pm handbook (full pdf)

Handbook of Project Management Controls Jun-2004

1.1 X-Y TIME (Work – In View Stage) 1.1.1 Purpose

X-Y Time (Work-in-view) is the time when Gammon Skanska first gain knowledge of a prospective project until the time of a more or less formal pricing exercise Gammon Skanska has an opportunity to influence the Client and create a preferred position. This may be done by convincing the Client to package the works in a certain structure, assisting with financing solutions, design developments etc.

1.1.2 Timing

X-Y time may span years, especially when alternative finding arrangements are being considered by the Client. It is the time before the Client selects the procurement route for a project. Frequency - ---

1.1.3 Participants: Selected Bid Manager and Pre-construction team

1.1.4 Distribution: --- 1.1.5 Guidelines:

(1) Bid Manager to truly understand the Clients requirements and to commence the relationship development. While undertaking Client visits, Bid Manager can gather business intelligence and ensure interaction with the Client key personnel.


(2) The Bid Manager shall develop the pre-Bid Strategy and summarize in the Preliminary Tender Summary (PTS), which should be regularly updated as to reflect changes in information.

Note: Details of Process should be referred to Bid Manager Handbook

Appendix Sample of PTS

"1-1_App_Sample of PTS.pdf"


1.2 Tender Handover Meeting 1.2.1 Purpose

To establish a smooth transition / continuity between tender and construction stages in order to have an effective transfer of ownership of all project related information to the project team.

1.2.2 Timing

To be held within one week after confirmation of contract award. Frequency - ---

1.2.3 Participants: Bid Manager (Chairman) /Estimating Manager / Estimator /

Procurement Officer / Planner / Designer / CM / PM / Managing Q.S. / Site Agent

1.2.4 Distribution: All documents passing from Tender Team to Project Team. 1.2.5 Guidelines:

(1) Due to the importance to ensure the smooth transfer of costing data from Causeway to ERP, it is recommended that when a tender has a high potential for a contract award, the responsible Estimator shall liaise with the responsible QS/PM to finalise the packaging before uploading the tender to the JDE taking into account any post tender amendments.

Appendix Sample of Agenda

1-2_App_Agenda.doc


1.3 Project Initiation Meeting 1.3.1 Purpose

After the contract award, the Contracts Director (CD) or Contracts Manager (CM) will set up a project team to run the project. The purpose of this meeting is to brief the project team on the scope of the project, the method of construction and particular areas needing special concern/attention. The CD/CM with the presence of Bid Manager will highlight the key issues and the details from the tender stage. Bid Manager should assist the CD/CM mainly to explain the pricing strategy, commercial and technical risks register in the tender and to provide information of updated Client/Consultant Key person contacts to extend the customer relationship build up during the X-Y Time.

1.3.2 Timing

This is the first project team meeting and is therefore called the Project Initiation Meeting and should be held within 2 weeks after Contract Award. Other meetings required to review issues related to the project shall be scheduled during Project Initiation. Frequency - ---

1.3.3 Participants: This meeting is to be chaired by the CD or CM with the

presence of Bid Manager if different with the appointed Project Manager in-charge. He/She will nominate the Project Manager and the key project team members to run the project and all of them will attend this meeting. The suggested participants are highlighted on the enclosed Agenda.

1.3.4 Distribution: All participants 1.3.5 Guidelines: ---

Appendix Agenda

1-3_App_Agenda.doc


1.4 Risk & Opportunities Register Meetings 1.4.1 Purpose

The purpose of the meeting is to review the risk and opportunities register prepared during tender with the site management team. This register can also be used in open forum during partnering workshop as obstacles & opportunities identification.

1.4.2 Timing

Within one month after the award of the contract Frequency - Regularly update at least once a month or as determined by the

PM if more frequent review is required

1.4.3 Participants: CM / PM / Site Agent / Engineer / Superintendent / Managing

QS / Project QS / Planning Engineer / E/M Engineer

Bid Manager may join the 1st meeting in explaining the first register prepared in tender

1.4.4 Distribution: All participants

Client Representatives / Consultant Team – subject to CM / PM discretion

1.4.5 Guidelines:

(1) The process allow all the site management staff to have quick start-up in familiarity with the nature and complexity of the job by exploring those risks and opportunities and continue to monitor them via proposed mitigation measures.

(2) Regular updates are necessary during the construction period which promote

incorporation of newly identified risks / opportunities and the removal of redundant items because of increased knowledge on the project details.

Appendix Sample of Risk Register

1-4_App.pdf


1.5 Partnering Workshop 1.5.1 Purpose

The purpose of the Partnering Workshop is find out what each contracted partner wants to achieve from the project and the partnering, the hindrances and the strengths each would bring to the project. It is then identifies how problems could be overcome and agrees a range of strategies for effective partnering in the form of a Pledge, which was documented in a “Chater” that was agreed and signed by all contracted parties. By signing into the Chater, such partner committed to achieve all aspects of the Pledge so as to deliver an excellent project and a successful outcome for all parties.

1.5.2 Timing

1st Partnering Workshop - is to be arranged and conducted within two months after contract award or at a period as determined by the CM with the Client Mid Project Workshop - for job lasts more than a year Final Review Workshop - at the end of the project Frequency - The frequency of monitoring and review meetings will be every

two months or at an interval agreed during the Partnership Workshop

1.5.3 Participants: Directors / CM / PM / APM / Q.S. / All Key Site Staff / All Key

Consultants / All Key Client’s Representatives and All Key Subcontractors are invited to attend the Partnering Workshop. Mid level and Junior supervising staff should also be selected in Mid-Project Workshop to reinforce the spirit passing down the ladder

1.5.4 Distribution: All participants (suggested in CD copy) 1.5.5 Guidelines:

(1) Where a Partnering Workshop is not conducted for whatever reason, then it is still necessary to adopt a partnering spirit and the PM should agreed a strategy and actions to be taken with his Contracts Manager.

(2) Informal gathering or social function events should be organised regularly

which are proved to be very effective in establishing and maintaining the partnering spirit throughout the whole project.


(3) Process A Mid Project Workshop is also recommended for job lasts more than a year to re-energise the partnership agreement and ensure new customers buy-in to the partnering concept and address up coming issues. The regular meeting is called “Champions” meeting. The “Champions” are representatives from Key consultants and major contractors who meet to examine the progress of the project in relationship with the common objectives in pledge. Any shortfalls in performance monitoring matrix will be immediately addressed and investigated so that continuous improvement can be maintained At the end of the project, a Final Review Workshop should be arranged to review what was learnt, mange the knowledge created to take forward to future projects, and celebrate the success of the project.

