Halifax -Class Work Period Support Services Performance Work Statement (PWS)

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Contents Introduction ...... 5 Purpose ...... 5 1.1 ...... 5 1.2 Background ...... 5 1.2.1 Applicable Halifax -class Ships ...... 6 1.3 Roles and Responsibilities ...... 7 1.3.1 Canada-Industry Integrated Project Team ...... 7 1.3.2 Roles and Responsibilities of DND ...... 7 1.3.3 Roles and Responsibilities of RCN Units ...... 9 1.3.4 Roles and Responsibilities of Other ISS Contractors ...... 10 General Requirements ...... 10 2.1 Objectives and Outcomes ...... 10 2.2 Scope of Work ...... 10 2.2.1 Work Categories ...... 11 2.3 Abbreviations, Acronyms and Definitions ...... 11 2.4 Applicable Specification, Precedence, Standards and Documents ...... 12 2.5 Halifax -class Work Period Schedule and Adjustments ...... 12 2.6 WPSS Phases ...... 12 2.6.1 Initial Phase ...... 12 2.6.2 Steady-State Phase ...... 13 2.6.3 Close-Out Phase ...... 13 Project Management ...... 14 3.1 Collaborative and Relationship Management ...... 14 3.1.1 Relationship Management ...... 14 3.1.2 Halifax -class Collaborative Management ...... 15 3.2 Project Planning ...... 16 3.2.1 Project Management Plan (PMP) ...... 16 3.3 System Engineering Management ...... 18 3.4 Meetings ...... 18 3.4.1 Minutes and Agenda ...... 18 3.4.2 Meeting Timings and Locations ...... 19 3.4.3 General or Ad Hoc Meetings ...... 19 3.5 Project Meetings ...... 19 3.5.1 WPC Kick-Off Meeting ...... 19 3.5.2 Progress Review Meetings (PRMs) ...... 20 3.5.3 CI-IPT Meetings ...... 22 3.6 Progress Reports ...... 22 3.7 Work Period Baseline Price Data Sheet ...... 22 3.8 Production Price Sheet ...... 23 3.9 Work Period Proposal ...... 23 3.9.1 Ship Viewing Periods ...... 23 3.9.2 Work Period Proposal Development ...... 24 3.9.3 Particularized Work Package ...... 24 3.9.4 Work Period Project Implementation Plan ...... 24 3.9.5 Work Period Level of Effort and Cost ...... 27

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3.10 Surge Management ...... 27 3.11 Risk and Business Continuity Management ...... 27 3.11.1 Risk Management ...... 27 3.12 Materiel Management ...... 28 3.12.1 Disposal Management ...... 28 3.13 Performance Management ...... 29 3.13.1 Performance Management Framework (PMF) ...... 29 3.13.2 Performance Management Plan ...... 30 3.13.3 Performance Data ...... 30 3.13.4 Performance Assessment Report ...... 31 3.13.5 Performance Assessment Review ...... 31 3.14 Quality Management ...... 31 3.14.1 Quality Plan (QP) ...... 32 3.14.2 Non-Conforming Products ...... 32 3.14.3 Naval Materiel Regulatory Requirements ...... 32 3.14.4 Continuous Improvement Program ...... 33 3.15 Security Management Program ...... 33 3.15.1 Security Incidents ...... 33 3.16 Controlled Goods Management ...... 34 3.16.1 Controlled Goods Program (CGP) Management Plan ...... 34 3.16.2 Import Control Management ...... 35 3.16.3 CTAT/ITAR Obligations ...... 35 3.17 General Safety and Environmental Management ...... 35 3.17.1 General Safety ...... 36 3.17.2 Environmental Management ...... 36 3.17.3 Green Procurement ...... 36 3.17.4 Health and Safety ...... 36 3.17.5 Significant Incident Reports ...... 37 3.18 RCN Formation Mandated Training ...... 37 3.19 Intellectual Property Management ...... 37 3.19.1 Intellectual Property Rights ...... 37 3.19.2 Intellectual Property Reports ...... 38 3.20 Accommodations and Facilities ...... 38 3.21 Electronic Information Environment (EIE) ...... 38 3.21.1 Navy EIE Processes ...... 39 3.21.2 Canada’s System of Record ...... 39 3.21.3 Collaborative Environment ...... 39 Work Period Projects ...... 40 4.1 Work Period Management ...... 40 4.1.1 Work Period Work Breakdown Structure ...... 40 4.1.2 Work Period Schedule ...... 40 4.1.3 Work Period Risks and Issues ...... 40 4.1.4 Work Period Stakeholder Collaboration ...... 40 4.1.5 Work Period Quality Assurance ...... 41 4.1.6 Work Period Meetings ...... 41 4.2 Work Period Implementation ...... 42 4.2.1 Custody Transfer for Docking Work Periods ...... 42 4.2.2 Custody Transfer Back to Canada ...... 43

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4.2.3 Defect Work Identification ...... 43 4.2.4 Arising Work ...... 43 4.2.5 Additional Work ...... 44 4.2.6 Information Exchange ...... 45 4.2.7 Configuration Management ...... 45 4.2.8 Incomplete Work ...... 45 4.2.9 Provisional Acceptance Certificate (PAC) File ...... 46 4.2.10 Stakeholder Work at Contractor Facility ...... 46 4.2.11 Work Conducted at DND Dockyard ...... 46 4.2.12 Quality Assurance ...... 47 Materiel and Technical Services ...... 47 5.1 Materiel Services ...... 47 5.1.1 Canada-controlled Materiel Marshalling Area ...... 48 5.1.2 Government Property ...... 49 5.1.3 Contractor Furnished Materiel ...... 49 5.1.4 Materiel Disposal ...... 50 5.1.5 Government Property Reports ...... 50 5.2 Technical Services ...... 50 Appendices ...... 51 6.1 APPENDIX 1 – PERFORMANCE REQUIREMENTS SPECIFICATION ...... 51 6.2 APPENDIX 2 – ABBREVIATIONS ...... 51 6.3 APPENDIX 3 - GLOSSARY OF TERMS ...... 51 6.4 APPENDIX 4 – LIST OF DIDS ...... 51 6.5 APPENDIX 5 – SAMPLE SCHEDULE: MAJOR SURFACE COMBATANT (MSC) PROGRAM PLAN ( Halifax -Class) ...... 51 6.6 APPENDIX 6 – PROJECT MILESTONE EVENT LIST (PMEL) ...... 51 6.7 APPENDIX 7 - DWP BOOK 1 ...... 51 6.7.1 DWP BOOK 1– INDEX TABLE ...... 51 6.8 APPENDIX 8 - DWP BOOK 2 ...... 51 6.8.1 DWP BOOK 2– INDEX TABLE- RFI ...... 51 6.9 APPENDIX 9 – SHIP REACTIVATION REQUIREMENTS (CHECKLIST FOR BASIN TRIAL) ...... 51 6.10 APPENDIX 10 - APPLICABLE REQUIREMENTS AND REGULATIONS ...... 51 6.11 APPENDIX 11 - LIST OF REFERENCES ...... 51 6.12 APPENDIX 12 – CERTIFICATE OF COMPLIANCE FORM ...... 51 6.13 APPENDIX 14 – ACCOMMODATION AND FACILITIES (TBD) ...... 51

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Introduction

1.1 Purpose 1 [I] The purpose of this Work Period Support Services (WPSS) Performance Work Statement (PWS) is to specify the work to be provided by the Contractor to support the Halifax -class ships and their Programmed Work Periods and Engineering Change Work Periods (ECWPs). Programmed Work Periods is defined in the Naval Materiel Management System Manual (NaMMS). The Programmed Work Periods and ECWPs will be referred to as Work Periods. The PWS also specifies the performance requirements which are linked to measureable outcomes. 2 [I] The Contractor may be tasked to conduct Work Packages at either Contractor facility or Department of National Defence (DND) Dockyard. 3 [I] Canada and the Contractor will form a strategic relational partnership to achieve mutually successful outcomes of the WPSS through an alignment of interests and processes. 4 [I] The work to be carried out by the Contractor is tied to a series of performance measures selected to promote the outcomes required by Canada. A Performance Management Framework (PMF) is required to measure and assess the degree to which the outcomes are achieved by the Contractor to continuously improve their service delivery. 5 [I] Throughout this PWS, each paragraph is marked with an [O], an [M] or an [I]. The [O] paragraphs are mandatory outcomes that specify the end result to be achieved by the Contractor. The [M] paragraphs are mandatory requirements that the Contractor must deliver. The fulfillment of the mandatory requirements supports achievement of the outcomes. The [I] paragraphs are intended to provide contextual information to the contractor. 6 [I] The WPSS will follow a phased implementation. The Initial Phase encompasses two (2) Docking Work Periods to refine Canada and Contractor work processes, and to refine the PMF. The Initial Phase is followed by the Steady-State Phase. The third phase, the Close-Out Phase, encompasses all activities that will be conducted once the Contractor’s services are no longer required. These phases are described in more detail herein. 7 [I] The initial WPSS duration may be for five (5) Docking Work Periods (DWP). The Contractor’s performance will be assessed at the end of the third DWP and one (1) additional DWP may be granted at that time. Subsequent DWP assessments will be conducted and one (1) additional DWP may be granted. 1.2 Background 8 [I] The Canadian Navy currently operates twelve (12) Halifax -class ships which are assigned to the East and West Coasts. Seven (7) ships are assigned to Maritime Forces Atlantic (MARLANT) and five (5) ships are assigned to Maritime Forces Pacific (MARPAC). These ships have completed a Mid-Life Refit (MLR) to update and refurbish both the Platform and the Combat Systems. The Royal Canadian Navy (RCN) intends to operate these ships until they are decommissioned and replaced by a new fleet.

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9 [I] To efficiently support and sustain the Halifax -class capability, Level 1, 2 and 3 maintenance activities and Engineering Change (EC) implementation is conducted via Work Periods. During DWPs ships will be zero (0) manned with the Contractor responsible for all care and custody of the ship. 10 [I] The Halifax -class has an Operational Cycle of 60 months between DWPs. During each ship’s Operational Cycle, there may be 60 weeks of Short Work Periods (SWPs) (notionally 12 weeks per year), and notionally 10 weeks of ECWPs. Each Operational Cycle will conclude with a DWP lasting notionally 21 weeks. The actual frequency and duration of each Work Period is subject to operational requirements, and is co-ordinated between the Director Maritime Equipment Program Management Major Surface Combatants (DMEPM (MSC)) and the RCN. 11 [I] To augment Department of National Defence (DND) resources, Canada leverages industry’s capacity to provide WPSS by means of two separate Work Period Contracts (WPCs): WPC-East to support the MARLANT fleet and WPC-West to support the MARPAC. 12 [I] The purpose of the WPSS is to effectively support and sustain Halifax -class capability while meeting RCN ship availability requirements and minimizing overall support cost. To ensure that Work Periods are planned well and effectively executed, a collaborative relationship between Canada, the Contractor and stakeholders is necessary. 1.2.1 Applicable Halifax -class Ships 13 [I] The Halifax-class ships are divided between the East and West coasts in accordance with their home port designation. 14 [I] The home port of the following ships and their associated equipment groups and systems is Canadian Forces Base (CFB) Halifax, Nova Scotia: a. HMCS Halifax (FFH 330), b. HMCS Ville de Québec (FFH 332), c. HMCS Toronto (FFH 333), d. HMCS Montreal (FFH 336), e. HMCS Fredericton (FFH 337), f. HMCS Charlottetown (FFH 339, and g. HMCS St John’s (FFH 340). 15 [I] The home port of the following ships and their associated equipment groups and systems is CFB Esquimalt, British Columbia: a. HMCS Vancouver (FFH 331), b. HMCS Regina (FFH 334), c. HMCS Calgary (FFH 335), d. HMCS Winnipeg (FFH 338), and e. HMCS Ottawa (FFH 341).

