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Hos

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lity

CO

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TS

ǀ Approach

ǀ Business Lines

ǀ Values

ǀ Responsibilities & Engagements

ǀ Human Capital

ǀ Offices

ǀ Group Structure

ǀ Main References

ǀ Teams

ǀ Financial Information

ǀ Quality Assurance

ǀ Construction & Administration Processes

ǀ Quality Management System

OUR APPROACH

We provide MANAGEMENT SERVICES TO THE BUILDING, CONSTRUCTION AND ENGINEERING INDUSTRIES, to resolve managerial difficulties and other issues which frequently arise in such building and civil engineering international contracts.

Never has it been so important to pro-actively manage the building process from inception to occupation. PROJECT MANAGEMENT is necessary because:

Design has become more complex and fragmented resulting in the need for additional professional consultants as Fire Consultant, Architect, Interior designer, Landscape Architect, Mechanical, Electrical and Structural Engineers.

Contractors have specialized and fragmented to deal with the increased diversity and technical advances in materials and systems.

YOUR PROJECT MANAGER IN YOUR PROJECT OF CONSTRUCTION

OUR EXPERTISE ZONES

AFRICAN COUNTRIES

MIDDLE-EAST COUNTRIES

OUR SERVICES

PROJECT MANAGEMENT

CONSTRUCTION MANAGEMENT

CONTRACT MANAGEMENT

COST MANAGEMENT

CONSTRUCTION MANAGEMENT AT RISK

OWNER’S ASSISTANT OR ADVISER

PROJECT DESIGN MANAGEMENT

PROJECT SUPERVISION

PROJECT PROCUREMENT

DISPUTE RESOLUTION

VALUE ENGINEERING

OUR BUSINESS LINES

We offer a wide variety of services tailored to assist our Client at various stages of projects:

PROJECT MANAGEMENT

Dedicated specialized staff and effective tools to optimizing and guaranteeing project

cost and delivery times with the highest quality levels and performance.

We are a truly proactive partner in helping Clients succeed with their projects in spite of

unforeseen events, and in all fields:

ǀ Administrative: anticipating and monitoring procedures

ǀ Technical: optimizing projects – works quality

ǀ Financial: keeping to and optimizing budget constraints

ǀ Deadlines: supervising – keeping to and optimizing deadlines

ǀ Safety and environment: providing top class performance

Our Client can choose one or a combination of these services as applies to their project

requirements:

ǀ Project Procurement

ǀ Risk Assessment

ǀ Communication and Reporting

ǀ Claim Assessor or Manager

ǀ Dispute Resolution

ǀ Staffing and Resource Management

ǀ Bid Analysis and Evaluation

ǀ Constructability Review

ǀ Value Engineering

ǀ Independent Engineer

ǀ Project Management

ǀ Construction Management

ǀ Contract & Legal Management

ǀ Cost Management

ǀ Construction Management at risk

ǀ Owner’s Representative

ǀ Owner’s Assistant or Adviser

ǀ Project Design Management

ǀ Project Supervision

ǀ Project Scheduling, Planning, & Tracking

CONSULTANCY & AUDITS

Prior to implementing projects, we perform technical and environmental studies, strategic,

economic and financial studies, planning, assistance and assessment assignments concerning

private investments.

Our Project Assignments:

ǀ Project organization

ǀ General planning

ǀ Project Management

ǀ Programme Management

ǀ Definition of maintenance Strategies

ǀ Assistance with commissioning

ǀ Due diligence

ǀ Audits and assessments

ǀ Multi-annual work plans

ǀ Scheduling – Feasibility studies

ǀ Enhancement scenarios

ǀ Operating programs

STAGES PROCESSES FOR THE PROJECT MANAGER

Definition

•Establish a clear project brief

•Facilitate a feasibility study/assessment

•Identify project constraints and risks

•Establish an initial programme and budget

Planning

•Finalize the Project Scope

•Established a Detailed Programme and Work breakdown structure

•Develop structures and tools for the Project

Execution

•Execute weekly and/or monthly reporting

•Monitor scope or budget changes and review/establish Client approval

•Monitor and control Project Programmes

•Monitor and control costs, risks and benefits

Closure

•Obtain Client approvals of final deliverables

•Finalise Project close-out

•Review lessons learned

QUALITY

Providing quality services and solutions to our clients is a major preoccupation of the Gassim group. And this depends on the quality of our staff but also on the quality of processes that allow teams to work together in an efficient, reliable manner and improve working methods, experience and individual and collective know-how.

