Link SDVOSB Past Performance Summaries

TABLE OF CONTENTS
.................................................................................................................................................................................. 1
INTRODUCTION TO LINK RESOURCES ............................................................................................................................4
BIOFUEL: CELLULOSIC ETHANOL ....................................................................................................................................5
Cellulosic Ethanol from Municipal Solid Waste ......................................................................................................... 5
BIOFUEL: BIODIESEL FROM BEEF TALLOW ....................................................................................................................7
Australian Biodiesel Group Technology Development, Plant Startup, and North American Market Penetration ... 7
Key Issues Relevant to Transition Success ................................................................................................................ 7
Technology Optimization: .....................................................................................................................................7
Economic...............................................................................................................................................................8
Marketing..............................................................................................................................................................8
Operations and Maintenance ...............................................................................................................................8
Link Scope re: Developing ISO-9000 Consistent Processes ....................................................................................... 8
Level 1 Processes per ISO-9000 Quality Manual ...................................................................................................8
Level 2 Processes ..................................................................................................................................................8
Level 3 Processes ..................................................................................................................................................9
DEPARTMENT OF ENERGY: BIOFUELS/BIOMASS .........................................................................................................10
Summary ................................................................................................................................................................. 10
WGS ENERGY: BIOMASS POWER PLANT .....................................................................................................................12
Introduction ............................................................................................................................................................ 12
Why LINK Was Selected .......................................................................................................................................... 12
LINK Scope and Accomplishments .......................................................................................................................... 13
Outage Philosophy and Plan ...............................................................................................................................13
Management of Outages ....................................................................................................................................13
Staffing ................................................................................................................................................................14
Utilization of Outside Contractors ......................................................................................................................14
NATIONAL TRIGENERATION CHP COMPANY ...............................................................................................................15
Introduction ............................................................................................................................................................ 15
Link’s Role ............................................................................................................................................................... 15
Project Description .............................................................................................................................................16
SOURCE ENERGY ..........................................................................................................................................................18
Introduction ............................................................................................................................................................ 18
Why LINK Was Selected ......................................................................................................................................18
LINK Scope and Accomplishments ......................................................................................................................19

SAMPLE PAST PERFORMANCE PROJECT SUMMARIES
NATIONAL COMMERCE BANK .....................................................................................................................................22
Introduction ............................................................................................................................................................ 22
Why LINK Was Selected .......................................................................................................................................... 22
LINK Scope and Accomplishments ......................................................................................................................23
NORTH BRANCH GENERATING STATION .....................................................................................................................24
Executive Summary: ................................................................................................................................................ 24
Facility Description .................................................................................................................................................. 24
Link Scope and Accomplishments ........................................................................................................................... 25
BELLEMEADE GENERATING STATION: COGENERATION ..............................................................................................28
Summary ................................................................................................................................................................. 28
LINK Scope:.............................................................................................................................................................. 28
Combustion Turbines/generators .......................................................................................................................28
Heat Recovery Steam Generators .......................................................................................................................28
Steam Turbine/generator and Cooling System ...................................................................................................29
Fuel Supply ..........................................................................................................................................................29
Water Supply ......................................................................................................................................................29
Budget .................................................................................................................................................................29
INTERNATIONAL PAPER: COGENERATION ...................................................................................................................30
Background ............................................................................................................................................................. 30
Facility Description .................................................................................................................................................. 30
Link’s Scope ............................................................................................................................................................. 30
PORTSMOUTH GASEOUS DIFFUSION FACILITY: TRANSITION MANAGEMENT ............................................................32
Background ............................................................................................................................................................. 32
Link Scope ............................................................................................................................................................... 32
Link Accomplishments............................................................................................................................................. 34
TRANSITION MANAGEMENT: GENERAL ......................................................................................................................35
Introduction ............................................................................................................................................................ 35

October 2012 Cellulosic Ethanol

INTRODUCTION TO LINK RESOURCES
Founded in 1994, Link Resources, Inc. (LINK) is a Service Disabled Veteran Owned Small
Business with broad operations-related capabilities in the energy space, including O&M,
commissioning, construction management, energy consulting, and so on. LINK has more
energy-related experience than any other SDVOSB.

LINK’s core competence lies in the operation and transitioning of complex facilities. We take a
holistic perspective, integrating technical, contractual, organizational, human, and operational
matters. LINK has provided full-scope facility management services to an array of diverse
clients - - both domestic and international, with turn-key responsibility for staffing, maintenance,
interface with stakeholders, and ultimate facility performance that exceeded expectations. LINK
has also executed dozens of projects relating to energy services, transition management, and
general consulting to the broadest range of clients, often focusing on designing and
implementing transition plans or portions thereof.

LINK is staffed with a team of senior personnel all of whom had experience in operations and/or
maintenance - - across a spectrum of fuels, energy technologies and contexts:

 Fuels: Coal, waste coal, natural gas, refined oils, crude oil, wood, other cellulose,
garbage, other waste fuels, nuclear;

 Traditional Technologies: PC/stoker/CFB boilers, steam and gas turbines, combined-
cycle, simple-cycle, tri-generation, large chillers, condensers (including air-cooled), water
treatment, and the spectrum of associated balance-of-plant equipment;

 Renewable Technologies: Biofuels (including non-food based biodiesel and bioethanol),
cellulosic ethanol, biomass combustion, biomass gasification, wind, and solar;

 Applications: Steam for electricity, steam for process and heating, waste heat for steam,
electricity for cooling, waste heat for regenerative cooling, biofuel for transportation;

 Clients: Commercial, industrial, utility, Federal. Domestic and Off-shore.


BIOFUEL: CELLULOSIC ETHANOL
Cellulosic Ethanol from Municipal Solid Waste
In 1999 Link was awarded a project to
assist Masada Resource Group in the
development and planning of a large
cellulose-to-ethanol project using a
strong-acid approach on Municipal Solid
Waste feedstock. Link was also awarded
EPC oversight (including pilot projects
for particularly troublesome sub-
systems), commissioning and long-term
operations contracts for the yet-to-be-
constructed plant in Middletown, NY. The
complex plant included MSW sorting, drying, hydrolyzation and cellulose conversion, acid
recovery, fermentation, and distillation. The plant utilized dried sewage sludge converted to
steam via a fluidized bed boiler, and had several profitable byproducts such as typical MSW
rejects (e.g. aluminum), CO2, soil treatment, and green fuel. Link’s assignments during the
project period included oversight of the prime EPC contractor, Kvaerner, during engineering and
procurement; Link’s prime focus was the constructability and the operability of the processes
and systems. Link also, in joint effort with Kvaerner, developed all O&M policies and procedures
for plant equipment and systems. The first facility has not yet been constructed due to difficulties
in obtaining investors in the $400M facility.