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16 [I] At Canada’s sole discretion, the conduct of ship Work Periods may be shifted from one coast to another, and could be for one or more of the following reasons: a. change in operational requirements; b. unsatisfactory performance by the Contractor; or c. ship scheduling issues. 1.3 Roles and Responsibilities 17 [I] The Contractor will manage and implement Work Periods. 18 [I] Canada will manage the service life of the Halifax-class ships and will retain responsibility as the Design Authority (DA) and as the System Authority (SA). 19 [I] Canada and the Contractor will collaborate to meet the RCNs availability requirements of each ship. 1.3.1 Canada-Industry Integrated Project Team 20 [I] In order to work collaboratively and to facilitate the exchange of information Canada maintains a Canada-Industry Integrated Project Team (CI-IPT). The CI-IPT will be chaired by Canada and membership includes: a. DND and RCN; b. Public Services and Procurement Canada (PSPC); c. Innovation Science Economic Development Canada (ISEDC); d. WPC-East and WPC-West Contractors; e. Selected Equipment In-Service Support Contractors; and f. Halifax -class Design Agent In-Service Support Contractor. 1.3.2 Roles and Responsibilities of DND 21 [I] DND and the RCN will conduct In-Service Support (ISS) activities associated with the Halifax-class. 1.3.2.1 Class Program Manager (CPM) 22 [I] Overall responsibility for the Halifax-class ISS is assigned to the Halifax-class Program Manager (hereafter referred to as the CPM). The CPM is responsible for Program Management, Platform Management and Materiel Assurance Management. The CPM develops, implements, and manages the Major Surface Combatant (MSC) Program Plan (Halifax -class), which includes setting the objectives and priorities for the Halifax - class WPSS. The MSC Program Plan ( Halifax -class) incorporates RCN operational requirements and will be shared with the Contractor for planning the work referred to in this PWS. 1.3.2.2 Design Authority 23 [I] The CPM is also the Design Authority (DA) responsible for establishing and maintaining Design Intent (DI) for the Halifax-class. Design Intent is the sum of all operational requirements, technical requirements, technical policies, and intended environmental conditions or limitations that govern the design, maintenance, and

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operation of naval materiel. Design Intent includes the Basis of Design, the Statement of Operational Requirements (SOR), and the Systems Requirement Document (SRD). 24 [I] The DA, in ensuring materiel assurance management, has five (5) key responsibilities: a. Competence and Authority: In support of the Class objectives laid out in the MSC Class Program Plan ( Halifax -class), the CPM may initiate design tasks to improve or sustain capability while maintaining compliance with DI, the Certification Baseline, and Certification Plan. The DA is responsible to ensure that work is conducted in accordance with the principles of Naval Materiel Assurance (NMA); b. Configuration Management: The DA has the responsibility to manage, track, confirm, and audit the configuration of the Halifax -class . c. Class Performance, Safety and Security: The CPM provides assurance of class performance, safety and security. The DA holds the authority to approve any changes to DI. d. Certification: The DA is responsible for ensuring the platform certification is current and for managing the certification program. This activity is governed by C-23-005- 000/AG-001, the Naval Materiel Regulation for Surface Ships (NMRSS). Compliance and certification for the Halifax -class will be established by agreement between the Naval Materiel Regulatory Authority (NMRA) and the DA and outlined in the Halifax -class Certification Plan (HCCP). e. Systems Integration Authority: The DA is responsible for managing the impacts of system integration, e.g. weight, electrical, heat loads, and the approval of expenditure of margins resulting from design changes. 1.3.2.3 DND Project Manager 25 [I] The DND Project Manager is responsible for all contracted work activities. The DND Project Manager is a member of the CI-IPT. 1.3.2.4 DND Work Period Technical Authority 26 [I] The DND Project Manager is assisted by a Work Period Technical Authority (WP- TA) who is responsible for the planning, coordination and implementation of individual Work Periods of the Halifax-class. 1.3.2.5 DND On-Site Management Team (OMT) 27 [I] The DND Project Manager will operate an DND On-Site Management Team (OMT) at the Contractor facility. The On-Site Manager (OSM) will be a local Point of Contact (POC) for co-ordinating Work Period activities with the Contractor, and for providing oversight, technical support, and Quality Control (QC) of the Contractor’s work. 1.3.2.6 DND Quality Assurance (QA) 28 [I] Overall QA responsibility resides with the Director of Quality Assurance (DQA) which is within the DND organization. Canada will use other organizations to support quality assurance management such as the RCN Ship’s Staff (SS), Fleet Maintenance Facilities (FMF), the Naval Engineering Test Establishment (NETE), or other government’s QA organizations.

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1.3.3 Roles and Responsibilities of RCN Units 29 [I] The following RCN Units are integral components of the Work Period support and their roles and responsibilities are outlined below. 1.3.3.1 Her Majesty’s Canadian Ship (HMCS) 30 [I] Ship’s Staff (SS) operate and maintain the ship during their operational cycle. During DWPs, SS are responsible for: a. executing specified Care and Custody routines prior to and after ship custody transfers. Some of these routines may be conducted at the Contractor’s facilities; b. providing assistance to the Contractor when requested through the OMT to complete tasks; c. reporting maintenance requirements; and d. providing assistance with ship reactivation. 31 [I] During ECWPs and SWPs, SS are responsible for: a. care and custody of the ship; b. executing first level preventive and corrective maintenance; c. co-ordinating ship access for the ISS Contractors; and d. executing the safety lock-out and tag-out program. 1.3.3.2 Formations 32 [I] HMC Ships on the East Coast are assigned to MARLANT. HMC Ships on the West Coast are assigned to MARPAC. 33 [I] RCN Formations assign specific readiness levels to individual ships. The assigned readiness levels establish the priorities for work. Formation Commanders and Fleet Commanders have the authority to modify the readiness assignments and Work Periods within a Ship's operational cycle and this may cause an adjustment in the priorities for planned and accepted maintenance activities. 1.3.3.3 Fleet Maintenance Facility (FMF) 34 [I] Each Formation has a Fleet Maintenance Facility (FMF) to support the RCN fleet. Each FMF performs Level 2 and some Level 3 maintenance tasks. FMF will plan and coordinate all work activities for Work Periods conducted in DND dockyards. For Work Periods conducted outside of DND dockyards, the FMF has the following responsibilities when tasked: a. conduct Level 2 and Level 3 Preventive and Corrective Maintenance activities; b. conduct engineering and/or technical investigations, inspections, and studies; and c. assist the Contractor in completion of Level 3 maintenance. 1.3.3.4 Queens Harbour Master (QHM) 35 [I] QHM is responsible for co-ordinating and controlling the safe operation of all military and commercial ship operations and movements within the designated harbour areas.

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36 [I] For the Halifax-class, QHM coordinates waterfront operational activities (e.g. radiating or conducting harbour trials) in the Dockyards and Harbour areas. 1.3.4 Roles and Responsibilities of Other ISS Contractors 37 [I] Other contractors will conduct ISS activities associated with the Halifax-class. 1.3.4.1 Halifax -class Design Agent (DAg) In-Service Support Contractor (ISSC) 38 [I] The DAg ISSC provides class Design Agent functions for the Halifax-class including Configuration and Technical Data Management activities. The principal Design Agent functions include: maintenance of the ship systems design; design development; system integration impact assessment; and mitigation of Engineering Changes (ECs), maintenance of the Class Design Margins such as weight, stability, power etc. The Class DAg develops and provides the updates required to the in-service Technical Data Package (TDP) to reflect installation of accepted ECs and actual ship configuration. The CPM uses a Class DAg to assist vetting and developing EC specifications for Work Period implementation. Through cooperative communication and collaborative work processes, the Class DAg and the Contractor will collaborate to identify and resolve EC specification issues prior to scheduled implementation, track configuration deviations from delivered work packages and minimise turnaround time.

General Requirements

2.1 Objectives and Outcomes 39 [I] The Statement of Objectives (SOO) communicates DND’s overarching in-service support and sustainment objectives for the Halifax-class. It is intended to provide higher- level performance and governance objectives for DND, and industry support providers. This PWS defines WPSS outcomes that align to the SOO, and are incorporated into the WPSS Performance Requirement Specification (PRS). 40 [M] The Contractor must deliver efficient, affordable and flexible support for the Halifax -class while meeting the primacy of operations. 2.2 Scope of Work 41 [I] The scope of work includes the following: a. WPSS Management; b. Work Periods for Maintenance and Engineering Change (EC) Implementation; c. Technical Investigation and Engineering Services; d. Materiel Services, Storage and Disposal Management; e. Information and Data Management; and f. Performance Monitoring and Assessment. 42 [I] Work is defined as the work requirements specified herein. 43 [I] The PWS will identify plans that will be required to control and perform all the necessary activities of the Work . The Contractor will be responsible for organizing the plans in a coherent manner.

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44 [M] The Contractor must conduct DWPs at Contractor facility. 45 [M] The Contractor must have access to a docking facility to dry dock the Halifax -class vessel. 46 [M] The Contractor must specify the relationship between the plans. 47 [M] The Contractor must provide all support infrastructure and resources to perform the Work , unless otherwise specified. 2.2.1 Work Categories 48 [I] The Work identified in this PWS will be focused on: Project Management, Work Period Implementation, and Materiel and Technical Services. Project Management is focused at the overall WPSS management and integration activities. Work Period Implementation is focused on the implementation and management of individual Work Periods, of which there will be many. Materiel and Technical Services are focused on supporting the sustainment of the Halifax -class. The Work is divided into 3 categories: Project Management, Core Work and Emergent Work. 2.2.1.1 Project Management 49 [I] Project Management is the project management level work necessary to execute the WPSS. 50 [M] The Contractor must conduct project management level work. 2.2.1.2 Core work 51 [I] Core Work is work that is predictable, quantifiable, recurring and performed within specified time periods. Core Work will be defined on an annual basis in the accepted Annual Operating Plan (AOP). 52 [M] The Contractor must plan and implement Core Work. 2.2.1.3 Emergent Work 53 [I] Emergent Work is defined as work that is generally unplanned or unquantifiable, although of a known type. 54 [I] Canada will engage the Contractor in Emergent Work through a task authorization. 55 [I] The scope and cost of Emergent Work will be negotiated and agreed to between Canada and the Contractor. 56 [M] The Contractor must plan and implement Emergent Work. 2.3 Abbreviations, Acronyms and Definitions 57 [I] Acronyms, abbreviations and terms used in this PWS are defined in Appendix 2 and Appendix 3. In each case, the following applies: a. acronyms when defined for the first time will appear in capital letters in brackets following the applicable word or phrase, and then used on their own thereafter; and b. if an acronym, or abbreviation, or term has two or more definitions, the definition or meaning which matches the context of the PWS statement in which it appears is used.

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2.4 Applicable Specification, Precedence, Standards and Documents 58 [M] The Contractor must conduct the Work in accordance with the standards and specifications and associated appendices specified herein. 59 [I] In the event of a conflict between the documents referenced herein and the contents of the PWS, the contents of the PWS will take precedence. 60 [M] The Contractor must immediately notify the Contract Authority (CA) of discrepancies discovered within or among any of the attachments or documents that form part of this PWS. 61 [I] The documents will be given precedence in the following order: a. PWS; b. Appendices to the PWS; and c. Specifications, standards, technical documents, and other related documents referenced in the PWS. 2.5 Halifax -class Work Period Schedule and Adjustments 62 [I] The RCN responds to direction given by the Canadian Government. By necessity, a measure of flexibility is required to account for differences in requirements, scheduling conflicts, operational deployment patterns and other considerations. The RCN has the authority to modify the readiness assignments and maintenance periods within a unit's operational cycle. These changes will affect the Halifax -class operating profile and Work Period schedule(s) identified in the MSC Program Plan ( Halifax-class). 63 [I] The MSC Program Plan ( Halifax-class) is subject to change at the sole discretion of Canada. 64 [I] The MSC Program Plan ( Halifax -class) is updated notionally every six (6) months and is provided in Appendix 5. 2.6 WPSS Phases 65 [I] The WPSS will be divided into three phases – Initial, Steady-State and Close-Out. Specific activities and objectives are associated with each Phase. 2.6.1 Initial Phase 66 [O] The Contractor must ensure that Canada is confident in the Contractor’s ability to conduct the Work in the Steady-State Phase. 67 [I] The Initial Phase starts at WPC award. 68 [M] The Contractor must implement the Work and the first two (2) DWPs in the Initial Phase. 69 [M] The Contractor must refine Work Period processes during the Initial Phase. 70 [M] The Contractor must collect performance data based on the Performance Requirements Specification (PRS) for the first two DWPs. 71 [M] The Contractor must collaborate with Canada to refine the PMF.