RISK MANAGEMENT

Risk management is an essential component of the group’s Management System. The risks managed are those faced by the company, its employees, its clients and partners. Effective risk management is the result of close cooperation between the business units and support service departments.

ETHICS

Our corporate and social responsibility policy lays great emphasis on ethics. For several years Gassim has been employing a very strict internal integrity policy based on the application of OECD and UN directives. Gassim adheres to the deonlogical chart of the European Federation of Engineering Consultancy Association (EFCA)

ENVIRONMENT

Environmental and social issues are becoming a greater challenge everyday in light of the climates change. Promoting sustainable development provides the opportunity to join together all our company values through the project assignments we carry out for our clients.

OUR VALUES

To issue the project program in close cooperation with the Owner and the Operator

To arrange the selection of the design team (architects, engineers)

To establish project budget, execution strategy, master project schedule

To control the design and to perform the value engineering

To manage the construction tenders and the construction contracts

To issue and manage the HSE (health, security, environment) plan

To control and evaluate the Quality Assurance Plan

To manage, coordinate and control the construction works

To control and evaluate the budget, the payments, the contracts variations

To arrange commissioning and handing over

To coordinate the as-built drawings

The men and women of Gassim are a cornerstone of the group’s approach to social responsibility, far beyond only complying with labor law and statutory dialogue between management and employees.

Gassim supports personal development of its staff members through an ambitious training plan in line with the company’s own development in order to guarantee their employability and strengthen the organization’s ability to adapt itself.

Our specialist teams are made up of highly qualified construction professionals with considerable relevant experience world-wide. Gassim’s success and international expansion mean we are constantly on the lookout for new employees eager to work in autonomous project teams worldwide. Gassim encourages a sense of responsibility, team spirit and networking.

RESPONSIBILITIES & ENGAGEMENTS

HUMAN CAPITAL

Morocco

Niger

Nigeria

Libya

Ethiopia

Kenya

Cameroon

Benin

Ghana

Togo

Equatorial Guinea

Guinea

Tunisia

Mali

Sudan

Gabon

Ivory

Coast

Botswana

South Africa

Chad

Zambia

Zimbabwe

A HIGH-PROFILE PRESENCE IN AFRICA

We offer our capability and knowledge across the continent for more than 20 years. Our subsidiaries develop their own areas of expertise on their local market with the full head office support.

Gassim is investing extensively in developing these areas of synergy. All its international offices work together as a team with a common understanding of the business, common objectives, common systems and standards, and share the same values and ethics.

Subsidiaries

Lagos

Yaoundé

Lomé

Tripoli

Marrakech

Offices

Niamey

Cotonou

Conakry

Addis Ababa

Nairobi

Bamako

Malabo

Abuja

Accra

Abidjan

Khartoum

Libreville

Kinshasa

N’Djaména

Lusaka

Harare

Gaborone

Johannesburg

Brazzaville

Projects

Paris

Coordination

Office

Cyprus

Head Office

Dubaï - UAE

Middle-East

Democratic Republic of the Congo

Congo

OUR GROUP STRUCTURE

CHIEF EXECUTIVE OFFICER

CONSTRUCTION MANAGER

SITE SUPERVISORS

SCHEDULERS

PROJECT MANAGER

SITE SUPERVISORS

SCHEDULERS

HSE SUPERVISORS

DOC. CONTROLLER

PROJECT MANAGER

SITE SUPERVISORS

SCHEDULERS

COORDINATORS

PROJECT MANAGER

SITE SUPERVISORS

COORDINATORS

HSE SUPERVISORS

DOC CONTROLLER

QUANTITY SURVEYORS

CHIEF FINANCIAL OFFICER

FINANCE ACCOUNTANT ADMINISTRATION

CHIEF TECHNICAL OFFICER

HVAC PLUMBING ELECTRICAL ARCHITECTURE

CHIEF CONTRACT OFFICER

SENIOR COST MANAGERS

PROJECT SITE OFFICES

SOME PROJECTS

Radisson Blu, Cotonou, Benin Hilton Lagos, Nigeria

5* Hotel 340 rooms Value: $ 140 M

Hilton Abuja, Nigeria Viceroy Hotel, Palm Jumeirah, Dubai


Sofitel Malabo, Equatorial Guinea

5* Hotel 100 rooms Value: € 35 M

Ledger Hotel Lomé, Togo

5* Hotel With 477 rooms

220 furnished

Residences

10 restaurants

Value: $ 1000 M



SOME PROJECTS

Hilton Malabo, Equatorial Guinea Corinthia Hotel, Khartoum, Sudan

Radisson Blu Conakry, Guinea Noom Hotel Niamey, Niger

Hyatt Regency Abuja, Nigeria Residential Area, Gaborone, Botswana





5* Hotel Apartments Value: € 80 M


OUR TEAMS

Our specialist teams are made up of highly qualified construction professionals with considerable relevant

experience world-wide. The group’s full-time staff members currently exceed 60 persons. Gassim’s success

and international expansion mean we are constantly on the lookout for new employees eager to work in

autonomous project teams worldwide. Gassim encourages a sense of responsibility, team spirit and

networking.