Link’s Full-scope O&M Contract included:

 Develop Accounting infrastructure  Develop HazCom plan for post-Acceptance
 Develop Administrative processes  Procure Accounting Software
 Develop Filing System for post-Acceptance  Procure Human resource software
 Develop list of Furnishings  Procure Information management software
 Develop list of tools for Operator  Procure Inventory & warehousing software
 Develop Operating Plan  Procure Network and office software
 Develop Information management infrastructure  Procure Planning/scheduling software
 Develop Environmental emissions  Procure Trending, predictive maintenance,
documentation/reporting formats data analysis software
 Develop Sustainability & Environmental Mgt  Develop Operability and maintainability
program specifications
 Develop specification for Vendor manuals &  Develop Warranty program management
documentation plan for post-Acceptance



 Recruiting/Interview trips & expenses  Develop manpower loading/mobilization chart
 Develop Human resource infrastructure  Develop Training program
 Develop program/list Employee recognition  Develop Performance and condition
programs monitoring plan
 Procure Predictive maintenance equipment  Develop Safety Program for Post-Acceptance
 Develop Inventory Mgt & warehousing policy  Develop Maintenance policy & programs
 Develop Spare parts inventory mgt system  Procure Procurement software
 Procure Office furnishings and equipment for  Develop Engineering Program for Post-
operator Acceptance
 Develop numbering convention: Design  Training Video library
equipment/system numbering convention for  Procure Timekeeping Software
construct  Procure all tools
 Identify and risk mitigate possible alternate
scenarios, including construct delays, early
completions, and need for additional personnel,
with resultant impact on Link staffing and
associated costs



BIOFUEL: BIODIESEL FROM BEEF
TALLOW
Australian Biodiesel Group Technology Development, Plant Startup, and
North American Market Penetration
Link Resources, Inc. was engaged by Australian Biodiesel Group (ABG) to complete the startup
of their first full-scale (40 MMgpy) biodiesel plant in Australia, and then develop and transition
their organization, processes, and technology into the North American market. The scope
included development of the entire business, administrative, process, technical, and human
infrastructure. The transition and infrastructure development had to be in compliance with the
requirements of ISO-9000.

The final organization would have approximately 120 staff at distributed facilities across North
America, requiring a comprehensive yet efficient communications and reporting process that
can support quality control requirements, team-working, regulatory compliance, and advance
economies of scale. Budgets managed by Link will exceed $200 million, and annual revenues
are anticipated at $300 million.

Australian Biodiesel Group (ABG), a subsidiary of Transfield,
initially utilized Link in the startup and commissioning of its
40 mgpy continuous transesterification facility in
Queensland. Link’s contract expanded into creating the turn-
key administrative process, financial, and administrative
infrastructure for the fleet of biodiesel facilities they intended
to build in the U.S. This infrastructure included plans and
schedules for EPC/commissioning/operations, draft
specifications and contracts for EPC, all personnel and
organizational policies/procedures, all O&M policies and procedures, staffing and compensation
plans, and the Operating Plan.

Key Issues Relevant to Transition Success
Technology Optimization:
 Quality control when utilizing used oils animal fat feedstocks
 Production quality control
 Ability to quickly/smoothly switch between/blend different feedstocks (possibly including
eventually palm oil)

October 2012 Biodiesel

Economic
 Quality of North American business modeling
 Feedstock delivery pricing and predictability
 Final biodiesel production cost and sensitivity to petro-diesel prices
Marketing
 Clarity of target markets
 Facility proximity to target markets
Operations and Maintenance
 Although the cost of operations and maintenance is proportionally small compare to
feedstock costs, prudent and high-quality operating practices can reduce production
costs and add to income. During periods where margins get squeezed, the more efficient
plants will have the competitive edge.
 Quality control of product is critical to ABG reputation and to achieve top dollar for the
market.
 State of the art maintenance practices lead to reduced downtime and therefore
increased plant production.

Link Scope re: Developing ISO-9000 Consistent Processes
Level 1 Processes per ISO-9000 Quality Manual
 Link to Quality Level 3 Processes
 Management Responsibility
 Quality System
 Internal Quality Audits
 Document and Data Control
 Control of Quality Records
 Process Control
 ID and Traceability
 Inspection and Testing
 Nonconforming Product
 Corrective and Preventive Action
 References

Level 2 Processes
 Policies
 Link-Generated References that will fade away
 Internal Procurement Specifications
 Board Governance
 LLC Operating Agreement
 Note: Quality Policy is a "Level 1"



Level 3 Processes
 Safety & Health (SH) Processes (Manual)
 Security Processes
 Human Capital (HC) Processes
 Commercial Management (CM) Processes
 Commissioning Processes (Manual) 01 91 00
 Standard Operating Processes (SOP)
 Training Processes
 Index of Archived Processes
 Quality Program Processes (QPPs)
 Work Mgt (WM) Processes
 Material Capital (MC) Processes
 Sustainability (SU) Processes
 Information & Communications (IC) Processes



DEPARTMENT OF ENERGY:
BIOFUELS/BIOMASS
Summary
Link Resources, Inc. has been engaged by the Department of
Energy and the Department of Agriculture in several projects to
assist in the evaluation of solicitations from biofuel and/or
biomass technology companies interested in receiving Federal
grants or loans for the Demonstration pilot and demonstration
plants using technologies that could be commercially viable in
the short term. During the assignments Link provided
DOE/DOA with perspectives using a broad spectrum of
technologies and different contexts including:

 MSW (cellulosic portion) to ethanol processes using strong acids (see separate
project description)
 Ethanol Generation from Waste Sugars using immobilized microbe bioreactor
technology: including waste water treatment and recycling of waste carbon
sources.
 Conversion of Agricultural residue (corn stover and other lignocellulose biomass)
to Ethanol and Ethyl Acrylate: included pretreatment of feedstock into pellets and
subsequent hydrolyzation of cellulosic and hemi-cellulosic fractions, as well as
other subsequent and other chemical treatments
 Production of Cellulosic Ethanol from Corn Stover: using yeast technology for the
fermentation of both five and six carbon sugars while simultaneously co-
produces high value co-products such as the cellulases, hemi-cellulases, or other
important industrial enzymes.
 Fuel Ethanol from Barley: producing parasitic electricity and thermal energy from
available biomass (waste wood and other plant based products); recovering CO2
from the ethanol fermentation process to produce commercial grade liquid CO2
for the production of dry ice and to use in the on-site greenhouses. Utilizing
waste process heat, available water, available land and CO2 in on-site
greenhouses.
 Cellulose to Ethanol Conversion using Enzymes: implementation of 2nd
generation technologies to improve the overall performance of existing cellulose
to ethanol conversion using enzymes. Feedstock to be further investigated
included bagasse, energy cane, high biomass, sorghum, wood, switchgrass, corn
stover, and miscanthus.
 “Drop-In” Bio-refineries: improving harvest operations and maximizing the
ethanol yield/acre of fermentation of sweet sorghum, and establishing small

October 2012 DOE Biofuel/Biomass

commercially viable “drop in place” bio-refineries, combined with a decentralized
network of fueling stations where the ethanol would be blended “at the pump”.
 Re-purposing of a Corn-based Ethanol Facilities: redesigning corn-based ethanol
facilities to use alternative feedstocks.
 Biomass gasification: for steam generation.
 Biomass combustion: utilizing a variety of technologies including stationary and
moving stoker grates, and fluidized beds.

Link’s scope included comprehensive reviews of financial, technical,
and commercialization plans within proposals. Reviews were followed
by panel discussions with cross-disciplined panelists, oral
summaries, written summaries and final formal evaluations.

October 2012 DOE Biofuel/Biomass


WGS ENERGY: BIOMASS POWER PLANT
Introduction
WGS Energy builds and acquires green/sustainable energy generation and energy
transformation facilities. A representative project is the 65MW (gross) electric production facility
in Twiggs County Georgia that gasifies biomass to develop steam for direct conversion to
electricity and for heating and drying of incoming feedstock. LINK was engaged after a
competitive bidding process to select the multi-year Operator, wherein LINK offered a more
comprehensive and yet more detailed and credible than a much larger rival.

Why LINK Was Selected
Since biomass plants have a high degree of complexity, one of WGS concerns was having an
Operator who had direct experience and also the predisposition to 1) customize the plant for the
specific needs of the client, and 2) focus on maintenance and outage management. The
technology and equipment complexities include chipping the incoming organic waste, drying,
storing, conveying, feeding, gasification, gas cleaning, combustion, waste heat-to-steam
generation, large electric turbine-generators, switchyard and interconnection with grid, ash
handling and disposal, heavy truck traffic in/out leading to safety, security, and local neighbor
concerns, and so forth

One particular aspect of LINK’s “Conduct of Maintenance” approach that impressed WGS was
our planning for Short Notice Outages (SNOs). With the amount of equipment, the complexity of
the processes, and the overall lack of redundancy in design, there is no doubt that equipment
will fail; the issue is really how quickly the Operator can get it back on line at full capacity. LINK
developed a protocol for SNOs that involves:

1. A basic Reliability Centered Maintenance (RCM) approach that utilizes the Operator’s
experience and information from equipment vendors to identify points-of-likely-failure.