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72 [M] The Contractor must collaborate with Canada and stakeholders to establish the CI- IPT. 73 [M] The Contractor must develop and update the Close-Out Plan to enable Canada to assess the risk of the Close-Out. 74 [M] The Contractor must prepare a Close-Out Plan in accordance with DID-PP-001. 75 [I] The Initial Phase will be considered complete when the Contractor has implemented two (2) DWPs. 2.6.2 Steady-State Phase 76 [I] The goal of the Steady-State Phase is to ensure that Canada is confident in the Contractor’s ability to conduct Work effectively and efficiently to meet Canada’s ship availability requirements. 77 [I] The Contractor’s performance will be assessed in the Steady-State Phase. 78 [I] The Steady-State Phase ends when the Close-Out Phase begins. 79 [M] The Contractor must implement the Work and subsequent DWPs. 2.6.3 Close-Out Phase 80 [I] The purpose of the Close-Out phase is to ensure an orderly transition of support services and resources from the current Contractor to Canada. 81 [I] The Close-Out phase starts prior to the end of the contract. 82 [M] The Contractor must implement the accepted Close-Out Plan prior to the end of the contract. 83 [I] Canada may award additional DWPs to cover the Close-Out phase. 84 [I] The Close-Out phase ends when all technical and contractual obligations are completed. 85 [M] The Contractor must, when requested by Canada, transition support services and resources to Canada or a third party. 86 [M] The Contractor must deliver to Canada all of Canada’s Intellectual Property and Government Furnished Information (GFI), together with every copy, draft, working paper and note that contains such information. 87 [M] The Contractor must return Government Supplied Materiel (GSM). 88 [M] The Contractor must return Government Furnished Equipment (GFE). 89 [M] The Contractor must deliver parts of the Work that were completed but not delivered prior to the end of the Close-Out phase. 2.6.3.1 Retention of Records 90 [M] The Contractor must, for no less than three years from the date of completion or termination of the WPSS, maintain quality management system records and continue to provide Canada access to them upon request.

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Project Management

91 [M] The Contractor must provide Project Management to plan and schedule work, to cost and to implement the Work. 92 [M] The Contractor must establish and update all plans and schedules to align with the accepted MSC Program Plan ( Halifax-class). 93 [M] The Contractor must adjust work, costs and schedules to accommodate any changes to the MSC Program Plan ( Halifax-class). 94 [O] The Contractor must manage all Work to meet Canada’s objectives. Canada’s objective are: a. work on each ship is planned, completed to the standard specified and returned to the Canada on schedule in accordance with: the MSC Class Program Plan ( Halifax-class) or surge requirements; b. work is managed with flexibility to permit additional work to be completed as scheduled; c. work is conducted to ensure responsible stewardship to comply with Canada’s environmental, safety, naval materiel, security, and international regulatory commitments; d. work is conducted using best value with consistent estimating methodology; and e. work is conducted and managed collaboratively. 3.1 Collaborative and Relationship Management 95 [I] Collaborative and Relationship Management addresses the processes, procedures and methods used throughout the WPSS to ensure the timely and appropriate generation, collection, and distribution of information, as well as procedures and methods to establish and maintain positive relationships between the Contractor, Canada and stakeholders. 96 [M] The Contractor must describe its Collaborative and Relationship Management procedures and activities in the Project Management Plan (PMP). 3.1.1 Relationship Management 97 [I] Relationship Management fosters the sharing of knowledge, skills, and resources, and creates joint efficiency improvements. 98 [O] The Contractor must manage relationships such that there are collaborative and effective working relationship between Canada and the Contractor to achieve mutually successful outcomes. 99 [I] Canada and the Contractor will jointly develop a Relationship Charter (RC) that will outline common goals, desired behaviours, and joint governance, and collaborative processes. The Relationship Charter will include a series of mutually agreed upon processes to increase collaboration. The purpose of the Relationship Charter is to ensure that Canada and the Contractor remain in an aligned relationship that delivers sustained value to both parties over the long term. It is through effective collaboration that a work

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environment that engenders trust, promotes innovation and best practice development is established. 100 [I] Throughout the duration of the WPSS and through mutual agreement between Canada and the Contractor, the Relationship Charter is expected to evolve to better achieve the WPSS outcomes. 101 [M] The Contractor must jointly prepare a Relationship Charter with Canada. 102 [I] The WPSS will be managed with a collaborative approach to meet the operational requirements of the RCN. 103 [I] The Relationship Management Plan (ReMP) is a transitional document that is intended to facilitate the joint development of the Relationship Charter. The actions, tools, and processes proposed in this plan will inform the content of the Charter. 104 [M] The Contractor must develop and update the ReMP to enable Canada to assess collaboration risk. 105 [M] The Contractor must prepare the ReMP in accordance with DID-PP-002. 106 [M] The Contractor must manage and perform activities in accordance with the accepted ReMP . 107 [I] The ReMP describes how the Contractor plans: a. on enhancing collaboration with Canada and streamlining the processes that involve interaction with Canada; b. to align its goals, promote desired behaviours, and participate in joint governance, as well as collaboratively making updates to the Relationship Charter; and c. to collaborate with Canada in the management of risk and issues, and how it plans to streamline the processes for risk and issue management. 3.1.2 Halifax -class Collaborative Management 108 [I] The In-Service Support (ISS) of the Halifax-class comprises many stakeholders including the RCN, FMF, DGMEPM, ADM(Mat), PSPC, ISED Canada, and Halifax- class ISS contractors, herein called stakeholders. 109 [O] The Contractor must manage relationships such that there are collaborative working relationships between Canada and the Contractor and between the Contractor and stakeholders to achieve mutually successful outcomes. 110 [M] The Contractor must collaborate with the Halifax-class Design Agent ISS Contractor, the Halifax-class Combat Systems (HCCS) ISS Contractor and other stakeholders to meet the requirements of the WPSS. 111 [I] To enable this collaborative effort, the CPM will establish a CI-IPT. The outcome of this CI-IPT will be risk mitigation, issue resolution, and continuous improvement by achieving an effective working relationship and collaboration between Industry ISSC representatives and Canada. The Terms of Reference for the CI-IPT will be collaboratively developed. 112 [M] The Contractor must develop with Canada the Terms of Reference for the CI-IPT.

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113 [M] The Contractor must participate in a proactive, responsive and flexible manner in the CI-IPT. 114 [M] The Contractor must participate in the CI-IPT meetings. 115 [M] The Contractor must work with the stakeholders in a collaborative management framework to meet the requirements of the WPSS. 116 [M] The Contractor must participate at the DWP Lessons Learned Working Group at the CI-IPT meeting between the WPC-East Contractor, the WPC-West Contractor and Canada to share DWP lessons learned to improve the Baseline Price Data Sheets and the Production Price Sheet and improve DWP efficiency. 3.2 Project Planning 3.2.1 Project Management Plan (PMP) 117 [I] The PMP describes the Contractor's plan for integrating all management, planning and control activities for the WPSS. The PMP includes all the processes, structures, and subcontractors necessary for the Contractor to manage the overall WPSS and perform the Work . 118 [O] The Contractor must develop the PMP to enable Canada to assess that the Contractor will deliver the Work in a cost effective and timely manner. 119 [M] The Contractor must develop and update the PMP that describes the project organization and specification for key staff positions, strategy, plans, methodologies and processes for meeting the Work . 120 [M] The Contractor must prepare the PMP in accordance with DID-PP-003. 121 [M] The Contractor must manage and perform the Work in accordance with the accepted PMP. 122 [M] The Contractor must provide a single point of contact responsible for the overall implementation and outcomes of the WPSS. 123 [M] The Contractor must submit for approval to Canada, any modifications to the PMP and subordinate plans. 124 [M] The Contractor must make available to Canada upon request, all associated plans, processes, procedures, instructions and data described in the PMP. 3.2.1.1 Schedule Management 125 [I] Schedule Management aligns the Canada’s ship availability and priority requirements, and establishes a plan and schedule to implement the required work effectively and efficiently. It includes the collaboration with the RCN and other stakeholders. 126 [M] The Contractor must describe its Schedule Management procedures and processes in the PMP. 127 [M] The Contractor must provide Schedule Management services to: a. identify and ensure early resolution of any scheduling opportunities, issues or conflicts; b. successfully collaborate with other Halifax-class ISS stakeholders;

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c. ensure all the components, resources and material required are available to support work execution; d. develop contingency plans and schedule flexibility to accommodate changes; and e. apply lessons learned to subsequent work period schedules. 3.2.1.2 Annual Operating Plan (AOP) 128 [I] The AOP is the annual Work business plan that is developed with Canada to enable the Contractor to: identify work; establish priorities; and identify opportunities, or potential Emergent Work. The AOP is the work planning document for the current year (aligned with Canada’s Fiscal Year). 129 [I] The AOP Look-Ahead, AOP+1 and AOP+2, are AOPs for the following two Fiscal Years and will be used to identify the proposed work with the MSC Class Program Plan (Halifax-class) for follow-on years. 130 [M] The Contractor must develop the AOP, AOP+1 and AOP+2 that meet the needs of the MSC Program Plan ( Halifax-class). 131 [M] The Contractor must include each Work Period in the AOP. 132 [M] The Contractor must implement an AOP that specifies the Contractor’s work plan for the Work and aligns this work plan to the needs of the MSC Class Program Plan ( Halifax- class). 133 [M] The Contractor must develop the AOP for the upcoming Fiscal Year. 134 [M] The Contractor must develop the AOP+1 and AOP+2 for the next two Fiscal Years following the AOP. 135 [M] The Contractor must update the AOP, AOP+1, and AOP+2 to enable Canada to assess that the MSC Class Program Plan ( Halifax-class) is supported. 136 [M] The Contractor must prepare the AOP in accordance with DID-PM-001. 137 [M] The Contractor must specify Project Management and Core work in the AOP. 138 [M] The Contractor must modify the AOP to accommodate Emergent Work. 139 [M] The Contractor must include in the AOP, in order of recommended priority, any as of yet unfunded work that may be added to the project as future Core and Emergent work. 140 [M] The Contractor must implement Work in accordance with an accepted AOP for the current Fiscal Year. 141 [M] The Contractor must provide a cost and schedule impact assessment with supporting documentation as a result of changes to the MSC Program Plan (Halifax -class). 142 [M] The Contractor must adjust the AOP in the event of MSC Program Plan (Halifax - class) changes. 3.2.1.3 Project Work Breakdown Structure (WBS) 143 [I] The project WBS constitutes the principal framework for WPSS, control of scheduled work and formal reporting of progress status for the WPSS. The WBS consists of an

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indentured list, graphical chart(s) and a complete hierarchical dictionary of the goods, services and other tasks to be performed. 144 [O] The Contractor must develop and update the WBS to enable Canada to manage the scope of the Work within the AOP. 145 [M] The Contractor must use the project WBS as the basis for organizing, controlling and reporting the Project Status. 146 [M] The Contractor must prepare the WBS in accordance with DID-PM-002. 147 [I] The Contractor may amend the accepted WBS, without first obtaining Canada’s Approval as long as: a. all elements affected by the amendment are below the reporting level; b. the amendments are consistent with the WPSS scope; and c. Canada is notified of the changes being made. 3.3 System Engineering Management 148 [M] The Contractor must develop and update the Systems Engineering Management Plan (SEMP) that describes the systems engineering management and processes that the Contractor will implement to support the WPSS. 149 [M] The Contractor must develop the SEMP to enable Canada to assess the risk that the Contractor will deliver engineering services for the WPSS in a cost effective and timely manner. 150 [M] The Contractor must prepare and update the SEMP in accordance with DID-PP-004. 151 [M] The Contractor must implement the SEMP. 152 [M] The Contractor must make available to Canada, upon request, all associated plans, processes, procedures, instructions and data supporting the SEMP. 153 [M] The Contractor must provide engineering support in accordance with the accepted SEMP. 3.4 Meetings 154 [M] The Contractor must fully leverage available technology to reduce the cost of hosting and holding meetings. 3.4.1 Minutes and Agenda 155 [O] The Contractor must ensure that meetings will be efficient and all relevant topics are addressed. 156 [M] The Contractor must develop and update Meeting Agendas for all meetings. 157 [I] Canada may make changes to the proposed agenda. 158 [M] The Contractor must prepare the Meeting Agenda in accordance with DID-RFP-001. 159 [M] The Contractor must develop and update Meeting Minutes for all meetings. 160 [M] The Contractor must record action items arising from meetings, reviews or correspondence in an Action Item Log within the Meeting Minutes.

