Tanap Lesson Learned

TANAP PROJECT LESSONS LEARNED
HANDBOOK
TANAP Project Lessons Learned
Handbook
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Rövnag ABDULLAYEV
Dear Colleagues,
We are honored and delighted to have successfully completed Trans-Anatolian Natural Gas
Pipeline Project (TANAP) – a highly challenging mega project that will be the most critical part
of the Southern Gas Corridor. TANAP aims not only to boost the energy security of Turkey and
Europe, but also to contribute to the region by bringing Azerbaijan, Turkey and the European
Union closer, and by reshaping the geopolitical global energy map. TANAP is a unique and
highly successful project, not to mention the longest and largest-diameter natural gas pipeline
in Turkey, the Middle East and Europe.
The TANAP Project is also an excellent example of effective project management in the
sector considering its scale and the complexities involved, such as the diverse geographical
conditions, seasonal variations, constructability and different interfaces that can be counted
among the many challenges faced. The project has been completed by fully matching the
specified quality standards and specifications with the project schedule, and under the initial
estimated budget.
Throughout the entire TANAP project, the people and the environment were our main priorities,
and it is a delight to see that in light of the project objectives, budget and achieved standards,
the project has been completed successfully to the highest satisfaction of all those involved.
Consequently, the TANAP project team has gained the complete trust of all the stakeholders
through its constancy, integrity and ethical business practices.
In recognition of our hard work and dedication, it was with great pleasure that we were granted
many prestigious international awards, including the “2020 Project of the Year” by
PMI Institute.
On behalf of the TANAP Board of Directors, I would like to express my gratitude and
congratulations to the TANAP team for their great devotion and commitment to the realization
of the project in line with our clear business values.
Sincerely,
Rövnag ABDULLAYEV
Chairman of the Board of Directors
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CONTENTS
ABOUT TANAP 10
TANAP IN FIGURES 20
AWARDS 22
LESSONS LEARNED 26
CONTRACTS AND CLAIM 32
OVERALL PROJECT MANAGEMENT 38
HEALTH AND SAFETY 55
LEGAL AFFAIRS 59
PROCUREMENT AND MATERIALS MANAGEMENT 60
ENGINEERING AND DESIGN 67
CONSTRUCTION 69
COMPLETIONS AND COMMISSIONING 79
OPERATIONAL READINESS 84
FINANCE 87
PROJECT CONTROL 88
QUALITY ASSURANCE AND QUALITY CONTROL 92
ENVIRONMENTAL 94
SOCIAL IMPACT 98
INVESTMENT PROGRAMMES 102
PERMITS 103
LAND ACQUISITION 104
HUMAN RESOURCES 107
DOCUMENT CONTROL CENTER 110

8 TANAP Project Lessons Learned
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ABBREVIATIONS
AIMS Asset Integrity Management System LRE Land Right Entity

AUT Automatic Ultrasonic Testing LRP Livelihood Restoration Plan
BAFO Best and Final Offer LTI Lost Time Injury
BTC Baku-Tbilisi-Ceyhan Pipeline MCC Main Control Center
BVS Block Valve Station NDT Non-Destructive Tests
CAMS Competency Assurance Management System NGO Non-Governmental Organizations
CFA Consultancy Framework Agreement O&M Operations and Maintenance
CMMS Computerized Maintenance Management System OPLC Onshore Pipeline Construction Contractor
CMT Completions Management Tool PA Provisional Acceptance
CoD Commercial Operations Date PAP Pipeline-Affected Parties
CTO Chief Technical Officer PMS Pipeline Monitoring System
DMS Document Management System PTW Permit to Work
DVR Division of Responsibility RoW Right of Way
ECA Engineering Critical Assessment RT Radiographic Testing
EPCM Engineering Procurement Construction Management RTA Road Traffic Accident
ESIA Environmental and Social Impact Assessment SCC Station Construction Contractor
FAT Factory Acceptance Test SEIP Social and Environmental Investment Program
FEED Front-end Engineering Design SSI Social Security Institution
HSE Health and Safety, Environmental SOB Safety Observations
ICSS Integrated Control and Safety Systems TCC TANAP Contracts Committee
IFI International Financial Institution ToR Terms of Reference
IPMT Integrated Project Management Team TRI Total Recordable Injuries
KPI Key Performance Indicator TSC Telecom/SCADA Contractor
LD Liquidated Damage WP Worley Parsons
LLI Long Lead Item
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ABOUT TANAP
The Trans-Anatolian Natural Gas Pipeline (TANAP) Project is among the most crucial and successful
cooperation projects conducted by Turkey and Azerbaijan to date in the field of energy. The project
further underlines the historical bonds of brotherhood between the two countries and the “One
Nation Two States” spirit, and can be considered the signature of the two countries, Turkey and
Azerbaijan, on Anatolia.
The Trans-Anatolian Natural Gas Pipeline (TANAP) constitutes the foundation of the 3,500-kilometer
energy corridor that runs from Azerbaijan to Europe. TANAP is the most important component of the
Southern Gas Corridor (comprising three pipelines: The South Caucasus Pipeline (SCP), TANAP and the
Trans-Adriatic Pipeline (TAP), and not only enhances the energy security of Turkey and Europe, but also
contributes to peace and stability in the region by bringing the Caspian region, Turkey and the EU closer
together. It also has potential for expansion through the corridors it creates to all other natural gas-
producer countries in the region, effectively reshaping the global geopolitical energy map.
HISTORY OF THE TANAP PROJECT

The “Intergovernmental Agreement between the Government of the Republic of Turkey and the
Government of the Republic of Azerbaijan on the Trans-Anatolian Natural Gas Pipeline System”, and
its attached “Host Government Agreement”, signed on June 26, 2012 in Istanbul constitute the legal
basis of the project. The Host Government Agreement was amended and re-signed on May 26, 2014
and was approved by the Turkish Parliament on September 10, 2014 as revised.
The groundbreaking ceremony, marking the start of construction of the pipeline,

was held in Kars on March 17, 2015.
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Edirne
Tekirdağ
TANAP connects CS5-MS2

with the
Trans-Adriatic
Pipeline (TAP) Çanakkale Bursa
on the Ipsala
border. Balıkesir
Bilecik Yozgat
Ankara
MS4 MS3 Eskişehir Sivas
Kütahya Kırıkkale
Kırşehir
TANAP passes through

20 provinces, 67 districts
and 600 villages.
TAP (Trans-Adriatic Pipeline)

TANAP (Trans-Anatolian Natural Gas Pipeline)
SCP (South Caucasus Pipeline)
SGC (Southern Gas Corridor)
Compressor, Offtake Stations, Metering Stations
Shah Deniz 2: Natural Gas Field
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TANAP receives
the natural gas of
Azerbaijan from the
South Caucasus MS1
Pipeline in Posof.
Ardahan
Giresun
Gümüşhane
Bayburt Kars
Erzurum
Erzincan CS1
Şah Deniz 2
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TANAP PROJECT SCOPE

TANAP starts from the Turkish village of Türkgözü in the Posof district The entire pipeline system, aside from the above-ground installations,
of Ardahan on the border with Georgia, and runs subsequently through has been designed to be buried. The pipe diameter running from the
20 Turkish provinces, including Kars, Erzurum, Erzincan, Bayburt, Georgian border to Eskişehir is 56”, where it reduces to 48” for the
Gümüşhane, Giresun, Sivas, Yozgat, Kırşehir, Kırıkkale, Ankara, Eskişehir, section running to the Greek border. The Dardanelles Offshore Pipeline
Bilecik, Kütahya, Bursa, Balıkesir, Çanakkale, Tekirdağ and Edirne. After Crossing consists of a twin pipeline system with a diameter of 36”.
meeting the Greek border in the İpsala district of Edirne, it connects to
An initial amount of 16 billion cubic meters of natural gas is being
the TAP Pipeline which will convey the natural gas to Europe.
transported, of which 6 billion cubic meters is being utilized in Turkey.
There are two off-take stations within Turkey where TANAP is connected The pipeline diameter has been selected to allow the capacity of the
to the national grid – one in Eskişehir and the other in Trakya. TANAP TANAP System to be increased to 31 bcm through the installation of
comprises approximately 1,811 km of pipeline and a number of above- additional units at the existing stations and/or the construction of new
ground installations, details of which are given below: compressor stations at predefined locations.
4 Metering Stations (2 Stations connecting to the natural gas network

of Turkey and 1 connecting to the natural gas network of Europe)
2 Compressor Stations (the number of compressor stations will be

increased to 7 once capacity is increased to 31 bcm)
11 Pigging Stations
49 Block Valve Stations
56 48 36
56”/ 1,339 km 48”/ 455 km 36”/ 17,5 km*2 1,811 km
Phase 0/Ardahan–Eskişehir Phase 1/Eskişehir–Edirne Dardanelles Offshore Crossing Total Length of Pipeline
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TANAP PROJECT MAJOR MILESTONES

The inauguration ceremony for Phase 0 of the TANAP Project, The inauguration ceremony for Phase 1 (European connection) of
covering the leg between Ardahan and Eskişehir, was held on the Project, extending from Eskişehir to Edirne-İpsala, was held
June 12, 2018 at the CS5-MS2 site in the province of Eskişehir, on November 30, 2019 at the MS4 site of TANAP in Edirne/İpsala,
and the commercial supply of gas to Turkey as part of Phase 0 Turkey. Commercial operations enabling gas supply to Europe under
has been continuing since June 30, 2018. Phase 1 of the Project commenced on December 31, 2020.
23 December 2014
26 February 2015
17 March 2015
16 March 2015
29 August 2014
17 April 2015
24 July 2014
27 May 2015
17 December 2013
8 June 2014
16 April 2014
1 July 2015
26 June 2012
22 July 2015
26 October 2015
31 December 2020
25 January 2016
17 February 2016
30 June 2018
23 January 2018
15 June 2019
27 July 2016
20 May 2016
Early Works
Commenced First Delivery Turbo
FEED
of Linepipes Compressor
Completed Ball Valves
Contract Contract
56” Pipeline Award-2
IGA and HGA Award Construction
Ratified EPCM Start Turbo Compressor Stations First Gas
Offshore
Contract ESIA Positive Contract Award-1 Construction Delivery
Pipeline
Award Decision by Delivery of RoW Contract First Gas to TAP
Construction
MoEU for the first 6x100 km Award Delivery
Contract Award
SCADA/ to BOTAŞ
56” Pipeline Telecoms
Construction 48” Pipeline Pipeline
Delivery of Camps Contract
Contracts Award Construction Commissioning
56” Pipeline Award Pipeline
Start Completed
GTA Signed Construction Commissioning
Final Investment Contractors 48” Pipeline Start
Decision Made Construction
Contracts Award
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TANAP IN FIGURES
Longest river crossing No of

Highest Point on P/L: by HDD in Europe: correspondences
2,760 m 1,107 m made:
KP 621 (Red Mountain) (Sakarya River) 168,850
Time for 2x36” (35 km) No of pipes welded Steepest Slope:

offshore pipe laying,
incl. above water tie-ins: 131,620 30° KP 14
(Ilgar Mountain)
51 days (1.31 M tons)
No of land entry
No. of permits No of landowners: protocols signed:
obtained
7,368 115,466 21,759
Deepest Point on P/L: No of crossings appr.:
- 67.5 m 7,000
(Dardanelles)
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Total length of Time between first pipe

weld in Phase 0 and linefill
56” P/L section
laid in
120 km (1,339 km 56” dia.) P/L:
887 days
one month:
Most 36”
offshore pipe joints
welded in one day:
Man/hours worked:
No of 56’’ 136 joints
(1,670 m/day)
pipe joints welded in
115,365,753 one day by one welding team:
145 joints (2,000 m/day)
Volume of soil excavated Longest 56” No of documents

P/L section laid in
50,908,400 m 3
one day:
10 km
produced:
229,790
No of acquired
land parcels:
21,242 private
7,701 public
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Project of the Year Communitas International CSR

Award Award Excellence Award
TANAP received the “Project of the In early April 2019, TANAP’s Following the Communitas Award, TANAP won a prestigious
Year” award on October 20, 2020 social and environmental “International CSR Excellence Award” in the “Sustainability”
from the Project Management initiatives, were recognized category, receiving the award at a ceremony held at the
Institute (PMI), which supports the with a “Communitas Award” Royal Academy of Dramatic Art (RADA) on July 22, 2019 in
development and implementation of in the category of “Leadership recognition of its investments and the development
professional standards in project, in Community Service and projects implemented along its route. The International
program and portfolio management. Corporate Social Responsibility” CSR Excellence Awards are presented to
The “Project of the Year” award for its exemplary efforts in giving conscientious companies that use their
was given in recognition of TANAP’s back to the communities along privileged position to help their colleagues,
excellent project management, and the Pipeline route. A worldwide communities, customers, suppliers, the
the delivery of the Project on time prestigious award that recognizes environment and the less fortunate.
and under budget, with focus on companies that bring benefit to The award program, owned and operated
safety and quality, as well as the local communities, Communitas by the Green Organisation, which has a
social, economic and cultural values Awards were given to a total of worldwide reputation and with its
that were promoted throughout 15 companies in 2019 – 11 in the independent jury, assesses the most
the project, meeting in full the PMI United States and four in the rest successful projects in the area of public
project management standards. of the world. service. TANAP was invited to the CSR World
Leaders Ceremony as a “CSR World Leader”
on November 25, 2019 in the Houses of
Parliament, Palace of Westminster, London.
The Green World IBA (International PR Daily’s Corporate Social

Awards Business Awards) Responsibility Awards
In further recognition of its efforts, TANAP TANAP received “The Stevie® Award” Adding to its achievements, TANAP was
received an international Green World Award in the category of “Corporate Social recognized with a reputable “PR Daily’s
in August 2019 from The Green Organisation, Responsibility Program of the Year – Corporate Social Responsibility Award”
UK in the “Best Environmental Practice” in Europe” in August 2019. Honoring in the category of “Community Affairs”
category for the various initiatives and and generating public recognition in late August 2019. The PR Daily Award
achievements related to the environment of the achievements and positive Program celebrates the most successful
conducted during the course of the Project, contributions of organizations and campaigns, initiatives and teams
winning the award ahead of more than 500 working professionals worldwide, the working in the communication, PR and
other nominations. The Green World Awards Stevie® Awards are the world’s premier marketing sectors. The US-based PR
are one of the world’s most prestigious business awards, with recipients being Daily’s Corporate Social Responsibility
recognition campaigns, assessing and selected by a panel of judges that Awards reward communicators, teams
rewarding the endeavors of commerce, includes many of the world’s most and agencies who create and cultivate
industry and governments that have a respected executives, entrepreneurs, best practices, and who know how
beneficial impact on the environment and innovators and business educators. to deliver powerful messages about
that improve sustainability. The presentation how their organizations — or the
ceremony was held in Vietnam on September organizations they represent –
30, 2019. Furthermore, TANAP, as a “Green are doing their part to make
World Ambassador” (helping others to help the world a better place.
the environment), was invited to another
prestigious ceremony in the Houses of
Parliament, Palace of Westminster, London,
on November 25, 2019 where it was presented
with a trophy and certificate honoring its
achievements.
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European Excellence The Peer Awards for GBO Awards 2020