2. A review of spare parts requirements to ensure replacement parts are available to make
associated repairs.

3. Storing associated sets of spare parts so that they can be immediately retrieved “as a
package” if/when a pre-identified SNO occurs.

4. Identification and pre-location of tools necessary to make specific SNO repairs.

5. Preparation (and sometime even rehearsal) of the maintenance team to optimize their
mobilization and task-performance to complete the repair in the minimum time.

October 2012 WGS Energy- Biomass

6. Iteration on the above as lessons are learned.

LINK Scope and Accomplishments
In addition to the broad scope associated with a multi-year O&M contract (some elements of
which are addressed elsewhere in this document), the following focuses on Outage Philosophy
and Planning which was particularly important on the Twiggs County project.

Outage Philosophy and Plan
Plant outages are scheduled in the Spring and Fall, to avoid peak seasons and any
demonstration periods established by Georgia Power. The philosophy of the Spring
outage is characterized by:

 complete maintenance essential to operate until Fall
 thoroughly inspect systems in order to plan for the Fall inspection
 test and challenge the plant planning, scheduling, contracting, parts ordering,
and outage management skills so that an improvement plan can be
accomplished prior to Fall outage
 execute the predictive maintenance program that includes boiler and turbine
predictions based on inspection & test criteria.

The philosophy of the Fall outage is:

 complete all maintenance necessary to operate for 18 months without
another outage
 double-check inspection to ensure spring outage inspection process was
adequate
 again test & challenge the outage management system & try to improve
 prepare for winter (i.e. plant winterization)

Management of Outages
The formality of the maintenance planning and scheduled activities warrants attention.
For example, planning for major scheduled outages begin 18 months in advance, with
very clear accountabilities established. Major vendors are notified and invited to
participate in the planning exercise, and requested to justify their cost-effectiveness on
the outage. Depending on the specific skills of the management team, planning and
scheduling software may be appropriate for outages.

Pending maintenance for equipment that can only be accomplished during shutdowns
are closely managed and preparations made such that the facility can effectively utilize
any unscheduled outage to complete such maintenance. Additionally, the maintenance


department continually plans routine maintenance, inspections, and predictive
maintenance that can only be performed when equipment is off-line, so that it will be
performed during periods when the plant is dispatched off-line

Staffing
Major OEM vendors are urged to provide maximum input regarding their experiences
and lessons learned in their recent outage support roles. Refractory deterioration
remains a major concern OEMs are closely consulted to ensure cost-effective
management of the high cost and high impact problems. The entire staff is utilized to
maximum potential in order to reduce the requirements for outside contractors and
temporary employees.

Utilization of Outside Contractors
Reliance on contractors can readily become excessive. In particular, mechanical
contractors, welding, and cleaning/vacuum services can often be reduced given the
capabilities of the work force; and the money that is saved can be better spent the
capital purchase a vacuum/cleaning truck.

LINK’s philosophy on the use on contractors is clear. They are necessary only when: 1)
personnel on site have no additional capacity to perform the function, and failure to
complete the work will or could likely result in expenditures or loss of revenues in excess
of the cost of the contractor; or 2) when the work to be done in accordance with the
Operating Plan requires skills, tools, or licenses not held by the facility.

LINK’s contractor selection process/criteria includes a solid program for competitive bidding,
closely assessing experience, resources, price, responsiveness, and risk-sharing
concepts. Value is considered more important than low price. Disadvantaged
businesses are seriously considered for all subcontracted work.

LINK believes that general services agreements can frequently be a cost-saving mechanism
for frequently utilized services and such contracts will be pursued for construction,
welding, civil work, etc. The client’s resources are considered at all stages of the
purchasing and contracting process to ensure that the client’s resources are utilized if
cost effective and appropriate.



NATIONAL TRIGENERATION CHP
COMPANY
Introduction
NTCC is a leading energy services company in the Middle East, delivering reliable and
environment-friendly cooling, heating, and power (CHP) to commercial, industrial and
governmental organizations. NTCC is at the forefront of the Middle East in acquiring inefficient
energy facilities and improving the performance by adding cogeneration and trigeneration
solutions. NTCC also builds energy efficient facilities at greenfield and brownfield sites. They
offer build-own-transfer (BOT), as well as build-own-operate (BOO) solutions in power,
cooling/steam, and water desalination.

Although NTCC is a relatively young company, NTCC is now either managing or in the process
of assuming control of 100,000 tons of cooling, 80 MW of electrical generation, and 59,000 lb/hr
steam. LINK has been a partner with NTCC since 2008 since NTCC recognized they had
neither the O&M skillsets nor infrastructure to operate and maintain their facilities.

Link’s Role
LINK was engaged to develop NTCC’s entire organizational, process, and administrative
infrastructure for its O&M division while it operated and maintained current and imminent energy
facilities. LINK is included as a “partner on NTCC’s web page
http://www.ntcc.com.sa/index.php?option=com_content&view=category&id=69&Itemid=91&lang=en).

NTCC’s traditional energy generation/transformation technologies utilized at facilities:

 Electric chillers
 Regenerative chillers (using waste heat input)
 Steam Boilers
 Power generation
 Plus balance of plant to include of course cooling
towers, condensers, piping, valves, motors,
pumps, motor control centers, transformers,
programmable logic controllers (PLCs), Aerial View of KKMC
distributed control systems (DCS including Mark V, WDPF &
Emerson Delta V), compressed air, water purification, etc.

October 2012 Source Energy-CHP

With the award of the King Khalid Military City contract, additional larger frame technologies
include a (CHP) plant consisting of 200MW of Westinghouse 251B Gas Turbine electricity
generation, eight 6,500 ton chillers, GE/Woodward DCS controls, 10 CW pumps, and a
distributed CW/HW pipe feed and return system to over 80 buildings on the 5000-man KKMC
military city. Gas Turbines are being upgraded to combined cycle with Heat Recovery Steam
Generators (HRSGs).

Project Description
As part of LINK’s broad scope to operate and maintain existing and future facilities, it was
necessary for Link to establish a standard corporate-wide O&M program; and operated and
maintained existing and newly acquired/built CHP energy facilities. Total scope included:

 Identified, recruited and hired operators, technicians, and manual labor
 Developed and executed transition plans that optimized the assumption of O&M
responsibilities of existing facilities
 Developed and implemented Operating Plans
 Provided management and supervision as necessary
 Provided recruiting, policies/procedures;
 Developed and implemented QC programs
 Developed and implemented safety training programs
 Developed and implemented commissioning plans and services
 Prepared O&M budgets for existing plants as well as in proposals for new plants
 Developed transition budgets
 Designed and set-up Computerized Maintenance Management Systems (CMMS)
 Assisted the client in the preparation of proposals for new projects
 Working with Performance Improvements (PI) Ltd, designed and installed PI control
system remote monitoring system that interfaced with control systems including Mark V,
WPDF, and Emerson Delta V
 Managed environmental compliance
 Assumed direct interface with on-site clients which was essential to the customer
relationship management (CRM)
 Performed numerous other tasks

LINK built a world class O&M organization and infrastructure that became an effective part of
the NTCC business model. NTCC energy facilities have high operational demands; in other
words, NTCC clients expect cooling, heating, and power 24/7/365 and failure to provide such
services is not an option. In the exacting environment, LINK’s O&M services exceeded
expectations by delivering 24/7 CHP even during severe circumstances (e.g. weather), that
otherwise could have been claimed as force majeure.