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161 [M] The Contractor must prepare the Meeting Minutes in accordance with DID-RFP-002. 3.4.2 Meeting Timings and Locations 162 [I] The Contractor or Canada, by mutual agreement, may convene video or telephone conferences in lieu of face-to-face meetings. 163 [I] Canada may be accompanied to these meetings by consultants and other ISSCs that provide services to Canada. 164 [M] The Contractor must convene meetings at the Contractor's facility or at an alternate location as agreed to by Canada and the Contractor. 165 [M] The Contractor must provide, at its location, a venue with the necessary facilities, including telephone and internet connection, suitable for hosting meetings. 166 [M] The Contractor must schedule meetings to maximize efficient use of travel and accommodations. 3.4.3 General or Ad Hoc Meetings 167 [M] The Contractor must conduct unscheduled meetings, as agreed to and co-ordinated between the Contractor and Canada, to examine specific problems, provide decisions if needed, or assess progress in specific areas of the WPSS. 3.5 Project Meetings 3.5.1 WPC Kick-Off Meeting 168 [I] The purpose of the WPC Kick-Off Meeting is to review the WPSS requirements. 169 [O] The Contractor must provide assurance to Canada that the Contractor is ready to start the Work. 170 [M] The Contractor must organize a WPC Kick-Off Meeting with Canada no later than 30 calendar days after WPC award at a time and location that is mutually convenient to both Canada and the Contractor. 171 [M] The Contractor must prepare an agenda. 172 [M] The Contractor must address the following items at the WPC Kick-Off Meeting: a. briefing on the company and how it will be organized to manage the WPSS; b. roles and responsibilities of key personnel and points of contact; c. key WPC terms and conditions; d. Phases and timelines; e. communications and procedures for monitoring and reporting progress; f. procedures for managing risks and issues; g. WPC administration and change procedures; h. performance management framework and expectations; i. Collaborative Environment (CE) implementation; j. review early risks and issues; and

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k. review of all plans submitted with the RFP proposal. 3.5.2 Progress Review Meetings (PRMs) 173 [O] The Contractor must provide objective evidence for Work progress to enable Canada to assess risks. 174 [I] PRMs are chaired by Canada. 175 [I] Monthly PRMs are required to address progress and issues of on-going project and Work Period work. Quarterly PRMs require senior review of programmatic and contract risks and issues and Work Period performance. Performance Assessment 176 [M] The Contractor must coordinate, schedule, plan and organize PRMs as agreed with Canada. 177 [M] The Contractor must schedule, plan and organize monthly and quarterly PRMs at the Contractor's facility unless an alternate location is agreed to between the Contractor and Canada. 178 [M] The Contractor must schedule the Quarterly PRM immediately following the Monthly PRM. 179 [M] The Contractor must convene the PRMs monthly and quarterly after contract award. 180 [M] At the monthly PRM the Contractor must address the following items: a. Work progress; b. Monthly Progress Report; c. Work Period(s) Progress; d. Work Period Schedule(s); e. Waivers and deviations; f. Risks, associated mitigation and contingency plan(s); g. action items tracking and status updates from previous PRMs, other meetings and correspondence; h. Collaboration issues between Canada, the Contractor and stakeholders; i. DWP Performance review; j. Work Period Wrap-Up Review; k. Lessons learned; l. Technical issues; m. Financial issues; n. Quality issues; o. Safety issues; p. Security issues; q. Environmental issues;

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r. Intellectual Property issues; s. Controlled Goods issues; t. Materiel issues; u. Progress of studies/reports required or identified; v. Materiel and Technical Services review; w. Schedule of significant events and activities for the next reporting period; x. Proposed additional new work; and y. Other items as may be required. 181 [M] At the quarterly PRM the Contractor must address the following items: a. Work progress; b. Quarterly Progress Report; c. AOP issues; d. Contract issues; e. Risks identified in Risk and Issues Register, associated mitigation, impact timeframe, contingency plan; f. Financial issues; g. Materiel and Technical Services review; h. Support Resource issues; i. PMF and performance metric review; j. Performance Assessment Review; k. Completed Work Period performance review; l. Canada’s evaluation of the performance incentive award; m. Work Period(s) progress and issues; n. Accommodations and facilities review; o. Continuous improvement; p. Quality issues; q. Safety issues; r. Security issues; s. Environmental issues; t. Intellectual Property issues; u. Controlled Goods issues; v. Materiel issues; w. Collaborative Environment (CE) issues;

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x. Progress since the last quarterly PRM; y. Action Items tracking and status updates from previous quarterly PRMs, other meetings and correspondence; z. Schedule of significant events and activities for the next reporting period; aa. Collaboration issues between Canada, the Contractor and stakeholders; and bb. Other items as may be required. 3.5.3 CI-IPT Meetings 182 [I] The CI-IPT meetings will be chaired by Canada. 183 [I] The CI-IPT meetings will meet annually and may be called to meet more frequently to address unresolved issues. 184 [M] The Contractor must coordinate, schedule, plan and organize the CI-IPT meetings as agreed with Canada. 185 [M] The Contractor must organize the first CI-IPT meeting within 6 months of WPC Award. 186 [M] The Contractor must host the CI-IPT meeting every other year. 187 [M] The Contractor for the WPC-East must host the first CI-IPT meeting. 3.6 Progress Reports 188 [M] The Contractor must develop and update Progress Reports on the progress of the Work to enable Canada to assess the risk of the Work implementation. 189 [M] The Contractor must prepare a monthly Progress Report in accordance with DID- RFP-003. 190 [M] The Contractor must prepare a quarterly Progress Report in accordance with DID- RFP-004. 3.7 Work Period Baseline Price Data Sheet 191 [I] The Work Period Baseline Price Data Sheet will be the standard cost estimates for Standard Ship Maintenance and Repair Specifications (SSMRS) and Engineering Changes (ECs) specifications. 192 [I] Book 1 contains the SSMRS that specifies the Preventive and Corrective Maintenance requirements. The SSMRSs are standard work specifications for the maintenance of equipment, systems, or assemblies. Appendix 7 contains an index of the SSMRS items. 193 [I] Book 2 Engineering Changes (ECs) specifies work specifications. Appendix 8 provides a sample of Book 2 EC specifications applicable to a Halifax-class ship. 194 [M] The Contractor must develop the initial Work Period Baseline Price Data Sheet for Book 1 SSMRS and Book 2 EC specifications using the bid proposal for the SSMRS and EC specification for acceptance by Canada. 195 [M] The Contractor must develop standard and reusable cost estimates that are scalable for each SSMRS.

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196 [M] The Contractor must develop standard and reusable cost estimates for each EC specification. 197 [M] The Contractor must prepare the Work Period Baseline Price Data Sheets in accordance with DID-PM-003. 198 [I] At the CI-IPT review meeting between the WPC-East Contractor, the WPC-West Contractor and Canada the Work Period Baseline Price Data Sheets will be discussed and reviewed for lessons learned. 199 [I] Revised SSMRS Book 1 and EC Book 2 specifications will be provided to the Contractor for revising the Work Period Baseline Price Data Sheets. 200 [M] The Contractor must revise the Work Period Baseline Price Data Sheet based on changes to SSMRS Book 1 specifications provided by Canada. 201 [M] The Contractor must revise the Work Period Baseline Price Data Sheet based on changes to EC Book 2 specifications provided by Canada. 3.8 Production Price Sheet 202 [I] The Production Price Sheet will be the standard unit pricing for labour trade work such as welding, foundation installation, sand blasting, etc. 203 [M] The Contractor must develop and update the Production Price Sheet for Halifax-class work for acceptance by Canada. 204 [M] The Contractor must develop and update the Production Price Sheet. 205 [M] The Contractor must prepare the Production Price Sheet in accordance with DID- PM-004. 206 [M] The Contractor must revise the Production Price Sheet based on changes provided by Canada. 3.9 Work Period Proposal 207 [O] The Contractor must produce a Work Period Proposal for each Work Package with similar cost estimates for comparable work that is defensible and provides value for money. 3.9.1 Ship Viewing Periods 208 [I] Ship viewing periods are provided for the Contractor to facilitate developing their plans and schedule. The viewing will normally take place between 0800 and 1600 at the ship’s home port for a minimum of two working days. Canada will identify the viewing period and the OMT will coordinate the ship viewing. 209 [M] The Contractor must coordinate ship viewing in order to gain insight into the work specified in the Work Package. 210 [M] The Contractor must notify Canada should the Contractor require alternative arrangements, or require additional viewing time. Canada may not be able to support such requests, but may offer another Halifax-class ship based upon availability and location of the ship. 211 [M] The Contractor must coordinate ship viewing opportunity with their subcontractors.

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3.9.2 Work Period Proposal Development 212 [I] Canada will specify the scope of the Work Period to the Contractor in a Work Package and Supplementary Work Package. The work specified in the initial Work Package and the Supplementary Work Package is defined as the Work Package herein. 213 [I] Book 1 Particularized Maintenance and Repair Specification (PMRS) and Book 2 Particularized EC specifications will form the Work Package. 214 [I] PMRS include SSMRSs that are modified for a ship and additional non-standard repair and maintenance specifications. 215 [M] The Contractor must develop and update the Work Period Proposal that contains the Work Period firm level of effort and cost, the Particularized Work Package (PWP) and the Work Period Project Implementation Plan (WP-PIP). 216 [M] The Contractor must prepare the Work Period Proposal in accordance with DID-WP- 001. 217 [I] Canada and the Contractor will review and negotiate the Work Period Proposal. 218 [M] The Contractor must modify the Work Period firm level of effort and cost, the PWP and the WP-PIP with changes from negotiations to be included in the modified Work Period Proposal. 219 [M] The Contractor must include in the modified Work Period Proposal the modifications to the Work Period cost, the PWP and the WP-PIP. 220 [I] The modified Work Period Proposal becomes the Accepted Work Period Proposal when Canada accepts the modified Work Period Proposal. 3.9.3 Particularized Work Package 221 [M] The Contractor must develop the Particularized Work Package (PWP) that includes the Contractor’s proposed changes to the Work Package. 222 [I] The PWP will become the Accepted PWP when Canada accepts the modified Work Period Proposal. 3.9.4 Work Period Project Implementation Plan 223 [O] The Contractor must develop an implementation plan to provide Canada the confidence that there will be successful Work Periods and how the Contractor will deal with uncertainties. 224 [I] The project for each Work Period will have a WP-PIP that describes the Contractor's plan for managing and implementing the PWP and managing stakeholder work. 225 [M] The Contractor must develop and update the WP-PIP to be in compliance with the processes specified in the PMP and the SEMP. 226 [M] The Contractor must develop the WP-PIP to describe the Work Period organization and specification for key staff positions, and specify the Work Period processes, Work Period Schedule and the Work Period-Work Breakdown Structure (WP-WBS). 227 [M] The Contractor must identify in the WP-PIP a single point of contact responsible for the overall planning, implementation and outcomes of each Work Period.

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228 [M] The Contractor must develop the WP-PIP to enable Canada to assess how the Contractor will be managing the stakeholder work. 229 [M] The Contractor must develop the WP-PIP to enable Canada to assess how the Contractor will be managing and implementing the Accepted Work. 230 [M] The Contractor must prepare the WP-PIP in accordance with DID-PP-005. 3.9.4.1 Work Package Work Breakdown Structure (WP-WBS) 231 [O] The Contractor must develop the WP-WBS to enable Canada to assess the feasibility of the work within the Accepted Work. 232 [M] The Contractor must include the WP-WBS in WP-PIP. 3.9.4.2 Work Period Schedule 233 [O] The Contractor must develop an accurate Work Period Schedule to minimize impact to the successful completion of the PWP and stakeholder work to enable Canada to make accurate and timely decisions. 234 [I] The events for the Work Period are specified in the Project Milestone Event List (PMEL). The PMEL may be promulgated as early as 12 months prior to the start of each Work Period and lists the milestones, events and activities for the Work Period that occur prior to, during and post scheduled Work Periods. The PMEL may be updated by Canada. 235 [I] Canada will provide the PMEL to the Contractor for planning the Work Period. 236 [I] The PMEL lists the milestones, events and activities for each Work Period that occur prior to, during and post scheduled Work Periods. A sample PMEL is attached at Appendix 6. 237 [I] The PMEL identifies Key Milestones that are established by Canada. Canada may update the Key Milestones. 238 [I] The Key Milestones (KMs) are: a. KM01: Work Period Proposal Accepted; b. KM02: Transition to Contractor; c. KM03: Work Period Mid-Point; d. KM04: Transition Back to Canada; and e. KM05: Post Work Period Complete. 239 [M] The Contractor must identify the Key Milestones in the Work Period Schedule. 240 [I] The Coordinating Milestones are the work related milestones established by the Contractor, stakeholders and Canada. 241 [I] The critical Coordinating Milestones (CMs) that Canada requires are (CMxx follows Contractor’s numbering system): a. CMxx: Ship Dry-Dock Start; b. CMxx: Ship Dry-Dock end;

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c. CMxx: Strip-out Complete; and d. CMxx: Marine Systems Reactivation Started. 242 [M] The Contractor must collaborate with Canada and stakeholders to establish the Coordinating Milestones. 243 [M] The Contractor must identify the Coordinating Milestones in the Work Period Schedule. 244 [O] The Contractor must manage the Coordinating Milestones to allow the stakeholders to complete work within the Work Period. 245 [M] The Contractor must specify the Coordinating Milestones at the start of the Work Period to allow stakeholder efforts to be coordinated. 246 [M] The Contractor must plan for an additional 30% of the PWP work as Arising Work. 247 [M] The Contractor must develop and update the Work Period Schedule that includes the PWP work and the Arising Work. 248 [I] The planned capacity to implement Arising Work is defined as the Arising Work Capacity. 249 [M] The Contractor must provide the Work Period Schedule in electronic format that is compatible with Microsoft Project. 250 [M] The Contractor must include a Work Period Schedule in the WP-PIP. 3.9.4.3 Planning Stakeholder Work at Contractor Facility 251 [I] Stakeholders may need to conduct work at the Contractor facility in order to complete some work items in the Accepted Work. To optimize ship availability to the Canada, there may be opportunities for the stakeholders to conduct work at the Contractor facility during the Work Period. 252 [O] The Contractor must accommodate stakeholder work in the Work Period Schedule to optimize ship availability to the Canada. 253 [M] The Contractor must collaborate with the stakeholders to integrate stakeholders’ work in the Work Period Schedule with minimum intervention from Canada. 254 [M] The Contractor must identify the opportunities for stakeholder work in the Work Period. 255 [M] The Contractor must include the stakeholders work conducted at Contractor facility in the WP-PIP. 3.9.4.4 Planning Work at DND Dockyards 256 [I] The Contractor may need to conduct work at DND Dockyard. While in DND Dockyards, FMF is the schedule integrator. 257 [M] The Contractor must collaborate and plan the work with FMF to ensure the successful execution and timely completion of work at DND Dockyard. 258 [M] The Contractor must include the work conducted at DND Dockyards in the WP-PIP.