Appendix HKHA and GSL Partnering Initiation Report, Nov. 1999

J2376 Construction of Redevelopment of Lam Tin Estate Ph 5

1-5_App.pdf


2.A.1 Master Programme 2.A.1.1 Purpose

The purpose of the Master Programme is to determine activity sequence, duration and utilization of plant, materials and labour resources, statutory submissions and inspections from project commencement until completion for use by the project team in planning, managing and controlling the works. It shall address all known project requirements in accordance with the contract (e.g. milestone dates, submissions, handover dates, authority inspections, permit issues, etc.). Special care is necessary in sequencing the statutory submissions and inspection dates and reference may be made to Box 3.A.2, Statutory Submissions Checklist. The Master Programme is used as the baseline for progress performance measurement and reporting.

2.A.1.2 Timing

The Rev. ‘O’ Master Programme is required to be submitted in accordance with the time period stated within the contract. The CM and PM are to lead the preparation and submission of the Rev. ‘O’ Master Programme, which is normally handled by an Engineer. Frequency - The Master Programme is to be reviewed monthly and shall

only be revised when required and agreed by the CM and PM (e.g. if EOT is granted; if significant delay occurs; if significant changes in original programme logic / work sequences arise).

2.A.1.3 Participants: CM / PM / Site Agent / Engineer / Superintendent / Managing

QS / Project QS / Planning Manager / Planning Engineer

2.A.1.4 Distribution: All Participants + Supporting Departments 2.A.1.5 Guidelines: ---


2.A.2 3-Months Rolling Programme

2.A.2.1 Purpose

The 3-Months Rolling Programme is used to breakdown the master Programme into further detail as necessary and in a more convenient format for use by production staff providing focused attention on the work ahead for the next 3 months. The rolling programme may be used to highlight any programme slippage to those areas / activities that require special attention or deployment of additional resources. It may also be used to show minor changes in sequence or advance work not necessarily reflected on the Master Programme.

The 3-Months Rolling Programme may also be included into the Contractor’s Report

2.A.2.2 Timing

To be prepared in time for discussion during the 1st Monthly Site Progress Meeting. It is to be reviewed and updated monthly to show the required activities to be completed in the coming 3 months based on the progress achieved so far and the milestones ahead. Frequency - Reviewed / updated monthly

2.A.2.3 Participants: PM / Site Agent / Engineer / Superintendent / Planning

Engineer

2.A.2.4 Distribution: All Participants + CM / Project QS / Consultants (if required) /

Subcontractors (if required). 2.A.2.5 Guidelines: ---

Appendix A - Sample 3 Months Rolling Programme

2A2_App.pdf 3-Months Rolling Programme


2.A.3 Bi-Weekly / Monthly Programme 2.A.3.1 Purpose

The Bi-Weekly or Monthly Programme is used to closely plan and monitor site progress, in particular plant and labour resources. It may also be used to highlight any programme slippage and areas / activities that require detailed attention. Other Short-term Programmes (e.g. Weekly Programme, Mobilisation Schedule, Milestone Target Programme) may also be prepared as and when required as decided by the Project Manager to suit the anticipated job control and site management requirements.

2.A.3.2 Timing

The Bi-Weekly / Monthly or Short Term Programmes are to be prepared and issued ahead of the work activities under consideration. Frequency - Monthly, Bi-Weekly or Short-Term (Weekly, Mobilisation,

Milestone Target) as determined by the PM.

2.A.3.3 Participants: PM / Site Agent / Engineer / Superintendent / Planning

Engineer / Sub Agent / Foreman

2.A.3.4 Distribution: All Participants + Project QS + Sub-contractors 2.A.3.5 Guidelines:

It is preferable to prepare some Short-Term programmes in Chinese to facilitate better communication. In any event the latest programmes should be distributed to discussed with affected Sub-contractors during meetings.

Appendix A - Sample Weekly Programme

B - Sample Bi-Weekly Schedule (Blank Form) C – Sample Monthly Programme

"2A3_App A.pdf" "2A3_App B.xls"

"2A3_App C.xls"

Project :_________________________ Area :

Job No. :_________________________ Date :

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Prepared By : Distribution :

Reviewed By :

Endorsed By : S/Cs :

Description of WorksDay

Bi-Weekly Schedule

Materials, Supplier & Subcontractor Schedule

Job No.:Job Title:

Date:

1st 2nd 3rd ApprovalIssue Date Award Date Submission Date Submission Date Submission Date Status RF Date

Return Date Issue Documents Comment Date Comment Date Comment Date Approval Date PO DateOff/On Site Fabrication

Required on SiteWO NoSupplier /

Subcontractor

Material / Design Submission & Approval DatesDeliveryDescription Tender Award Order

Bill Element Specification Reference

2B1_App_External Procurement Schedule (Blank Form) Sheet1 Page 1 of 2

Commence on Site

2B1_App_External Procurement Schedule (Blank Form) Sheet1 Page 2 of 2


2.B.1 Procurement Schedule (External)

2.B.1.1 Purpose

The External Procurement Schedule is prepared in conjunction with the tender budget and Master Programme to ensure the timely appointment of suppliers and subcontractors for the materials, equipment and services planned to be procured from external sources for the project. The schedule is also used to indicate submissions required for approval, the status of approvals received and ordering and delivery. Appendix A provides a sample format for the schedule. This control tool is particularly relevant in highlighting items with long lead-in times and in identifying and tracking alternative proposal opportunities. It is expected that sub-contractors supplying materials and equipment will prepare and update their own schedules for checking and monitoring by the project team.

2.B.1.2 Timing

The External Procurement Schedule is to be prepared within 28 days after contract award or as determined by the PM. Appendix C helps show how this activity fits into the overall procurement process. Frequency - Reviewed and revised in accordance with the programme and

at monthly intervals or as and when required by the PM

2.B.1.3 Participants: CM / PM / Site Agent / Engineer / Superintendent / Managing

QS / Project QS / Site Clerk / Planning Manager / Planning Engineer

2.B.1.4 Distribution: All Participants + Procurement Department 2.B.1.5 Guidelines: ---

Appendix A - Sample Form

B - Diagram of Subcontract Procurement: Overall Process

"2B1_App A_Schedule Sample

"2B1_App B.pdf"


2.B.2 Resource Requirement Plan (Internal)

2.B.2.1 Purpose

During Resource Requirement Planning (RRP), Internal Supply Schedules are prepared in conjunction with the tender budget and contract programme. These Internal Supplies refer to the resources planned to provided by internal Production and Supply Services departments; Eg Plant & Equipment, Concrete Services & Steel Fabrication. The schedules identify the duration for key items of plant & equipment required as well as quantities of concrete and steel. The Schedules assist in both resources and procurement planning as well as in monitoring progress.