SOURCE ENERGY
Introduction
In partnership with its customers, Source Energy (SE) finances, develops, builds, operates and
maintains advanced power technologies that serve the long-term heating, cooling, and power
requirements of commerce, industry, and government. Backed by significant financial resources
and an extensive network of influential relationships, Source Energy takes full responsibility for
ensuring customers efficient, sustainable and reliable district energy and district cooling
services, tailored to custom needs, from a single outsourced provider.

Source Energy provides cooling, heating and power solutions on a Build-Own-Operate-Transfer
(BOOT) basis. Source Energy recently won a Saudi Arabian Riyal (SAR)1 BILLION Saudi
Arabian contract from for providing the 2nd Industrial City in Jeddah with central cooling &
power services. It will supply the industrial city with about cooling and electrical power. The
district cooling network will be operated by Source Energy for 30 years. LINK is under contract
to operate and maintain projects engaged by Source Energy.

Source Energy provides cooling, heating and power solutions on a Build-Operate-Transfer
basis. An example of one large project includes:

 Jeddah Industrial City 2: A SAR 1 billion contract from MODON provides the 2nd
Industrial City in Jeddah with a central CHP facility. Source Energy supplies the City with
approximately 80,000 tons of cooling, and produces over 50 MW of electrical power.

Smaller projects include:

 Al Anoud Tower in Riyadh
 King Road Tower CHP Plant in Jeddah,
 Al Khobar Lakes Power Plant in Al Khobar.

Each of which has either electric chillers, and/or regenerative
chillers, and/or steam boilers, and/or power generation (e.g.
diesels), plus extensive balance of plant, water treatment, and large cooling towers.

LINK was engaged for some of the same reasons elaborated in the NTCC section above. The
selection was also heavily influenced by LINK’s operating philosophy and culture, since SE was


convinced that the following critical components must form the basis of any contractual
operator-client relationship for a multi-year engagement:

1. a willingness to “partner” and work in an honest, trusting environment to achieve mutual
goals

2. flexibility, since over the long term it is not possible to consider all the combinations of
events that may occur; agreements don’t govern good relationships as much as good
relationships govern the agreements, and

3. sufficient depth to provide necessary scope: for example, there has been a general
tendency for many companies to undervalue the administrative, human resource, and
security skills that are required to ensure compliance with law as well as maintain a
workforce that can provide the exceptional levels of service

Source Energy was also impressed with LINK’s focus on developing comprehensive Operating
Plans for existing and new CHP projects, which would comprehensively address operating
formality, maintenance skillsets, compliance with policy and procedure, training,
planning/scheduling/budgeting, safety, and response to emergency/non-routine situations.
LINK's initial assessment of existing SE facilities led to the conclusion that, in order to attain the
largest short-term improvement in plant reliability, the first year's focus of investment should be
on safety training, and programmatic maintenance.

LINK was initially hired to provide elements of SE’s operational infrastructure and scope
expanded into LINK’s provision of complete O&M services. Since then it has managed the
development of the infrastructure and functionality of the entire Operations Division of Source
Energy.

With respect to safety, the focus that LINK stressed to SE centered around two equally
important factors: 1) an emotional investment in safety, and 2) the the lack of a safe work
environment is an unaffordable cost. Thus LINK developed a Safety Program encompassing:

1. a monthly newsletter on safety issues and/or lessons learned
2. safety training for all employees during first 30 days
3. a required safety review course for each new employee and each employee annually
4. periodic safety drills for each shift, such as fire drills, at least quarterly
5. management and supervisory safety goals with bonus and/or salary impact
6. a modified work recovery program to return injured employees to work sooner.

In the safety training arena, LINK developed:

 Training Requirements and Guidelines


 Safety Program Self-Evaluation
 Safety Inspection Checklists
 Record-keeping Handbook
 Safety Presentation for Classroom Training
 Safety Procedures (e.g. hotwork, electrical, lockout/tagout, confined space entry, etc.)

LINK’s maintenance program upgrade consisted of a focus on optimization-centered
maintenance. In other words, LINK utilized the concepts of reliability centered maintenance
where there are critical components that are likely to affect availability or safety. However, not
all aspects of RCM were used due to the fact that it is seldom cost-effective to perform the
degree of analysis often required in a true RCM program. The optimization-centered program
also integrated equipment history, event recording, trending, and root cause analysis into the
program to improve performance. The real key to the successful maintenance program,
however, was the basic due diligence from managers and supervisors, rather than the level of
sophistication of the program.

LINK’s goal for the Source Energy plants was to be the most reliable CHP producer in its
category in a safe and socially responsible manner. LINK achieved these objectives by setting
short and long term goals for each facility in the following areas:

 improved profitability,
 enhanced reliability,
 low cost production,
 environmental and safety consciousness,
 cooperative working relationships with each client/steam host,
 a rewarding work environment,
 and responsible corporate citizenship.
At King Road Tower in Jeddah, LINK was asked to come in and rescue a
failing construction project. LINK re-organized the construction staff and
refined the plan leading to the accomplishment of a 1 August 2011
construction milestone, thus avoiding a multimillion dollar construction penalty.
LINK prepared budgets, managed construction crews, provided liaison service
with main building contractor, hired new contractors and staff, and managed
the procurement of all supplies including interfacing with delinquent suppliers
to force delivery completion.

At Al Anoud Tower, LINK provided design input along with equipment and supply
recommendations during construction process and managed the facility into commercial
operations. LINK organized and recruited new facility staff to include new equipment training at
Broad in China and with Emerson in Riyadh.


At Al Khobar Lakes power project, LINK took over control of the construction process at the
25% stage of completion. LINK recruited and deployed staff to the site including managing all
HR and admin tasks to support the staff living requirements in Al Khobar. LINK managed all
phases of the project, taking it to commercial operation. LINK connected this sites’ DCS
(Emerson Delta V) into its remote control and monitoring capabilities for Source Energy.

LINK’s administrative scope included:

 operating procedures,
 training,
 safety,
 environmental compliance,
 transition management,
 recruiting,
 proposal preparation,
 budgeting,
 construction management,
 commissioning,
 warehousing protocols,
 preventive & predictive maintenance, and
 major unplanned and planned outage management.



NATIONAL COMMERCE BANK
Introduction
The National Commerce Bank is the largest bank in the Kingdom of
Saudi Arabia. NCB has multiple facilities including bank buildings,
administrative buildings, and a large IT center where proper cooling
and/or heating is critical to servicing the bank’s customers,
maintaining continuity of bank operations, and indeed security. Most
of the NCB complex has its own CHP facility yet reliability was poor,
and since the local electric utility grid was unreliable it was essential
for NCB to improve the capacity and the reliability of its energy
facilities.

LINK was selected for some of the same reasons expressed elsewhere in this document - - for
the sake of brevity not repeated in this section. Yet after LINK made a preliminary assessment
that NCB’s reliability and capacity concerns were primarily driven by poor maintenance, LINK
developed a Maintenance Rejuvenation Approach that impressed NCB:

 immediate "conduct of maintenance" training in order to address maintenance philosophy
and motivational issues, and communicate that each discipline shares a role in
maintenance, followed by technical/skills training in deficient areas for maintenance
personnel
 realignment of preventive & routine maintenance responsibilities for roving operators
 endorsement of reliability centered maintenance (RCM) where there are critical components
that are likely to affect availability or safety
 transition equipment history, event recording, trending, and root cause analysis to improve
performance
 management training to identify accountabilities for preventive and predictive maintenance
at the shift supervisors, operations manager, and maintenance manager levels
 evolutionary execution of a cost-effective predictive maintenance program to include (in
order of priority) vibration analysis on critical components, lubricant analysis, thermographic
analysis, motor circuit testing, on-line performance monitoring, ultrasonic detection, and gas
analysis
 progress toward a maintenance mix goal of 45%/35%/20% for corrective/
preventive/predictive maintenance, respectively
 evaluation of the functionality of the CMMS system, including unused capabilities
 increased formality of the maintenance planning and scheduling activities
 invitation to major vendors to participate in the maintenance planning.

