Contractor Risk Register Form - VP-RSM-FRM-059-002 Rev 00 - 2019-02-27

CLASSIFICATION: C1 - CONTROLLED # 897823469.xlsx

Project Title:

RISK REGISTER
Filename: -

NOTES:
CONTRACT NO

TITLE

RISK REGISTER Cover Sheet

0 Issued for Information ORIG. DOC. SIZE: A3 THIS IS A DATABASE PRINTOUT AND MUST NOT BE ALTERED MANUALLY REV.

REV DESCRIPTION DATE BY CHD APP'D APP'D Doc. No. Sht 001 Of 005

QP Confidential 06/10/2025 Page 1

CLASSIFICATION: C1 - CONTROLLED #

2/27/2019 1 VP CAPEX (MM)

2 DEPARTMENT CAPEX (MM)
3 DIVISION CAPEX (MM)

Department PI
Division PNM
Area MIC
Project #
Stage FEED
Category 3
PLC Value (QAR MM) QAR 150
PLC Duration (months) 36
Contractor
Contract#
Maximum Foreseeable Exposure (QAR MM)
CLASSIFICATION: C1 - CONTROLLED # 897823469.xlsx

Current Risk Assessment Residual Risk Assessment

Risk Demographic Risk data Status and follow up Action Information (1-2-3-4-5)
(1-2-3-4-5)

Performance

Performance
Quality and

Quality and
Probability

Probability
Contract Title

Contractor
Contract #

Schedule

Schedule
Risk Action(s) Action
Contract (As a result of ….) Risk Title / Event (which would lead to ...) Ownership Current Risk Current Risk Responses Already In Place Action Residual Risk Residual Risk

Cost

Cost
Primary Value Drivers RBS Risk Type Risk Owner Risk Status Response (Specific, Measurable, Attainable, Action Status Planned Finish
RISK ID Cause (may happen) Consequence Status Score Severity (Optional) Owner(s) Score Severity
Strategy Realistic, Timely) Date(s)

Lack of Contractor's engineering may give priorities to other delay in schedule Maximum Schedule M-Proj Threat Accepted Open Reduce 3 1 2 2 6 MEDIUM 1) Add Engineering Resources / Accepted 2 1 2 2 4 LOW
personnel resources projects lead to Late issuance of Certainty Mngmt/Exec Manpower Histogram status in the
FEED design deliverables Plan Weekly progress review meeting
1. FEED Contractor Schedule agenda
req 2) Add MDR status in the Weekly
CS-R-001 2. Weekly Progress Meeting progress review meeting agenda
req.
3. Manpower Histogram req

QP Confidential 06/10/2025 Page 3

 CLASSIFICATION: C1 - CONTROLLED #

RBS

T-Requirement Specification
T-Technology / Performance
T-Complexity & Interfaces
T-Quality
T-Engineering
T-Construction
T-Installation, Hook-up & Commissioning
T-Start-up, Performance Testing & Hand-over
M-Strategy
M-Organisational / Stakeholders
M-Project Management / Execution Planning
M-Human Capital / Resources
M-Information Management / ICT
M-Supply Chain / Contracting Strategy
C-Contractual
C-Financial / Economic / Market
C-Government & Regulators
HSE-Technical Safety
HSE-Construction Safety
HSE-Environmental

Level 1 Level 2
Requirement Specification
Technology / Performance
Complexity & Interfaces
Technical

Quality
Engineering
Construction
Installation, Hook-up & Commissioning
Start-up, Performance Testing & Hand-over
Strategy and Portfolio Management
Management

Organisational / Stakeholders
Project Management / Execution Planning
Human Capital / Resources
Information Management / ICT
Supply Chain / Contracting Strategy
Contractual
Comme
rcial

Financial / Economic / Market

Government & Regulators
Technical Safety
Environ
Health,
Safety

ment

Construction Safety
&

Environmental
CLASSIFICATION: C1 - CONTROLLED #

Financial Schedule
Likelihood People
(PLC) (PLC)
Environmental Reputation and Compliance

- international reputation impact; significant

Persistent severe environmental
press coverage
damage; loss of commercial,
Catastrophic 5 Multiple fatalities >350 MM QAR > 12 Months
recreational or natural resource
- Non-compliance with international laws and
Qatar State laws; national government
use over a wide area
intervention

- Regional reputaiton impacts, moderate

Severe environmental damage
Single fatality or press coverage
100 - 350 MM that will require extensive
Major 4 permanent
QAR
6 - 12 Months
measures to restore to
- Non-compliance with governing institutions;
disability moderate national or international
beneficial use
government intervention
Impact

- National reputaiton impact; limited press

Limited environmental damage coverage
Major injury or 50 - 100 MM
Severe 3
health effect QAR
3 - 6 Months that will persist or require - Non-compliance with international
cleanup standards; action from international body or
internal audit

Minor environmental damage, -Limited reputational impact to company

Minor injury or
Minor 2
health effect
10 - 50 MM QAR 1 - 3 Months but no lasting effect or cleanup - Non-compliance with QP procedures; QP
required internal action

- Slight to no reputaitonal impact or

Slight injury or Slight environmental impact,
Slight 1
health effect
< 10 MM QAR < 1 Months
contained within premises
awareness
- No intervention likely

1 2 3 4 5
Rare Unlikely Possible Probable Common High Risk - Risk must be reduced. Risk cannot be accepted unless an exemption or formal acceptance has been approved by EVP/VP/CM.
Exception approvals must be documented. High risks must have clear risk and mitigation owners, and are subject to periodic review by the
1 in 30 to 1 in 10 1 in 10 to 1 in 5 1 in 5 to once a More than once Executive Leadership Team (ELT). TheEnterprise Risk Management (ERM) team provides monitoring and consoidated reporting of high risks,
Frequency 1 in 30 years
years years year a year including results from "deep dive" risk assessmenents, mitigation planning and implementation.