2.B.2.2 Timing

The RRP Internal Supply Schedules are to be prepared and updated at the “work in view” stage (depending on availability of tender information). At tender stage, the Schedules are to be completed within 7 days of the tender closing. The frequency for review after a contract award is given below. Frequency - Reviewed and updated monthly by the site team & analysed by

PSSD. (cut-off date: 25th of each month; 29th for December only)

2.B.2.3 Participants: CM / PM / SA / Engineer / Managing QS / Project QS / Planning

Manager / Planning Engineer / Estimating Manager / Estimator

2.B.2.4 Distribution: Available for review in the RRP Site Operation monthly file

located on the R: drive.

2.B.2.5 Guidelines:

The RRP is a data package in ‘soft copy’ format. To access the RRP, open the Excel master file from the following locations and follow the ‘Instructions’ Worksheet to generate the Schedules. Prior to tender handover to operations, the cost elements to be incorporated in the Schedules are to be provided to Planning by Estimating.

Internal Supplier

Location

Excel Master

File

Instruction Worksheet

Procedure No. Plant R:/ Resource Requirement Planning

/ Plant Schedule / Master Plant Schedule.

1-30

Concrete R:/ Resource Requirement Planning / Concrete Schedule / Master

Concrete Schedule

1-12 Method 1, 1-9 Method 3, 1-10

Steel R:/ Resource Requirement Planning / Steel Schedule / Master

Steel Schedule

1-11 Method, 1-9

Appendix ---


2.B.3 Manpower Schedule 2.B.3.1 Purpose

The Manpower Schedule is prepared to plan staff and direct labour requirements for the project based on the tender budget and Master Programme. The manpower schedule is also used for the comparison of tender budgets against actual costs and for forecasting future requirements and expenditure. It can also be used company wide to better utilize resources between projects.

2.B.3.2 Timing

The Manpower Schedule is to be prepared and issued internally within 14 days after contract award and shall be regularly reviewed. Frequency - Review monthly or at suitable intervals determined by the PM.

Revised and updated quarterly for forecasts or as and when required

2.B.3.3 Participants: CM / PM / Site Agent / Engineer / Superintendent / Managing

QS / Project QS / Planning Manager / Planning Engineer

2.B.3.4 Distribution: All Participants + HR Department / Site Administrator / Site

Clerk 2.B.3.5 Guidelines:

When reviewing the manpower requirements reference should be made to the summary in the tender budget allowance for the project staff and direct labour obtained from the Excel Tender Work-up Top Sheet and also viewed from the JDE.

Appendix A - Sample of Excel Tender Work-up Top Sheet B - Sample of Comparison of Monthly Staff C - Sample of Comparison of Direct Labour D - Sample of Staff Schedule E - Sample of Forecast of Labour F - Sample of Forecast of Staff

"2B3_App A.pdf" "2B3_App B.pdf" "2B3_App C.pdf"

"2B3_App D.pdf" "2B3_App E.pdf" "2B3_App F.pdf"


2.B.4 Project Budget / Forecast

2.B.4.1 Purpose

The Project budget is prepared to allocate the Contract Sum to the job specific activities to be carried out inclusive of site, on costs, overheads and margin and based on the tender allowances is spread on a monthly basis against the project programme. The Project budget, which remains unchanged, is used for making regular comparisons of actual against anticipated cost. The Project Forecast is prepared to take into account the latest information in respect of financing and planning for making regular comparisons of anticipated with actual performance.

2.B.4.2 Timing

The Project budget is prepared when the contract is awarded and includes tender finalization adjustments, post tender negotiated omissions and additions if any. The initial Project Forecast is the first forecast undertaken for that particular project and is prepared in accordance with the forecast timetable. Frequency - The Project budget is prepared during JDE upload and fixed for

the duration of the project Project Forecasts are carried out quarterly

2.B.4.3 Participants: CM / PM / Managing QS / Project QS / Planning Manager /

Planning Engineer

2.B.4.4 Distribution: All Participants + Commercial Manager 2.B.4.5 Guidelines:

The BQ is exported from Causeway and imported into the JDE. The Project budget/Forecast is prepared in a fixed format under the JDE. A fully detailed breakdown of individual resources at path GMD > Project Manager > Tender budget > BQ budget. Initial Project forecast at path GMD > Project Manager > Project Enquiries > Tender budget > Project Forecast Enquiry.

Appendix ---


2.B.5 Sub-contract Pre-award Finalisation

2.B.5.1 Purpose

Throughout the whole procurement process from invitation to tender, tender interview, cost analysis and so on, numerous discussions are carried out by different parties and a stock of information is generated that flows between the parties but may not be well organized and presented for mutual understanding. This finalisation occurs at the last stage of the process just before the formal award. It is intended to review, finalise and agree the full and final scope of work and all parties’ responsibilities related to each sub-contract to be placed. The PM, Site Team, Procurement and Sub-contractor all need to be involved so as to minimize any unexpected / disagreed events and/or missing items.

2.B.5.2 Timing

To be carried out before a decision is made on the award for each sub-contract. Frequency - One time before sub-contract award

2.B.5.3 Participants: PM / Site Agent / Superintendent / Procurement Officer / PQS /

Engineer / Sub-contractors

2.B.5.4 Distribution: All Participants + CM 2.B.5.5 Guidelines: ---

Appendix ---

Handbook of Project Management Controls Sep 2006

2.B.6. Planning and Control for Urgent Works (New)

2.B.6.1 Purpose

There is a commitment from EXCO/ Business Unit Directors not to take short cuts to improve productivity, but there will be occasions on site when works will be required to be undertaken on an urgent basis. This procedure to ensure that works requiring urgent action are carried without compromising safety or quality.

2.B.6.2 Timing

Any time requiring to deal with urgent works, which include: - i) works of an emergency nature necessary to secure the safety of the works

and / or to protect against injury or damage; ii) the carrying out of any works in an unusually short time frame, for whatever

reason, in order to achieve or improve on a completion objective.