October 2012 National Commerce Bank-CHP

LINK provided operations and maintenance services for the Saudi National Commercial Bank in
both Riyadh and Jeddah. Through initial audits, LINK established the need for and executed
multiple improvement projects:

1. Efficiency Project…results were a reduction in 2009 of 241,777 kwh for a savings of
$25,000 with a reduction of 1,370,214 kg /yr less Green House Gas emissions.

2. Reliability Project - NCB IT Center and Regional Office- 24 months without a service
interruption. Maintenance improvements resulted in the elimination of a planned
equipment replacement project costing in excess of $3 million.

3. Housekeeping Project - Facilities cleaned, organized, and maintained to a higher
standard. All facility walls and floors cleaned and re-painted. Tools, parts, and supplies
were categorized and organized.

4. Safety Project – OSHA based Safety procedures were written and tailored for each sites’
equipment and hazards. Safety Showers, eyewash stations, first aid kits, fall protection,
PPE, Fire protection upgrades were implemented and a safety culture was cultivated
thru training and program implementation.

5. Remote Monitoring Project - SECURE Offsite Control Performance & Diagnostic Center
implemented in Riyadh to manage both facilities. Night Shift was eliminated at all NCB
Facilities upon project completion.

6. Client Management Project – A re-focus on client relationship management resulted in a
successful PR campaign centered around 2 years of project upgrades, customer
satisfaction, and facility performance improvements which culminated with the facilities
considered to be the best maintained at NCB. During the 2011 Jeddah floods…LINK’s
facility staff was pivotal in assisting NCB manage the devastation wrought on their
facilities, even though this was outside of LINK’s scope of work.

7. Staff Training Project – Vendor training, Safety Training, Environmental Training and On
the Job Training culminated in a $600,000 savings in 12 months. All personnel were re-
trained to be a multi-skilled work force resulting in a 75% drop in contract labor.

8. CMMS Project – LINK implemented 2 CMMS systems. A temporary CMMS within 30
days while a managing the implementation of a million dollar Oracle suite. Electronic
rounds were integrated to give staff technological flexibility in data and maintenance
record keeping. Digital Thumbprint Scanners were also implemented to log & track
employees work hours.

October 2012 National Commerce Bank-CHP


NORTH BRANCH GENERATING STATION

Executive Summary:
Dominion Virginia Power awarded LINK this multi-year full-scope
operations and maintenance agreement after a competitive
solicitation that included Bechtel, Babcock & Wilcox, and Stone &
Webster (subsidiary of Shaw Group) among others. North Branch
was an existing 80 MW waste-coal fired electric generation
station utilizing two circulating fluidized boilers (395,000 lb/hr
steam each), a single turbine generator, an air-cooled
condenser, and a staff of originally sixty-five (65). LINK
dramatically cut costs from $35/mwhr to $25/mwhr - - reducing
staff to 46.

Facility Description
Electrical generating equipment consist of two 1770 psi, 395,000 lb/hr, natural circulation,
circulating fluidized bed (CFB) boilers (coal fired) and one ABB VAX type steam turbine
generator rated at 93,500 KW. The station can generate approximately eighty megawatts net
power. The boiler and steam turbine is controlled by a Bailey INFI 90 distributed control system.

Station cold start-up power is supplied through a 69000/4160 volt, 6,250 KVA step-down
transformer. After the steam turbine generator is placed on line, station power is supplied
through two 13800/4160 volt, 10000 KVA step-down transformers feeding two separate 4160
volt bus bars. Power is delivered to the utility grid through a 13,800/115,000 volt step-up
transformer.

Steam exiting from the steam turbine passes through horizontal ductwork to an air-cooled
condenser. Hogging and a holding ejector system removes non-condensables from the
condenser. The condensate drains by gravity to a collection hotwell tank. A 200 HP vertical
turbine pump takes suction on the hotwell tank and pumps the condensate through two low
pressure feedwater heaters to the deaerating/storage tank. A 1500 HP electric driven feedwater
pump takes suction on the deaerating/storage tank and pumps the feedwater through two high
pressure feedwater heaters to the boilers. Auxiliary cooling water for pumps, coolers, seals, and
bearings is supplied from a 2 cell cooling tower located on the roof.

Waste coal (gob) burned in the boilers is delivered to the station by truck and is purchased from
Buffalo Coal Company and Mettiki Company. The gob is sized in a Pennsylvania Crusher

October 2012 North Branch-Electric Plant

Hammermill and is stored in one of four storage bins (800 ton capacity each). Normally, three
days worth of coal is kept on premises.

The circulating fluidized bed (CFB) boilers operate on the principle that limestone fed into the
combustion chamber will reduce sulfur dioxide (SO2) emissions to the atmosphere. The
limestone is delivered to the station by truck, sized in a Williams DFM crusher and stored in a
1250 ton capacity storage tank. The crushed limestone is fed into the boiler’s combustion
chamber and burned with the coal. Two cyclones circulate the burned coal and limestone in the
combustion chamber. Propane is used as start-up fuel for the boilers. It is stored in six 30,000
gallon capacity storage tanks. Each boiler requires 94,200 SCFM of propane, feeding four
start-up burners. The waste-coal is very poor quality (as low as 5000 btu/lb, 60% ash, and 35%
moisture) and added considerable complexities to the conveyance (1 mile), hogging, storage,
and feeding, and combustion.

Station service and control air is supplied by three direct driven rotary screw air compressors.
Each compressor can deliver 411 SCFM of air at a pressure of 125 psi.

Link Scope and Accomplishments
Link had turn-key accountability for all staff, operations, maintenance, security, procurement,
accounting, reporting, environmental and regulatory compliance, and interface with dispatch.
Link successfully planned and managed a comprehensive Transition Plan to assume
accountability for the people, processes, and equipment from an incumbent O&M contractor, as
well as to rejuvenate the performance of the below-par facility. The following charts are
representative of the performance improvement:


Purchase Order BKF 496399



BELLEMEADE GENERATING STATION:
COGENERATION
Summary
Link had the full-scope, turnkey contract to operate and
maintain the Bellemeade Facility was a 225 MW (net) /
250 MW (gross) electric gas/oil fired cogeneration
system. The facility consisted of turbine systems with
heat recovery steam generators that produced steam for
steam turbines as well as for cogeneration purposes. The
offsite steam host was a cardboard recycling facility that
required a continuous high-quality and predictable 150#
steam supply, and included an extensive array steam
piping, condensate return, and condensing systems. Twin
gas/oil fired package boilers were capable of supplying
steam needs if the larger plant was shut down.

Major equipment at the facility consists of two (2) combustion turbines/generators, two (2) heat
recovery steam generators with integrated Selective Catalytic Reduction (SCR) for NOx control, one
(1) steam turbine/generator, mechanical draft cooling tower, demineralizer, auxiliary boiler, and
various support equipment.

LINK Scope:
Combustion Turbines/generators
The combustion turbines are two ABB Model GT-11 N machines each driving a Brush Electric
generator normally rated at 88 MW each. Each machine has on line fuel switching capabilities
between distillate oil and natural gas.

Heat Recovery Steam Generators
The HRSG’s consist of two triple pressure ENTEC heat recovery boilers capable of 475,000 pounds
per hour of steam flow. Each HRSG is equipped with duct burners (natural gas only) to provide
supplemental heat and a Hiatachi Selective Catalytic Reduction (SCR) system for NOx control. The
SCR catalyst base material is titanium oxide with a substrate material of stainless steel 430. The
SCR system also utilizes a 18,000 gallon anhydrous ammonia feed system.