Probability <= 0.03 0.03 to 0.10 0.10 to 0.20 0.20 to 1 >1

Medium Risk - Reduce risk to as low as reasonably practicable(ALARP). Accountability for these risks sit with Department Managers and
affected stakeholders. If mitigation is incomplete or not to be pursued, the residual risk remaining must be formally accepted by the risk
approver [Department Manager ]. The ERM team shall collect information on all medium risks for enterprise risk reporting.
Has occurred Has occurred
Has occurred Has occurred
more than once more than once Has occurred
within the global more than once
Historical within the global within the global more than once
O&G industry a year at QP Low Risk - Risk is generally accepted, is subject to ongoing monitoring and reporting by the Directrorate management team. The
Occurrence once over the
O&G industry O&G industry at QP over the
over the last
over the last 30 over the last 10 last 5 years effectiveness of exisitng controls remains a top priority, especially for those risks which can quickly escalate and have major or catastrophic
last 30 years several years impacts. Low residual risks with high inherent risk profiles will be reviewed and reported periodically by the ERM team.
years years
CLASSIFICATION: C1 - CONTROLLED #

Project Project
Cost Duration
(MM)* (months)*
1 22.5 CONSEQUENCES TO CONTRACT OBJECTIVES PROBABILITY
0-5% 5-20% 20-50% 50-80% 80-100%
Quality /
Cost / Benefit Schedule 1 (VL) 2 (L) 3 (M) 4 (H) 5 (VH)
Performance

>10% of Non-conformance of
> 5% of
5 (VH) Capex
> 0.1 MM Execution > 2.3 months critical systems / Major
Schedule Impact on Performance

Non-conformance of major
6 - 10% of
3 - 5% of functional systems /
4 (H) Capex
0.1 - 0.1 MM Execution 1.4 - 2.3 months
Significant Impact on HIGH
Schedule
Performance
IMPACT

2 - 6% of Non-conformance of minor
1 - 3% of
3 (M) Capex
0.1 - 0.1 MM Execution 0.5 - 1.4 months systems / Medium Impact MEDIUM
Schedule on Performance

Sufficiently meeting the

1 - 2% of
0.5 - 1% of specification /
2 (L) Capex
0.1 - 0.1 MM Execution 0.3 - 0.5 months
Low Impact on LOW
Schedule
Performance

Substantially meeting the

<1% of
< 0.5% of specification / Meeting
1 (VL) Capex
< 0.1 MM Execution < 0.3 months
expected Level of
Schedule
Performance
CLASSIFICATION: C1 - CONTROLLED #

Risk Register Column Meaning / Content Notes:

Cause
Short description of the cause(s) leading to the risk event
(As a result of ….)

Risk Title / Event Short title capturing the risk event

Consequence
Short description of the impact of the risk event
(which would lead to ...)

Risk data
Minimum Capex, Minimum Opex, Shortest Schedule, Maximum
Primary Value Drivers Primary Project Objectives for project management that drive the success of the project Schedule Certainty, Minimum Interfaces, Minimum Owner
Resources, HSE Compliance, Maximum Capex Certainty

RBS Risk Breakdown Structure Predefined Risk groups (Technical, Management, Commercial,
HSE) and sub-groups for mapping of risks
Risk Owner Responsible person for managing the risk

Ownership Status Proposed; Accepted "Proposed" when the assigned Risk Owner is not present to
accept ownership
Status and Risk Status Open; Closed
Follow-up
Strategies in response to Threats: Avoid; Transfer; Reduce; Accept.
Risk Response Strategy
Strategies in response to Opportunities: Realise; Share; Enhance; Accept

Probability Enter values 1 to 5 based on RAM

Cost Enter values 1 to 5 based on RAM
Current Risk Schedule Enter values 1 to 5 based on RAM
Assessment
(1-2-3-4-5) Quality and Performance Enter values 1 to 5 based on RAM
Current Risk Score Calculated field - DO NOT Edit
Current Risk Severity Calculated field - DO NOT Edit

Escalation QP RISK (Y/N) Used to identify Contractor Top Risks (Yes / No) for escalation to QP Project Risk Register

Responses Already In Place

Processes/procedures in place or actions completed to address the risk
(Optional)
Action(s)
Action (Specific, Measurable, Attainable, Should be SMART (Specific, Measurable, Attainable, Realistic, Timely)
Information Realistic, Timely)
Action Status Proposed; Accepted; In Progress; Closed Dropdown menu
Action Owner(s) Responsible person for implementing the action
Action Planned Finish Date(s) Future date
Probability Enter values 1 to 5 based on RAM
Cost Enter values 1 to 5 based on RAM
Residual Risk Schedule Enter values 1 to 5 based on RAM
Assessment
(1-2-3-4-5) Quality and Performance Enter values 1 to 5 based on RAM
Residual Risk Score Calculated field - DO NOT Edit
Residual Risk Severity Calculated field - DO NOT Edit