Frequency - As required 2.B.6.3 Participants CM / PM + all project staff 2.B.6.4 Distribution All Participants 2.B.6.5 Guidelines:

Any work of an emergency nature must be planned and controlled to the fullest extent possible given the circumstances. The PM will be responsible for issuing necessary instructions and assigning personnel, from existing site or other Gammon resources. Close control and supervision by GCL staff is essential for all works of an emergency nature. Works that must be carried out in a shorter time frame than normal require a higher degree of planning and control, not least to avoid the undesirable consequences of short-cuts. Enhanced control and supervision and by GCL staff is again a prerequisite. Where works are being undertaken by sub-contractors, the procedure to be adopted is as follows: -

1) In the first instance, always try to use existing subcontractors whose workers

have already been through our workers registration process and who have previously been given site-specific inductions. Any additional workers committed by the sub-contractors (or approved sub-sub-contractors) must have valid Worker’s Registration cards and must be given site-specific inductions.

Handbook of Project Management Controls Sep 2006

2) Any new sub-contractor must be procured in the most cost-effective manner

suited to the circumstances. It is essential that a sub-contract or letter of award is concluded before work commences on site and approvals must be expedited to achieve this. All sub-contractors (and approved sub-subcontractors) workers must have valid Worker’s Registration cards and must be given site-specific inductions.

3) Written instructions must, where possible, be given to sub-contractors prior to

any urgent work being undertaken. Any oral instructions given must be confirmed at the earliest opportunity. Details of resources employed and works carried out should be submitted by the sub-contractor on a daily basis for record purposes.

4) Urgent works require the standard (or enhanced) risk assessment, method

statements and safety controls, which are to be reviewed by the site safety advisor, prior to commencing the works.

5) All urgent works must be subject to close GCL supervision to ensure full

compliance with applicable safety and technical procedures.

Appendices ---


2.C.1 Site Supervision Plan (Site Safety Supervision Plan & Quality Supervision Plan)

2.C.1.1 Purpose

Site Supervision Plans are statutory requirements for BD projects. They shall be prepared in accordance with the Buildings Ordinance and be submitted to the Building Authority (BA) prior to application for consent to the commencement of building works or street works.

2.C.1.2 Timing

Site Supervision Plans shall be prepared and submitted to the Authorised Person, Registered Structural Engineer or BA as appropriate within 7 days of contract award or in a period as determined by the PM. Occasionally these are required to be drafted at tender stage. Frequency - Once after contract award. Revise if change of TCP

2.C.1.3 Participants: PM / SA / Engineer / Architect and/or Consulting Engineer

2.C.1.4 Distribution: CM / PM / TCP’s / Architect / Consulting Engineer / BD 2.C.1.5 Guidelines:

A Code of Practice for a revised approach is currently under preparation by the HKSAR Government whereby it is planned to combine both plans into a unified Integrated Supervision Plan System. The requirements under this Section is therefore likely to change and should be checked before implementation.

Appendix IA Extract ‘Site Supervision Requirements under the BO’, p41-50

I Extract ‘Simplified Form of Supervision Plan’, p35-40 II Sample ‘Form A Record of Specific Tasks Performed by TCP’, p41-42 III Sample ‘Form B Report of Non-Conformity & Rectification Works’, p43-44 IV Extract ‘Project Attribute Score Sheets’, p45-55 V Sample ‘Form C, Calculation Sheet for Combination of TCP’s’, p56-57 VI Extract ‘Samples of Checklist & Record of Specific Tasks Performed by

TCP’, p58-64

"2C1_App IA.pdf" "2C1_App I.pdf" "2C1_App II.pdf" "2C1_App III.pdf"

"2C1_App IV.pdf""2C1_App V.pdf" "2C1_App VI.pdf"


2.C.2 Safety Plan 2.C.2.1 Purpose

A Safety Plan is prepared to set out the safety and health risk management system for the project. The plan identifies the health and safety rules and regulations applicable and defines how it is intended to manage, control and coordinate the operations in order to protect the health and safety of all persons engaged on the project as well as the public who may be affected. The need for and content of safety plans also aims to satisfy the F&IU (Safety Management) Regulations as well as OHSAS 18001 requirements.

2.C.2.2 Timing

The Safety Plan is to be prepared and submitted in accordance with the contract, regulatory and HSE system requirements. Frequency - At project commencement and to be reviewed and updated as

determined by the PM or as otherwise stipulated

2.C.2.3 Participants: PM / Site Agent / Superintendent / Foreman / HS&E Officer /

HS&E Engineer

2.C.2.4 Distribution: All Participants + CM / HS&E Manager / Client Representatives 2.C.2.5 Guidelines:

Further details on health and safety planning matters can be found under the HSE Management System including Operational Control Procedures. For development of project specific Safety Plans reference shall be made with the project Safety Officer / HS&E Engineer or HSE Department for assistance.

Appendix Sample of Project Safety Plan

"2C2_App Project Safety Plan Sample


2.C.3 Environmental Management Plan 2.C.3.1 Purpose

The purpose of preparing and implementing an Environmental Management Plan (or Project Environmental Plan) is to assist the project team to comply with all relevant legislation, contract requirements and the companies HSE Management System, HSE Policy and Environmental Objectives. To achieve this goal the plan typically sets out the responsibilities for environmental matters and includes sections describing environmental monitoring, promotion, internal and external communication. The plan also identifies potential environmental impacts and mitigation plans, contingency plans and applicable Operational Control Procedures.

2.C.3.2 Timing

The Environmental Management Plan is to be prepared within 28 days and submitted in accordance with the contract requirements. Frequency - At project commencement and reviewed and updated as

determined by the PM or as stipulated.

2.C.3.3 Participants: PM / Site Agent / Engineer / Foreman / HS&E Officer / HS&E

Engineer


(1) For details of environmental management and control procedures refer to the

latest issues of the HSE Management System including Operation Control Procedures.

(2) For assistance in developing a project specific Environmental Management

Plan reference can be made to the project HS&E Officer or HSE Department.

Appendix A - Sample Project Environmental Management Plan

"2C3_App Project Environmental Plan


2.C.4 Waste Management Plan 2.C.4.1 Purpose

The Waste Management Plan aims to describe the arrangements for avoidance, reuse, recovery and recycling, storage, collection and handling different categories of waste in order to minimize the overall waste generated on site and to ensure its proper treatment and disposal. It also aims to comply with any contractual requirements, the company HSE Policy, HSE management system and environmental objectives.

2.C.4.2 Timing

The Waste Management Plan is to be prepared and submitted within 21 days after contract award or in accordance with the contract requirements. Frequency - At project commencement and then reviewed monthly and

updated as determined by the PM.