October 2012 Bellemeade Generation Plant: Cogeneration

Steam Turbine/generator and Cooling System
The HRSGs provide steam to drive one ABB Vax model condensing extraction steam turbine
nominally rated at 75 MW. This is the same model turbine that is in use at the North Branch and
Morgantown projects. The cooling system is a closed loop utilizing a Yuba horizontal in-line
condenser and a Thermal Dynamic Towers three cell cooling tower with three Ingersoll-Rand 400
horsepower, 200 gpm circulating pumps.

Fuel Supply
The natural gas system consists of one 10 inch and one 4 inch gas main, owned by the City of
Richmond, at 300 psi gas pressure to the site. There are also two Ingersoll-Rand 600 horsepower
gas compressors owned by the project that have never been used. The distillate oil system includes
an on-site 50,000 gallon storage tank which provides approximately one day of fuel supply to both
units. The day tank is supplied through a nearby oil storage tank farm facility (several storage tanks
are leased from the Little Oil Company) utilizing a pipeline and fuel forwarding facility.

Water Supply
All water is supplied from the City of
Richmond water supply system and is
stored in a 1,000,000 gallon storage
tank. Process makeup water is purified
through an on-site Glegg deminer-
alization system and stored in a 500,000
gallon storage tank. All waste water from
the site is discharged, after neutralization
treatment and oil separation, into the City
of Richmond’s waste water treatment
system.

Budget
Link’s budget requirements to operate this facility at or near requisite capacity factors were
$4,293,515 per year for normal operation and maintenance.

Purchase Order BKF 496475

October 2012 Bellemeade Generation Plant: Cogeneration


INTERNATIONAL PAPER:
COGENERATION
Background
International Paper operates substantial power generation facilities at multiple mill locations in
Eastover, SC, Franklin, VA, Prattville AL, and Savannah, GA. Each was originally developed as
an integral part of pulp and paper operations, employing a reasonably balanced, efficient
cogeneration cycle producing electricity and steam for the plant. Wood waste is used as a fuel
to the extent available. Black liquor recovery boilers are utilized for chemical recovery as well
as steam production. Environmental equipment has been installed consistent with the
increasing demands for clean air and water discharges. Some locations such as Franklin have
expanded the power facility off-site, and furthermore have introduced natural gas as a non-
traditional fuel source.

After considerable delays in the construction and startup of the new gas/oil fired cogeneration
plant at the Franklin mill, Link was engaged to get the commissioning and startup program back
on schedule. Link mobilized an experienced staff within 14 days to replace the commissioning
staff of the EPC contractor; and subsequently mobilized an O&M staff to operate and maintain
the facility, with the ultimate objective to train unionized labor staff employed by International
Paper.

Facility Description
International Paper’s “910 Facility” in Franklin, VA consisted of a 55 MW
(gross) and 45MW (net) gas/oil-fired turbine generator with a heat
recovery steam generator providing process steam to the adjacent
paper mill. The system additionally included cooling towers, water
purification, condensers, emissions controls, laboratory, and traditional
balance-of-plant systems such as air compressors, PLC’s leading to the
distributed control system (DCS), building and grounds maintenance,
and so forth.

Link’s Scope
Link’s scope included:

 oversight of EPC completion

October 2012 International Paper: Cogeneration

 system walkdowns
 punch-list generation, and management to correction
 system turnover checklists
o mitigation of risks associated with walk-downs, including
 alignment and calibration checks
 hydros/pressurizations/NDT
 equipment startup readings (e.g. volts, amps, etc.)
 O&M policies and procedures
o Consistent with existing labor union contracts yet attempting to incorporate a
more “cross-disciplined” approach
 And of course, full-time turn-key operation and maintenance of the 910 cogeneration
facility,
 Culminating in a seamless turnover to International Paper’s local O&M staff.

Purchase Order 97852iP.O. Box 178, Franklin, Virginia 23851

October 2012 International Paper: Cogeneration


PORTSMOUTH GASEOUS DIFFUSION
FACILITY: TRANSITION MANAGEMENT
Background
The Portsmouth Gaseous Diffusion Plant (part
of the Portsmouth site) is a uranium
enrichment plant that was constructed in the
mid 1950's and operated by the Department of
Energy (DOE) and its predecessor agencies to
supply both high-and low-enriched uranium for
defense purposes and commercial nuclear fuel
sales. The uranium enrichment program
utilizing the gaseous diffusion process resulted
in the generation of significant quantities of
radioactive, hazardous, and mixed waste,
which is referred to as legacy waste, and other
contaminants. Waste and contaminants at the
site include those regulated under the Resource Conservation and Recovery Act (RCRA), the
Toxic Substances Control Act (TSCA), and the Atomic Energy Act (AEA), including construction
debris, sanitary waste, hazardous waste (HW), radioactive low-level waste (LLW), and mixed
low-level waste (MLLW).

LATA/Parallax Portsmouth developed and submitted a winning proposal to the Department of
Energy in response to Request for Proposal to replace the Bechtel Jacobs Company whose
contract was expiring. The Scope included the Clean Up and Remediation/Environmental
Management Services at the Portsmouth Gaseous Diffusion Plant.

Link Scope
In support of the requirements of LPP’s efforts to respond to DOE’s RFP and to execute the
awarded contract, Link provided an estimate of all employee and labor related transition costs in
sufficient detail to be included in the target cost of this contract, and assisted determining other
transition costs. Proposed costs were broken down by the following major cost elements:

 direct labor (including labor categories, and labor hours in each category),
 relocation,
 travel,

October 2012 Portsmouth Transition

 materials & supplies,
 subcontracts,
 and all other costs.

Link led the development of a Transition Plan, and supported LPP to enable submittal within 3
days after any award to LPP. Detail and scope had to be sufficient to meet the requirements of
DOE. The objectives were: (1) achieve an orderly transition; (2) be fair to incumbent employees
and maintain a productive and flexible work force; (3) minimize the cost of the transition and its
impacts on other DOE programs; (4) promote those practices which will result in stable
collective bargaining relationships; (5) adhere to DOE’s Workforce Restructuring Plan for the
facility; (6) integrate ES&H into the transition phase to ensure safety and regulatory compliance;
and (7) ensure compliance with DOE’s Request for Proposal.

The Plan had to address LPP’s approach, methods and processes for the integration and
interfaces with other contactors and private corporations on site. This included LPP’s
organizational structure, strategy and understanding of respective site roles, methods of
resolving disputes and addressing issues, and approach to transition including continuation of
remediation activities, seamless transition of human resources, and strategy for assumption of
the directed or any other subcontracts. It was also understood that Link’s main focus and
responsibility as it related to the Transition Plan was focused on employee and labor related
transition activities. Link managed the Transition Team during the transition period to ensure all
Transition Objectives were achieved while also ensuring transition costs incurred are allowable,
allocable, and reasonable.

Transition Objectives can be summarized as:

 Informed incumbent employees about the transition and various stages of the review
and hiring process through various means of communication
 Engaged Union Labor leadership to achieve mutual understanding early in the transition
 Achieved seamless transition of payroll and benefits
 Initiated alignment with DOE (PPPO and POOG) and other site contractors through a
series of meetings and MOUs to ensure clarity of interfaces, jurisdictions, protocols, and
continuity of support
 Maintained tight accountability of nuclear material and the security of all site assets
 Maintained safety envelope for all facilities and operations
 Ensured readiness to maintain compliance with DOE Orders, local, state, and federal
regulations, and all remediation requirements
 Transitioned (“blue-sheeting”) all existing Policies & Procedures (several thousands) to
ensure compliance while streamlining and adapting to a new culture
 Set the stage for future rejuvenation of people and processes to achieve DOE
objectives.