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3.9.5 Work Period Level of Effort and Cost 259 [O] The Contractor must develop the Work Period Firm Contract Level of Effort and cost for the Accepted Work to enable Canada to understand the level of effort and cost impacts and conduct a risk assessment. 260 [M] Using the Baseline Price Data Sheet and the Production Price Sheet the Contractor must develop the firm level of effort in hours and cost for each PMRS and EC specifications in the PWP. 261 [M] The Contractor must include the subcontractor firm level of effort in hours and cost for each PMRS and EC specification in the PWP to be included in the Work Period Proposal. 262 [M] The Contractor must include the firm level of effort and cost for each PMRS and EC specification in the Work Period Proposal. 3.10 Surge Management 263 [I] Canada will inform the Contractor on unforeseen additional Work Periods to the AOP due to operational changes as early as practicable, hereinafter called ‘surge.’ 264 [O] The Contractor must accommodate surge requirements such that the Work Period in the accepted AOP is preserved. 265 [M] The Contractor must adjust their work activities and update the AOP to include the surge requirement. 266 [M] The Contractor must describe its surge management processes and procedures in the PMP. 3.11 Risk and Business Continuity Management 3.11.1 Risk Management 267 [I] Risk management includes the ongoing identification and assessment of risks, the development and execution of agreed risk response plans, and the monitoring or evaluation of the risk response plans. 268 [O] The Contractor must conduct risk management to enable Canada to assess how the Contractor will manage the outcome of future events and how the Contractor will deal with these uncertainties. 269 [M]The Contractor must conduct risk management to meet WPSS objectives. 270 [M] The Contractor must provide in the Risk Management Plan (RMP), a risk management framework that provides a governance structure by which risks are escalated to the appropriate decision level in a timely manner to permit mitigation steps and actions to be implemented. 271 [M] The Contractor must prepare the RMP in accordance with DID-PP-006. 272 [M] The Contractor must implement the accepted RMP. 273 [M] The Contractor must establish and maintain a Risk and Issue Register to record and rank risks and issues.

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274 [M] The Contractor must input all risks and issues identified by the Contractor and Canada in the Risk and Issue Register. 275 [M] The Contractor must provide access to the Risk and Issue Register as requested. 3.11.1.1 Business Continuity 276 [I] The purpose of Business Continuity is to provide uninterrupted services and support to operations in the event a place of business or technical data is affected by different levels of disaster (natural disasters, theft, fire or flooding), which can be a localized short term disaster, or a permanent loss of a building capability. 277 [O] The Contractor must deliver un-interrupted services and support to the MSC. 278 [O] The Contractor must ensure that WPSS data is secure, accurate, and available in a timely manner to ensure the un-interrupted WPSS. 3.12 Materiel Management 279 [I] Materiel management include receiving government materiel, procuring, storing, disposing, inventory management and distribution of materiel for the Work. This includes materiel required for the Accepted Work and for other requests by Canada to support the Halifax-class program. 280 [M] The Contractor must develop and update the Materiel Management Plan that describes the methodologies and processes for implementing Materiel Services and to enable Canada to assess the risk of materiel availability for the implementation of the Accepted Work. 281 [M] The Contractor must prepare a Materiel Management Plan in accordance with DID- PP-007. 282 [M] The Contractor must make available to Canada, upon request, all associated plans, processes, procedures, instructions and data supporting the Materiel Management Plan. 283 [M] The Contractor must implement the accepted Materiel Management Plan. 3.12.1 Disposal Management 284 [I] Canada will require disposal of ship, equipment and materiel. 285 [I] Canada will provide oversight on the Contractor disposal plans and on their execution of disposal actions. 286 [M] The Contractor must perform all disposal activities for ship, equipment and materiel specified by Canada. 287 [M] The Contractor must provide all supporting documentation for disposal. 288 [M] The Contractor must track all disposed ship, equipment and materiel. 289 [M] The Contractor must provide a record of all disposed ship, equipment and materiel with associated disposal certificates. 290 [M] The Contractor must dispose of ship, equipment and materiel in accordance with the applicable local, provincial, federal and international environmental and health and safety regulations.

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291 [M] The Contractor must de-militarize materiel in accordance with CGP/ITAR when disposing ship, equipment and materiel. 292 [M] The Contractor must update Controlled Goods (CG) registry and identify items that have been approved for demilitarization and disposal. 293 [M] The Contractor must include in the CG Disposal Report all items in the registry that are identified for disposal. 294 [M] The Contractor must develop and update a CG Disposal Report that enables Canada to assess the risk that Controlled Goods regulations are maintained during disposal activities. 295 [M] The Contractor must prepare a CG Disposal Report in accordance with DID-RFP- 005. 296 [M] The Contractor must prepare the End User Certificates and distribute as per DAOD 3003-0 Controlled Goods and DAOD 3013-1 Disposal of Surplus Materiel. 297 [M] The Contractor must include in the Environmental Disposal Report all items that are identified for disposal. 298 [M] The Contractor must develop and update the Environmental Disposal Report that enables Canada to assess the risk that Environmental regulations are maintained during disposal activities. 299 [M] The Contractor must prepare an Environmental Disposal Report in accordance with DID-RFP-006. 3.13 Performance Management 300 [I] Performance Management is fundamental to the WPSS. Performance Management will enable Canada to evaluate the Contractor’s performance for each Docking Work Period. 301 [O] The Contractor must work within the established Performance Management Framework to enable Canada to evaluate the Contractor’s performance for each Docking Work Period. 3.13.1 Performance Management Framework (PMF) 302 [I] This PWS is performance based to incentivize the Contractor to continuously improve the efficiency and effectiveness of DWP implementation. The purpose of the PMF is to instil an integrated management approach that is performance oriented and outcome focused. 303 [I] Canada and the Contractor will establish, validate and implement the PMF during the Initial Phase. The PMF will be continuously reviewed and updated to improve the DWP to the benefit of both Canada and the Contractor. Actual incentives will begin during Steady State Phase. 304 [I] The emphasis of the PMF is on establishing and validating the performance measures, data collection, monitoring performance metrics and performance data analysis to support Key Condition Indicator (KCI), Key Performance indicators (KPIs), System Health Indicators (SHIs) and Strategic Performance Indicators (SPIs) specified in the Performance Requirements Specification (PRS) in Appendix 1. This will ensure that

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these indicators accurately reflect performance for Canada and the Contractor to agree that they can be applied for the purpose of contract incentives. 305 [M] The Contractor must incorporate the PRS for the implementation of the PMF to enable Canada to monitor and assess the Contractor’s performance of the DWP. 306 [M] The Contractor must adjust the PMF based on the decisions made at the PRMs. 3.13.2 Performance Management Plan 307 [O] The Contractor must develop the Performance Management Plan (PfMP) to provide Canada with the confidence that the implemented PMF will be complete, yielding consistent and reliable measures, and assessments of the performance of the Contractor and Docking Work Periods. 308 [M] The Contractor must develop and update the PfMP, which describes the processes, and procedures for monitoring and assessing performance. 309 [M] The Contractor must describe the performance metrics data sources, performance metrics data collection methodology and a summary dashboard. 310 [M] The Contractor must describe the processes for verification, validation and certification of the performance metrics. 311 [M] The Contractor must describe the process for the certification of the integrity of the performance metrics data. 312 [M] The Contractor must develop the process for performance data collection. 313 [M] The Contractor must develop the process for performance data monitoring. 314 [M] The Contractor must develop the process for performance assessment. 315 [M] The Contractor must develop the process for the certification of the integrity of the performance metrics data. 316 [M] The Contractor must develop and update the PfMP to enable Canada to assess the risk of implementation of performance management. 317 [M] The Contractor must prepare the PfMP in accordance with DID-PP-008. 318 [M] The Contractor must implement the accepted PfMP. 3.13.3 Performance Data 319 [O] The Contractor must collect, monitor, the performance data for each DWP to enable Canada to make accurate and timely decisions for the incentive awards. 320 [M] The Contractor must collect, monitor, assess and certify the performance data to support the PMF. 321 [M] The Contractor must provide objective evidence to support the Contractor’s assessment of the performance against the Performance Requirements Specification (PRS). 322 [M] When requested, the Contractor must provide additional objective evidence to support the performance assessment.

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323 [M] The Contractor must develop performance trends based on the collected performance data. 324 [M] The Contractor must review the trends for the KCI, KPIs, SHIs and SPIs at the PRMs. 325 [M] The Contractor must make adjustments to the collection, monitoring, assessment and certification of the Performance Data processes as a result of decisions made at the PRMs. 326 [M] The Contractor must verify the performance assessment and validate the performance assessment results. 3.13.4 Performance Assessment Report 327 [I] The Performance Assessment Report provides documented results of the performance assessment conducted, and describes the results of the measured performance. 328 [I] The Performance Assessment Report enables Canada to assess the performance of the Contractor and the Work Period Support Services. 329 [M] The Contractor must develop and update the Performance Assessment Report to enable Canada to make accurate and timely decisions for the incentive awards. 330 [M] The Contractor must prepare the Performance Assessment Report in accordance with DID-PM-005. 3.13.5 Performance Assessment Review 331 [I] The Performance Assessment Review will be conducted to review and assess the performance data and assessment results in the Performance Assessment Report. 332 [I] The Performance Assessment Review will also be conducted to validate that the performance metrics are meeting their intended purpose. Canada and the Contractor will evaluate the requirement for additional performance metrics or to modify existing performance metrics. 333 [M] The Contractor must provide Canada no less than 30 calendar days to review the Performance Assessment Report prior to the Performance Assessment Review. 334 [M] The Contractor must conduct the Performance Assessment Review at a follow-on quarterly PRM after the Key Milestone Transition Back to Canada. 335 [M] At the Performance Assessment Review the Contractor must address the following: a. review Performance Assessment Report; and b. make recommendations for changes to the performance metrics and the Performance Management Framework. 3.14 Quality Management 336 [M] The Contractor must implement and maintain a documented Quality Management System (QMS) conforming to the ISO 9001:2008 Quality Management Systems - Requirements and a quality plan in compliance with ISO 10005:2005 QMS - Guidelines for Quality Plans, throughout the period of this contract.

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337 [M] The Contractor must update the QMS in accordance with changes to the ISO standards. 338 [M] The Contractor must implement and execute a QMS in support of the WPSS. 339 [M] The Contractor must work collaboratively with DND DQA staff to ensure the Work quality and workmanship is achieved. 340 [I] Canada may conduct verification activities of the Contractor’s. The verification activities may include but are not be limited to witnessing or observing key quality conformance inspections, tests and trials, audits, or witnessing of Contractor internal quality audits, or audits of subcontractors. 3.14.1 Quality Plan (QP) 341 [I] The Contractor’s QP provides Canada with an understanding of the Contractor's QMS and quality controls, procedures and processes and how these are applied to ensure that quality products and services are provided during the WPSS. 342 [M] The Contractor must develop and update the QP that describes the Contractor’s plan to implement the QMS, quality controls, quality procedures and quality processes to enable Canada to assess quality risk. 343 [M] The Contractor must prepare the QP in accordance with DID-PP-009. 344 [M] The Contractor must implement the accepted QP. 3.14.2 Non-Conforming Products 345 [I] Canada will not accept any of the products, services, or materiel found to be defective or non-conforming. 346 [M] The Contractor must replace or rework any of the defective or non-conforming products, services, or materiel with compliant products, services, and materiel. 3.14.3 Naval Materiel Regulatory Requirements 347 [O] The Contractor must ensure that materiel is fit for purpose; safe and complies with Regulatory and Environmental requirements. 348 [M] The Contractor must obtain approval from Canada for materiel substitution. 349 [I] DND has established class standards to manage risks in nine key safety areas: a. Structure; b. Buoyancy, Stability and Controllability; c. Engineering Systems; d. Fire Safety; e. Escape, Evacuation and Rescue; f. Communications; g. Seamanship h. Navigation; and i. Dangerous Goods.