2.C.4.3 Participants: PM / Site Agent / Foreman / HS&E Officer / HS&E Engineer

2.C.4.4 Distribution: All Participants + CM, HS&E Manager / Client Representatives 2.C.4.5 Guidelines:

(1) Reference should be made to ETWB Technical Circular 15/2003 and any later

controls for issues governing construction and demolition waste for public works.

(2) Assistance in the development of a project specific Waste Management Plan

may be requested from the HS&E Officer / HS&E Engineer or HS&E Department.

Appendix A - Sample Waste Management Plan

"2C4_App Waste Management Plan S


2.C.5 Traffic Management Plan

2.C.5.1 Purpose

The Traffic Management Plan shall be prepared to outline the arrangements for temporary traffic measures (TTM) when necessary to accommodate the project construction works. TTM are required to enable the road diversions and closures to be implemented in accordance with the governing rules and regulations before the relevant works commence.

2.C.5.2 Timing

A Traffic Management Plan is to be prepared within 28 days after contract award or as determined by PM to allow sufficient time to process the necessary authority applications for approval before commencing the works. Frequency - Reviewed and revised as and when required by the PM

2.C.5.3 Participants: PM / Site Agent / Engineer / Superintendent / Planning Manager

/ Planning Engineer / External Traffic Consultant

2.C.5.4 Distribution: All Participants + Clients Representatives / Necessary

Government Departments 2.C.5.5 Guidelines:

(1) In most geographic areas, the TTM works are generally subject to comment

and approval by both the TD and the HKPF before review, comment and approval by HyD.

(2) For projects where significant impact may occur due to the TTM works,

additional approval routes including Working Groups, Traffic Management Liaison and Site Groups and consultations with external parties may also be required.

Appendix ---


2.C.6 Security Plan 2.C.6.1 Purpose

The purpose of the Security Plan is to manage, control and co-ordinate the works in order to protect persons engaged on the project. Its implementation shall minimize loss incurred in the project and also prevent the entry / presence of illegal workers on site. The Security Plan is applicable to all activities carried out by Gammon Skanska Limited including all the activities carried out by subcontractors. The Project Manager is to determine and adjust parts of the guidelines and formats of the Security Plan to suit the respective job requirements and nature. e.g. Building, Civil and Foundation work.

2.C.6.2 Timing

The Security Plan is to be prepared within 28 days after contract award or as determined by the PM. Frequency - At project commencement and to be reviewed and updated as

determined by the PM

2.C.6.3 Participants: PM / Site Agent / Engineer / Safety Officer / HS&E Engineer /

Security Officer / Foreman


(1) Note: this is optional and is subject to the individual contract requirement and

Client’s requirement. Appendix A - Sample Site Security Plan

"2C6_App

Security Plan Samp


2.D.1 Project Quality Plan 2.D.1.1 Purpose

The Project Quality Plan (PQP) is used to identify the planned resources necessary for delivery of the project, the allocation of the responsibilities, the project quality objectives, and processes and method statements to be established, the applicable procedures, the Inspection and Test Plans (ITP’s) to be prepared and records generated.

2.D.1.2 Timing

The PQP is to be prepared, reviewed and approved internally within 28 days of contract commencement. The ITP’s should be prepared 1-2 months ahead of work commencement or as required for submission under the contract. For early start activities the plans and associated checklists would need to be established sooner. Frequency - The PQP and ITP’s should be monitored continuously with a

structured review undertaken approximately every 3 months or at other intervals decided by the CM.

2.D.1.3 Participants: PM / Site Agent / PQR / Engineer / B.S. Engineer / Foreman /

Quality Manager 2.D.1.4 Distribution: All Participants + CM + Sub-contractors (ITP only) 2.D.1.5 Guidelines:

(1) The designated Quality Manager follows procedure QMS/05 to assist the PM

to prepare a draft PQP. ITP’s are prepared in accordance with QMS/07. (2) Where necessary the PQP shall be submitted for Client approval within the

time period specified in the contract. (3) Sufficient site copies should be available for general use or controlled copies

issued to staff involved. Appendix A – Sample of Project Quality Objectives

B – Sample of Project Quality Plan

"2D1_App

A_Q-Policy.pdf""2D1_App B PQP

Cover.doc""2D1_App B

PQP.doc"


2.D.2 Survey Quality Plan

2.D.2.1 Purpose

The review, approval and implementation of a Survey Quality Plan aims to help ensure that the required dimensional controls are achieved. The plan systematically identifies the planned resources, the procedures or methods to be adopted and the controls to be applied to the setting out and related survey activities. The plan also identifies the drawings and records to be established in the process.

2.D.2.2 Timing

The Survey Quality Plan should be produced by the responsible Senior Surveyor / Site Surveyor as soon as practicable after site handover with initial record drawings prepared and distributed to the relevant parties within 7 days after site handover. Frequency - At project commencement and reviewed and updated as

determined by the PM. Initial survey records at site handover with further records generated as the project progresses.

2.D.2.3 Participants: PM / SA / Engineer / Foreman / Surveyor / Setting Out Foreman

2.D.2.4 Distribution: Controlled copies to all Participants + Client Representatives

Master maintained by the Site Surveyor / Setting Out Foreman 2.D.2.5 Guidelines:

Survey drawings, plans and records shall clearly record all necessary survey data and information. Any deviations in dimensions, levels, design layouts or aspects are recorded and the Architect / Engineer notified for clarification before proceeding with the works. The initial record drawings shall include; a) Nearby Government survey control point / control station / bench mark b) Branch station extended from control point / control station and bench marks c) Site boundary points, boundary line bearings and distances d) Main gridlines bearings, main gridlines relative to boundary lines and building e) Existing features and as-built structures f) Deviations and off-sets of as-built structures from dimensions and levels

given on construction drawings g) Record photos with illustrations for easy reference

Appendix A - Sample Survey Quality Plan

B - Sample Pre-Computation for Setting Out "2D2_App B.pdf""2D2_App A.pdf"


2.D.3 Design / Temporary Works Submission Schedule

2.D.3.1 Purpose

The Design / Temporary Works Submission Schedule is a management tool for planning, monitoring and controlling the design submission and approval processes. This is achieved by scheduling the dates by which each detailed design package must be prepared and issued to enable works to proceed in accordance with the Master Programme and monitoring submission and approval status.