The Company employs:

ǀ Project Managers

ǀ Construction Managers

ǀ Contract Administrators

ǀ Project Engineers

ǀ Cost Controllers

ǀ Quantity Surveyors

ǀ Planning Engineers

ǀ Estimating Engineers

ǀ Risk Engineers/Managers

ǀ Programming Engineers

ǀ Engineering Managers

ǀ Specialized Engineers

ǀ Construction Engineers

ǀ Site Supervisors

ǀ Quality Managers

ǀ HSE Managers

Page 13

OUR WORLDWIDE PROJECTS SUPPORTING EXPERTS

Page 14

Marc Leroy

Position Education Professional Experience Previous company

Project Director Master of Science in Civil Engineering 19 years SNC Lavallin

François Evard


Architect Bachelor of Science in Architecture 15 years Voutay S.A.

Bernard Durand


Quality Manager Bachelor of Science in Civil Engineering 26 years SOCOTEC, Icade G3A

Luc Forestier


Contract Manager Master in Law 24 years COTEBA

Wilfredo Perez


Planning and Scheduling Engineer Bachelor of Science in Civil Engineering 18 years Samsung Engineering Co. Ltd.

Miguelito Sanlao


Planning and Scheduling Engineer Bachelor of Science in Civil Engineering 22 years Al Ain General Contracting Co., LLC

Darwin Vallejos


Senior M.E.P. Bachelor of Science in Civil Engineering 11 years Bechtel Co.


Page 15

Syed Hassaby


Site Engineer Bachelor of Science in Civil Engineering 30 years WSP International Sweden

Jason Alfon


Engineer HQE/BREEAM Bachelor of Science in Architecture 15 years Dseco General Contracting LLC

Anthony Aquino


Fluid Engineer Bachelor of Science in Civil Engineering 12 years Bouygues Bâtiment International

Virgil Medina


Cost Manager Bachelor of Science in Civil Engineering 16 years Dutco Balfour Beatty Group

Mario Atis


Senior Quantity Surveyor Bachelor of Science in Civil Engineering 20 years Taisei Corporation International

Greg Dayrit


Engineer HVAC Bachelor of Science in Civil Engineering 10 years NASA Multiplex L.L.C.

Paul Arada


Senior Quantity Surveyor Bachelor of Science in Electrical Engineering 19 years CBI Chicago Bridge & Iron Co.


Page 16

Adam Jura


Design Director Master of Science in Architecture & Town Planning 10 years ARCHIDEA Architecture & Design

Nicolas Adjovi


Contract Administrator Master in Technology 15 years Louis Berger S.A.

David Zoure


Architect Bachelor of Science in Architecture 5 years Beau Concept & Design

Richard Gauthé


Legal and Financial Framework Ingénieur des Mines 12 years Cabinet AG Conseils & Services

Sliman Ayari


Urban Planner Master of Urbanism and Strategic Planning 35 years Vinci

FINANCIAL INFORMATION

Page 17

OWNERSHIP STRUCTURE

Shareholding

Dumont Family Baritaux Family Yoro Diallo

Samir Saab Jean-Michel Rivier Employees

30%

14%

10%

10%

15% 21%

KEY FIGURES IN AFRICA

TURNOVER (€m)

NET INCOME (€m)

6,09 7,11

8,28

0,31 0,36

0,42

QUALITY ASSURANCE

Page 18

Planning and controlling standards for quality are fundamental in both the design and construction

phases of a project. This aspect of a project, while closely interrelated with costs, schedule,

procurement, and value engineering, deserves its own amplification.

Quality assurance involves economic studies to select the types of materials and methods to be

included in design, making certain that the design is in accordance with all applicable building

codes and other regulations, and controlling the construction on the project to be sure that the work

is performed according to the standards specified in the contract documents.

The GASSIM Quality System includes

Quality Engineering

Quality Control

Quality Assurance

GASSIM team must satisfy itself that the construction complies with the design specifications to

include applicable local regulatory & statutory requirements.

A matrix for responsibility and authority is developed early in the project to manage the

inspection and test requirements of each works package. This information should be included in

the requirements of each of the relevant Contractors Plans whose work is subject to test.