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350 [I] A DND designated Recognized Organization (RO) will issue certificates of compliance or certifications of conformance, as applicable, for these safety areas. 351 [M] The Contractor must allow the ROs and Certification Officers access to the ship for inspection to support the Class Certification. 352 [M] The Contractor must report any deviations from the Work and must provide materiel state evidence to the CPM to support the DND Naval Materiel Certification process. 353 [M] The Contractor must provide validated personnel qualifications and the Contractor methodologies and processes that affect the classification and certification of the vessels. 3.14.4 Continuous Improvement Program 354 [O] The Contractor must implement continuous improvement program by leveraging industry innovation and lessons learned in order to optimize costs and schedule. 355 [M] The Contractor must describe the Continuous Improvement Program procedures and processes in the PMP. 356 [M] The Contractor must develop and implement the Continuous Improvement Program to optimize resources used in conducting the Work. 357 [M] The Contractor must use Continuous Improvement Program to improve the Contractors performance in order to improve the implementation of the Work. 358 [M] The Contractor must report on the Continuous Improvement Program in the Quarterly Progress Report. 3.15 Security Management Program 359 [O] The Contractor must ensure that security is maintained at all times for the Work . 360 [M] The Contractor must establish the Security Management Plan to provide effective and integrated security risk management. 361 [M] The Contractor must develop and update the Security Management Plan. 362 [M] The Contractor must prepare a Security Management Plan in accordance with DID- PP-010. 363 [M] The Contractor must implement Security Management Plan as an integral component for the conduct of the Work . 364 [M] The Contractor must adopt and amend security measures and implement those changes to applicable security arrangements, partnerships and alliances. 365 [M] The Contractor must ensure that the agreed upon schedule is maintained in the presence of Contractor caused security incidents, disruptions and emergencies. 3.15.1 Security Incidents 366 [M] The Contractor must report all security incidents immediately in accordance with the Security Management Plan. 367 [M] The Contractor must record in a report a brief description of the incident and its impact on the Work , potential work-arounds and any other additional significant information.

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368 [M] The Contractor must report on the security measures that were implemented to address the security incident. 3.16 Controlled Goods Management 369 [I] The Contractor and any subcontractor are advised that, within Canada, only persons who are registered under, exempt under or excluded under the Controlled Goods Program (CGP) are lawfully entitled to examine, possess or transfer Controlled Goods. 370 [M] The Contractor must ensure that all the Work is performed in compliance with all Controlled Goods laws and regulations of Canada. These include, but are not limited to, the following: a. Export Control List under the Export and Import Permits Act; b. Defence Production Act R.S.C. 1985, c. D-1; c. Controlled Goods Regulations; d. Related DND references are: DAODs 3003-0 and 3003-1; and e. CFTO C-02-007-000/AG-001 Controlled Technology Access and Transfer (CTAT) Manual. 371 [M] The Contractor must enforce and comply with all applicable laws, export control laws and regulations as part of the Controlled Goods Program (CGP) with regards to: a. The procurement of materiel designated as Controlled Goods or subject to International Traffic in Arms Regulations (ITAR) including Codification and Cataloguing of the materiel (as deemed necessary); b. Embedded Suppliers; c. Disposal of Controlled Goods; d. Demilitarization of materiel designated Controlled Goods; e. Security clearances and training for personnel requiring Controlled Good certification; and f. Reporting of any suspected loss or compromise of Controlled Goods. 372 [M] The Contractor must contact jurisdictional authorities and ensure that regulatory and legislative requirements are identified and satisfied throughout the duration of the WPSS. 373 [M] The Contractor must provide Canada with all Controlled Goods Disposal/Demilitarization Certificates and End User Certificates. 3.16.1 Controlled Goods Program (CGP) Management Plan 374 [O] The Contractor must ensure that Controlled Goods Program (CGP) is maintained at all times for the Work . 375 [M] The Contractor must develop and update the CGP Management Plan that describes how the Contractor will manage Controlled Goods to meet the requirements of the Defence Production Act, R.S.C. 1985, c. D-1. 376 [M] The Contractor must enable Canada to assess the risk that the Contractor will comply with all Controlled Goods Laws and Regulations in the provision of the Work .

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377 [M] The Contractor must prepare the CGP Management Plan in accordance with DID- PP-011. 378 [M] The Contractor must implement and manage the CGP in accordance with the accepted CGP Management Plan. 379 [M] The Contractor must ensure that the agreed upon schedule is maintained in the presence of Contractor caused Controlled Goods incidents, disruptions and emergencies. 380 [M] The Contractor must establish and maintain a Controlled Goods (CG) Register to track all CG items in accordance with the CGP Management Plan. 381 [M] The Contractor must provide access to the CG Register when requested. 3.16.1.1 Controlled Goods Incidents 382 [M] The Contractor must report all Controlled Goods incidents immediately in accordance with the CGP Management Plan. 383 [M] The Contractor must record in a report a brief description of the incident and its impact on the Work, potential work-around and any other additional significant information in accordance with the CGP. 384 [M] The Contractor must report the Controlled Goods measures implemented to address the Controlled Goods incident. 3.16.2 Import Control Management 385 [M] The Contractor must prepare import control documentation and obtain necessary permits for the WPSS when supporting operations. 386 [M] The Contractor must obtain and manage import licenses required between the Contractor and the OEMs, other Subcontractors or third parties. 387 [M] The Contractor must obtain and manage import licenses required between Canada and the OEMs, other Subcontractors or third parties. 3.16.3 CTAT/ITAR Obligations 388 [I] Some equipment have Controlled Goods designation that can be assigned with a Demilitarization Code that will be used for disposal. 389 [M] For any Interface Control Documents (ICDs) subject to the CGP or that are ITAR controlled, the Contractor must obtain appropriate authorization before Canada can release these documents. 3.17 General Safety and Environmental Management 390 [M] The Contractor must develop the General Safety and Environmental Management Plan to enable Canada to assess the risk that the Contractor will comply with safety and environmental requirements for the WPSS. 391 [M] The Contractor must prepare and update the General Safety and Environmental Management Plan in accordance with DID-PP-012. 392 [M] The Contractor must implement the General Safety and Environmental Management Plan.

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3.17.1 General Safety 393 [I] It is DND / CF policy to maintain a program of General Safety, which ensures that safety considerations are incorporated into every aspect of departmental operations including Training and support activities. 394 [M] The Contractor must implement a general safety program conforming to the following references, when work is performed at government owned facilities: a. A-GG-040-004/AG-001 - General Safety Program; b. C-02-040-007/TS-001- General Safety Precautions; c. C-02-040-009/AG-001- DND General Safety Standards; d. Canada Labour Code, Part II e. Canadian Environmental Assessment Act; f. Canadian Fisheries Act; g. DAOD 5021-1 - Respiratory Protection; h. DAOD 2050-1 - Laser Safety Program; i. DAOD 4002-0 - Nuclear Technology Regulation and Control; and j. DAOD 4002-1 - Nuclear and Ionizing Radiation Safety. 3.17.2 Environmental Management 395 [M] The Contractor must implement an Environmental Management System conforming to the ISO 14001-2004 – Requirements published by the International Organization for Standardization (ISO). 396 [M] The Contractor must maintain and update the Environmental Management System in accordance with changes to the ISO standards. 397 [M] The Contractor must comply with DND environmental policies, orders, directives, instructions and best practices when conducting work at DND owned or controlled lands, buildings or equipment. 398 [M] The Contractor must conduct an environmental assessment prior to any decommissioning and disposal action being taken to ensure that the proper mitigation measures have been identified and that the instructions and plans are compliant with environmental legislations, regulations, and policies/directives that are in force at that time. 3.17.3 Green Procurement 399 [M] The Contractor must incorporate green procurement practices that align with the commitments Canada made in the Treasury Board Secretariat Green Procurement Policy. 3.17.4 Health and Safety 400 [M] The Contractor must implement and maintain an Occupational Health and Safety Management System (OHSMS) that is consistent with the principles presented in Occupational Health and Safety Assessment Series (OHSAS) 18001 at its facilities located in Canada and that is compliant with all applicable provincial/territorial

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legislative requirements, Industrial standards, health and safety policies and directives, the Canada Labour Code Part II, and the Canada Occupational Health and Safety Regulations. 401 [M] The Contractor must apply the OHSMS for the Work . 402 [M] For Environmental Health and Safety (EHS) Management, the Contractor must incorporate and document the EHS considerations into the decision making process for the Work . 403 [M] The Contractor must ensure that specifications, standards, support documents and test programs are reviewed for EHS compliance and appropriate warnings included. 3.17.5 Significant Incident Reports 404 [M] The Contractor must advise Canada of significant incidents involving the Work in accordance with the General Safety and Environmental Management Plan. 405 [M] The Contractor must record in a report a brief description of the incident and its impact on the Work , potential work-around and any other additional significant information. 406 [M] The Contractor must report on the measures that were implemented to address General Safety and Environmental incidents, in accordance the General Safety and Environmental Management Plan. 3.18 RCN Formation Mandated Training 407 [I] Prior to starting work at DND Dockyard locations, the Contractor will need to attend courses provided by the RCN to become familiar with safety and emergency procedures to be followed in the DND Dockyards. 408 [I] Other safety training may be required depending on the Work to be completed. Contractors may contact FMF for more information. 409 [M] The Contractor must ensure all Contractor and Subcontractor personnel receive mandated training as required by the Formation orders and coordinated by the OMT. 3.19 Intellectual Property Management 410 [M] The Contractor must specify in the Project Management Plan (PMP) how the processes and procedures will meet the Intellectual Property (IP) requirements. 3.19.1 Intellectual Property Rights 411 [I] Canada may provide the Contractor with the technical data as Government Furnished Information (GFI). 412 [I] Canada will retain ownership and IP rights for all foreground IP resulting from the Work . 413 [M] The Contractor must identify foreground and background IP and ensure all deliverables to Canada are labeled accordingly. 414 [M] The Contractor must obtain necessary rights, licenses and agreements with each OEM and other third parties.

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415 [M] Technical Investigations completed or Engineering Change Proposals submitted must include reference to any involved or affected IP Licences. 3.19.2 Intellectual Property Reports 416 [M] The Contractor must report all IP provided by Canada, IP Licences and any new foreground IP developed in the execution of the Work in an IP Report. 417 [M] The Contractor must provide Canada an IP Report that describes any new foreground IP developed in the execution of the Work . 418 [M] The Contractor must develop and update the IP Report that enables Canada to assess IP risks associated with the Work . 419 [M] The Contractor must prepare the IP Report in accordance DID-RFP-007. 3.20 Accommodations and Facilities 420 [I] Canada requires Contractor supplied accommodations to accommodate Canada representatives and Canada defined stakeholders at the Contractor’s ship repair facility. 421 [I] Provision of Accommodations and Facilities will be required for approximately 25 personnel. 422 [M] The Contractor must provide accommodations no later than 30 days after Contract Award and up to 3 months after the last contracted DWP completion or as determined by Canada. 423 [M] The Contractor must provide accommodations and facilities at the Contractor’s ship repair facility in accordance with Appendix 12. 424 [M]The Contractor must provide access clearance, a point of contact, office space and infrastructure for Canada and its representatives. 425 [M] The Contractor must ensure all aspects of safety measures are in place for Canada and its representatives. 426 [M] The Contractor must ensure that Accommodations and Facilities are updated and maintained for the duration of the Work . 427 [M] The Contractor must develop and update the Accommodation and Facilities Management Plan to enable Canada to assess how the Contractor will accommodate Canada representatives and stakeholders. 428 [M] The Contractor must prepare the Accommodation and Facilities Management Plan in accordance with DID-PP-013. 429 [M] The Contractor must implement the accepted Accommodation Facilities Management Plan. 3.21 Electronic Information Environment (EIE) 430 [I] The EIE will be required to support the Work. The EIE will be used to support Canada’s system of record and a collaborative environment. 431 [I] Canada’s Materiel Acquisition and Support (MA&S) system of record for DND assets is an Enterprise Resource Planning (ERP) system known as the Defence Resource Management Information System (DRMIS). DRMIS is hosted on the DND Defence

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Wide Area Network (DWAN) and is used by DND personnel and contractors to support assets. 432 [I] The EIE will support the exchange of transactional data and technical information. 433 [I] The EIE will support the Electronic Data Exchange (EDE) and a Collaborative Environment (CE). 3.21.1 Navy EIE Processes 434 [I] The current view is that the Contractor will not have direct access to DRMIS, but will be provided with and will have to respond to DRMIS demands and notifications. 435 [M] The Contractor must implement the electronic exchange of transactional data and technical information in accordance with Navy EIE Process Models. 3.21.2 Canada’s System of Record 436 [O] The Contractor must update the DRMIS system of record within 24 hours following any changes to the WPSS. 437 [M] The Contractor must provide accurate updates. 438 [M] The Contractor must verify and validate the updates. 3.21.3 Collaborative Environment 439 [I] Collaborative Environment (CE) hosted business and technical data services are adaptable to meet project requirements that include: Virtual Meeting and Collaboration; and information exchange that include all reports, plans, schedules, or other deliverables. 440 [O] The Contractor must establish a Collaborative Environment (CE) to facilitate business processes and the exchange of information to enable effective and efficient conduct of business for Canada, Contractor and stakeholders. 441 [M] The Contractor must provide a system to electronically exchange information and data in a timely manner to Canada, via the DND Defence Wide Area Network (DWAN). 442 [M] The Contractor must provide a system to electronically exchange information and data in a timely manner to stakeholders. 443 [M] The Contractor must develop and update the CE Plan to enable Canada to assess the risk of implementation. 444 [M] The Contractor must prepare the CE Plan in accordance with DID-PP-014. 445 [M] The Contractor must implement an accepted CE Plan. 446 [M] The Contractor must implement the CE no later than 30 days of contract award. 447 [M] The Contractor must provide Canada training for the CE no later than 30 days after contract award. 448 [M] The Contractor must collaborate with stakeholders for the CE training.