2.D.3.2 Timing

The Design / Temporary Works Submission Schedule is to be prepared within 7 days after contract award or at a period determined by the PM. Frequency - To be reviewed and revised as required or as of determined by

the PM

2.D.3.3 Participants: CM / PM / Site Agent / Engineer / Planning Manager / Planning

Engineer / Design Manager / Design Engineer / Temporary Works Coordinator / Relevant subcontractors

2.D.3.4 Distribution: All Participants + Client’s Representatives 2.D.3.5 Guidelines:

(1) The permanent and temporary works design requirements are generally

packaged in accordance with the construction sequence shown in the Master Programme although adequate consideration should be given to processing design approvals and consents and material orders where necessary. A Design / Temporary Works Submission Schedule is then produced to indicate the issue date for each design package.

(2) Requests for Information may be added to the Schedule or catalogued

separately for tracking queries and responses as decided by the PM.

(3) Reference can be made to procedure QMS/06 Temporary Works Design and Construction Control for further details.

Appendix Sample of Schedule

"2D3_App_Submission Sample (Queen

Ref.: GBCL/P/J2818/2D4_App B_Info Release Cut-off Schedule (Blank Form)-PSPrepared by: Mars Cheng

Date: 11 Dec 2001Revision: 0

Sheet: 1 of 1

{Project Name}CUT-OFF DATES SCHEDULE FOR INFORMATION RELEASE (PROVISIONAL ITEMS)

Ref. No.

Type of Information

Latest Issue of Info for

Coordination & Construction

Actual Issue Date

Subletting/ Sourcing Period

Initial Coordination

After Subleting

Submission & Approval of Shop Dwg's /

Samples

Material Fabrication/ Delivery &

Mobilization

Planned Start Date On Site

Remarks

PROVISIONAL SUMS

PRIME COST RATES


2.D.4 Design Information Release Schedule / Request for Information Schedule

2.D.4.1 Purpose

The purpose of the Design Information Release Schedule is to indicate the latest date required for issue of information by the Architect / Consultant to ensure construction works, including production of any shop drawings and material procurement activities, are progressed in accordance with the Master Programme. Requests for Information are raised to expand or clarify existing design information. The status of these requests may be added to the above schedule or catalogued separately for tracking responses as decided by the PM.

2.D.4.2 Timing

The Design Information Release Schedule is to be prepared and issued to the Architect / Consultant within 28 days after contract award or at a period determined by the PM. Requests for Information are issued when necessary following drawing reviews or at another times ahead of construction works. Frequency - Both type of schedules when adopted are to be revised and

updated monthly or as and when required to suit job requirements determined by PM

2.D.4.3 Participants: PM / Site Agent / Superintendent / Engineer / Sub-Agent / QS

2.D.4.4 Distribution: All participants + Managing QS / Client Representatives 2.D.4.5 Guidelines:

(1) On projects where all information is released upon commencement such a

schedule may not be applicable. (2) The Design Information Release Schedule / Request for Information Schedule

may also be included in the Contractor Report and can be discussed and updated at the regular Progress Meetings with the Architect / Consultant.

Appendix A - Sample Schedule of Information Required B - Sample Cut-Off Dates Schedule for

Information Release (Provisional Items)

"2D4_App A.pdf" "2D4_App B.pdf"


3.A.1 Site Diary 3.A.1.1 Purpose

A site dairy is to be completed to note the actual activities, quantities and types of different plant and labour resources and any issues affecting the site works. This information is necessary in order to ensure that an accurate and complete history of resources and events is available on record. The information is essential for proper verification and collation of daily progress reports, providing information on productivity and wastage, and for future reference in correctly interpreting actual site situations when assessing the sequence of past events that have influenced the project outcome.

3.A.1.2 Timing

To take these records throughout the whole project period Frequency - Daily

3.A.1.3 Participants: PM / Site Agent / Sub-agent / Foreman / T.A. / Cost Clerk

3.A.1.4 Distribution: Properly recorded and filed by responsible staff determined by

PM. No distribution is required. 3.A.1.5 Guidelines:

(1) Project manager shall establish a project specific cost code system among the

project quantity surveyor, the site agent / superintendent and the cost clerk. The cost code system shall be able to reflect the budget and costs for each construction element in the ERP.

(2) Capture and verify the actual resource expenditures by foreman/TA. (3) Record any events other than scheduled in the Site Dairies by the foreman/TA. (4) Combine all foremen’s site diaries to form the Site Diary for submission to the

Client/Engineer. Appendix Sample of Daily Record

3A1_App.pdf


3.A.2 Statutory / Submission Checklists

3.A.2.1 Purpose

The Statutory Submissions Checklist summarises the statutory applications, notifications, registrations, submissions, reports, certificates, permits and approvals required by the HKSAR Government Departments before undertaking and during the execution of typical works carried out by the company in Hong Kong. Use of the checklist helps ensure that the company discharges all its obligations within the prescribed timeframes.

3.A.2.2 Timing

Reference to the Statutory Submissions Checklist is to be made at contract commencement, during project mobilisation and initiation and then regularly during project execution and upon completion. Frequency - Completion of check items is to be reviewed and updated

during the Site Management Meetings or as determined by the PM.

3.A.2.3 Participants: PM / Site Agent / Engineer / Surveyor / Project QS / Planning

Engineer / HS&E Engineer

3.A.2.4 Distribution: All Participants + CM 3.A.2.5 Guidelines: ---

Appendix A - Sample of Statutory Submissions Schedule

3A2_App.pdf


3.B.1. Sub-contractor Initiation Meeting 3.B.1.1 Purpose

Starting from the time of award the purpose is to establish an effective working relationship between Gammon Skanska as the main contractor and/or employer, and the sub-contractor. This is achieved by setting out, explaining and ensuring a clear understanding of all the rules and procedures laid down for the proper execution of the subcontract work package within the whole project.

3.B.1.2 Timing

To be held within one week after confirmation of a subcontract award. Frequency - ---

3.B.1.3 Participants: PM (Chairman) / APM / SQS / PQS / SA / Responsible

Foreman / SO / HS&E Engineer / Building Engineer / Sub-contractor & his Site Representatives

3.B.1.4 Distribution: All participants 3.B.1.5 Guidelines: --- Appendix Agenda

"3B1-App_Subcontractor Initiation Me


3.B.2 Variations / Change Requests Control

3.B.2.1 Purpose

Most of our projects will receive variation orders (V.O.) issued by the Engineer/Client. These V.O.s are resulted from changes to the original Scope of Works specified in the Contract. More than often, changes have not been recorded or logged properly. In order to reduce the possible loses arising from recording changes, a systematic approach is required to screen all possible areas that may generate V.O.s

3.B.2.2 Timing

To conduct weekly review on the “request for Information”, “Instruction from Engineer/Client”, “Confirmation of verbal instruction” and the relevant responses as well as any observed changes during site walks. Frequency - Weekly review

3.B.2.3 Participants: PM / Site Agent / Engineer / PQS / Foreman

3.B.2.4 Distribution: --- 3.B.2.5 Guidelines:

(1) To properly register not only the date of issue but also the date of response of

the prime sources of V.O.s (e.g. “Request for Information”, “Instruction” issued by the Engineer/Client, CVL, etc).