Awards Excellence (Global Business Outlook)
In another achievement in recognition of TANAP was handed a double award by TANAP was honored in July 2020 with the
the exemplary social and environmental the UK-based “Peer Awards” in early “Company of the Year – Turkey 2020” award,
practices it has conducted along its 2020 in the categories of “Corporate granted by the UK-based publication “Global
route, on November 29, 2019 TANAP Responsibility” and “Corporate Business Outlook”, which is dedicated to providing
was granted a reputable “European Responsibility – Practical Community an overview of the vital industrial sectors and
Excellence Award” in the category of Projects”. The Peer Awards recognize developments in the business world.
“Turkey”. The European Excellence those who deliver great business
Awards, which are hosted by Quadriga value and transformational impacts
– a Berlin-based knowledge hub of through their innovations and
excellence in education, information, implementations, serving as a World Commerce & Contracting,
networking and business IT solutions – powerful platform for the showcasing
honor outstanding performances in the of interesting projects and for the
Innovation and Excellence Awards
field of PR and communications. With in- sharing of best practices with one’s
depth categories that cover everything peers, who may be hugely inspired by The most recent achievement of TANAP, in
from internal communications to public being able to learn from one another. December 2020, was its receipt of an “EMEA –
relations, the Awards open a window Delivering Social and Economic Benefit Award”
onto the most exceptional examples of and a “Global – Delivering Social and Economic
this field in Europe. Benefit Award” by the US-based “World Commerce
& Contracting, Innovation and Excellence Awards”,
which recognize organizations who engage in
initiatives that deliver meaningful change and
impact, and that achieve the highest standards in
the field of commercial and contract management.
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The TANAP Mega Project is the centerpiece of the Southern There were 31 different packages of Client Supplied Materials with a
Gas Corridor – a priority project for the EU that envisages the total cost of USD 1.6 billion, including 1.2 million tons of line pipe and
transportation of gas from the Caspian Sea through Georgia and pipe bends, more than 1,000 different types and sizes of valves/6
Turkey to Europe. turbo compressor units 4 main metering systems, 5,552 km of fiber
optic cable, auxiliary systems, etc., all of which had to be procured
The TANAP Project, with its initial CAPEX estimate of USD 11.7
and delivered to the Construction Contractors on time by TANAP.
billion, is one of the longest and largest diameter gas pipelines
ever built in Turkey, all the facilities of which were constructed
in a very difficult terrain in a very short period of time. The
schedule-driven project had to be delivered in two phases, and
great a vast majority of the work had to be completed in just
three construction seasons.
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Despite its large scope and deep complexities, the TANAP Also, respect for the environment, society and humanity were
Project was able to be delivered on time and under budget fundamental principles followed in the TANAP Project, and all activities
through the application of international project management were carried out according to the principles of transparency and
standards, different methods/techniques and an effective accountability. The Project supported the socio-economic development
change management system, in which focus was on safety of the local population, and contributed to sustainable development,
and quality, as well as social, economic and cultural values. while also providing concrete benefits through its efforts to preserve
biodiversity and cultural heritage along the entirety of its route.
Leading companies in the engineering and construction
field took part in the project stages of TANAP, in which During the construction stage of the TANAP Project, approximately 15,000
highquality engineering, designs, materials and construction employment opportunities were created, providing decent working
methods were applied. The contracts signed with vendors, conditions and labor rights to employees in line with national labor
contractors and service companies made a considerable legislation and best international practices. Early in the Project design,
contribution to markets. An analysis of the Final Contract a local skills analysis study was conducted to assess the local workforce
prices, the payments made to companies operating in Turkey and the availability of specific skills to meet the needs of the Project. After
during the TANAP project investment period contributed an assessment of the results of the study, people from local communities
approximately 50% of added value to the domestic market. were employed primarily in unskilled and semi-skilled roles, while women
from the local communities worked in the workers’ camps as catering and
maintenance housekeeping staff.
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Following the completion of the Project, our goal was to bring all the lessons
learned during the project lifecycle together, and to share these unique and
valuable findings with all the stakeholders, and make them available for the use
of any future projects. For this purpose, a multidisciplinary workshop was held on
October 31, 2019 involving separate sessions for each Project stage, such as
Pre-FEED, FEED, Detailed Engineering, Procurement, Construction and
Commissioning, during which detailed discussions were held and experiences/
findings were listed. During the TANAP Lessons Learned Workshop, not only
positive findings, but also areas for potential improvement were captured and
recorded for the TANAP Lessons Learned Register. We give special thanks to
all of the stakeholders who contributed to the success of this program, and
express our pleasure at being able to share the TANAP Lessons Learned.
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Process / Discipline
Contracts and Claim
Project Phase
Phases 0 and 1
Contractor Selection Type
Methods Well
Brief Description of the Issue

A “Horses for Courses” approach was adopted during the Project Contractor Selection Process.
Lessons Learned and Actions Taken / Measures / Improvement Opportunities
The development of well-elaborated and carefully planned assessment stations, including the power criteria. Through this approach, applicants
criteria considering the specific technical and geographical challenges with past experience in only one industrial project with a low established
led to the selection of the most suitable contractor for each part of power when compared to TANAP were eliminated before scoring, leaving
the project. While deciding upon the pre-qualification criteria and the the applicants with sufficient experience for scoring.
process, the benefits of experience gained in previous similar Projects
In addition to the construction and commissioning capabilities of the
were promoted. Accordingly, much stricter selection criteria were
construction contractors, their engineering and procurement capabilities
applied, supported by certain knock-out criteria prior to the scoring
were also subjected to in-depth analysis, considering that these two
exercise. Hence if any applicant failed to meet any of the pre-defined
areas are usually the weakest links in the structures of construction
knock-out criteria, no further scoring exercise was implemented for
contractors. The construction engineering aspect of projects and the
that applicant. To provide clarity and to demonstrate the differences in
related procurement activities are frequently underestimated in projects
the applied approach, the following examples are given:
similar to TANAP, where the client conducts the detailed design and free
In many of the prequalification processes applied in similar issues the long lead items. Apparently, such misinterpretations were
projects, experience in pipeline construction is sought and scored. correctly managed in TANAP upon early recognition of the engineering and
However, considering that TANAP is a large diameter pipeline (mainly procurement workload over the contractors.
56”) featuring lengthy sections (or lots), a knock-out criterion was
Considering all of the above, Contractors with the necessary qualifications
defined for experience in the construction of pipelines in 42” diameter
were carefully selected by evaluation committees of personnel with deep
or above for a length of at least 200 kms. Hence, greater confidence
experience in their respective disciplines, who were then reviewed and
was obtained in the management of the difficulties associated with the
approved by the Shareholders.
welding and laying of 56” pipelines when compared to those of smaller
diameters.
Similarly, in the stations prequalification package, instead of

simply qualifying the applicants based on past experience in industrial
or above-ground projects, the applicants’ past project details were
checked one-by-one and compared with the complexity of the TANAP
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Contracts and Claim
Project Phase
Phases 0 and 1
Unique Contract Type
Management Well

Bespoke contracts were used to ensure a better Project Contract Management Process.
To enable more efficient contract management processes, bespoke The lack of familiarity with bespoke provisions that could have
contracts were developed for both the service and procurement an adverse impact on communication and efficiency in contract
contracts of the Project to best serve the unique needs of such a administration, was managed in TANAP through the formation of a
complex Mega Project, rather than using the standard framework strong contract management team.
contract forms used in the industry.
Finally, the interfaces and battery limits were clearly defined in the
Through the use of bespoke contracts in place of standard contracts, contracts at the bidding stage, and amended when necessary until
the transfer and allocation of risks between the contractors and TANAP contract execution so as to eliminate any confusion among the
were well managed through the inclusion of balanced limitations, contractors. As an outcome, the execution of project contracting
ensuring TANAP was able to manage the risks, while also limiting the processes through bespoke contracts enabled a better and more precise
financial risk to contractors to the level of agreed damages, and to determination and implementation of the scope of the Project, as well
exposure under bonds, warranties and the like. It was also considered as the material and services procurement requirements related to the
that the maximum transfer or allocation of risk from TANAP to the project.
contractor would return to additional cost exposure to TANAP.
It was understood that risk allocation could also be managed under
standard contracts through the inclusion of particular conditions
within the contracts, although ambiguities may be created in contracts
with multi-staged conditions, which may lead to uncertainties in
interpretation and lead to increases in the valid basis of claims.
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Contracts and Claim
Project Phase
Phases 0 and 1
Type
Bonus Scheme Well

A Bonus Scheme was introduced to Construction Contractors to motivate them to achieve Key Mechanical
Completion Milestones on time and/or earlier than the Contractual Date
The Contractors were entitled to bonus payments, calculated based on The Bonus Scheme motivated the Construction Contractors to take the
the specific percentages in the original Contract price if they achieved necessary actions to meet the interim key contractual milestone dates,
Key Milestones before the contractual completion dates. In order with the ultimate goal of achieving Mechanical Completion milestone on
to be entitled to such bonuses, and ultimately, to meet the Project or earlier than the contracted dates. In cases where the key milestones
targets, the Contractors were encouraged to review and revise their were achieved early, but Mechanical Completion was not be achieved on
construction schedule by mitigating inefficiencies and delays, as well time, no bonus payments were made.
as by increasing their equipment and workforce. The Bonus Scheme
The Bonus Scheme proved to be an effective approach to the motivation
was introduced following a detailed cost-benefit analysis by the
of Contractors to achieve their contractual targets through the provision
Project Management Team, and led to a minimization of schedule risk,
of additional resources and improvements in efficiency in a schedule-
enhanced project planning and prompt project completion.
driven project like TANAP.
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Contracts and Claim
Project Phase
Phases 0 and 1
Delay Liquidated Type
Damage Philosophy Well

A Delay Liquidated Damage (LD) philosophy applied not only for the final, but also for the interim milestones.
The strict use of delay liquidated damages when Contractors failed to Unlike typical contract management philosophies, more detailed
meet their Key Contractual Milestones was one approach to ensuring milestones and LD mechanisms were put in place to manage and monitor
the timely completion of the Project. Contractor performance involving the application of interim milestones,
which served as an auto control for the Contractors and ensured the
The applied LD amount was withheld from the Contractor’s payments,
achievement of both interim and ultimate goals.
but if the Contractor achieved their next key milestone in accordance
with Contractual targeted dates, the LD amounts that had previously It is important to include delay LD provisions in contracts, although such
been withheld were released to the Contractor. provisions should not only penalize the Contractors, but should also
motivate them to achieve their interim and final contractual milestones.
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Contracts and Claim
Project Phase
Effective and Phases 0
Constructive Claim Type
Evaluation Well

The Construction Contractor’s claims were evaluated and settled during the project execution process
rather than leaving them until the contract close-out.
All Construction Contractors claims were evaluated and settled during This enabled the timely resolution of claims and avoided unnecessary
the project execution phase. To accelerate and accurately assess disputes between parties. The Contractors were thus motivated,
the Contractor’s claims, detailed assessments were performed by the and were able to concentrate on the delivery of their contractual
relevant departments and the results were submitted to the TANAP responsibilities rather than being confrontational with the Client.
Higher Claim Evaluation Committee for review and endorsement. This
Assessing Contractors’ claims during the contract execution process
committee was chaired by the TANAP CTO and included multi-disciplinary
serves to prevent confrontations between parties, and motivates
Senior Managers who independently reviewed the claims and the
Contractors to achieve their contractual obligations.
assessments of the relevant TANAP departments.
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Overall Project Management
Project Phase
Phases 0 and 1
Type
Agile Project Leadership Well

An agile project management approach was implemented during the project lifecycle, and was continuously
communicated with the Project Stakeholders.
For large and complex projects of the scale of TANAP it is essential for implemented to speed up progress, while keeping the ultimate project goals
the Project Management Team to adopt an agile leadership approach, unchanged. Maintaining active lines of communication between project parties
i.e. to receive and assess feedback, and to develop/revise/implement allowed rapid decision-making involving the weighing-up of the available
plans for the best outcome. The TANAP Project Management Team options and choosing the best course of action for the project. TANAP was one
continuously promoted and implemented such an approach and took of the first Projects to implement an agile project management approach, the
incremental steps toward the completion of the project while keeping popularity of which has been increasing since 2018/2019.
the ultimate goal of the project in mind.
It is vital to implement iterative work planning, which is based in principle
Site Delivery Managers were assigned to monitor the Contactors’ works on monitoring progress, analyzing delays and challenging activities, as well
closely and provide continuous feedback to the Project Management as revising implementation plans.
Team. Based on such inputs, incremental steps were planned and
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Project Phase
Phases 0 and 1
Effective Stakeholder Type
Management Well

Effective stakeholder management was conducted with all Project Stakeholders
throughout the Project Lifecycle.
Maintaining effective and continuous communication lines with the Key The TANAP Project leadership and management methodology were based
Stakeholders enabled the more swift evaluation and endorsement of new on close interaction among the Project Team and TANAP Shareholders via
plans and/or changes developed to resolve the challenges encountered during mutual practical and effective platforms for the review of project activities
the Project lifecycle. Many platforms were established to ensure effective and decisions with the Shareholders and such key partners as the TANAP
communication with the Pipeline Affected Parties, Project Stakeholders, Technical Advisory Committee, the Audit Committee, the Finance Committee
Shareholders, Shippers, International Financial Institutions (IFIs), etc. and the Contract Committee that were established by TANAP, and the
Shareholder representatives established pursuant to the TANAP Shareholders
In all processes within the Project, including those related to land acquisition,
Agreement. Efficient and regular communications were maintained with
TANAP adopted a strategic and structured approach to stakeholder relations
the Shareholders to benefit from their valuable experience, and as a
with the aim of establishing and maintaining constructive relations with all
consequence, new plans and/or changes in concerns that occurred during
stakeholders. A Stakeholder Engagement Plan was developed that explained
the Project lifecycle were able to be discussed and evaluated swiftly, and
in detail the interaction between TANAP and Stakeholders. TANAP consulted
could thus be addressed by the Project Team in a timely manner.
the relevant public institutions along the route of the pipeline, organized
public engagement meetings on a district basis, and held consultation and Effective stakeholder management planning should be carried out in the initial
dissemination meetings with national and international NGOs in order to inform phase of the project, being one of the most critical factors contributing to
interested parties and other stakeholders that may be affected by the project, success in a project.
and to ensure their engagement in the project.
Handbook
Handbook
41
Project Phase
Phases 0 and 1
Special Platforms for Type
Contractual Decisions Need for improvement

TANAP Contracts Committee (TCC), the members of which are appointed by the Shareholders, was
established to discuss and make decisions that will have contractual impacts on the TANAP Stakeholders.
In addition to the TANAP internal review processes, any contracts exceeding The amount of contractual and/or change limits subject to review
certain budget limits were subject to review and endorsement by the TCC, and endorsement of the Shareholders Committees should be
established in line with the TANAP Shareholders Agreement. This additional defined as a proportion of the overall project budget to expedite
process ensured oversight and endorsement, and while it brought benefits an approval processes.
to evaluation and control, it also had an adverse effect on the Project bid
schedule. The time required for such additional Stakeholder review and
endorsement stages should be taken into account during the bidding process.
Handbook
Project Phase
Phases 0 and 1
Project Management Type
Structure Well

Change in Project Management Philosophy by integrating the EPCM resources into an Integrated
Project Management Team (IPMT), under the management of the TANAP Project Management Team.
Upon completion of the FEED, an Engineering Procurement The main goal was to clearly communicate the project goals to all the
Construction Management (EPCM) contractor was selected to stakeholders, to assign accountabilities to the appropriate authorities, and
manage the project activities on behalf of TANAP. During the initial to motivate the project personnel and Contractors. The integrated approach
stages of the Project, several problems occurred related to the fostered collaboration and assisted in the identification and allocation of
management of the project contractors and the work schedule. critical resources to the right positions, which further motivated all the
The TANAP Project Management Team analyzed the issues stakeholders. The close and direct involvement of the TANAP Management
and identified root causes towards the end of 2015. Following a Team in all aspects of the project works and the support provided by the
detailed assessment and careful planning, the TANAP Project project Shareholders had a positive effect on project progress, and resulted
Management Team proposed, and the TANAP Board of Directors in the timely achievement of key milestones and significant savings in the
agreed, to integrate the EPCM resources into an Integrated Project budget.
Management Team (IPMT), under the management of the TANAP
Creating an open and collaborative work environment in which the team
Project Management Team. In August 2016, the EPCM Contract
members can communicate cooperatively, share their views and focus on
was amended and two new but separate Consultancy Framework
achieving the project goals enables the successful delivery of a project.
Agreements (CFA) were signed with the EPCM Contractor and its
Consultant. Under these CFAs, the CFA parties were to provide
manpower for the IPMT. The modification to the Project Management
Philosophy, i.e. the establishment of the IPMT, was driven by the
problems related to the management of the work and the slow
progress.
Handbook
43
Project Phase
Phases 0 and 1
Contractual Performance Type
Monitoring Well

Contractual Key Milestones were used to set specific targets, while control mechanisms applied during the Project
implementation phase to observe progress allowed any necessary actions to be taken before it is too late, and
motivated the Construction Contractors to achieve the interim and ultimate targets of the Project on time.
Contractual Key Milestones were introduced to the Construction Contractors