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Work Period Projects

449 [O] The Contractor must implement each Work Period scope on time and on budget to enable Canada to meet the ship availability requirements. 450 [I] The Work Period scope is specified in the Accepted Work. Accepted Work for the Work Period will consist of Accepted PWP, accepted Arising Work and accepted Additional Work. 451 [M] The Contractor must implement each Work Period as a project. 452 [M] The Contractor must implement the Accepted Work Period Proposal. 4.1 Work Period Management 453 [M] The Contractor must maintain and update the WP-PIP. 454 [M] The Contractor must maintain an accurate and timely assessment of the Work Period progress. 455 [M] The Contractor must manage and track the Arising Work Capacity. 456 [M] The Contractor must track the progress of the Accepted Work. 457 [M] The Contractor must provide no less than an average of 10, 000 hours per week of Firm Contract Level of Effort for the duration of a DWP. 4.1.1 Work Period Work Breakdown Structure 458 [M] The Contractor must maintain and update the WP-WBS for the Accepted Work, including resource loading, to enable Canada to assess the risk of the WP-WBS. 4.1.2 Work Period Schedule 459 [M] The Contractor must maintain and update an accurate and timely Work Period Schedule for the Accepted Work and stakeholder work to enable Canada to understand the work sequence and conduct a risk assessment. 460 [M] The Contractor must provide a risk assessment of proposed changes to the Key and Coordinating Milestones. 461 [M] The Contractor must provide objective evidence with details of cost and schedule impact to support the proposed changes of the Key and Coordinating Milestones. 4.1.3 Work Period Risks and Issues 462 [O] The Contractor must conduct risk management to enable Canada to assess how the Contractor will manage the outcome of future events and how the Contractor will deal with these uncertainties for the Work Period. 463 [M] The Contractor must identify and mitigate risks that will impact the Accepted Work. 464 [M] The Contractor must manage the Work Period risks and issues in accordance with the RMP. 4.1.4 Work Period Stakeholder Collaboration 465 [M] The Contractor must collaborate with the stakeholders to integrate stakeholders’ work in the Work Period Schedule with minimum intervention from Canada.

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466 [M] When requested, the Contractor must identify opportunities for stakeholder work in the Work Period. 467 [M] The Contractor must collaborate and plan the work with FMF to ensure the successful execution and timely completion of work at DND Dockyard. 4.1.5 Work Period Quality Assurance 468 [I] Quality Assurance (QA) function will be performed by Canada’s QAR or a designated member of Canada. 469 [O] The Contractor must produce work with zero defects. 470 [M] The Contractor must implement quality measures in accordance with the Quality Plan for the Accepted Work. 4.1.6 Work Period Meetings 4.1.6.1 Work Period Kick-Off Meeting 471 [O] The Contractor must provide assurance to Canada that the Contractor is ready to start the Work Period. 472 [M] The Contractor must organize the Work Period Kick-Off Meeting after Key Milestone Work Period Proposal Accepted and prior to Key Milestone Transition to Contractor. 473 [M] The Contractor must address the following items at the Work Period Kick-Off Meeting: a. present Work Period organization including roles and responsibilities of key personnel and points of contact; b. present key points of WP-WBS and Work Period Schedule; c. review materiel availability and delivery status; d. review production team organization and status; e. review Key and Coordinating Milestones; f. review stakeholder collaboration; g. review strip-out status; h. review WP-PIP comments; i. review Accepted Work issues; j. review communications and procedures for monitoring and reporting progress; k. review performance requirements for the Work Period; and l. review early risks and issues. 4.1.6.2 On-Site Management Team Production Meetings 474 [O] The Contractor must conduct regular On-Site Management Team Production Meetings with Canada to enable Canada and the Contractor to monitor progress and reduce Work Period Schedule risk.

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475 [M] The Contractor must schedule, plan and organize daily, weekly or on an as-required On-Site Management Team Production Meetings. 476 [M] The Contractor must report and provide to Canada the progress, risks and issues of the Accepted Work. 4.1.6.3 Work Period Transition Meeting 477 [M] The Contractor must conduct a Work Period Transition meeting prior to the Key Milestone Transition Back to Canada to address the following items for each Work Period: a. review Incomplete Work and Report of Inspection; b. establish target dates for completion of Incomplete Work; and c. present Inspection Report containing the CF 1148 for acceptance. 4.1.6.4 Work Period Wrap-Up Review 478 [O] The Contractor must conduct Work Period Wrap-Up Review to enable Canada and the Contractor to assess the completion of the Work Period and to improve the execution of subsequent Work Periods. 479 [M] The Contractor must plan and conduct a Work Period Wrap-Up Review no later than 60 days after the Key Milestone Post Work Period Complete and at the next monthly PRM. 480 [M] The Contractor must address the following items at the Work Period Wrap-Up Review: a. Work Period Wrap-Up Report; b. collaboration between Canada and the Contractor; c. Work Period Lessons Learned; and d. other items as may be required. 481 [M] The Contractor must develop and update the Work Period Wrap-Up Report to include summary of major activities for the Work Period including major Work Period lessons learned, collaboration with stakeholders, total quality observations reported and not resolved, summary of significant issues, CG Disposal Report, summary of cost and schedule to enable Canada to update Canada’s system of record. 482 [M] The Contractor must prepare a Work Period Wrap-Up Report in accordance with DID-WP-002. 4.2 Work Period Implementation 4.2.1 Custody Transfer for Docking Work Periods 483 [I] At the start and end of each DWP, care and custody of the ship (including safety, security, cleanliness and share services) are transferred between Canada and the Contractor. 484 [M] The Contractor must accept care and custody of the ship at Key Milestone Transition to Contractor.

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485 [M] While in Contractor custody, the Contractor must maintain the care and custody requirements. 486 [M] The Contractor must complete turnover requirements in accordance with the Accepted Work after custody transfer to the Contractor. 487 [M] The Contractor must provide Canada and stakeholder access to the Contractor’s facility. 488 [I] The complexity of the combat, marine and hull systems and associated electronic and mechanical equipment and machinery installed in the ship requires high standards of cleanliness, finish and workmanship. Ensuring the protective coverings remain intact reduces the ingress of dirt and debris in the actual equipment, piping systems, ventilation trunking equipment and electronic cabinets. 489 [M] The Contractor must develop, implement and maintain a Clean Ship Program for every Work Period to meet the cleanliness standards specified in D-23-003-001/SF-000, while the ship is under the custody of the Contractor. 4.2.2 Custody Transfer Back to Canada 490 [O] The Contractor must ensure ship is ready to enable Canada to complete a successful Basin Trial. 491 [I] Canada has a requirement to reactivate ship systems prior to Key Milestone Transition Back to Canada. Reactivation will proceed with qualified Canada operators. 492 [M] The Contractor must collaborate with Canada and stakeholders to meet the reactivation requirements in accordance with the Accepted Work. 493 [M] The Contractor must ensure ship is ready for reactivation to meet the Coordinating Milestone Marine Systems Reactivation Started. 494 [M] The Contractor must complete turnover requirements in accordance with the Accepted Work prior to Key Milestone Transition Back to Canada. 4.2.3 Defect Work Identification 495 [I] Defect work is identified during strip-outs, surveys and walk-about by the Contractor, stakeholders and Canada. 496 [I] Defect work is categorized by Canada as Arising Work or Additional Work. 497 [M] The Contractor must identify and inform Canada of any defects upon discovery. 4.2.4 Arising Work 498 [O] The Contractor must complete Arising Work as soon as possible to enable the Work Period to be completed on time. 499 [I] Early identification of Arising Work scope will mitigate schedule risk. 500 [I] Strip-outs can occur in advance of the Key Milestone Transition to Contractor. 501 [I] Canada will prepare and submit the Work Estimate Requests (WERs) for the Arising Work no later than the Key Milestone Work Period Mid-Point.

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502 [M] The Contractor must complete Strip-out no later the Coordinating Milestone Strip- Out Complete, which is defined as first 25% of the Work Period Schedule, to enable Canada to submit WERs early. 503 [M] The Contractor must provide an estimated WER that includes the firm level of effort and cost estimate for the submitted WER. 504 [M] The Contractor must use the Baseline Price Data Sheet and Production Price Sheet for the estimated WER. 505 [M] The Contractor must identify the remaining Arising Work Capacity with each estimated WER. 506 [I] Canada anticipates on reviewing and providing a disposition of each estimated WER within 5 working days. Each Contractor estimated WERs will be reviewed sequentially by Canada. 507 [M] The Contractor must update the Work Period Schedule as Arising Work is accepted. 508 [M] The Contractor must develop and update the Arising Work Management Plan to enable Canada to assess WER turn around process for schedule risk. 509 [M] The Contractor must prepare the Arising Work Management Plan in accordance with DID-PP-015. 510 [M] The Contractor must implement the accepted Arising Work Management Plan. 4.2.5 Additional Work 511 [I] Additional Work may result from defect identification and new work. 512 [I] Canada will prepare and submit Additional Work Requests (AWRs) for the Additional Work. 513 [M] The Contractor must conduct the feasibility addressing firm level of effort, cost estimate, schedule impact and risks of implementing the Additional Work in the Work Period. 514 [M] The Contractor must provide the AWR Feasibility Report, including firm level of effort, cost estimate, and schedule impact for the implementation of the AWR to enable Canada to make a timely decision to proceed with the AWR. 515 [M] The Contractor must prepare the AWR Feasibility Report in accordance with DID- WP-003. 516 [M] The Contractor must provide an estimated AWR that includes the firm level of effort, cost estimate and schedule impact for the submitted AWR when Canada decides to proceed with the AWR. 517 [M] The Contractor must use the Baseline Price Data Sheet and Production Price Sheet for the estimated AWR. 518 [I] Additional Work may increase or decrease the Firm Contract Level of Effort and the duration of the Work Period. 519 [M] The Contractor must implement the accepted AWRs. 520 [M] The Contractor must adjust the Firm Contract Level of Effort with accepted AWRs.

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521 [M] The Contractor must update the Work Period Schedule to include the accepted AWRs. 522 [M] The Contractor must track and report progress of the accepted AWRs. 4.2.6 Information Exchange 523 [I] The Contractor and Canada may need to exchange additional information to clarify the Accepted Work. 524 [O] The Contractor must request clarification and information early in order to minimize cost increases and schedule delays. 525 [M] The Contractor must collaborate with Canada to develop a process to exchange information. 526 [M] The Contractor must notify Canada of defects that may impact the Accepted Work. 527 [M] The Contractor must collaborate with DAg ISS and stakeholders to resolve PMRS and EC specification discrepancies with minimum intervention from Canada in order to reduce Accepted Work risks and issues. 528 [M] The Contractor must collaborate with DAg ISS and stakeholders to gain efficiencies in implementing PMRS and EC specification with minimum intervention from Canada. 529 [M] The Contractor must track each information exchange in an information exchange log. 530 [M] The Contractor must provide access to the information exchange log. 4.2.7 Configuration Management 531 [I] The Contractor may need to deviate from the Accepted Work. 532 [O] The Contractor must ensure that Canada has full description of all deviations implemented by the Contractor to the Accepted Work to enable specifications and Technical Data Package to be updated. 533 [M] The Contractor must submit deviation and waiver requests for the Accepted Work using form DND 675 (Request for Wavier or Deviation) immediately for Canada’s acceptance. 534 [M] The Contractor must track each deviation and waiver requests in a deviation and waiver log. 535 [M] The Contractor must provide access to the deviation and waiver log. 4.2.8 Incomplete Work 536 [O] The Contractor must ensure all Accepted Work is completed by the Key Milestone Transition Back to Canada. 537 [I] At the Key Milestone Transition Back to Canada, there may be Accepted Work that will not be completed during the Work Period; this work is referred to as Incomplete Work. 538 [M] The Contractor must report Incomplete Work.