(2) The site team shall conduct regular reviews of these documents and the

associated responses to ensure notification to the Engineer/Client are issued in the manner stated in the Contract.

(3) During weekly site walk carried out by the site team, any changes to the scope

of works shall be observed, discussed and recorded.

(4) Any impact on the programme or budget shall be verified by the PM who will then notify the Engineer/Client of these impact and any possible claims.

Appendix ---

a.

b.

c.

d.

e.

f.

g.

Acknowledged By

_______________________ ___________________________Project Manager Sub-contractor's Representative

Period of the Works :

Labour requirement :

For and on behalf of

Job No. :

Trade :

Sub-contractor :

Project :

Description of the Works :

Estimated Plant / Materials :

GSL Foreman's Remarks :

Relevant AI / other reference :

Appendix A

Location of the Works :

Gammon Skanska Limited

Instruction to Sub-contractor

Ref. No. : Date :

Contents


3.B.3 Sub-contractor Daywork & V.O. Control 3.B.3.1 Purpose

To provide controls to prevent labour being taken on or deployed without prior agreement and to issue instructions to sub-contractors in a standard format, any variation to the scope of sub-contracts shall be covered with “Instruction to Sub-contractor”.

3.B.3.2 Timing

To be carried out throughout the whole project period Frequency - In case of V.O. to sub-contractor

3.B.3.3 Participants: PM / Site Agent / Superintendent / Engineer

3.B.3.4 Distribution: CM + PM / PQS + filing 3.B.3.5 Guidelines:

(1) In the cases that any additional work to the sub-contractors is identified, the

relevant staff, the Foreman, the Site Agent/Superintendent or the site engineer shall complete a draft “Instruction to Sub-contractor” for the Project Manager’s approval.

(2) The duly completed “Instruction to Sub-contractor” shall contain detailed scope

of additional works and internally valuated and validated by the project quantity surveyor.

(3) Project Manager shall issue instructions formally (see attached form –

Instruction to Sub-contractor) to the sub-contractor for execution of the additional work. The Project Quantity Surveyor shall formulate the addendum to the relevant sub-contract and pass to the Commercial Manager for verification and incorporation into the ERP system.

Appendix A - Instruction to Sub-contractor

"3B3_App A.xls"


3.B.4 Daily Workers’ O.T. Control 3.B.4.1 Purpose

To control the additional expenditure incurred in undertaking overtime work through a process of review against limits established and through higher level authorisation of cases exceeding allowances made. This is also intended to help ensure that overtime is carried out on essential works only and during working hours permitted under law.

3.B.4.2 Timing

Project managers shall review the O.T. expenditures from the ERP everyday. However the specific controls described herein are applicable every 2 weeks prior to approval of the “Worker Time Entry”. Frequency - Daily

3.B.4.3 Participants: PM / Site Agent / Superintendent / Foreman

3.B.4.4 Distribution: CM + PM / SA / PQS / Cost clerk + ERP 3.B.4.5 Guidelines:

(1) Monitoring of O.T. expenditures

i. Project manager shall establish a suitable cost code system among the

project quantity surveyor, the site agent / superintendent and the cost clerk. The cost code system shall be able to reflect the budget of labour costs for each construction element in the ERP.

ii. In the cases of O.T. expenditure approaches the project manager’s pre-determined limits, he shall re-visit his planning of project execution and setup means to reduce / avoid any further O.T. working.

Appendix ---

工程項目名稱Project Name :

座數 Block : 層數 Floor:

材料名稱和型號 Description and Model No.

QS 量圖則計算每層數量 Quantity per floor Measured by QS

地盤實點每層數量 On-Site

Measurement per floor

每盒件數 Piece per Package

地盤批准每層實際上料完工數量

Approved Quantity per floor to be

位置 Location

Finishing Material Schedule (Per Floor)泥水判頭領用每層材料明細表

No :日期 Date :

承判商名稱工程項目名稱 Name of Sub-Contractor :Project Name :

致地盤管倉員To : GCL Site Storekeeper

玆申請領用下列之材料The requisited material(s) are listed as follows :-

項目位置單位數量Item Location unit Quantity

備注 Remarks :

Signed by Sub-Contractor's Signed by

Representative GCL Foreman 金門管工簽署 :

Signed by GCL Site Storekeeper

Appendix C

Description

地盤材料申領表Requisition Form for Material

摘要

地盤管倉員簽署 :

工程項目名稱Project Name :

用料位置 Location

型號 Model No.

顏色 Colour

尺寸 Size

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 TR UR

每層上料數量 Quantity

per floor

總共上料層數 Total No.

of Floor to be Distributed

單位 Unit

Appendix D

Floor 上料層數

Sub-contractor's Material Distribution Schedule判頭領用每層上料記錄表

Remark: Coloured box or tick indicates the material is distributed.備注 : 已填顏色或已的方格，表示該材料已分配在該層樓面。


3.B.5 Material Management and Waste Control 3.B.5.1 Purpose

All materials need to be controlled to minimise wastage and therefore costs. Concrete and reinforcement consumption needs to be monitored continuously to ensure meeting targets. Long lead in materials need tighter controls to help avoid delays to ordering, material shortages, material distribution errors, uncontrolled wastage or take off errors. Whilst Section 2.C.4 covers waste management in general, a consistent approach for tracking and control of finishing materials purchased and commonly distributed to subcontractors is shown on the flow chart attached as App A and has been defined under a Material Management Control System as summarized under 3.B.5.5.

