr – NTP/631

T7 The visit of Ekeinde Ohiwerei – Technical General Manager - to the MOC Hamilton Dublin-Green’s birthday Inye Allwell-Brown’s birthday Kingsley Ozurumba’s birthday T7 HSSE Hangout with CSS