Contracts and interim control mechanisms were established to monitor the
progress of critical activities:
Completion of 30% of the Welding,
Completion of 60% of the Tie-In and Back-Fill,
Completion of 70% of the Hydrotesting,
Mechanical Completion,
80% of All Detailed Design Drawings Complete,
The above-listed milestones were planned in alignment

with the Overall Project Schedule, and served to
motivate the Construction Contractors to achieve the
Project goals.
If any Key Milestone was not completed and approved by

TANAP on, or prior to, the date due for completion, Delay
Liquidated Damages (LD) were applied to the relevant
Contractor as per the applicable provisions of the contract.
The goal, however, was not to penalize the Contractors,
but to motivate them to complete the project on time.
The application of such an interim milestone structure

enables progress to be observed, and allows the necessary
actions to be taken and the project goals to be met on time.
Handbook
Project Phase
Phases 0 and 1
Type
Clashes of Interfaces Need for improvement

No effective interface between the Project stakeholders in the early stages of the Construction phase
was established by the Engineering Procurement Construction Management (EPCM) prior to the
establishment of the Integrated Project Management Team (IPMT).
An interface between the Onshore Pipeline Construction attention were discussed and resolved with the Contractors as required.
Contractors (OPLC), the Station Construction Contractor (SCC)
The managerial strategies defined in the initial phase of the project should be open to
and the Telecom/SCADA Contractor (TSC) managed by the EPCM
change in line with the experiences encountered during the execution phase. In projects
during the initial phase of the project was insufficient, leading to
with many interfaces, such as TANAP, the battery limits should be determined clearly, and
a misalignment of priorities, as well as a delay in the schedule.
a management strategy should be determined accordingly. In addition, the performance
The lack of a clear definition of interface management, as in the management of all these interfaces should be closely monitored, and corrective
well as the division of responsibilities between TANAP’s Major actions should be taken when necessary.
Contractors (OPLC, SCC, TSC) had a negative impact on the
management and coordination of the Contractors. The EPCM was
not sufficiently effective for the management of the interface
between the Contractors and other Project stakeholders.
The project priorities were not clearly understood by the EPCM

Management, and messages from TANAP were not conveyed to
the Contractors in a correct and timely manner.
The Integrated Project Management Team (TANAP IPMT),

established in August 2016, started managing the Contractors
directly under the responsibility of TANAP. The relationships,
liabilities and boundaries were re-defined as per the contractual
obligations and the scope of works, and documented
accordingly. The project priorities and deadlines were clearly
communicated to the Contractors, and the implementation of the
works was followed up closely, and any areas requiring
Handbook
45
Handbook
Project Phase
Phases 0 and 1
Robust Interface Type
Management Well

The interfaces and coordination of the Engineering Procurement Construction Management (EPCM)
Contract, the Long Lead Item (LLIs) Supply Contracts, and the Construction and/or EPC Contracts
were well managed.
The interface management of the Construction Contractors, Vendors, Interface management is very important for the achievement of major
Subcontractors, etc., was of vital importance, and was a major project targets in terms of scope, cost and schedule. A well-designed
factor in the structure. The TANAP interface management structure interface management approach ensures that all project parties work
served to promote project stability while identifying interfaces toward the project goals and objectives with a principle of integrity.
between the involved parties. One of its missions was to ensure As such, the project parties and their roles and responsibilities should
transparency through process control and communication among be clearly defined and interface management should be planned
the TANAP project teams, the Construction Contractors, Vendors and based on these elements. The functioning of this system, should be
Subcontractors, and the support thereof. With the involvement of the monitored continuously throughout the project lifecycle, making use
project leadership (through Periodical Interface Meetings, Monthly of such tools and techniques as periodic meetings, DVRs (Division of
Process Meetings, Site Leadership Visits, etc.), the interfaces were Responsibility Matrices), interface registers, etc.
effectively managed.
Furthermore, the timely detection and elimination of issues that arose

between parties, arising mainly from the division of responsibilities
on site, were ensured. Interface Management provided a rather well-
established environment for the clarification of the pre-determined
roles of each party (despite the complex structure), and it was also
designed to reduce and even nullify disparities and any conflicting
authority demands encountered by individual contractors and
subcontractors during the project execution, particularly on site.
Handbook
47
Project Phase
Phases 0
Type
Early Bird Gets the Worm Well

Early Works contract(s) were awarded before the Construction Contracts.
Awarding Early Works Contract(s) for the ground preparation, fencing, Awarding Early Works Contracts for preparatory construction works
access road, camp establishment and stockyards/laydown area works effectively speeds up the mobilization of Construction Contractors,
before awarding the EPC and the construction contracts had a highly and accelerates the commencement of works in such schedule-
positive impact on the overall Project delivery. The Pipeline Construction driven projects as TANAP.
Contractors were provided with camps and stockyards that allowed
efficient time management for the preparatory construction works.
Handbook
Project Phase
Phases 0 and 1
Type
Closure of Punch Items Need for improvement

The handover of facilities from the Construction Contractors to TANAP Operations before Provisional
Acceptance (PA) enabled better control of operational systems, but delayed the closure of punch items.
The TANAP Project sites were handed over to TANAP Operations and Although early site handover is an effective way of integrating
Maintenance (technical handover) prior to Provisional Acceptance (PA), operating systems and teams into the sites, Construction Contractors
and the Contractors were contractually obliged to close the remaining need to be monitored for the closure of the remaining punch items.
punch items prior to PA. This facilitated the establishment of control
The Contractors’ performance should be monitored continuously
over operations through the implementation of the TANAP Permit to
through regular progress meetings and site visits to ensure the
Work process, but at the same time caused delays in the closure of
remaining punch items are closed in a safe and efficient manner.
the remaining punch items due to the application of stricter control
measures.
Handbook
49
Project Phase
Phases 0 and 1
Close Monitoring and Type
Timely Interventions Well

Progress was monitored closely, and the necessary actions were taken on time – regardless of their severity
During the implementation of the Project, there were several instances To mitigate this considerable risk had the potential to jeopardize the
in which the Project Management Team had to take urgent action that completion of the Project on time, and taking into account all possible
in later stages of the Project proved to have had a critical positive effect risks and consequences of the postponement of the Mechanical
on progress. The Project Management Team, after having reviewed the Completion Date, the Project Management Team evaluated all
pros and cons of such changes, decided on shifts of scope among the possible alternatives, including the termination or partial termination
Contractors (in construction as well as in material deliveries). Given the through a reduction of scope. It was decided in the end that the best
delicacy and the potential for undesirable outcomes of such decisions approach for the maintenance of the overall Project Schedule and
if not managed carefully, the Project teams demonstrated considerable contractual commitments would be to engage another of the existing
courage in taking such critical actions after evaluating all aspects of the Contractors to complete a portion of the works assigned to the
change, and communicating all the details to the Project Shareholders to Contractor causing the delay.
obtain their support.
The benefit of utilizing one of the existing Contractors for the
The Project Management Team monitored the progress of all Contractors execution of outstanding works related to their familiarity with
very closely and noted that some Contractor continued to fail to deliver the project environment, including the technical specifications
the required outcomes, even during the summer season when the and procedures, gained through their previous involvement in the
greatest progress was expected. Despite the support and guidance implementation of works under the Project.
provided by the Project Management Team, it was evident that one of the
Contractors was not taking necessary actions, and the risk of failure in
achieving Mechanical Completion on time was increasing day by day.
Handbook
Project Phase
Phases 0 and 1
Materials Type
Management System Need for improvement

The materials management system should be well established at the outset of the project.
It was not possible to establish an effective

materials management system in the initial
stages of the Project, leading to delivery
and storage-related problems. Some of the
materials required for the latter stages of the
project were delivered to the sites much earlier
than required, leading to a need to construct
additional storage facilities to ensure the
proper preservation of the materials.
A robust and comprehensive materials

management system that takes into account
the design requirements, procurement process,
material delivery schedules, construction
planning, etc. should have been established at
the outset of the Project to ensure the delivery
of materials to the sites for use when needed.
A materials management system, an applicable

management plan and a specific/dedicated
organization should be established at the
beginning of projects to avoid concerns/
problems during the execution of the project.
Handbook
51
Project Phase
Phases 0 and 1
Level End Boss = Special Type
Task Forces Well

Special task forces were established with the formal approval of the Project Management to
handle specific issues arising during the implementation of the Project.
These task forces were comprised of selected project team members, the site, which could have a direct impact on the Project schedule.
who were appointed based on their experience and knowledge and given
The establishment of special task forces involving a dedicated team
clearly defined roles and responsibilities, with specific targets to deliver to a
recruited from the Project participants proved to be a very effective
certain schedule. This allowed smaller tasks to be tackled in an efficient and
method for the achievement of specific targets or for the resolution of
timely manner, without a need for the creation of larger teams and without
issues with the potential to affect the project schedule and/or costs.
additional resources or outsourcing. As an example, a special Task Force was
established to oversee activities related to the delivery of metering skids to
Handbook
Project Phase
Phases 0
Early Commencement of Type
Design and Procurement Well

Commencement of the detailed design of the onshore pipeline and the procurement of
Long Lead Items (LLIs) as early as possible.
The early start of the pipeline and facilities design

and procurement had a positive impact on the project
schedule. Starting the procurement of LLIs as soon
as sufficient information is received from the FEED
(Front-end Engineering Design) facilitated the creation
of a shorter overall schedule and allowed the earlier
commencement of the onshore pipeline construction.
Starting the design and procurement works as soon

as possible offers a considerable advantage in terms
of time-saving, especially in schedule-driven projects
such as TANAP with a wide scope and with many
interfaces.
Handbook
53
Project Phase
Phases 1
In-house Organizational Type
Resources Well

Linefill and Commissioning Activities were managed by the Projects’ Own Human Resources.
TANAP Project Directorate decided to use existing Project team members Drawing upon the lessons learned during the Phase 0 linefill and
for the management of the linefill, commissioning and completion works. commissioning works, the Completions and Commissioning Group
Using experienced Construction team members ensured a smooth was restructured to align with the Phase 1 linefill and commissioning
transition from the construction to the commissioning phase. Moreover, activities’ needs and requirements, which led to a much smoother
involving the Operations personnel in these activities provided them with and faster completion of the tasks. As a substantial portion of the
an opportunity to gain a familiarity with the facilities prior to the start of mechanical works had been completed and pre-commissioning works
commercial operation. had been launched at various compressor stations, dedicated project
teams from the construction and operational organizations were
The team developed the necessary plans and procedures, had them
assigned to manage the Phase 1 commissioning works.
verified by an independent third party and managed all the works, without
a need for outsourcing. This resulted in faster mobilization and set up, The creation of all necessary documents and a clear definition of roles
as well as effective coordination among the teams. The utilization of and responsibilities, as well as the communication of such roles and
personnel from the Construction teams allowed the transfer of project responsibilities with relevant personnel before the commencement of
knowledge to the commissioning team, while the utilization of personnel activities, serve as a solid example of an improvement made during the
from the Operations Department allowed them to become familiar with transition from Phase 0 to Phase 1.
the facilities and to understand the working principles in a relatively safe
environment, i.e., prior to the start of actual commercial operations.
Handbook
Project Phase
Phases 0 and 1
Type
Project Documents Need for improvement

Although the Project’s official language was English, it was necessary to issue
bilingual project documents to ensure efficiency in the execution of the works.
Due to the shareholder structure and international nature of

the Project, the official language of the TANAP Project was
English, and so all Project documents were generated in English.
However, as the Project was implemented in Turkey and the
vast majority of the site personnel were local people with a
limited command of English, some critical documents had to
be translated into Turkish to ensure all staff understood the
procedures. At times, the site management teams had to explain
the content of critical documents to the project personnel with
insufficient English skills to ensure they understood all of the
requirements of relevant procedures.
Taking this lesson learned into account, and based on previous

operational experience, all Operational Procedures were
produced in both English and Turkish.
In multi-national projects such as TANAP, the documentation

language should bilingual to ensure a better understanding.
Handbook
55
Health and Safety
Project Phase
Phases 0 and 1
Encouraging Health and Type
Safety Applications Well

The TANAP Project Health and Safety Recognition Program and the Health and Safety
Incentive Program were introduced to encourage the Project Team and Project Contractors to
comply with Project Health and Safety Principles on site.
The TANAP Project Health and Safety Recognition Program and the Health
and Safety Incentive Program were applied to encourage the Project
Team and Project Contractor employees to comply with the TANAP Golden
Rules of Health and Safety.
Within the scope of the TANAP Project Recognition Program, Project

personnel who complied with the principles successfully were
recognized as “the personnel of the month” by e-mail to the entire Project
Team. Moreover, within the scope of the Health and Safety Incentive
Program, a rewards system was applied in which successful Project sites
were rewarded by TANAP based on their LTI (Lost Time Injury Frequency),
RTA (Road Traffic Accident Frequency), TRI (Total Recordable Injuries
Rate), number of man/hours without LTI and number of recorded Safety
Observations (SOB).
The Health and Safety Incentive Program not only motivated the Project
Team to comply with the TANAP HSE (Health and Safety, Environmental)
standards and principles, but also ensured the completion of the Project
with high HSE performance.
Handbook
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57
Health and Safety
Project Phase
Phases 0 and 1
Comprehensive Incident Type
Investigation Procedure Well

A comprehensive Incident Investigation Procedure was developed and applied by TANAP and
all Contractors to prevent the recurrence of incidents.
The Comprehensive Incident Investigation Procedure and principles were In mega construction projects such as TANAP, priority should be given
developed as per the Project requirements and shared with all on-site to safety, and Incident Investigation Procedures should be carefully
Contractors. The Contractors were instructed by official letter to implement applied to ensure the root causes of any incidents are investigated in
all principles of this procedure in the event of the occurrence of an incident, detail, and actions are taken to prevent reoccurrence.
and emphasis was on finding the root cause of the incident so as to
prevent recurrence. The purpose was not to single out the guilty, but to
gather data that could lead to corrective actions, and to prevent systematic
failures.
Handbook
Health and Safety
Project Phase
Phases 0 and 1
Road Safety Type
Management Need for improvement

Road Safety Management was established at the beginning of the Project and
implemented by all parties throughout the project.
Cross-country pipeline projects are linear projects that extend over Accordingly, during the bidding and contract award processes, road safety-
long distances. Due to the nature of the works, a significant amount related requirements were well-defined and included in the Construction
of human and material transportation is unavoidable, making it Contractors’ contracts, and so the implementation of road safety
critical to have well-defined Road Safety Management plans and requirements was standardized among the Contractors and TANAP.
procedures in place. The TANAP Road Safety document was created
Developing an Advanced Road Safety System sets a standard and can help
at the outset of the Project and shared with the Construction
organizations reduce, and ultimately eliminate, the incidence and risk of
Contractors.
fatalities and injuries resulting from road accidents.
Handbook
59
Legal Affairs
Project Phase
Phases 0 and 1
Early Commencement of Type
Design and Procurement Well

The TANAP Legal Affairs Directorate team has maintained a strong connection with other
project departments throughout the Project lifecycle, ensuring considerable know-how.
The TANAP Legal Affairs Directorate was involved in negotiations, This approach proved to be advantageous particularly in commercial
communications and agreements from day one, and maintained a operation contracts, which constitute the basis of TANAP’s operations.
strong interface with the commercial, administrative, technical and Strict attendance to the technical negotiations on commercial
financial departments, all of which generated tremendous know-how operation contracts, in addition to discussions on legal terms, ensured
within the TANAP Legal Affairs Directorate. better coordination between the legal and commercial operation teams,
and ensured an effective understanding of commercial operation
Armed with such valuable know-how, the dedicated in-house legal contracts, resulting eventually in a smoother finalization of the
team was able to provide legal services in line with its previous contracts and an integrated approach to the contracts, as well as the
practices and experience, which proved to be valuable in increasing minimization of disputes.
efficiency, ultimately benefiting TANAP and its shareholders. Through
the effective use of such know-how, the legal team has been able to
provide legal opinions in a timely manner without disrupting TANAP’s
operations. Such experience has also benefited other departments in
terms of time efficiency.
Handbook
Procurement and Materials Management
Project Phase
Phases 0 and 1
Well-Structured Type
Bidding Steps Well