The Contractors Plans have to include the Inspection and Test Plan before the contractor

commences work.

After contractors complete sections of their work including 100% clearance of snags, they may

offer the works, to the best of their knowledge and as a result of 100% checking, defect free, to

the Clients.

The GASSIM Manager is responsible for the defect clearance process and as such must

determine:

Who should witness/ inspect?

Who should sign?

Notice Periods

Procedures and Authority for checking rework

Any additional works or changes to specification identified during these inspections may be

treated as defects and must be treated as additional works including the issue of relevant

instructions and acceptance of time and cost variations.

CONSTRUCTION & ADMINISTRATION PROCESSES

Page 19

The application of project and construction management principles and techniques is as essential to

the success of the project as are sound engineering design and planning. The paragraphs below

outline the most essential elements of project management which are so crucial to claims avoidance

and claims management.

One of the most important principles of project management is that there should be a single point of

responsibility for the success of the project – GASSIM, the Project Manager. GASSIM must be granted

sufficient authority commensurate with his responsibility for ensuring that project management

principles and goals are followed and achieved, respectively

GASSIM project management skills encompass important components of effective claims

avoidance, including:

Planning and Scheduling - Planning and scheduling requires highly technical training to

understand the Contractor's proposed approach and to ensure the completion of a construction

project within the time constraints. GASSIM team will analyze the logic of the Contractor's baseline

schedule, determining whether the project is on schedule or delayed, determining the cause of

any delays, and allocating responsibility for delays to variations, lack of progress by the

Contractor, delayed approvals by the Design Team or other parties or any other specific events.

Our GASSIM team should develop the initial programme at a summary level at the very beginning

of the Pre-Tender Phase. It is typically at that time that the Client is able to identify the 'Client

defined need date', or the date operations of the completed facilities are to commence.

Document Control - The organization and management of all project documents and records

through systematic document control is an integral part of successful of the project management

and claims avoidance.

Value Engineering is the formal and organized process to seek out the optimum value for the initial

investment level and long-term cost. GASSIM oobjectives of value engineering include:

o Have all the best solutions from all available options been designed into the project?

o Can the function and quality of a project be delivered at a reduced cost?

o Can improved function and quality be obtained at the same cost or lower?

o Can improved function and quality be obtained at a higher cost, but have benefits outweighing

this cost?

o Can improved function and quality be obtained at a reduced cost, staying within acceptable

limits of quality?

Project Risk Management. If risks can be identified early, then the Client can decide how to

manage them before they occur. This lessens the opportunities for claims to develop if such risks

actually occur during the project. The objective is to promote the timely and economical

completion of the project works by avoiding the occurrence of identified risks, or by minimizing

their impact on the project.

Please refer to the GASSIM Construction Project Management Guidelines.

OUR QUALITY MANAGEMENT SYSTEM PROCEDURES

Page 20

This is an introduction of the concept of the Quality Management System (QMS) and a description of

the document structure to be used. This document describes the management arrangements to be

implemented by Gassim throughout his contracts. (The full version of our Quality Management

System Manual is available on demand).

INTRODUCTION

This Quality Management Plan (QMP) has been produced to describe the management system to be

implemented on the project and guide the project team members in the performance of their duties.

The Quality Management Plan identifies project team member’s responsibilities and provides a

framework for co-coordinating the various actions and procedures from other documents/data,

currently or likely to be prepared, into one comprehensive and authoritative document. It covers

project roles and responsibilities, the project structure, communication lines, processes and

procedures.

The Quality Management Plan is a live document that will be developed throughout the project life

cycle. The project documentation will be regularly updated as the project proceeds.

Gassim will produce and update as necessary this QMP that fully describes the Quality Management

System to be adopted on the Project.

The QMP will address all stages of the project from commencement to project completion and

commissioning. It will adopt a pro-active approach and fully recognize input from all project

stakeholders.

QUALITY MANAGEMENT SYSTEM - GENERAL OVERVIEW

Gassim takes the view that the activities of all functions affect the ability of all project team members

to operate effectively and profitably. Consequently it is in the best interests of the project participants

and clients, for mapped processes to be produced to describe and communicate the significant

aspects of these activities. These processes and the associated supporting documentation are

referred to as the Quality Management System (QMS).

The key objective of the QMS is to achieve or exceed the highest levels of quality in all aspects of the

project, irrespective of whether the requirements are specified by statute, contract or internally, and

including all requirements in respect of health, safety and the environment.

The records arising from the QMS will demonstrate whether the requirements, expectations and

perceptions of our customers are being met.