 Assisted LPP in conducting labor relations in accordance with applicable laws and
DOE’s intent that labor relations policies and practices reflect the best experience of
American industry in aiming to achieve the stable labor-management relations essential
to successful accomplishment of DOE’s programs at reasonable cost.

Link provided assistance in recruiting, interviewing, and selecting the LPP staff. Thereafter, Link
provided ongoing labor relations and HR consultation and advice as needed.

Link Accomplishments
Link completed the transition at Portsmouth on time and under budget, allowing LPP to assume
accountability for the facility. All transition activities were completed, including an extensive risk
mitigation and opportunity rejuvenation process that led to a very successful and profitable 5-
year project for LPP.

Steven B. Treibel, 2400 Louisiana Blvd, Albuquerque, NM, (505) 884-3800



TRANSITION MANAGEMENT: GENERAL
Introduction
Over the past 18 years, Link Resources has provided Transition Management1 services to well
over 100 clients - - from utilities to independent energy developers to government, industrial and
commercial companies, both domestically and offshore. Whether transitions are precipitated by
mergers, acquisitions, restructurings, or other changes in control of operation, they are complex
periods during which client objectives can be optimized - - of if not properly managed can lead
to disaster. For instance, over 75% of all M&As fail to achieve major objectives, and the hind-
sight of CEO’s generally blames failures on lack of comprehensive transition planning and
execution.

Each transition is different and requires an approach that is customized - - incorporating the
appropriate lessons-learned across the spectrum of industries and circumstances. During a
transition, staff not only expect change but also typically welcome it. In other words, there is a
window-of-opportunity that can be used to advantage if the transition is planned and executed
effectively. And it is important to note that the transition does not end on the “turnover” date, but
continues for months thereafter. Thus it is important to retain a transition team to pursue
transition objectives concurrently with day-to-day operations.

Although the transition process is complex, if can be summarized by the following stages:

Define the New Organizational Objectives

Analyze and Evaluate the Current Organization, Systems, Environment & Infrastructure

Develop a Transition Plan

Implement the Transition Plan and Manage the Change Process

Feedback on Performance, and Iteration

1
Link Resources’ trademark is “the Transition Company®”

October 2012 Transition: General


A list of sample clients to whom Link provided transition services includes:

 American Electric Power  Lockheed Martin Energy Systems
 Babcock & Wilcox  Lockwood Greene
 Bechtel/B&W Idaho  Los Alamos National Lab
 Brooklyn Energy Center  Manitoba Hydro International
 BWX Technologies  Masada Resource Group
 Carolina Power & Light  McGraw-Hill
 CH2M Hill  Merchant Energy Group
 Constellation Energy  Mettiki Coal
 Department of Energy  Mirant
 Dominion Virginia Power  MyFacility.com
 Duke Engineering & Services  National Trigeneration CHP Company
 Dyplast Products, LLC  Navigant Consulting
 Enron  Northeast Generation Services
 Entergy  NRG
 ESB International  Oak Ridge National Lab
 Evantage  Permatherm
 Fluor-Hanford  Source Energy
 Foster Wheeler  Standard Power & Light


 GPU International  Step Management
 Idaho National Energy Lab  Synetics
 International Paper  Universal Resources
 J.A. Jones Construction  Battelle
 LATA/Parallax  World Automation & Technology

The following is a sample table of contents of a comprehensive Transition Plan:

PRE-TRANSITION ACTIVITIES MOBILIZATION
 Identify and form Transition Team  Orientation to facility and Client
 Mobilization  Orientation to client
 Schedule & inform candidates re: mobilizations  Introductions
 Plan for Airline ticket/travel mgt  Tours
 Pre-trip briefings  Lodging and local essentials
 Team Organization  Access to computers, software, internet, cell phones, etc.
 Team member Responsibilities/Assignment Matrix  Readiness for 1st week agenda
 Prepare 1st week schedule ASSESSMENT AND REJUVENATION PLANNING
 Client Transition Preparations  Engineering
 Identify client candidates for Transition Team  Capital upgrades, improvement planning & execution
 Pre-Transition Interfaces with client/investors  Configuration management
 Coordinate info collection from client Drawing upgrade, control
 Stakeholder relations plan  Key parameter trending & analysis
 Hardware/Software/IT plan for client  Root Cause Analysis
 Communications/phones/internet.networks  Engineering
 Laptop/software/printers  Chemistry
 "Intra-Transition-Team communications plan, including e-  Environmental Compliance
mails"
 Set up FTP (or Basecamp) site to use for sharing files in  Code compliance requisites
preparation of transition
 Communicate log-ins to Team  Certificates
 Develop e-mail distribution lists for different groups Compliance, monitoring, reporting
associated with transition
 Exchange names and contact information for LINK and client  Permits
staff to be involved in Transition
 Transportation  Risk Management
 Transportation to/fm client  General Condition Assessment
 Arrange local transportation to/fm hotel  Inventory analysis
 Coordinate local transportation to/fm lodging  Spare & replacement parts (equipment obsolescence, write-off,
quantity & adequacy), condition, storage condition, pedigrees,
re-order system, availability)
 Client Logistics  Tools (hand, special, shop, etc.)
 Security clearances/access for client  Complete Equipment Condition Assessment
 Photo Badges?  Visual inspection
 Introductions/tours at site  Operational trial
 Arrange offices at site  Maintenance & record review
 Coordinate local lodging  Equipment history review & incident reports
 Identify local restaurants  Assessment of adequacy of maintenance record results


 Identify any local security issues  Fuel Procurement
 Logistics  Transition Fuel procurement out of military control
 Hotel reservations  Review of root cause analysis records or lesson learned records
 Hardhats for Transition Team  Code compliance (design, installation, maintenance, ops)
 Check into what legal resources are available and necessary  Administration
to client?
 Prepare Transition Budgets  Record-keeping & retention
 Prepare O&M Budgets  Office Automation
 Client Transition Preparations  Regulatory Compliances
 Action plan for client mgt  IT, MIS, networking, communications
 Client transition team assignments  Decision Approval Matrix
 HR/Administration  Business Records
 Client send announcement letter to client employees)  Filing system
 Briefing plan for client managers  Office Automation
 Distribute Condensed Transition Plan to client managers  Infrastructure Services
(maybe)
 Identify HR areas requiring immediate evaluation  Human Resources
 Set up an client document control system to start using prior  Termination (whether/how client has done this)
and during transition
 Negotiate/Execute any Contracts  Outplacement services?? (interview training, resume writing,
referral, new-skill training, etc.)
 Finalize Transition Contract  Employment Contracts? Severance??
 Support client/MODA Contracts  Job Descriptions, role definitions, Job Task Analysis
 Complete any Contracts with LINK Team  Mgt & employee handbooks
 Check into what legal resources are available and necessary  Policies & procedures (which ones must be done before
to client? transition complete & which one can wait?)
 Complete Guides/Checklists for Assessments  Complete HR Audit/Checklist
ASSESSMENT AND REJUVENATION PLANNING  Compensation
 Review of Reliability Centered Maintenance data, if any  High vs. Low
 Emergency response (war & regional conflict, typhoons,  Overtime philosophy
earthquake, strike, deaths, bomb-threats, terrorist attacks,
security breaches, other)
 Agreements & interfaces (internal & external)  Managers vs. Supervisors vs. Labor
 Equipment  Shift differentials
 Relationships and pre-planned communications with  Emergency call-out compensation
supporters and stakeholders
 Safety & Security  Skill based pay consideration
 Quality/accessibility of policies & procedures  Raise & promotion philosophy
 Emergency response (see Emergency Response)  Benefits
 Safety training (see Training)  Social security and benefits
 Equipment & availability (fire fighting, protective clothing,  Pension funds
respiratory protection, etc.
 Safety code compliance  Staffing & Recruiting
 Perimeter security  Recruitment & selection (expatriates, key managers, labor)
(communications plan)
 Security access through military  Plan to retain key managers & employees
 Operations/Production  Personnel Records & Attention
 Role in maintenance  Training
 Level of formality  Mgt training/orientation
 Log keeping: automation vs manual  Employee training/orientation