Well-structured steps, including Pre-qualification, Bid Update and
Best and Final Offer (BAFO), were applied during the bidding processes
During the bidding process for the procurement of services and Bid Update: Due to parallel development of the detailed design
materials, the following well-structured steps were applied: at the time of the bidding stage, bid updates were made efficiently
to allow bidders to update their bids based on the bidding process
Market research: This step was applied for the critical material clarifications, to allow the incorporation of the changes into the
and service packages, such as the line pipes, line valves and design or to satisfy any other requirements of TANAP. This process
onshore pipeline construction contractors. As a result of this study, ensured the avoidance of many of the claims that would otherwise
the capabilities and capacities available in the global market were be encountered after the execution of the contracts.
identified at the earliest stage of the Project, and strategies were
re-evaluated and set based on real market conditions rather than Best and Final Offer (BAFO): This step was applied once all of the
academic knowledge. No vendors/contractors were eliminated for technical issues under the proposed contract had been clarified
any reason at this stage, although the Project’s awareness level was with the shortlisted bidders, and allowed them to provide their
increased considerably, which contributed to the following stages. best and final offers against the agreed and normalized scope (i.e.
offers with different scopes were adjusted). It is worth mentioning
Pre-qualification/screening: This step was publicly announced that a one-line compliance statement and/or the confirmation of a
to increase the number of applicants. The study was used to screen bidder to TANAP’s requirements were not considered satisfactory.
and officially qualify potential bidders who would then be invited Indeed, during the evaluation stage, all requirements of TANAP were
to submit bids for the relevant packages. As in ID no. 1 above, strict mutually discussed, and the necessary explanations were made
requirements were set in various categories, including financial and minuted with the shortlisted bidders prior to the collection of
aspects, QA/QC, HSE and certification, experience record, project their BAFO’s to reduce/eliminate any ambiguities that may lead to
management/execution strategies, policies, plans and procedures additional costs related to unforeseen risks.
and current contractual commitments/works in progress, etc. to
prevent inappropriate entities from submitting bids.
Handbook
61
Well-Structured
Bidding Steps
The application of such bidding steps as pre-qualification and Competitive bidding serves to identify the most appropriate contractors/vendors
bid update (followed by a BAFO) during the Project bidding of particular goods and services. It ensures transparency and equal opportunities,
processes resulted in a competitive bidding process, contributing and ensures the outcome represents the best value. A transparent and robust
to the financial success of the Project Contract and successful procurement process is one of the most critical factors in the success of a project,
Procurement Management. ensuring the selection of the most suitable contractor/vendor.
Handbook
Project Phase
Phases 0 and 1
Client Supplied Materials Type
Delivery Schedule Need for improvement

The Client-Supplied Materials Delivery Schedule was not compatible with the
schedule defining when the materials need to be on site.
Due to a lack of close interaction between different departments In some cases, the correction of defects resulting from inappropriate
under a single discipline that combines and closely monitors trends preservation adversely affected progress during pre-commissioning
in the overall Project schedule, and that considers the impact of such and commissioning activities. Furthermore, additional storage areas
trends under the dynamic schedules of various packages, it became had to be arranged for the storage and preservation of materials
apparent that accurate and effective planning was not possible when delivered ahead of time.
arranging the Delivery Schedule of Client-Supplied Materials at the time
The delivery of materials should be scheduled with a margin of safety
of the execution of the contracts and thereafter during the expediting
before the required-on-site date, and construction schedule trends
process. Some of the Client Supplied Materials were thus delivered to
should be closely monitored and managed to avoid the need for
sites earlier than the required-on-site dates (especially Phase-1 items).
additional storage facilities, and to minimize the preservation risks
While early deliveries avoided any claims of delays by the Construction related to seasonal conditions at the relevant sites.
Contractors and maximized flexibility in the sequence of construction
activities, which positively supported the overall completion schedule
of the Project, it caused storage and preservation difficulties at the
worksites.
Handbook
63
Project Phase
Phases 0 and 1
Scope of Vendor Type
Contracts Need for improvement

All requirements (e.g., spare parts provision, supervision during installation and commissioning,
maintenance during initial operation, etc.) should be clearly detailed in the Vendor Contracts.
TANAP encountered various issues in the provision of supervision services Furthermore, the lack of detailed information regarding the
during the project execution process. Sourcing equipment from foreign requirements for the provision of maintenance services and spare
manufacturers led to prolonged service times, and visa and transportation parts under the Vendor contracts emerged as an issue when such
difficulties associated with the supervisory services. services were needed in the early stages of the operation period.
The provision of such services upon re-negotiations with the
Accordingly, a schedule of the services that will be requested from
Vendor led to losses of time.
Vendors during the Project execution phase should be defined during the
contract negotiation phase, even tentatively, and included in the Vendor To overcome such problems, maintenance and spare part
contracts. Furthermore, the notice periods for the requirement and arrival requirements should be negotiated during the bidding stage, and
of Vendor supervisors should be well-defined, and remedies shall be options should be included in the procurement contract.
available to TANAP in the Vendor contracts to be applied in the event of
In any event, the procurement of equipment from domestic
the Vendor failing to comply with the arrangements of their supervisors.
vendors that meets international standards may eliminate many
In this way, disputes arising out of the provision of Vendor supervision
of the problems related to the provision of supervision and
services could be minimized.
maintenance services. Hence, local content should be maximized
to the maximum extent possible, and a certain cost margin may
be considered in the bidding stage to support the achievement of
such maximization efforts.
Handbook
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65
Project Phase
Phases 0 and 1
Client Supplied Type
(Free Issue) Materials Need for improvement

The number of Client-Supplied (Free Issue) Materials should be balanced considering the level of Vendor data
input into the detailed design, construction planning and the delivery of materials for the Project, as well as the
management resources.
Although the procurement of critical equipment by the Client may The need for data from certain Vendors (ICSS, WP, SCC, etc.) led to
facilitate advancement in the completion of the detailed design, the additional delays. In this respect, the procurement of items should
number of Client-supplied items should be limited to long-lead items be left to the Contractors as much as possible to eliminate additional
and items for which early Vendor design is required for inclusion in the interfaces, and also to avoid potential claims related to delays in
detailed design, to avoid impacting on the Construction Contractors’ material deliveries.
work plans. Too many Client-Supplied Materials increase the need for
Client-Supplied Materials should be optimized in line with the needs of
interface management between the Contractors and Vendors, and
the project.
cause delays in the overall engineering processes.
Handbook
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67
Engineering and Design
Project Phase
Key Performance Phases 0 and 1
Indicators (KPIs) for Type
Engineering Activities Need for improvement

Key performance indicators related to detailed engineering activities should be clearly defined and included in the
Engineering Procurement Construction Management (EPCM) contract.
Key performance indicators related to detailed engineering Key Performance Indicators would allow the close monitoring of the
activities were not defined, which led to a lack of motivation or any detailed design activities, and would prevent changes. For detailed
mechanism for the evaluation of the EPCM Contractor’s performance. engineering activities, indicators on which performance measurements
As a consequence, there were problems in the management of are based should be determined and defined in the relevant contract.
engineering deliverables, which was carried out based on the In addition, to help monitor progress in the provision of engineering
idiosyncratic experiences of the Project Management Team. deliverables, an overall design and engineering schedule with defined
milestones should be prepared considering all details, such as third-party
inputs (e.g., Vendor requirements) and their timing and impacts.
Handbook
Engineering and Design
Project Phase
Phase 1
Location Selection of Type
Project Facilities Need for improvement

A thorough review of the selected locations of such facilities as Compressors,
and Metering and Block Valve stations, should be made involving experts who are
familiar with the local environmental and geographical conditions.
The location selected for CS1 has significant surface and underground improved, considering the infrastructure in the identified location.
water problems, which led to a delay and complications in the
A detailed site investigation should be carried out not only of the site, but
construction activities. Improvements had to be made to the
also in the surrounding area. The design should not be finalized based
temporary and permanent drainage systems on the site, and the same
on desktop studies. Additional construction measures had to be taken
infrastructure concerns were experienced with the location of BVS 49,
during the construction of some of the stations located on flood plains.
which led to a change in its location. The site selection criteria should be
Handbook
69
Construction
Project Phase
Phases 0 and 1
Encouraging Health and Type
Safety Applications Need for improvement

The Pipeline Construction Contractors’ Key Contractual Milestones for the “Achievement of the Mechanical
Completion Date” had to be planned to be achieved by the end of the year, which led to difficulties in the
implementation of the completion and commissioning activities during the winter period.
To meet the commitments of the commercial arrangements, the Within the scope of the construction and commissioning activities,
mechanical completion and commissioning activities were planned for the Mechanical Completion Milestones should be determined with
the winter months following the Key Contract Milestones and the Project due attention paid to seasonal conditions.
Schedule. Seasonal difficulties necessitated the planning of additional
While deciding on the Commercial Operation Date (CoD), technical,
works and the acquisition of additional resources for the construction
seasonal and construction challenges should be taken into
completion and commissioning stages, for which prioritization studies
consideration when planning the project milestones.
were carried out.
Handbook
Construction
Project Phase
Phases 0 and 1
Type
Robust Site Organization Well

A Single Point of Accountability was assigned for the site works.
The management of sites by the assigned authorities ensured integrity Engineering issues, and were assigned to manage the works delivered
and discipline in the delivery of the task. The Delivery Managers by all disciplines, and to coordinate between their site and the
were the Single-Point Accountable persons on their respective sites, Headquarters.
and were responsible for the management of all TANAP works, and
The centralization of the management of all disciplines, on one hand,
also for the management of the Contractors’ works. The Delivery
and the representation of all disciplines on all sites facilitated the
Managers ensured high standards in Quality, Health and Safety, Social,
efficient management of site works and enabled the delivery of the
Environmental, Contractual, Project Control, Construction and
task on time.
Handbook
71
Construction
Project Phase
Phase 0
Value-Adding Type
Construction Practices Well

Value-adding Construction Practices, such as Constructability Reviews, Pipeline Lowering
Optimization, the Use of Correct Equipment in Correct Quantities for Backfilling.
The TANAP Project Management Team continuously reviewed project Optimization of Pipeline Lowering: The length of the pipe sections
progress, assessed delays, and discussed improvement options with to be lowered into the trenches was optimized considering the
all the relevant parties. geographical conditions and pipeline integrity. Where possible,
to reduce the need for tie-in welding in the trench and to improve
Constructability Reviews: Typically, alignment workshops should
lowering-in performance, smaller sections were welded together prior
have been conducted involving the Construction Contractors during
to the start of the lowering-in activities. Furthermore, reducing the
the detailed design phase, which would have allowed a better
number of tie-in activities in the trench minimized the risk to health
understanding and clarification of fabrication techniques, connection
and safety.
designs, standard details, penetration/sealing details, materials,
finishes and methods, as well as construction philosophies among The use of the correct equipment and materials in the right quantities
the architectural, civil engineering and structural engineering for Backfilling: on-site progress was continuously reviewed, delays
teams, ensuring their alignment with the Contractors. As the design were assessed and improvement options were discussed with the
of the onshore pipeline was on the whole completed prior to the Construction Contractors. During these reviews, delays in pipeline
awarding of the construction contracts, to save time in the project backfilling operations were considered, and potential improvements
schedule, no constructability reviews were carried out with the were evaluated. The selection of numbers, as well as the capabilities
involvement of contractors. To close this gap, the TANAP Engineering of backfilling equipment, is important for the efficient and timely
and Construction Departments, working in close cooperation, were backfilling of large diameter pipelines. A detailed analysis was
able to successfully resolve the technical queries and deviation conducted to identify the causes of delay in backfilling. At some
requests raised by the construction contractors related to materials locations, the equipment had to be increased, while in other locations
and construction techniques. Where applicable, TANAP put forward the size/capacity of the equipment to hand had to be revised to align
optimization alternatives for the consideration of the Construction with the site conditions in terms of terrain and soil type, whereas at
Contractors, which contributed to construction progress. some other locations, materials from nearby quarries were imported
for backfilling.
Handbook
Handbook
73
Construction - Pipeline
Project Phase
Phase 1
Resource Utilization in Type
Construction Works Need for improvement

Identifying the Level of Effort and Obtaining the Right Resources for the Job is
essential in ensuring the implementation of the works as planned.
Planning and mobilizing an adequate number of construction

crews in a timely manner is essential in ensuring the
implementation of the works as planned. Pipelines are
linear projects in which works are implemented in certain
sequences. The right type and amount of resources should
be mobilized to ensure the works can be performed at the
right time so as to avoid the delay of all other relevant works.
The Construction Contractors lacked sufficient crews for

back-end activities (padding, backfilling and tie-in welding),
which led to a risk of long lengths of unburied pipeline
sections in the trench, and around 4,000 awaiting tie-in
in the final construction season. Furthermore, when the
number of crews for back-end activities was significantly
increased, additional effort was required for the efficient
management of these resources. In large-scale projects
such as TANAP, resource planning and utilization requires
significant management effort.
A cost-benefit analysis should be carried out before

identifying the quantities of resources considering
performance, workload and project needs, as well as the
management effort required.
Handbook
Construction - Pipeline
Project Phase
Phase 0
Maximum Limits for Type
Safe Construction Need for improvement

Contracts define the maximum limits to ensure the implementation of works safely,
and without major impact on the surroundings.
Contracts define the maximum limits for every step

of work, e.g. the max length of trench that can be
opened before backfilling, the max length of welded
pipe above ground awaiting lowering into the trench,
etc. These were established to ensure that the works
are implemented safely, and to prevent impacts on
the effected parties along the pipeline route.
The Pipeline Construction Contractor welded long

sections of pipes at remote locations to facilitate
rapid progress, however, adverse weather conditions
prevented the pipes from being lowered into the
trenches. The Contractor thus had to take additional
safety measures in such cases when they could not
lower all of the long welded sections due to adverse
weather conditions.
The back-end activities need to be planned carefully

to avoid leaving long welded sections awaiting
lowering for extended periods of time. Moreover, in
cases where the pipe sections cannot be lowered
for any reason, and being left above the ground for a
long period of time, such sections should be carefully
supported and closely monitored to avoid movement.
Handbook
75
Construction - Stations
Project Phase
Phase 0
Site-Based Activity Type
Schedule Well

Detailed Site-based Activity Schedules for specific site tasks were prepared.
Some critical activities, such as piping works may have a ultimately to delays in mechanical completion. Therefore, such details
significant impact on the overall progress of the Project, while the should be included and managed via more detailed site-specific work
commencement of such works may be dependent on the completion plans, i.e. Level 4 (L4) and more detailed site/task-specific execution
of previous tasks, such as engineering and material procurement. schedules.
The commencement and progression of piping activities were affected
Level 4 (L4) and, where required, more detailed execution schedules have
by delays in the completion of earlier tasks, such as engineering and
to be developed, as this will allow a clearer understanding of the details
procurement.
of the task and a better determination of the critical path, which in turn
The Project Level 3 (L3) schedule was inadequate for tracking the would allow the implementation of alternative methods.
details of such activities as piping scope. This made it difficult to
monitor overall progress and to identify delays that could lead
Handbook
Construction - Telecom, Scada, Instrumentation & Electrical
Project Phase
Phases 0 and 1
Integration of Vendor Type
Packages Need for improvement

Control Systems Design: Integration of Vendor Packages into overall Integrated Control and Safety Systems (ICSS)
In major projects, a significant number of vendor packages are The ICSS design should be considered when performing an overall
required to be integrated into the overall system. The integration facility design, and ICSS engineers should be involved in the design
of such equipment into the overall facility design, and most when defining the requirements for the vendor packages, while also
importantly, the overall control system, is always a challenge as participating in the contract negotiations and clarification phases.
most vendors finalize the design of their control systems towards
Moreover, equipment purchase orders for vendor packages should be
the end of the design/manufacturing process. This adversely
finalized before the completion of the overall ICSS design to prevent
affects the finalization of the overall ICSS design, construction and
delays and reworks of the ICSS.
commissioning and, if not managed carefully, causes delays and
reworks in the ICSS. These problems get worse if orders for vendor
packages are placed late. Most vendor control systems (Unit
Control Panels) were finalized and signals were made available for
the ICSS upon the completion of Factory Acceptance Tests (FAT),
which led to a delay in the ICSS design/engineering works. The
sequence of works was rescheduled, where possible, to allow room
for separate UCP FAT’s, as well as signal integration.
Handbook
77
Handbook
Construction - Telecom, Scada, Instrumentation & Electrical
Project Phase
Phases 0 and 1
Specialized Equipment Type
Installation Need for improvement