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539 [M] The Contractor must include the Firm Contract Level of Effort needed to complete the Incomplete Work. 540 [M] The Contractor must track and report work not accepted for the Work Period. 541 [M] The Contractor must develop and update the Report of Inspection that consists of Form CF 1148 to include the identification of Incomplete Work and work not accepted for the Work Period. 542 [M] The Contractor must prepare a Report of Inspection in accordance with DID-WP- 004. 543 [M] The Contractor must collaborate with Canada to complete the Incomplete Work by Key Milestone Post Work Period Complete. 544 [M] The Contractor must provide progress of the Incomplete Work in the monthly Progress Report. 4.2.9 Provisional Acceptance Certificate (PAC) File 545 [I] The PAC Files contain the provisional acceptance objective evidence that verifies that Accepted Work has been completed and inspected. 546 [M] The Contractor must develop and update the PAC File for each item of the Accepted Work. 547 [M] The Contractor must develop PAC Files to enable Canada to assess risks to the compliance of regulatory requirements. 548 [M] The Contractor must provide PAC Files in an electronic data format. 549 [M] The Contractor must organize the PAC Files to enable Canada to navigate and search complete PAC File content. 550 [M] The Contractor must prepare the PAC Files in accordance with DID-WP-005. 551 [M] The Contractor must provide PAC Files to Canada no later than 10 working days after completing each item of the Accepted Work to enable Canada to assess the risk to schedule. 4.2.10 Stakeholder Work at Contractor Facility 552 [O] The Contractor must integrate stakeholder work in the Work Period to meet Canada’s ship availability requirement. 553 [M] The Contractor must collaborate with the stakeholders to implement stakeholder work with minimum intervention from Canada. 554 [M] The Contractor must identify potential opportunities for stakeholder work during Work Period. 555 [M] The Contractor must inform stakeholders and Canada at least two weeks in advance of schedule changes that will impact stakeholder work. 4.2.11 Work Conducted at DND Dockyard 556 [I] Incomplete Work may be conducted at DND Dockyard.

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557 [I] In accordance with the Accepted Work Period Proposal, the Contractor may conduct Accepted Work at DND Dockyard prior to the Key Milestone Transition to Contactor. 558 [M] The Contractor must conduct Accepted Work at DND Dockyard when specified by Canada. 559 [M] The Contractor must work collaboratively with Canada to ensure the successful execution and timely completion of Accepted Work at DND Dockyard. 560 [M] The Contractor must conduct Incomplete Work at DND Dockyard when accepted by Canada. 561 [M] The Contractor must work collaboratively with Canada to ensure the successful execution and timely completion of Incomplete Work at DND Dockyard. 4.2.12 Quality Assurance 562 [I] The Accepted Work defines the Canada-required inspections for quality control. There are some inspection points that require Canada’s acceptance for Contractor’s work to continue. 563 [M] The Contractor must invite Canada for each inspection with no less than 24 hours advance notice. 564 [M] The Contractor must schedule sequentially the inspections that require the same Canada quality assurance representative for multiple inspections. 565 [I] Objective Quality Evidence (OQE) includes evidence supporting the successful completion of the Accepted Work. OQE includes artifacts such as shop forms, surveys, inspection reports, certificates and etc. 566 [M] The Contractor must provide OQE that includes the supporting evidence at each inspection point for successful completion of Accepted Work. 567 [M] The Contractor must provide OQE to Canada at the time of inspection for the inspections that Canada attended. 568 [M] The Contractor must provide OQE to Canada within 24 hours of completing inspections for the inspections that Canada did not attend. 4.2.12.1 Certificate of Compliance 569 [M] The Contractor must certify in the Certificate of Compliance that work conforms to the Accepted Work specifications. 570 [M] The Contractor must identify all deviations and waivers in the Certificate of Compliance for the Accepted Work specifications. 571 [M] The Contractor must prepare Certificate of Compliance for the Accepted Work specifications in accordance with the form for Certificate of Compliance in Appendix 12.

Materiel and Technical Services

5.1 Materiel Services 572 [O] The Contractor must provide Materiel Services to ensure the Accepted Work is efficiently and effectively implemented for the Work Periods.

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573 [M] The Contractor must own all consumables and materiel until consumed or installed on the Halifax-class ship or other RCN unit at which time Canada will assume ownership of the materiel and consumables. 574 [M] The Contractor must acquire, store, transport and dispose of materiel in a manner that supports Canada’s environmental objectives, and in accordance with federal and provincial legislation and policies. 575 [M] The Contractor must manage, store and maintain inventory control over materiel subject to CGP/ITAR and export licenses separately from all other materiel. 576 [M] The Contractor must manage, store and distribute conforming and non-conforming Government Supplied Material (GSM) and Government Furnished Equipment (GFE). 577 [M] The Contractor must store GSM and GFE separately from all other materiel. 578 [M] The Contractor must provide Canada access to the Contractor storage facility where GSM and GFE materiel will be managed and stored. 579 [M] The Contractor must store materiel required for implementing the Accepted Work. 580 [M] The Contractor must store Long Lead Items. 5.1.1 Canada-controlled Materiel Marshalling Area 581 [I] Canada requires a Canada-controlled materiel Marshalling Area to receive, store and transfer GSM and GFE from its supply system and from the Contractor to allow Canada to inspect and verify the quality and condition of the materiel. 582 [I] Canada-controlled Marshalling Area will be the handover point between the Contractor and Canada. 583 [I] Canada may include additional handover points if required. 584 [M] The Contractor must provide a Canada-controlled Marshalling Area that is no less than 10, 000 square feet in area and no less than 10 feet in height. 585 [M] The Contractor must provide the Canada-controlled Marshalling Area that meets the materiel protection specifications and provide a controlled ambient temperature between 10-25°C, relative humidity not to exceed 80%, prevent exposure to all weather elements, have lighting to allow for 24-hour operation and ensure material security. 586 [M] The Contractor must provide the Canada-controlled Marshalling Area to enable Canada and the Contractor to inspect and verify the quality and condition of materiel in a timely manner. 587 [M] The Contractor must provide the Canada-controlled Marshalling Area to enable timely transfer of materiel from Canada to the Contractor and from the Contractor to Canada. 588 [M] The Contractor must provide the Canada-controlled Marshalling Area to minimize the risk of loss and damage to materiel being transferred to and from Canada. 589 [M] The Contractor must provide a shipping and receiving area to transfer materiel to and from the Canada-controlled Marshalling Area.

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5.1.2 Government Property 590 [I] Canada may provide Government Property to the Contractor including Government Furnished Equipment (GFE), Government Supplied Material (GSM), Government Furnished Facilities (GFF), and Government Furnished Information (GFI). 591 [I] GFE, GSM and GFI will be listed in the tasks and Accepted Work. The Contractor may request additional GFE, GSM and GFI not listed. Canada will consider such requests and advise the Contractor of its decision. 5.1.2.1 Special Tools and Test Equipment 592 [I] All Special Tools and Test Equipment loaned from Canada is considered to be GSM/GFE. 593 [I] The Contractor will need to collaborate with Canada to share STTE in special cases. 594 [M] The Contractor must return the STTE to Canada as required. 595 [M] The Contractor must perform calibration of all STTE in accordance with DND Test Equipment Calibration Policy, C-06-020-001/AM-001. 596 [M] The Contractor must perform maintenance on all loaned STTE. 597 [M] The Contractor must maintain a calibration register to track the calibration status of all STTE. 5.1.2.2 Assurance and Property Audit 598 [M] The Contractor must maintain a database of all GSM/GFE materiel in its custody in accordance with the accepted Materiel Management Plan. 599 [M] The Contractor must assist Canada in conducting physical audits of all GSM/GFE materiel in the Materiel Services system. 5.1.3 Contractor Furnished Materiel 600 [I] If the material is not listed in the tasks and Accepted Work as GSM/GFE, it is understood to be provided by the Contractor as Contractor Furnished Materiel (CFM). 601 [M] The Contractor must manage and procure all CFM. 5.1.3.1 Long Lead Item Management 602 [I] CFM Long Lead Items (LLIs) will need to be identified early and procured to mitigate risks to the Accepted Work. LLIs and risks may need to be identified when the Particularized Work Package is being developed. 603 [M] The Contractor must assess the risks to the Accepted Work based on the procurement and delivery of CFM. 604 [M] The Contractor must develop and update the CFM LLI list. 605 [M] The Contractor must develop and update the LLI Risk Report that enables Canada to assess the risk of impacts to the Accepted Work caused by the CFM LLI. 606 [M] The Contractor must prepare the LLI Risk Report in accordance with DID-PM-006.

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607 [M] The Contractor must manage and procure Long Lead Items (LLIs) within their supply chain to ensure that the Accepted Work is not impacted. 608 [I] Canada may authorize the purchase of CFM LLIs to mitigate the risks. 609 [I] Canada may identify additional LLIs. 610 [M] On and as when requested by Canada the Contractor must procure CFM LLIs. 5.1.3.2 CFM Procurement and Handling 611 [O] The Contractor must ensure all materiel is available to meet the Work Period Schedule. 612 [M] The Contractor must identify all CFM that was procured from a different source than specified in the Accepted Work. 613 [I] As a risk mitigation strategy, there may be a requirement for the Contractor to procure materiel. 614 [M] The Contractor must manage, procure, store and distribute materiel as and when requested by Canada to support the Halifax-class. 5.1.4 Materiel Disposal 615 [M] The Contractor must dispose all materiel identified for disposal by Canada. 616 [M] The Contractor must disposal all materiel in accordance with the accepted Materiel Management Plan. 5.1.5 Government Property Reports 617 [M] The Contractor must develop and update the Government Property Report that lists all Government owned items held by the Contractor for the purpose of performing the Work , the associated calibration certificates for the STTE, and the associated serial number. 618 [M] The Contractor must prepare a Government Property Report in accordance with DID-RFP-008. 619 [M] The Contractor must provide any additional materiel reports when and as requested by Canada. 5.2 Technical Services 620 [I] Technical Services may include conducting technical investigations, EC design reviews, red-lining, surveying, system testing and etc. to support the Halifax-class program. 621 [M] The Contractor must provide Technical Services as and when requested by Canada. 622 [M] The Contractor must develop and update the Technical Services Status Report to enable Canada to obtain the description and status of all Technical Services work. 623 [M] The Contractor must prepare the Technical Services Status Report in accordance with DID-PM-007.

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Appendices

6.1 APPENDIX 1 – PERFORMANCE REQUIREMENTS SPECIFICATION 624 TBD 6.2 APPENDIX 2 – ABBREVIATIONS 6.3 APPENDIX 3 - GLOSSARY OF TERMS 625 TBD 6.4 APPENDIX 4 – LIST OF DIDS 626 TBD 6.5 APPENDIX 5 – SAMPLE SCHEDULE: MAJOR SURFACE COMBATANT (MSC) PROGRAM PLAN ( Halifax -Class) 627 TBD 6.6 APPENDIX 6 – PROJECT MILESTONE EVENT LIST (PMEL) 628 TBD 6.7 APPENDIX 7 - DWP BOOK 1 6.7.1 DWP BOOK 1– INDEX TABLE 629 TBD 6.8 APPENDIX 8 - DWP BOOK 2 6.8.1 DWP BOOK 2– INDEX TABLE- RFI 630 TBD 6.9 APPENDIX 9 – SHIP REACTIVATION REQUIREMENTS (CHECKLIST FOR BASIN TRIAL) 631 TBD 6.10 APPENDIX 10 - APPLICABLE REQUIREMENTS AND REGULATIONS 632 TBD 6.11 APPENDIX 11 - LIST OF REFERENCES 633 TBD 6.12 APPENDIX 12 – CERTIFICATE OF COMPLIANCE FORM 634 TBD 6.13 APPENDIX 14 – ACCOMMODATION AND FACILITIES (TBD) 635 TBD

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