 Control system: automation vs manual  What training prior to Turnover
 Emergency roles  What training is high priority after Turnover
 Laboratory work  Development of priority Lesson Plans
 Training, cross-training (see Training)  Organization
 Information management/technology, archiving, trending  Culture
 Degree of automation  Work ethic
 Shift Operations  Control system: automation vs manual
 Shift philosophy  Emergency roles
 Shift schedules  Laboratory work
 Fuel preparation and handling  Training, cross-training (see Training)
 Production Reporting  Information management/technology, archiving, trending
 Accounting/Financial  Degree of automation
 Establish payroll/benefits system  Shift Operations
 Transition payroll/benefits out of military control  Shift philosophy
 Inventory & Procurement  Shift schedules
 Create new Procurement system  Fuel preparation and handling
 Transition Procurement out of military control  Production Reporting
 Establish accounting/cash control systems  Accounting/Financial
 Transition Accounting out of military control  Establish payroll/benefits system
 Revise chart of accounts as necessary  Transition payroll/benefits out of military control
 Checks & Balances  Inventory & Procurement
 Cash control  Create new Procurement system
 Conservatism & controls  Transition Procurement out of military control
 Expenditure approvals/authorities  Establish accounting/cash control systems
 Reports  Transition Accounting out of military control
 Policies & procedures  Revise chart of accounts as necessary
 Assess Significant policies and practices  Checks & Balances
 Adopt/Re-write Policies & Procedures  Cash control
 Expenditure Approval Matrix  Conservatism & controls
 Empowerment  Expenditure approvals/authorities
 Loyalty  Reports
 Organizational authority vs accountability  Policies & procedures
 Management philosophy (clarity of role, comparison to  Assess Significant policies and practices
superintendents and supervisors, relationship to
subordinates, accountability, selection criteria, etc.)
 Communications & reporting (on-site, to client, to home  Adopt/Re-write Policies & Procedures
office)
 Maintenance  Expenditure Approval Matrix
 Conduct of maintenance philosophy  Fuel Procurement
 Quality/accessibility of maintenance policies & procedures  Transition Fuel procurement out of military control
 Predictive maintenance  Create new Fuel procurement/management system
 Equipment history  Use of Contractors
 Outage planning & management  Capital Improvement Planning
 Contractor management  PRE-TURNOVER REJUVENATION
 Safety relations  Execute critical training, if any
 Tool management  Preparation for Capital Improvements
 Inventory Management  Design new policies, procedures, and/or processes
 Training  Engineering
 Multi-discipline philosophy & cross-training  General Condition Assessment


 Shift philosophy  Administration
 Roles in emergencies  Human Resources
 Maintenance Support  Organization
 Preventive Maintenance  Accounting/Financial
 Corrective Maintenance & Outage Management  Maintenance
 Outage Management  Emergency Response
 Work Order System POST-TURNOVER REJUVENATION
 Cost & man-hour tracking  Complete re-organization design & recruitments
 "CMMS system design, selection, configuration, input,  Initiate culture change?
utilization, procedure for use, & training"
 Maintenance Planning & Scheduling  Relationship between ops, maintenance, production, etc.
 Use of Contractors  Work ethic?
 Emergency Response / Action Plans  Empowerment?
 Policies & procedures  Revise or create new policies, procedures, and/or processes as
necessary
 Emergency response (war & regional conflict, typhoons,  Engineering
earthquake, strike, deaths, bomb-threats, terrorist attacks,
security breaches, other)
 Agreements & interfaces (internal & external)  General Condition Assessment
 Equipment  Administration
 Relationships and pre-planned communications with  Human Resources
supporters and stakeholders
 Safety & Security  Organization
 Quality/accessibility of policies & procedures Maintenance
 Emergency response (see Emergency Response)  Emergency Response
 Safety training (see Training)  Training
 Equipment & availability (fire fighting, protective clothing,  Safety & Security
respiratory protection, etc.
 Safety code compliance  Operations
 Perimeter security  Accounting/financial
 Security access through military  Execute Capital Improvements
 Operations/Production  Agenda: Balance Of First Week after Turnover
 Role in maintenance  Establish goals and objectives for first year of operations
 Level of formality  Safety
 Log keeping: automation vs manual  Safety Training
 Training  Hold daily staff meetings first thing in morning with
management staff
 Safety & Security  "Commence safety & security audits, revise safety program as
appropriate and plan training"
 Operations  HR
 Develop Initial Operating Plan  Ensure employees have completed all administrative forms
Develop Initial Operating Budget  Finalize of Operating budget
 Establish functional accounting/procurement/payroll  Finalize all critical soft/hard systems/processes up and running
 Establish functional HR/employment process  Vendor Continuity/Contracts
 Establish functional fuel management process  Meet with key vendors
 Ensure all legal permits/authorities in place  Finalize critical accounts with plant vendor
 Correct critical safety deficiencies  Review Capital Improvement Plans
 Correct critical operational deficiencies  Operational Issues
 Correct any critical personnel deficiencies  Hold daily staff meetings with management staff


 Correct ""other"" critical processes to meet Turnover Day  Complete review/revision of existing operating procedures
objectives
 Prepare Agenda for "First Day after Turnover"  Complete review of other documents
 Otherwise prepare for Turnover  Continue Equipment Condition Assessment
 TURNOVER  Continue Other Assessments
 Execute Agenda: First Day  Complete "First 30-day Agenda”
 Ensure Safety and Security  Agenda: First 30 Days after Turnover
 Ensure Continuity of Operations  Conduct Short Term Training
 Management and Supervision Meetings  Complete training audit and finalize long-range training plan
 Conduct staff meeting with all managers and supervisors --  Complete safety and security training
state forth in clear terms roles, responsibilities, and
accountabilities of management team
 Clarify goals and objectives of short term plant operations;  Conduct Phase I management basic training, on
generally discuss long term, with emphasis on continuity of accountabilities, responsibilities, and authorities
operations
 Discuss 90 day action plan  Complete Conduct of Maintenance training??
 Review what will be covered in “All Employees Meetings”  Complete Correction of Assessment Deficiencies or
Rejuvenation Plans
 Questions and answer period  Complete Agenda for "First-90 Days"
 Employees Meetings  Agenda: First 90 Days after Turnover
 Commence meetings with all employees (why, what, when)  Training
 Time line for changeover  Complete Conduct of Operations training
 Philosophy and Vision  Commence Phase II managerial training on operating and
administrative procedures
 Culture and Performance Expectations  Conduct Phase III managerial training
Commitment to operations  Complete other training
Commitment & plan for training  Finalize any revision of operating and administrative
procedures
Question and answer period  Finalize 5-year capital improvement plan
Execute Safety Plan (1st day and 1st week plan)  Finalize 5-Year Operating Plan
Execute Continuity of Operations Plan (1st day and 1st week  Finalize 5-Year Budget
plan)
Execute Communications Plan (1st week plan, internal and  Continue Implementation of Capital Improvements
external comms)
Execution of Mutual Employment Obligations
E.g. Payroll, management, etc.
Execution of Care/Custody/Control Obligations
E.g. Insurance, compliance, reporting, etc.
Initiate accounting, payroll, procurement, employment, and
other processes


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Link SDVOSB Past Performance Summaries