The Project integrated baseline schedules should have been developed to include the
requirements of all project works (e.g. installation of specialized equipment) and the
interfaces between them.
One of the major and important interfaces in pipeline projects is As the work plan contained no detailed plans for specialized equipment
an interface related to the design, procurement, installation, and (e.g., control systems by the Vendor, SCADA by the Telecom and SCADA
commissioning of control systems. Contractor), and the installation and pre-requisites that were required
to be completed prior to such installations, TANAP asked the Telecom
The installation, completion and commissioning of specialist
and SCADA Contractor to develop a Level-4 (L4) detailed schedule for
equipment, such as control systems (by the Vendor) and Supervisory
critical areas such as the Admin and Control, Substation and Back-up
Control and Data Acquisition (SCADA) systems (by the Telecom
Control Center buildings.
and SCADA Contractor) require careful work planning and interface
management with the Construction Contractors responsible for the These detailed schedules, including the pre-requisites for specialized
completion of the construction work. Equipment installation dates equipment installation, were added to the overall project schedule and
should be coordinated taking into account such factors as site shared with the contractors to allow them to align their site activities
readiness, and power supply and UPS availability, site access dates accordingly.
and plans, etc.
Handbook
79
Completions & Commissioning
Project Phase
Phases 0 and 1
Pipeline Monitoring Type
System (PMS) Well

The Pipeline Monitoring System (PMS) was established in the early stages of the Project.
The establishment and deployment of

the PMS in the early stages of the Project
contributed to safe and efficient pipeline
operation, particularly during the pipeline
linefill activities. Pigs were monitored from
the MCC (Main Control Centre) and the
Stations Admin Control Buildings remotely
during the linefill operations.
Handbook
Handbook
81
Project Phase
Phases 0 and 1
Scope Prioritization Type
Studies Well

Scope prioritization (Definition of Minimum System Requirements for Commissioning Works) studies were conducted
to identify the minimum system requirements, and facilitated the launch of operations in a timely and safe manner.
To enable safe linefill and commissioning operations, detailed Scope Prioritization Studies (Minimum System
Requirements) were conducted, during which the essential systems required for the safe and efficient initiation
of linefill and commissioning works were identified, with efforts focused on their completion. This facilitated the
on-time realization of such major milestones as Gas to Turkey (Phase 0) and Gas to Europe (Phase 1).
Handbook
Project Phase
Phases 0 and 1
Completions Type
Management Tool (CMT) Need for improvement

The use of a Completions Management Tool (CMT) for the management and
record-keeping of all stages in the completion and commissioning works.
The use of purpose-built software for the management and keeping To meet the demands on resources, the Construction and Quality
of records of every stage in the completion and commissioning works teams provided support to the Completions and Commissioning team
was important in ensuring traceability as well as the transfer of such in process management by assigning some of its site personnel to the
critical information to the Operations Team. However, the CMT, when task. The specific personnel has to be assigned for the CMT actions.
first introduced, was overcomplicated and not user-friendly, and the
Considering the complexity of the CMT structure and the number of
management of such a complicated tool required the allocation of
check sheets, a sufficient number of employees should be assigned
additional resources. TANAP Project Management Team reviewed the
on-sites for the CMT activities.
structure of the CMT and optimized the number of forms/checklists
with the aim of monitoring and recording value-adding information.
Handbook
83
Completions & Commissioning - Linefill
Project Phase
Division of Phase 0
Responsibilities in Type
Commissioning Activities Need for improvement

The Division of Responsibilities in Commissioning Activities was not clearly defined in the Construction Contracts.
The scope of involvement of the Construction Contractors in

commissioning works was limited to “support activities” in
the contracts. Consequently, significant effort had to be spent
defining and clarifying roles and responsibilities within a limited
timeframe, immediately before the start of the commissioning
activities. Consequently, the commissioning phase was
affected by contractual debates between TANAP and the
Construction Contractors.
Prior to the commissioning activities, any concerns or

uncertainties relating to commissioning support were managed
by the Commissioning Task Force team established by TANAP.
Considering the contractual disputes with the Construction
Contractors that occurred during the implementation of
the pipeline commissioning support activities, the station
commissioning activities were managed by TANAP itself.
Method statements for commissioning activities and interfaces
with the SCC (Station Construction Contractor) were defined in
detail to avoid disputes during hot commissioning operations,
and the station commissioning operations were thus carried
out in an efficient and coordinated manner.
Roles and responsibilities in commissioning activities should

be clearly defined at the outset of the Project, and the relevant
philosophy should be clearly reflected in the contracts.
Handbook
Operational Readiness
Project Phase
Operational Readiness Type
Process Well

Operational Readiness Process was effective and well organized.
Operational Readiness activities, including KPIs for the recruitment This application also increased the quality of the Operations
of personnel, and the development of training plans and operating Procedures and the efficiency of training.
procedures, had been defined, set, and periodically monitored during
The planning and implementation of a well-planned operations
the execution phase of the project.
readiness process allows a smooth transition to operations,
During the construction phase, TANAP Operations and Maintenance improves the quality of documentation and provides familiarization
(O&M) personnel were recruited and mobilized to their respective opportunities to personnel.
work locations after the completion of initial training, in accordance
with the TANAP Recruitment and Mobilization Plan and as part of the
adaptation process, enabling a smooth handover of the facilities and
launch of commercial operations.
Handbook
85
Handbook
Project Phase
Operations Type
Management Tools Well

Establishment and utilization of operations-related work management systems at the
execution phase of the Project.
All software systems, such as Computerized Maintenance Management The establishment and utilization of operations management tools
System (CMMS), PTW (Permit to Work) System, Competency Assurance prior to the operational start-up phase is important in creating a base
Management System (CAMS), and Asset Integrity Management System for the smooth adoption of operational working practices and start-up
(AIMS) to be used during the operations phase were procured, installed operations.
and commissioned, and were all fully operational prior to the transition
to the operations phase. All of the training in the use of the software
was also completed during the operational readiness process, ensuring
a smooth transition to the operations phase.
Handbook
87
Finance
Project Phase
Phases 0 and 1
Internationally Type
Recognized Applications Well

TANAP was conducted with internationally recognized applications
that met the requirements of International Financial Institutions (IFIs).
The TANAP Shareholders decided to obtain financial support from As a result, Shareholders were able to obtain a large amount of financial
International Financing Institutions (IFIs) for the later stages of the support from IFIs. Furthermore, the TANAP Project Team applied for and
Project. TANAP acted as the Implementing Entity, and was required to received several grants from the INEA of the European Commission.
pass a very detailed due diligence process. The IFIs (such as World
Having an experienced Project Management Team as the Implementing
Bank, EBRD, AIIB) were largely satisfied with the existing systems
Entity, as well as well-established management systems and
established by the TANAP Project Management Team, and concluded
procedures and high-quality and transparent reporting mechanisms
that almost all systems, procedures and reports were satisfactory.
helped the project Shareholders to secure financial support from such
There were no major issues identified by the IFI representatives during
major IFIs as World Bank, EBRD, AAIB, etc.
the reviews/audits carried out in the Project implementation phase.
Handbook
Project Control - Reporting, Risk & Services
Project Phase
Phases 0 and 1
Keeping Risks Type
Under Control Well

The TANAP Corporate Risk Committee was established to monitor risk management
activities, in line with the TANAP Risk Management Procedure.
The TANAP Project Risk Committee was established in

2015 by the Project’s High-Level Management as per the
Terms of Reference (ToR) document, and was tasked
with identifying and reviewing project risks (threats and
opportunities), setting and evaluating proposed
mitigation measures, and ensuring the allocation of the
necessary resources for the management of possible
risks.
The Risk Register, generated as per the TANAP Risk

Management Procedure, was reviewed and updated
monthly by all departments. Identified risks were
assessed and risk rankings were assigned by the
relevant departments under the guidance of the TANAP
Risk Representative. Upon an update of the Master
Risk Register, high-risk items were submitted to the
TANAP Corporate Risk Committee for further review
and evaluation. The Risk Committee also reviewed
the proposed mitigation plans and evaluated their
effectiveness.
Committees such as the Risk Committee allow the

senior management to closely monitor and own
risk management activities in the Project, and to
contribute to raising the awareness of the project
team in risk management matters.
Handbook
89
Project Control - Cost Management
Project Phase
Phases 0 and 1
Schedule of Price Type
in the Contracts Need for improvement

The Price Schedule in the contracts should be sufficiently detailed.
The failure to elaborate on the Price Schedule within the scope of the processes. Potential disagreements related to undefined costs were
Construction Contractors and Vendor contracts based on activity and resolved by an effective change management process.
service led to disputes between the contractors and TANAP during
It is recommended to elaborate the schedule of price meticulously
change management processes. The Contract Price Schedule should
during the negotiation process and add it to the Contracts to reduce
be broken down in detail to ensure effective change management
additional workload and change management.
Handbook
Project Control - Planning
Project Phase
Phases 0 and 1
Type
Look Ahead Schedules Well

Development and continuous update of Look Ahead Schedules.
To better evaluate actual on-site progress and to use this information account in the planning of short-term detailed site works (In general,
in the planning of near-term activities, look-ahead schedules were look ahead schedules showed discrete work items separated on a
developed and updated continuously (usually on a weekly basis), taking crew-by-crew basis, and the steps of each activity), keeping the Key
into consideration actual progress and site conditions. Project Milestones fixed.
The Project Management Team continuously reviewed progress and Look Ahead Schedules are recommended to be used to support the
developed weekly/bi-weekly/monthly/3-month look-ahead schedules. overall project schedule and to enable effective progress monitoring.
Thus, actual progress rates were reviewed, evaluated and taken into
Handbook
91
Project Control - Planning
Project Phase
Phases 0 and 1
Project Integrated Type
Schedule Need for improvement

Development of a Detailed (Level 3) Project Schedule
In large-scale and fast-track projects such as TANAP, the development of comprehensive, activities that are already available, and noting
detailed integrated schedules may not be possible. Some activities or even phases, e.g. other activities in blocks/phases for detailing
completion and commissioning phases, may not be fully populated in the early stages of when more information is obtained.
planning, as may be only limited information about such phases until a certain level of progress
The remainder of the project activities (such
has been achieved in construction. TANAP Contractors struggled to develop their schedule for
as Construction and Commissioning) were
similar reasons, and this affected the development of a detailed Project Integrated Schedule.
incorporated into the master Level-3 schedule
To mitigate this, TANAP advised the Contractors to develop schedules that included details of the
as information became available.
In addition, the Contractors were advised to

submit construction/installation schedules
within 30 days of the contract awards, which
supported the development of the Overall Project
Schedule in as much detail as possible in the
relatively early stages of the Project.
The development of a detailed project schedule

as early as possible would facilitate the better
planning and management of activities and
resources throughout the project lifecycle.
Handbook
Quality Assurance & Quality Control
Project Phase
Fit for Purpose Methods Phases 0 and 1
for Non-Destructive Type
Tests (NDT) Well

Fit for purpose methods were selected for Non-Destructive Testing (NDT)
Radiographic Testing (RT) is widely utilized in the pipeline construction More importantly, the results of the AUT were assessed immediately to identify
industry for the non-destructive testing of pipeline welds. “Workmanship the root causes of defects and to prevent re-occurrence, consequently
criteria”, which utilizes information obtained by RT, although historically reducing the number of repairs, resulting in increased construction progress.
proven as safe in practice, does not quantitatively support the severity of
the defect for safe pipeline operations, and often results in unnecessary
repairs. As the completion of assessments using RT required time and
slowed construction progress, it was decided to use alternative NDT
methods, such as Automatic Ultrasonic Testing (AUT).
Using AUT instead of RT as a non-destructive testing method allowed the

application of Engineering Critical Assessment (ECA) as an alternative,
safe, environmentally friendly (no chemical consumables and no radiation
hazard) and faster non-destructive testing methodology. The benefits
of AUT were assessed, and especially the shorter time required for
the validation of AUT results, and Project Management Team decided
to proceed with AUT. The results of the AUT were assessed using an
Engineering Critical Assessment (ECA) method based on fracture
mechanics, requiring advanced weld inspection techniques, higher
strength and tough weld metals, and stricter welding controls.
Handbook
93
Handbook
Environmental
Project Phase
Phases 0 and 1
Proactive/Effective Type
Salvage Program Well

A Proactive/Effective Salvage Program was developed and implemented to
protect the fauna in the construction areas.
The Fauna Protection Program was developed and implemented successfully through the provision of
adequate training and effective management.
The program was implemented to identify, protect or relocate fauna from the construction sites. Any injured
fauna was delivered to the nearest Wildlife Care Centers for treatment, after which they were released back
into their natural habitats.
Handbook
95
Environmental
Project Phase
Phases 0 and 1
Type
Critical Habitats Well

All animal and plant species along the pipeline route were identified and
categorized based on international criteria.
As part of the studies within the scope of the TANAP Project Environmental on the sea bed and to protect marine species during offshore activities.
and Social Impact Assessment (ESIA), a total of 94 critical habitats (67
To protect critical habitats and to avoid delays in project progress,
terrestrial habitats and 27 aquatic habitats) were discovered along the
ecologically vulnerable regions should be identified and considered
pipeline route. Construction activities were subsequently scheduled in such
during the development of the construction schedule.
a way that the impact on these ecologically vulnerable regions would be
minimized. Measures were put in place to prevent any adverse impact on
vulnerable species and their natural habitats, to protect the soil structure
Handbook
Environmental
Project Phase
Phases 0 and 1
Protection of Cultural Type
Heritage Well

During the construction activities a number of chance finds and archeological sites
were discovered and added to the cultural heritage within the scope of the project activities.
During on-site construction activities, despite the risk of delaying

the project schedule, salvage excavations were carried out for
archeological sites rather than changing the route, thanks to which
154 new archaeological assets, including necropoli, tumuli, various
archaeological settlements and around 1,000 archaeological
artifacts were added to the nation’s cultural heritage
over the course of the 5 years of
construction works.
Handbook
97
To avoid any impact on the project

schedule, significant planning was
put in place by the site teams, and
within the scope of these activities,
the TANAP team and the relevant
Construction Contractors worked
in close cooperation with Museum
Directorates and a 3rd-party
company.
Protecting cultural heritage should

be the primary objective of projects
such as TANAP.
Handbook
Social Impact
Project Phase
Phases 0 and 1
Online Stakeholder Type
Interaction Database Well

TANAP established an Online Stakeholder Interaction Database (as part of its
Stakeholder/Grievance Management efforts) for the keeping of records of stakeholders,
register, review and close out any grievances received from stakeholders.
In order to maintain effective and transparent relations with the people received from these stakeholders allowed to collect and manage
affected by the Project and other stakeholders, TANAP implemented grievances and concerns in a joint software.
a Complaint Management Procedure through which communities and
A single and systematic database that can be used not only by
individuals affected by the Project could formally communicate their
TANAP, but also by the key Project stakeholders (Contractors,
concerns, complaints and grievances, with the aim being to come up
Vendors, etc.) was developed.
with solutions that were acceptable by all parties.
A web-based system accessible by all stakeholders can be useful
A web-based “Online Stakeholder Interaction Database” was
in the provision of effective stakeholder management.
established featuring a systematic interface for the keeping of records
of stakeholders, register, review and close out of any grievances
Handbook
99
Social Impact
Project Phase
Unique Implementation Phases 0 and 1
and Monitoring Design of Type
Livelihood Restoration Plan Well

“Livelihood Restoration Plans” were developed for people affected by the
Project living in small-scale agriculture, livestock or fishing regions to enable
them to maintain their means of living upon the completion of the Project.
An ability to manage and meet the different demands and expectations of

stakeholders related to the Project impact is one of the key factors contributing
to the success of a project. Accordingly, detailed and careful Vulnerability
and Economic Unit Analyses were conducted to correctly identify all possible
vulnerable project-specific groups, and to assist them through the provision
of the most beneficial livelihood support in an effort to improve their lives in a
sustainable manner.
Another key to success was providing Pipeline Affected Parties (PAPs) with
easy access to the TANAP LRP Implementation Team throughout the process,
and to be responsive and maintain transparent communication with the PAPs.
Key features of the LRP Implementation and Monitoring process:

Give priority to the creation of a multi-disciplinary collaborative working
environment, supported by an in-house management modality
Don’t adopt standardized definitions or cookie-cutter approaches when
developing the action plan
Start on time: neither too early nor too late!
Adopt fairness, transparency and accountability as core principles.
Establish a close and ongoing communication-based monitoring system
rather than a one-time or issue-driven one.
Maintain an adaptive management approach throughout the Process.
Handbook
Social Impact
Project Phase
Phases 0 and 1
Exemplary Social Type
Assessment Study Report Well

The Social Assessment Study Report was remarkably well-designed.
An exemplary social assessment study report that was remarkably well- As a collaborative effort of the Land Acquisition and Social Impact
designed and comprehensively prepared related to the impacts of pipeline- Departments, a comprehensive social assessment was successfully
based land acquisitions on the livelihood of landowners/users, and more undertaken following a multi-dimensional analysis of various social data.
specifically, the vulnerable people living along the pipeline route, was
developed.
Handbook
101
Social Impact
Project Phase
Phases 0 and 1
Type
TANAP RAP Fund Well

TANAP established a Resettlement Action Plan (RAP) Fund for the provision of
several types of additional livelihood support
To bridge the gaps between national legislation and the international The allocation of such resources in terms of budget, staff and
social standards of IFIs (International Finance Institutions) with respect to documentation is a key factor in the success of the Project’s
the recovery of economic losses resulting from land acquisitions, TANAP commitments to the IFIs’ Social Standards on Land Acquisition,
established a RAP Fund for the provision of different forms of additional Restrictions on Land Use and Involuntary Resettlement. The managers
livelihood support, some of which are the good and unique practices such of the RAP Fund reviewed the effectiveness of the resources, defined
as payments for multiple pipelines impact and transitional allowance. the implementation principles in timely and appropriate manner, and
Furthermore, a RAP Fund Management Evaluation Committee was improved the implementation methodology when necessary. This
established by TANAP to ensure the fair assessment of Pipeline Affected successful implementation is a result of the proactive and adaptive
Parties (PAPs) seeking support, and to protect TANAP from the unjustified/ management approach of TANAP.
unreasonable requests of landowners/users, while avoiding making these
people’s lives worse.
Handbook
Investment Programs
Project Phase
TANAP Project Social and Phases 0 and 1
Environmental Investment Type
Program (SEIP) Well

The TANAP Project Social and Environmental Investment Program (SEIP)
was developed with the aim of supporting communities along the pipeline route.
The TANAP Project Social and Environmental Investment Program

(SEIP) was developed with the aim of supporting communities along
the pipeline route. Following site visits along the pipeline route to meet
with local stakeholders, a Needs Analysis Report was compiled to
identify the communities in need, and a program was implemented
to increase the socio-economic development of these communities.
Project Affected People (PAP) living along the pipeline route, as well
as disadvantaged groups such as those with disabilities, women,
children and people in need were prioritized to increase the socio-
economic development of these communities. The TANAP Project
prioritized the disadvantaged people living along the pipeline route,
including housewives or families with only one breadwinner, people
with disabilities, isolated elderly people, illiterate people with no
income, as well as members of the public with monthly incomes
below the minimum wage.
As a result of these efforts, the TANAP Project provided support to

20,115 children, 6,909 women and 4,310 people with disabilities. The
TANAP Project also contributed to the maintenance of economic and
social development and the preservation of natural resources along
the pipeline in 20 cities, 47 districts and 600 villages. The provision
of grants to around 1,000 projects with a total budget of US$ 84
million was evaluated by an independent 3rd party company and
carried out through three main funding mechanisms, namely Program
Contributions, Direct Investment and Direct Grants.This Program had a
positive effect on the reputation of the Project among its stakeholders.
Handbook
103
Permits
Project Phase
Phases 0 and 1
Land Acquisition and Type
Permitting Processes Well

Land Acquisition and Permitting processes were carried out in a timely and effective manner.
The Land Acquisition and Permitting Process was managed in coordination works at 3rd-party crossings (e.g. road, river, existing pipeline, railway,
with the Land Right Entity (LRE), and was launched well in advance of the etc. crossings)
mobilization of Construction Contractors to site. The early commencement
Over 50 percent of the land was acquired amicably, indicating how
of the permitting process permitted the smooth mobilization of Construction
efficiently and sensitively the process was managed by TANAP.
Contractors to site and helped in the timely completion of the construction
Handbook
Land Acquisition
Project Phase
Pipeline (Right of Way) Phases 0 and 1
Route Selection Studies/ Type
Process. Need for improvement

Sufficient time should be allocated for Pipeline (Right of Way [RoW])
Route Selection Studies/Process.
A lack of sufficient time for the route selection studies

during the Pre-FEED and FEED phases led to route
changes during the FEED, Detailed Engineering and
Construction phases of the Project. Accordingly, 56
changes were made in the Pre-FEED, 107 in the FEED
and 98 in the construction phase, mostly due to
archeological findings identified during the RoW opening
and excavation works.
These changes were managed without any impact on

Project progress through agile construction planning
and effective change management applications.
Enough time should be devoted to RoW selection

studies to minimize the number of route changes
during the project construction phase.
Handbook
105
Land Acquisition
Project Phase
Encouraging Amicable Phases 0 and 1
Agreements during Land Type
Acquisition Well

Additional implementations, such as meetings, payments etc. performed during the
Project’s land acquisition process increased the amicable agreement ratio.
In line with the Project’s commitments to ensuring international social land right transfer costs in the title deed offices for shareholders were
safeguard standards throughout the Resettlement Action Plan (RAP) covered by the Project. It was noted that such additional supports were a
Implementation – as described and disclosed in the entitlement matrix of positive factor that led to an increase in the amicable agreement rate by
the Project’s RAP – additional land acquisition process-related payments, nearly 2%.
such as travel costs for absentee owners, power of attorney costs and
Handbook
Land Acquisition
Project Phase
Phases 0 and 1
In-House Type
Management Modality Well

The development of methodologies to cover some of the specific losses of Pipeline
Affected Parties’ (PAPs) and the related implementation strategies should be undertaken
in-house rather than contracting them to outside companies.
Considering the competency and experience of the Project The cost of consultancy services for such a huge scale project may be considerably
employees, and their close communication and face-to-face higher, and may result in a decrease in the budget allocated for delivery to PAPs if
relations with PAPs during the construction works and operation the task is outsourced. Such a process should be designed taking into account the
of the Project, it will be remarkably effective to establish an in- scale and magnitude of the project impact, with the ultimate aim being to mitigate
house management modality for the management of land loss- the adverse impacts on PAPs from land acquisitions, compensating for their losses
induced social impacts rather than outsourcing them. and, preferably, aiding them in improving their livelihoods.
The in-house development of methodologies to cover the

specific losses of PAPs will be much faster, and more applicable
and practical if undertaken directly by Project experts rather
than being contracted out to an outside company.
The Evaluation Report on Multiple Pipeline Impacts on the same

project-affected parcels prepared by TANAP experts is a good
example of this, while the RAP Fund Management Procedure
prepared by TANAP experts is another good and unique
example that eases implementation and ensures transparency,
accountability and fairness, as well as the efficient and effective
use of the budget.
Handbook
107
Human Resources
Project Phase
Phases 0 and 1
Type
Knowledge Sharing Need for improvement

Interdisciplinary knowledge sharing was encouraged throughout the project lifecycle.
Throughout the project, the Project team was able

to share their knowledge and experience on various
platforms. The TANAP Training Department arranged
Interdisciplinary Knowledge Sharing Sessions for
new starters and junior team members, and on-the-
job training was provided by experienced TANAP
construction personnel throughout the Project.
During these sessions, the Project Team was

informed about the project activities by experienced
team leaders, and these sessions also facilitated
knowledge-sharing and capacity-building among
the project personnel. As an additional benefit, the
adaptation process of new starters on the project
was accelerated.
The Project Management Team and the Human

Resources Department should facilitate continuous
knowledge sharing, as a crucial approach to
capacity-building among employees.
Handbook
Human Resources
Project Phase
Phase 0
Type
Recruitment Durations Need for improvement

The direct management of the project personnel recruitment process by TANAP
led to effective resource management, and reduced the duration of recruitment process.
Large-scale projects such as TANAP require large-scale and competent After the completion of the interviews, the results were sent to TANAP
teams for the management of the works, and the need for such for final approval and final acceptance before beginning the offer/
experienced personnel was particularly urgent due to the fast-track recruitment process, which proved to be a time-consuming process.
nature of the Project. Consequently, if routine recruitment processes Upon the transfer of the recruitment authority to the TANAP Integrated
(such as separate technical and HR interviews, screening, notice Project Management Team (IPMT), the duration of the recruitment
periods, etc.) are followed, the recruitment of competent personnel may process was reduced considerably with the involvement of the TANAP
be delayed. Human Resources department.
During the initial stages of the project, when the recruitment process To meet the resource needs of a project, an expeditious recruitment
for site operatives was managed by the Engineering Procurement process should be established for the recruitment of experienced
Construction Management (EPCM), the CVs of potential candidates personnel in a timely manner for fast-track projects.
were sent to TANAP for review and approval, after which candidates
who were deemed to have the relevant experience for the position were
invited for an interview.
Handbook
109
Human Resources
Project Phase
Phases 0 and 1
Type
Labor Audit Well

A Labor Audit was carried out to assess whether the Contractors’ employees were
employed in accordance with the relevant local and international laws and regulations.
The audit was conducted by a third-party company each month During the site audits, interviews were conducted with randomly selected
for each Contractor and their subcontractors, and monthly reports employees or with those encountered on the site in an unscheduled and
were submitted. In respect of the subject and scope of the audit, unplanned manner, when issues regarding work, such as working hours,
and taking into consideration issues such as the accuracy and rest breaks, weekend leave and overtime work, etc., were raised.
reliability of the information obtained during the audit, a number of
The client is responsible for ensuring that the employment of personnel
employment-related documents (such as the SSI employment and
at all levels, including Contractors and sub-contractors, for the project
leave document, salary/severance payment records, etc.) were
is in accordance with local and international laws and regulations. This
inspected and interviews were conducted with the employees. Based
was noted to also motivate and increase the sense of ownership of the
on an inspection of relevant documents, conclusions were reached
Project among the personnel.
based on information collection, verifications and comparisons,
checking and analytical analysis approaches.
Handbook
DCC
Project Phase
Phase 0
Document Management Type
System Need for improvement

Professional Document Management System Software was developed.
Document / Data management plays a significant role in the Subsequently, a professional software company was contracted to
recording of the vast amount of information produced during the establish the TANAP Document Management System, integrated with
implementation of a Project. In major complex projects such as TANAP, well-known and proven software.
it is important to make use of a purpose-built professional Document
An Enterprise Document Management system that meets the project
Management System from the beginning of the Project to ensure
needs should be established at the outset of the project.
proper data management. In application, however, this area was not
given enough attention due to other more immediate priorities.
Considering the importance of the matter, once the Project started

to ramp up, the Project Management Team decided to improve the
Document Management System, and to bring in a professional
contractor to develop a more robust system that would permit more
convenient and efficient document management.
Handbook
111
DCC
Project Phase
Phases 0 and 1
Type
Project Glossary Need for improvement

The Project Glossary should be kept up to date throughout the Project lifecycle.
A Project Glossary Document was developed at the outset of the Project, although many new definitions and
abbreviations were introduced during the implementation of the Project were absent from the glossary.
The Project Glossary should be kept as a live document and should be updated from time to time to ensure
the inclusion of newly introduced definitions and abbreviations. The timely and regular updating of the Project
Glossary would facilitate effective communication and coordination among the project parties.
The Project Glossary Document should be generated in the initial phase of the Project and updated periodically
throughout the project execution.
Handbook
SPECIAL THANKS TO ALL OUR STAKEHOLDERS

OUR SHAREHOLDERS
Southern Gas Corridor Closed Joint Stock Company (SGC)
BOTAŞ Boru Hatları ile Petrol Taşıma Anonim Şirketi
British Pipelines (TANAP) Limited
SOCAR Turkey Energy A.Ş (STEAS)
OUR CONTACTORS
FERNAS OPLC TEMELSU-YÜKSEL CONSORTIUM Subsurface Investigation Works
(Onshore Pipeline Construction) Lot 1
LONDON OFFSHORE CONSULTANTS Marine Warranty Surveyor
SYA (Sicim - Yüksel - Akkord) OPLC Independent Verification Body
WOOD GROUP KENNY INC.
(Onshore Pipeline Construction) Lot 2
INTERTEK IMS Service Contract / Third-Party
TEKFEN OPLC
(Onshore Pipeline Construction) Lot 3 Inspection Services
SCC (Stations Construction) TUARTEK Consultancy and Supervision for
PLK (Punj Lloyd-Limak-Kalyon) OPLC Cathodic Protection
(Onshore Pipeline Construction) Lot 4 TUA CORSORTIUM Third-Party Inspection Services
SAPURAKENCANA OPLC TWI TURKEY Third-Party Consultancy Services
(Offshore Pipeline Construction)
GOLDER Performance of the EIA
ERM ESIA Advisor
ABB TSC (Telecoms SCADA)
ÇINAR ENGINEERING Environmental and Social Monitoring
TREYSAN Early Works
(Main Camp Construction) Lot 1/2 ANKON AKVADEM JV Consultancy for development of SEIP
DORCE Early Works REGIO Archaeological Services
(Main Camp Construction) Lot 3 SRM Resettlement Action Plan For Above
WORLEY PARSONS EUROPE LIMITED Engineering, Procurement & Ground Installations
Construction Management
HED Road Safety Consultancy
WORLEY PARSONS PROJE YÖNETİMİ Consultancy Framework Agreement
SEBAT Survey & Preparation of
HRM Consultancy Framework Agreement Land Acquisition Files
ILF Consultancy Framework Agreement BOTAŞ (LRE) Land Rights Entity
SU YAPI Consultancy Framework Agreement MAĞDENLİ Logistic Services for Pipe Stock Yards
PETRO IT Provision of Pipe Tracking Services LİMAK PORT İSKENDERUN Renting of Stockyard Areas
KUN MEDYA Visual and Photo Archive and Documentary
Handbook
115

OUR VENDORS
BORUSAN-NOKSEL-ERCIYAS CONSORTIUM Line Pipes and Hot Bends
ÜMRAN-EMEK CONSORTIUM Line Pipes and Hot Bends
TOSÇELİK Line Pipes and Hot Bends
BAOSTEEL EUROPE GmbH Line Pipes and Hot Bends
VALVITALIA S.p.A. Valves, Actuators and Filter Separators
NUOVO PIGNONE INT.SRL and BAKER HUGHES TURKEY Gas Turbine Driven Turbo Compressors
SOLAR TURBINES EUROPE S.A Gas Turbine Driven Turbo Compressors
TURBOMACH ENDÜSTRİYEL GAZ TÜRBİNLERİ Gas Turbine Driven Turbo Compressors
RM GAZ KONTROL SİSTEMLERİ Pressure Vessels, Mobile Venting Skid Systems
ISYSTEMS PETROL VE DOĞALGAZ MÜHENDİSLİK Fiscal Metering and Analysers Sample System
PIPING TECHNOLOGIES GENOYER S.A Pig Launchers and Receivers and Pig Signallers
COB ENGINEERING S.p.A HP Fuel Gas and Process Heaters
ATLAS COPCO LIMITED Air Compressors (Plant Air Systems)
ATLAS COPCO ENERGAS GmbH Turbo Expander Generator
KELVION THERMAL Air Cooled Heat Exchangers
HONEYWELL TEKNOLOJİ Control and Safety Systems, Tagged Field Instruments
İLTEKNO İLERİ TEKNOLOJİ MÜHENDİSLİK VE TİCARET Gas Engine Generators
INTERGEN S.p.A. Diesel Engine Generators
SCHNEIDER ELEKTRİK Transformers and Neutral Earthing Resistors
ERNDTEBRUCKER EISENWERK GmbH & CO. KG Low Temperature Line Pipe and Induction Bends
VERTIV GÜÇ SİSTEMLERİ AC UPS, Battery and ACDB
MOKVELD VALVES BV Severe Service Control Valves
SEVERN GLOCON General Service Control Valves
ABB ELEKTRİK Switchgears, Ducts, Panels
CORNING OPTİK İLETİŞİM Fibre Optical Cables
ALCATRAZ INTERLOCKS B.V Pig Trap Interlock System
DI UK LIMITED Pressure Safety Relief Valves and Bursting Discs
GOULDS PUMPS CO.LTD Centrifugal Pumps
ENERGY SOLUTIONS INTERNATIONAL Electronic Bulletin Board Services
EMERSON PROCESS MANAGEMENT Gas Chromatograph
Handbook