The QMS covers the management and control of the project management process from instigation to

the post take-over phase of a project. The QMS is a fully documented integrated system which

requires managers with functional responsibility to approve and maintain the documentation

relevant to their respective fields of activity.

The management system will be continually modernized and improved to enhance its effectiveness.

Gassim is committed to a policy of continual improvement, by increasing both the scope and depth

of the management system commensurate with client requirements.

QUALITY MANAGEMENT SYSTEM - STRUCTURE

1. Policies Management system policies set a clear direction for the organization to follow.

They contribute to all aspects of project performance as part of a demonstrable commitment to

continuous improvement. Responsibilities to people and the environment are met in ways which fulfill

the spirit and letter of the law. Stakeholders' expectations in the activity (whether they are shareholders,

employees, or their representatives, customers or society at large) are satisfied.

The policies are cost-effective approaches to preserving and developing physical and human

resources that reduce liabilities.

2. Organizing

An effective management structure and arrangements are in place for delivering the policy.

All staff is motivated and empowered to produce work that is of a high standard. The arrangements

are:

supported by effective staff involvement and participation

sustained by effective communication and the promotion of competence which allows all

employees and their representatives to make a responsible and informed contribution to the

project.

There is a shared common understanding of the organization’s vision, values and beliefs. A positive

culture is fostered by the visible and active leadership of senior managers.

3. Planning

There is a planned and systematic approach to implementing the project policies through an effective

project management system.

The aim is to minimize risks.

Risk assessment methods will be used to decide on priorities and to set objectives for eliminating threats

and reducing risks. Gassim requires that risks are eliminated through selection and design of facilities,

equipment and processes. If risks cannot be eliminated, Gassim requires that they are minimized by the

use of physical controls or, as a last resort, through systems of work and, in the case of health and safety,

minimized by the use of personal protective equipment. Performance standards are being established

and used for measuring achievement. Specific actions to promote a positive working culture are

identified.

4. Measuring performance

Performance is measured against agreed standards to reveal when and where improvement is needed.

Active monitoring, including self-monitoring, reveals how effectively the management system is

functioning. GASSIM carries out self-monitoring and requires its consultants and contractors to look at

both hardware (premises, plant and substances) and software (people, processes and systems)

including individual behavior and performance. If controls fail, reactive monitoring discovers why by

investigating accidents, ill health or incidents which could cause harm or loss. The objectives of active

and reactive monitoring are:

to determine the immediate causes of sub-standard performance; and

to identify the underlying causes and the implications for the design and operation of the

management system.

Longer-term objectives are also monitored.

5. Schematic

Level 1 – Manuals/Plans

The objective of the Project and Supervision Management Plans is to communicate to all

relevant parties the scope of the works, the organization structures, the responsibilities of the

staff and the management arrangements to be adopted in the day-to-day running of the

project.

The Project Manager is responsible for approving all sections of the Project Management

Plan/Supervision Management Plan.

Level 2 - Processes/Procedures

A process is a flow chart identifying WHAT activities are to be performed in fulfillment of policy,

and WHO is responsible for ensuring that they are carried out correctly. Processes shall be

clear, simple and direct.

Processes will be approved by the Project Manager.

Level 3 – Modus Operandi

Modus Operandi will be prepared in support of a documented process. They may be drawn

from library documents and work practices established throughout our operational business

from all types of project environments and world zones of operation where Gassim are working

or have worked. They provide descriptions in sufficient detail appropriate to the work type,

criticality and competence of resources, for process requirements in respect of HOW to carry

out a particular activity including e.g.:

Referencing a letter Modus Operandi are produced when managers identify a need for

communicating further detailed information about specific issues areas described in

documented processes. This may be necessary to assist new system users, or to ensure that

complex instructions are clearly described. Wherever Modus Operandi are issued, briefed and

implemented, the process result should achieve an operation which has been carried out

correctly FIRST TIME.

Modus Operandi should only be produced for work that is:

important to the successful completion of activities

prone to error

required to be done in a specified manner

Modus Operandi will be approved by the relevant manager.

Level 4 - Project Records

Wherever possible electronic systems are being used for the storage and dissemination of

project information.

Record documents take many formats from original contract agreements, specifications,

drawings etc. to signed-off works inspection requests. The significant records must be identified

and the arrangements for filing and archiving described.

There are a significant number of standard Gassim templates for record keeping.

C O O RD INATI O N O F FI CE

54, Boulevard Leclerc

92200 Neuilly/Seine

France

Contact: Mr. Yves Dumont

Tel.: +33 6 09174162

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