OUR INTEGRATED PROJECT MANAGEMENT TEAM
Abbas SARIOĞLU Aidan SAYERS Amod BORAWAKE Barry DURHAM Cavit ÖZTÜRK Denis ZAAL
Abdelsalam OBEIDAT Aiman IMANDALIYEVA Amol SUPAL Bayazıt TOSUN Celalettin ÇALAPKULU Deniz AKMAN
Abdulkadir CANPOLAT Akif AVCI Andaç MAZMANOĞLU Begüm EMREN Celile ERTUNÇ Deniz CAYMAZ
Abdulkerim DELİGÖZ Akın AVŞAROĞLU Andreas HAUSMANN Beril KUMSAL Cem ALTUN Deniz Gaye DENİZOĞLU
Abdullah AYDIN Alan GREEN Andrew MORRIS Berke KARATAŞ Cem AYŞEN Deniz YAYLACI
Abdullah BARUTÇU Alan LIGHTFOOD Andrew PUCCI Berna KARADUMAN Cem TAŞKIRAN Deniz YAZAR
Abdullah Habib BEKTAŞ Alessandro RICEVUTTI Anıl BEREKETOĞLU Bernhard BUCHNER Cem YILDIZ Deniz YILDIRIM
Abdullah Harun AKÇA Alev ÖNGÜL Anıl ÜRETÜRK Bernhard KROHN Cemal ADSAYLI Denizcan ERDOĞAN
Abdurrahman Bora OLCAY Alex RAMSAY Annemarie CEYLANLI Bertan ZEREN Cemal Özgür ÖZALP Derek JOHNSON
Abidin Burak SUNAR Alexander MEISSNER Arash SHADMANI Betül SOYLU Cemil CAN Derek SMITH
Abubekir GÜZEL Alexandre MIALINKO Arda TANRIKULU Bilge BAHTIŞEN SAĞOL Cemile Merve ARTUN Derya Erika ÇAMURDANOĞLU
Açelya DUMAN Ali BELHAN Arda UYAR Birgül BAŞER Cengiz DOĞAN Derya ÖZER
Adam CHARRINGTON Ali Cem ÇİÇEK Arif ALKAN Bob McKINLAY Cengiz OKUR Diarmuid DUGGAN
Adem ÇELİK Ali DİNÇ Arif EREN Bobby LOCKHART Cengiz TANYERİ Didem ERGİN
Adem KILIÇ Ali Erdem KÖK Arzu KABAKLI Bogos Aras SÖKELİ Cengiz YAVAŞ Dieter RUTSCH
Adem TIRPAN Ali GÜL Ashley ELLIOT Bora ÇERMİKLİ Çetin DURMUŞ Dilara GİRİT
Adem Ufuk AYGÜN Ali İhsan ÇETİNKAYA Aslı KARADENİZ Brum RAMADANI Çetin YÜKSEL Dilek ERYURT
Adem YAKUT Ali İhsan ÖZTOMSUK Aslı ÖZALTAN Bruno MCCOY Ceyhun TURAN Dirk BOSCH
Adnan GÜLOĞLU Ali İPEK Atakan ORHAN Bülent ARSLANHAN Cezmi BALIK Doğan AKAR
Adolf FEIZLMAYR Ali KOPARAN Atilla YALÇIN Bülent Aydın IŞIK Charlie SIRS Doğukan AYDIN
Afer BAŞKOÇ Ali KUMRU Avni YAŞAR Bülent KIRGÖZ Chohan MANMOHAN Dominic De AGRELLA
Afife Ülkü KOÇER Ali ÖZER Aydın KARAKÖSE Bülent SÖNMEZ Chris CARTLEDGE Douglas FLETCHER
Afshin MAAF Ali Özmen KASAPOĞLU Aydın MALLENDER Bünyamin İBOLAR Chris GILBERT Douglas LAWRIE
Afşin KILIÇARSLAN Ali ÖZŞAHİN Ayhan ÇOPUR Burak AKIN Chris THOMAS Doyle SANDERS
Agne LUKOSEVICIENCE Ali PİRİNÇÇİOĞLU Ayhan NERGİZ Burak BABACAN Christian HEINZ Dudu ŞİPAL
Ahmed SALEM Ali Renan ÖZER Ayhan ÖZYILDIZ Burak Can GÜLŞEN Christoph LADENHAUF Duygu DAĞ
Ahmet Aycan ŞAŞMAZ Ali Rıza ÖZDEMİR Ayhan Tevfik TUNCAY Burak ERÇELEN Christoph SCHMITT Duygu DOĞAN
Ahmet BAŞTUĞ Ali SAYAN Ayhan YERLİKAYA Burak UYER Christopher ORR Duygu KUMBARACI
Ahmet ÇAKMAK Ali Serkan ÇALIŞKAN Aykhan ETİBAROĞLU Burak ZORLU Çiğdem COŞKUN Duygu Nice ÖZBULUT
Ahmet ÇAY Ali Serkan KARA Aykut Sinan YAZMAN Burcu ERGİN Çiğdem ÖZDEMİR Duygu Pınar ÖZTÜRK
Ahmet DOKUDUR Ali TÜRE Aynur ASLANOVA Burcu KASAP Cihan Hakkı YANAR Ebru Ercan VEKİLOĞLU
Ahmet DÜĞÜNCÜ Alp NADİ Ayşe ÖZDEMİR Burcu SAVAŞ Clinton MOON Ebru TAYFUN
Ahmet ERSOY Alpaslan ÖZARSLAN Ayşenur MENTEŞE Burhan Duran TURNA Craig NOCK Ebru Zaman PEKDAĞ
Ahmet HASTÜRK Alpaslan YAVUZ Aytaç TOGAY Burhane DOĞAN Daisy ODISHO Efendi BİNGÖL
Ahmet KAPAN Alper Ali KANAT Aytaç YAŞAR Çağdaş GÜNGÖR Dana TURUMOVA Egemen ÖZ
Ahmet KELEŞOĞLU Alper ALPTEKİN Aziz İRKİLMEZ Çağdaş KAYA Daniel BEVERIDGE Ehmet Güner IŞIK
Ahmet KÖKSAL Alper BAYRAK Babajide JACOBS Çağla ÇAĞLAR Daniel GREYLING Ekin YILDIRIM
Ahmet MURATOĞLU Alper Emre ÇAĞLAR Bade DALGIÇ Can ÇAĞIRGAN Darren MILLARD Ekrem SABAZ
Ahmet MUTLU Alper EŞKİOĞLU Bahar ÜNLÜ Can IRMAK Dave BACK Elchin KHALAFZADE
Ahmet ŞENEL Alper Güven ER Bahtışen ARABACI Can ÜNEY David Emilio NERUCCI Elçin ÇELİK
Ahmet Sezai KÖSE Alper TAŞDEMİR Baransel BARAN Can YALÇIN David NUGENT Elçin KOLOĞLU
Ahmet SÖNMEZ Alper TOPRAK Barbaros Hasan TOSUN Canan YILDIZ David SHEPPARD Elçin SALMAN
Ahmet Şükrü SIRABAŞI Alper VARLI Barış ATEŞ Caner İNALTAY David SIMONS Elif Deniz ŞENAY
Ahmet TÜRKMEN Alper YARARBAŞ Barış DOĞAN Caner SAYIN Davut SEYHAN Elizabeth SCHEIBMEIR
Ahmet YILDIRIM Alper YILMAZ Barış KAYA Carl SCOTT Defne ARISOY Elkin MAJIDOV
Ahmet YILMAZ Alpesh SAKHRELIYA Barış YILDIZ Casim Can HİNDİOĞLU Denis TURNOCK Elnur MAMMADOV
Handbook
117

Emin CAN Erkan BUDAK Funda ÇİFTPINAR Hakan GÜMÜŞ Hazal YAŞAR İsmail Fah ONHAN
Emine Selen UĞUR Erkan HORASAN Funda İNAN Hakan KESKİN Helmut FEIST İsmail Hakan DİKBIYIK
Emine YILDIZ Erkan KARAKIŞ Funda LYON YÜKSEK Hakan Rap GÜVENÇ Heydar İBRAHİMOV İsmail KAHVECİOĞLU
Emma WRIGHT Erkin AKSU Funda URAL Hakan TÜRKER Hikmat MAMMADLI İsmail Osman SAMANTIR
Emrah ASLAN Erkut KANDEMİR Furkan CEYLAN Hakkı Dursun PAZAR Hikmet ÖZDOĞAN İsmail SAYAR
Emrah ERDEN Erlina RAMIAN Furkan GÜNAY Halaskar TOROS Hulki Emrah ÇANKAYA İsmet Vecih DÜNDAR
Emre BAYKAL Erman ALTUNKILIÇ Galiya SARAÇ Haldun PALACI Hülya AKDENİZ Jale TUKSAL
Emre Can ERDAT Ersin YILMAZ Garry GIBSON Hale EZEL Hüsamettin PEHLİVAN James CHISHOLM
Emre ÇAVUŞOĞLU Ertan Barış TANYEL George ARNOLD Halil Burak POLAT Hüseyin ARKAN Jan KNIPPING
Emre ERDEM Ertan DURAN Gerald STRYDOM Halil CEYLAN Hüseyin Fikri ÖZGÜVEN Jan SMIT
Emre EVGİ Ertan ÜNAL Gerard BARNHARD Halil DOĞAN Hüseyin Kağan İMAMOĞLU Jason LOUW
Emre KOÇAK Esen AKYAPI THOMAS Gerhard WEIDINGER Halil GÖKSU Hüseyin Sinan GÜNEŞLİ Jens HASELHOFF
Emre ÖZBAĞCI Eser Mümtaz SABUNCU Gerry CHAN LOK Halil İbrahim YILDIRIM Hüseyin TABUR Jide JACOBS
Emre POLAT Esin ÖZBEY Gizem FİLİZ Halil YAVUZ Hussam SATTI Jigar PATEL
Emre URAZ Esra İnan KAYAALP Gizem KUNT Halit VURAL Ian JOHSTON Jim RAPUANO
Emre YÜREKLİ Esvet ATEŞ Gizem TAŞ ŞENGÜLEÇ Haluk GÜRCÜOĞLU İbrahim BAHÇIVANCI John CAMERON
Ender TOPLAN Evrim AKALAN Gizem TAŞKESEN Hamdullah ÖNER İbrahim ÇAKMAK John DAVIES
Ender YILMAZ Ewald SCHUMANN Glen SENEKAL Hami KÖKSAL İbrahim DOĞAN John FLETCHER
Enes SEYFİOĞLU Eyüphan DOĞRUPARMAK Gökay ÖZDİN Hamza ALTINDAĞ İbrahim GERİM John JENKINS
Engin ÇOŞAR Ezgi ÇELİK Gökhan DEMİRCAN Hande GÜVEN İbrahim KARADERE John NAKAMURU PINDER
Engin DAYAN Fadıl Alper ÖZTAŞ Gökhan DEVRAN Hande KESİM ÇAĞLAR İbrahim KARTAL John TARBET
Engin ERYILMAZ Fagan BABAYEV Gökhan KILINÇ Harry MUHLING İbrahim KOSMANA Jon WAGNER
Engin KAYAR Farid AFANDI Gökhan KOLOĞLU Harshal SASHTE İbrahim KUŞÇU Jonathan GHEST
Engin ZABUN Fatih ALEMDAR Gökhan OLCA Harun DİNÇ İbrahim Murat UÇAR Juned AHMED
Eray DEMİR Fatih ATLICA Gökhan TAHAN Harun HARMANŞA İbrahim ŞEN Kadir AKAYCAN
Erbil ERBİGE Fatih BATMAZ Gökhan TEFİR Harun ÖZDEMİR İdil YENER YILDIZ Kadir ÇELEN
Ercan GÜNEŞ Fatih ERDEM Gökhan UYAL Harun Volkan GÜZİN İdris ÖZBEK Kadir GÜRCAN
Ercan OĞUZ Fatih İLEK Gökhan YENİÇERİ Hasan ATAY İhsan ATAK Kadir ŞENEL
Erdal AKTAŞ Fatih ÖZIŞIK Gordon DENT Hasan ATEŞ İhsan KÜÇÜKKAYA Kadir TÜRKDOĞAN
Erdem ALAN Fatih YATIGI Görgün İNAN Hasan Basri KARA İlbey BALTA Kamil GINALI
Erdem EŞDER Fatma KAPAR Görkem ATAY Hasan ERKEN İlkay BAŞER Kazım Yavuz BOZDOĞAN
Erdem ŞEN Fazlı HUMAR Görkem KÖKLÜ Hasan Gökhan SAĞLAM İlker EKEN Keith BARRY
Erdener SOYDAL Feza ABADANÇ Gözde KILIÇ DİNÇMAN Hasan Hayri TEKİN İlker LAZOĞLU Kemal AYDENİZ
Erdin ŞALCI Figen Müge SMITH Gözde ZORLU Hasan Hüseyin Miraç GÜL İlker SARIKAŞ Kemal GÖRGÜLÜ
Erdinç Onur DİNCEL Fikret AYDIN Gülnur BOĞAZ Hasan Hüseyin ÜNAL İlkin NAGHİYEV Kemal KURTULUŞ
Erdinç ÖZEN Fikriye ÖNER Gülşah İBRAHİMAĞAOĞLU Hasan KARAKAYA İlknur ŞAHİN Ken BOOTH
Erdinç TAŞEL Fırat ÖNER Gündüz GÜÇİN Hasan KART İnan Adem AKÇAY Kenan SÜREN
Ergül AKBULUT Francesco TUPPUTI Güray SÜMEN Hasan Koray ÖZKUZU İnci KARAKAYA Kerem KIZIL
Ergün KORKMAZ Frank JORDAN Gurban KARIMOV Hasan ÖZCAN İpek KÜÇÜKAYTAN Kerem YETKİN
Erhan GENÇMAN Franz BOSCHETTI Gürdal ÇİMEN Hasan POYRAZ İrem KAYA Khen Siong SOW
Erhan GÜLER Franz CERHAK Gürhan BERBER Hasan ŞAHİN İrfan KOÇAK Kıvanç AGİÇ
Erhan SARI Fred LAMANNA H. Saltuk DÜZYOL Hasan ŞÜKÜR İsmail ALTUNHAN Kıvanç Ateş ÇAĞLAYAN
Erhan TELCİ Fuat BİLGE Haci Ali TOZOĞLU Hasan TOSUN İsmail BİRER Kıvılcım Ömer ERÇEVİK
Erhan ZAİMOĞLU Fuat DEMİR Hacı Armağan YÜCEL Hasan TÜRE İsmail ÇAPAR Klaus ROBL
Eric FITZSIMONS Fuat Kerem SÖNMEZ Hacı GÖZÜKARA Hatice Elif ZARİFOĞLU İsmail ÇELİK Köksal KINALI
Erkan BERK Fuat TOPÇU Hakan ANT Haydar TOKGÖZ İsmail Emre KARARDI Koray İNCEDALCI
Handbook

Koray ÖZDEMİROĞLU Mehmet Can ORAL Mert YAŞAR Mustafa Çağrı ŞAHİN Nurefşan KARAKÖY Orhan YILDIZ
Kubilay YILDIZ Mehmet ÇETİN Merve ARICI Mustafa Cemal DEMİR Nurettin AYDOĞDU Orkide ILGAZLI
Kumar MISHRA Mehmet ÇEVİK Mesut Can KAYA Mustafa ÇINAR Nurettin TOSUN Osman GÖKBEKİŞ
Kürşad Alp MALKOÇ Mehmet ÇITIRIK Mete ÇAĞLAYAN Mustafa COŞKUN Nurhan TURAN Ozan YILMAZ
Kurul Orkun USLU Mehmet DEMİR Mete Öktem ÖZCAN Mustafa Erhan AKYURT Nuri Korhan ÇELİK Özcan Oğuz AKÇA
Kutay KARAMAN Mehmet DEMİRBİLEK Mete YILDIRIM Mustafa KAYGUSUZ Nurlan ASGAROV Özcan ÖZÇATALBAŞ
Lawrance FROST Mehmet Dursun ŞAFAK Metin AYDIN Mustafa Kemal ÇINARLIK Nusrettin UCA Özcan ŞAHİN
Leonid KROTKIKH Mehmet Ediz ÖZKABA Metin ERMAN Mustafa Kerem ÖZTAŞ Oğuz ARIYAN Özer YILMAZ
Levend AKDOĞAN Mehmet Emin Uluhan ARTAN Metin ÖZDEMİR Mustafa KINALI Oğuz CAN Özge KURTOĞLU
Lorena PELEGRIN Mehmet Emin YONGÜL Metin PİRDOĞAN Mustafa KÜÇÜKŞAHİN Oğuz SERTER Özgün BASTIRMACI
Lucianno PINTO Mehmet Emre HAKYEMEZ Metin ŞAHİN Mustafa KÜLÜŞ Oğuzalp BOZKURT Özgür BAYKAL
Ludwig SCHWARZ Mehmet Emre İLHAN Mevlüt ÖZDEMİR Mustafa MUTLU Oğuzhan ERCAN Özgür HAKANOĞLU
Luigi SALVATI Mehmet ER Michael CAVANAGH Mustafa SARAÇ Okan BÜKEN Özgür SATI
Lukas GREYLING Mehmet Erdost AVCIOĞLU Michael RICHTER Mustafa TAHTABİÇEN Okan KAYA Özkan KOÇ
Lütfiye ÇOBAN Mehmet Faik ÜSTÜN Mikail KIZILAY Mustafa TALAYHAN Okan KOLAĞASIOĞLU Özkan Okan ARSLAN
M. İrfan ASLANKURT Mehmet Fırat YAKUT Mine KOŞAR Mustafa TANRIVERDİ Okan SANDALLIOĞLU Özkan ÖZDOĞAN
Magsud MAMMADOV Mehmet GENCEL Mislinur CİVAN Mustafa YANKIN Oktar CHOLAK Özlem Ersavaş ATAÇAY
Mahmut Cenk TOPLAR Mehmet GÖKÇEER Mohammed JAWAD Mustafah ISMAYILZADA Oktay DURSUN Özlem Kezban KAYA
Mahmut Hayri YALÇIN Mehmet Gökhan GÜNDOĞDU Muammer KALMUK Mutlu ERDEM Ömer Alp ULUYURT Özlem ÖZBAĞCI
Mahmut Veyis GÜNEY Mehmet HACISALİHOĞLU Muhammed Çağrı SİVRİ Nacer DEBBAH Ömer ARSLAN Özlen UZUN
Malcom SMITH Mehmet Hanifi ARZU Muhammed Haluk TAN Nariman MEHDIYEV Ömer BOLAT Parviz BABAYEV
Mani GREWAL Mehmet Kaan DÖNMEZ Muhammet Ali SAĞLAR Nariman MUSTAFAYEV Ömer DÖNMEZ Paul HENRY
Manmohan CHOHAN Mehmet Kaan YILMAZ Muhammet ÇELENK Nazmi Bahadır BAŞKÖK Ömer Faruk BARAN Paul NEWLAND
Manuel BOLLGRUEN Mehmet KARAASLAN Muhittin BİNGÖL Nazmi SİBİÇ Ömer Faruk KİREMİTCİ Pelin DEMİRAL
Marilyn KENNEDY Mehmet KARACA Muhteşem DENİZ Neca Onur DOĞRUL Ömer GÜNDOĞAN Peter ARMSTRONG
Marion RUTSCH Mehmet KARAKOÇ Murat AKBAŞ Necattin Burak KOÇ Ömer KORKMAZ Peter ARMSTRONG
Mark HACKWORTH Mehmet KILINÇ Murat AKSOY Necdet AVCI Ömer SEYHAN Peter HESELTINE
Mark POLLINGTON Mehmet Koray ABACI Murat AVCIOĞLU Necdet ÖZTÜRKÇÜ Ömer SÖKMEN Peter SCHIFFBANKER
Mark WOOD Mehmet KORKMAZ Murat AYDIN Necip YİĞİT Ömer ZENGİN Pierce REDMOND
Markus BONGERS Mehmet KURTOĞLU Murat BİRİNCİ Neil HUTCHINSON Ömür GÜLERYÜZ Pierre FLAMMANG
Marlon REYNOLDS Mehmet Oğuz TOKGÖZ Murat CANBAZ Nejat Tarkan RESULOĞLU Ömür ŞİMŞEK Pieter BOTES
Martin LINDENBERGER Mehmet Onur TURAL Murat CENGİZ Nejdet BULUŞ Önder ARABACI Pınar YILDIZ
Martin SAYEL Mehmet SAĞIR Murat GÜMÜŞ Nejdet KARATAŞ Önder ŞEN Polad RUSTAMOV
Mathew BARTLETT Mehmet Sait YILMAZ Murat İNTEPE Nemat KHALILOV Önder YİĞİT Rabil SAYIM
Mehmet AKGÜN Mehmet Sinan SAKARYA Murat KUL Nergis AYDOĞDU KOSKA Ongun OKAY Rachel COOPER
Mehmet Akif ERDAYI Mehmet TAŞ Murat KUŞKU Nesimi ŞAHİN Onur KIZILKAYA Raci ÖNELGE
Mehmet Akif KORKUT Mehmet Uğur KIRMACI Murat ÖZEN Neslihan GÖKÇE SEZER Onur Olcay SÖZER Raffaele PARISI
Mehmet Ali ÇAKMAK Mehmet UZUNTAŞ Murat YAĞCI Nevin DOĞAN Onur TEKAY Rahman DÖRTLEMEZ
Mehmet Ali CANPOLAT Mehmet Volkan ŞİMŞEK Musa Namık ASLANTAY Nevzat YİĞİT Onur YILDIZ Raj PERİNPARAJ
Mehmet Ali ECE Mehmet YILDIZ Muslum MAHMUDOV Nicholas GODDEN Onur YILMAZ Rajan SHARMA
Mehmet Alper YILDIZ Mehmet Zeki BAŞARAN Mustafa AYAN Niels KERSTENS Oral ÇELİKHİSAR Rajasree NAMBULLY
Mehmet ALTUN Melahat Gülçin KADIOĞLU Mustafa BARAN Nigel WHEELER Orçun YILDIZCA Ramazan KAYA
Mehmet ATAY Melih BULUT Mustafa BARUT Nihat YILDIRIM Orhan ÇINAR Ramazan KOÇYİĞİT
Mehmet Bahattin KİBRİTÇİ Melih KAYA Mustafa BAYATLI Nil Şule ÜNAL Orhan ERTAN Recaİ TÜRKOĞLU
Mehmet Baran AYDIN Meral SOLMAZ Mustafa BAYRAM Nizam ÇİFTÇİ Orhan KAYABAŞI Recep Gökhan UNCUOĞLU
Mehmet BAŞTÜRK Mert KARSLIOĞLU Mustafa Çağlar AŞKIN Nuray ÇULHACI Orhan ÖZTÜRK Recep ÖZDOĞAN
Handbook
119

Refik Süheyl ŞERİFOĞLU Sema Ayşegül ACER Sinan ELASLAN Tülin ERDEM Wolfram SCHAEFER Zeynep GÖKDENİZ
Refika Arzu GÖĞÜŞ Sema TEPE Sinan POYRAZ Tuna ÇOBAN Yakup YILMAZ Zeynep KÖKTEKİN
Reinhard HEPPELER Semih ÖNCÜL Sinan Şahin DEPREM Tuncay ARSLAN Yalchin ALIYEV Zeynep Nazlı DİKER
Reşit ÜNÜVAR Semih UYGUR Sinem KARA Tuncay ERDOĞAN Yalçın KARADAĞ Zeynep Pınar COŞKUN
Reyhan EYRİCE Sena SU Sinem YAVUZ Tuncay HARMANKAŞI Yalım ARAL Ziya MERMİ
Richard ALLEN Sena Vasfi GEZER Soner ŞANLI Turgay BABAOĞLU YanGping DAI Zumrud IBRAHIM
Richard DUGDALE Sencer COŞKUN Sophie KOMERIKI Turgay ZORLU Yaşar ÇELİK
Richard LACUSTA Şenol YİĞİT Steve BRINE Turgay GÜNAY Yaşar İlhan ÖĞÜŞ
Rick IRWIN Serap KÜPELİ Steven BATCHELOR Turgut UYSAN Yaşar TÜRKOĞLU
Rıdvan ARSLANDOĞDU Serap MORKOÇ Steven FRANCE Türker VURAL Yasemin ŞAHİN
Rikki ANDREWS Sercan BAYAV Suat KIRBAŞ Türkkan KÖKEN Yasin ALTUN
Rıza Oğuz EMEK Sercan ÖZCAN Subendhu PANDA Ufuk BAŞKABAK Yasin EROL
Rıza Serkan AKGÜL Serdal TÜRKYILMAZ Sudipto SEN Ufuk DAL Yasin KÜÇÜKKUŞ
Robert MCKINLAY Serdar CEBE Süleyman Bahri GÜLAYDIN Uğur DÖĞER Yasin YAMAN
Robert OFNER Serdar Çelebi KÖSE Süleyman BULUT Uğur ERKAN Yasin YILMAZ
Robert STEWART Serdar Fırat KORKMAZ Süleyman SÜLEYMANOV Uğur KADIOĞLU Yasir Emre ARIKAN
Rochester ALEGRE Serdar KARA Suna AYDIN Uğur ÖZDEMİR Yavuz Erdem ÇINAR
Roland Ekkehard RUMMEL Serdar KIRÇİÇEĞİ Suresh BELKHEDE Uğur UĞURLU Yavuz PAŞALI
Rovshan GARAYEV Serdar KIYI Tahir YALTI Ulaş GÜNGÖRMEZ Yazid AMİMEUR
Rudy PRIANKASA Şeref KIVILCIM Tahsin AKÇA Ulgar ŞEKER Yeşim ATAK
Sadık AKMAN Şeref Oğuz UÇAR Taku AWA Ulrich ADRIANY Yıldırım GÜNEŞ
Şafak KAHRAMAN Serhat DUYAR Talha BEĞLEN Ümit ÇAĞLAR Yıldırım GÜRVARDAR
Saffet Coşkun BAYRAM Serkan AKÇA Taner DÜBEK Ümit KILINÇ Yılmaz BAYİN
Saim GÜNERİ Serkan ATEŞ Taner GÖKTAŞ Ümit KÖSE Yılmaz Özgür BAYKAL
Samad SHAFISOY Serkan DEMİR Taner SAYAR Ümit ÜNÜVAR Yılmaz ÖZTÜRK
Samantha Van TROTSENBURG Serkan DOĞANTEKİN Taner YILDIZ Ümüt AĞIREL Yücel Suat GÜNGÖR
Sami ULAŞ Serkan KİRAZCI Tayfun SAĞLAM Umut ŞEVKİN Yücel YÜRÜKÇÜ
Savaş KARA Serkan ÖZGÜR Tayfun ULU Umut VURAL Yüksel KARAMAN
Savaş ÜNAL Serkan SİLEK Taylan ÖZDEN Uygar BİNGÖL Yuliya KIM
Seçil TAŞGIN Serkan UYSAL Teoman ÇAĞLAR Uygar ÇİNKILIÇ Yunus Emre KAÇIRA
Seda ŞENGEZER Sermet Rıza CİVELEK Terry DEA Vahap KARAASLAN Yunus Emre KOCA
Seda ŞİMŞEK Sertaç TOYDEMİR Tevfik AKTEPELİ Vahid VAKİLİ Yuping SHI
Seda ÜNAL Sertel KABADAYI Thomas LANG Varlık NAMAL Yurdanur ÖZSÖYLER
Sedat Sualp ESENLİ Servet Bülent YILMAZ Thomasz CHARCHUTA Veysel AVCI Yusuf ARMAĞAN
Sefa ÇINAR Seteney Nur ARSLAN Tim CALLAN Vladimir MIRINOVIC Yusuf ÇALIŞKAN
Selahattin AKDOĞAN Seval BURUCU Tolga ARSLAN Volkan AKIN Yusuf COŞKUNIRMAK
Selahattin Esat FİDAN Sevda YÜKEL Tolga ŞİMŞEK Volkan ALYANSOĞLU Yusuf Emre ODABAŞI
Şelale ATABERK Sevde Gökçe KILIÇ Tolga TEPRETMEZ Volkan DEDEOĞLU Yusuf TATLI
Selçuk BAYRAM Sevim YOLDAŞ Tolgay MIZRAK Vusal SHUKUROV Zafer ÇETİZ
Selçuk DEMİRCİ Seyfi ARSLAN Tomris ÖZDEMİR ERCAN W. JAGGARAY Zafer SARI
Selçuk POYRAZ Seyhan ÇUBUKÇU Tonguç KARA Walter WAKOLBINGER Zahidur RAHMAN
Selçuk ŞAHİN Sezai Mert ŞAHİN Tony STEPHENS Warren KEHL Zekeriya KANBUR
Selçuk ÜREY Sezgin ÖZCAN Tuba ÖZDEMİR Wayne WHEELER Zeki GEL
Selim ASİLER Sharon PHELPS Tuğba ARIK Werner KAINZ Zeki Mert TOPALOĞLU
Selim GÜNERİ Şiar VURAL Tuğba YILMAZ William DALLAS Zeynep DÖNMEZ
Selim SHEIK Sinan AKTÜRK Tuğhan FİDANCI William GIVENS Zeynep Gazzali DURAN
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All rights are reserved hereunder. Any wording or image hereunder may not be cited,
copied, reproduced or published, either partially or wholly, in any manner whatsoever
without obtaining the consent, in writing, of TANAP DOGALGAZ ILETIM A.S.

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TANAP PROJECT LESSONS LEARNED

CONTRACTS AND CLAIM 32

OVERALL PROJECT MANAGEMENT 38

HEALTH AND SAFETY 55

PROCUREMENT AND MATERIALS MANAGEMENT 60

ENGINEERING AND DESIGN 67

COMPLETIONS AND COMMISSIONING 79

QUALITY ASSURANCE AND QUALITY CONTROL 92

INVESTMENT PROGRAMMES 102

LAND ACQUISITION 104

HUMAN RESOURCES 107

DOCUMENT CONTROL CENTER 110

AIMS Asset Integrity Management System LRE Land Right Entity

HISTORY OF THE TANAP PROJECT

The groundbreaking ceremony, marking the start of construction of the pipeline,

TANAP connects CS5-MS2

MS4 MS3 Eskişehir Sivas

TANAP passes through

TAP (Trans-Adriatic Pipeline)

TANAP PROJECT SCOPE

4 Metering Stations (2 Stations connecting to the natural gas network

2 Compressor Stations (the number of compressor stations will be

49 Block Valve Stations

TANAP PROJECT MAJOR MILESTONES

Longest river crossing No of

Time for 2x36” (35 km) No of pipes welded Steepest Slope:

Deepest Point on P/L: No of crossings appr.:

Total length of Time between first pipe

Volume of soil excavated Longest 56” No of documents

Project of the Year Communitas International CSR

The Green World IBA (International PR Daily’s Corporate Social

European Excellence The Peer Awards for GBO Awards 2020

Brief Description of the Issue

Similarly, in the stations prequaliﬁcation package, instead of

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Contractual Key Milestones were introduced to the Construction Contractors

The above-listed milestones were planned in alignment

If any Key Milestone was not completed and approved by

The application of such an interim milestone structure

Brief Description of the Issue

The project priorities were not clearly understood by the EPCM

The Integrated Project Management Team (TANAP IPMT),

Brief Description of the Issue

Furthermore, the timely detection and elimination of issues that arose

Brief Description of the Issue

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It was not possible to establish an effective

A robust and comprehensive materials

A materials management system, an applicable