3.B.5.2 Timing

To be carried out throughout the whole project period. Frequency - As required

3.B.5.3 Participants: PM / Site Agent / Superintendent / Engineer /Foreman / PQS /

Cost clerk / Storekeeper

3.B.5.4 Distribution: All related participants 3.B.5.5 Guidelines: Methods for Finishing Materials (Full copy of system available

from the Quality Management Department)

(1) Before ordering The materials being selected should be carefully considered in terms of technical and physical issues and overall costs. Normally detailed submissions are prepared but beforehand it is worthwhile to review proposals with the installation sub-contractors responsible as they can help establish likely problems, which may affect use and wastage. If colour/size variations are likely, it is be prudent to obtain a range of samples for submission. If mock-ups are required, the opportunity may exist to validate design, buildability and quality issues. (2) Ordering After approval, BQ quantities are reassessed based on the selected and approved materials/samples and the latest drawings, finishing door/ironmongery/sanitary ware schedules, tile pattern details and other relevant information. A wastage allowance for ordering is agreed which would not normally exceed the tender provision, a delivery schedule is worked out and any special packaging and handling requirement considered before processing the order. A ‘Finishing Material Schedule’ (see App B) is prepared according to the measured material quantities for each floor.


(3) Sample and Stores Control All approved samples are to be kept securely and labeled with the submission serial number. All materials on site should be stored in a designated area suitably protected and with access control. Offloading and handling is to be supervised and storage conditions maintained properly. Material distribution is controlled and recorded as Sub-Contractors need to complete a ‘Requisition Form for Material’ (see App C) for endorsement before the Storekeeper releases materials and records details into a ‘Sub-contractor’s Material Distribution Schedule’ (see App D). (4) Control of quantities for distribution To avoid over supply to areas, the required quantities inclusive of wastage allowance are calculated for each typical floor/area. The material consumption, wastage, breakage and quality are regularly assessed per floor/area to track and adjust the need and quantities for further orders. This monitoring helps to control excesses and defects and assists in recovering costs where appropriate. Prior to the cut off date for the last shipment the quantities will be reassessed before placing any further orders which must be done in time to allow for manufacture and inclusion in the last shipment without causing delay. (5) Introduction Meetings with S/C’s and Site Team on Approved Samples All approved samples and drawings should be presented to sub-contractors staff to make them familiar with the materials to be used, wastage assumptions and requirements and to ensure any misunderstandings are clarified. The means for future material call-off, receiving and material issue are made clear. Any particular installation requirements, method statements, proper means of handling, adhesive system, joint grout, cleaning, means of identification should be identified. Suppliers may be invited to attend meetings to introduce the work system and particular installation requirements. These preventive actions help avoid wastage and delay. (6) Co-ordination with Suppliers and Sub-contractors Set up regular communications with suppliers (sub-contractors to attend as required) to maintain contact and to monitor the shipment and delivery of materials to suit site progress. Hold regular progress meetings with subcontractors to review the site progress, workmanship and quality to control the works to as to minimise defective works and excessive wastage.

Appendix A - Material Management Process for Tiles, Ironmongery & Sanitary Ware B - Finishing Material Schedule (Per Floor) B2 - Sample of Finishing Material Schedule (Per Floor) C - Requisition Form for Material D - Sub-contractor’s Material Distribution Schedule

"3B5_App A.pdf" "3B5_App B2.xls""3B5_App B.pdf"

"3B5_App C.xls" "3B5_App D.xls"


3.C.1 Site Safety Working Cycle 3.C.1.1 Purpose

The intent of operating a Safe Working Cycle regime on site is to enhance the safety awareness, measures, systems and culture of all those engaged on the project in order to improve the working environment and safety performance.

3.C.1.2 Timing

The Safety Working Cycle can be a combination of daily, weekly and monthly routines. Frequency - The intervals are to be determined by the Project Manager

3.C.1.3 Participants: The Safety Working Cycle is to be led by the Project Manager,

HS&E Manager, HS&E Officer / HS&E Engineer or other supervisors appointed by the Project Manager. It is recommended that all workers and staff should participate,

3.C.1.4 Distribution: --- 3.C.1.5 Guidelines:

(1) The main concepts, recommended arrangements and procedures for

implementing the principles of a Safe Working Cycle are detailed in the Safe Working Cycle Handbook published by the Occupation Safety and Health Council. It is up to the Project Manager to assess those elements, which would most benefit his particular project and to actively implement them accordingly. Reference shall also be made to the requirements of the Health, Safety and Environmental Management System and Safety Plan.

(2) PM should provide sufficient training to staffs especially for those involved in

site supervision regarding the objectives and procedures of the site safe working cycle. PM could develop an evaluation system to collect the information and statistical record relevant to the policy.

(3) PM shall direct the workers / personnel to recruitment centre for receiving the

formal safety induction training so as to cater for the forthcoming legislation on workers’ registration and safety management policy.

Appendix Abstracts from the “Safe Working Cycle” Handbook

- Comparison of Safety Working Cycle with Elements of Safety Management System, P45-46

- An Overview of the Safe Working Cycle (Appendix 9)

3C1_App.pdf


3.C.2 ECI Claims Control 3.C.2.1 Purpose

To minimise employees’ compensation claims arising from injuries by keeping close track of the details, investigating selected claims and by introducing actions to eliminate the cause of actual and potential risks

3.C.2.2 Timing

Frequency As required

3.C.2.3 Participants: PM / HS&E Officer / SA / Superintendent / PQS / Insurance


(1) Methods

Follow the Workers’ Injury Risk Management (WIRM) Procedures to control the amount of injury claims. This is by ensuring that any of our employees /sub-contractor’s employees that do sustain a work related injury receive high level medical treatment and management of their injury at the earliest possible time in order to assist them to return to work at the earliest opportunity. (2) Project Management Controls (Refer also Box 5.C.1 Monthly HS&E Report) The PM will receive a monthly report providing details of each injury to individuals having site accidents during the preceding month and days of sick leave abstracted from the sick leave certificate. HS&E will also provide an updated summary table of the total EC Claims arising on each job including the individuals names and subcontractors involved and the number of sick leave days against each registered claim. PMs should enter the JDE system for details of accidents in the HS&E Module under HS&E \ HS&E Reports \ Accident Summary. It should be noted that costs arising from any accident claims will be charged to the relevant project.

Use the information provided to control further accidents by discussing each case during safety meetings, determining likely causes of accidents arising and working out actions to be taken to avoid recurrence of similar events. Also review sick leave claims that appear exceptionally long based on the nature of the reported injury. Any suspicious cases shall be highlighted to the HS&E Department for referring to the insurance company for investigation and / or further action.

Appendix ---


3.C.3 Refuse Disposal Control 3.C.3.1 Purpose

To establish an effective system for refuse collection and disposal thus ensuring good housekeeping and hygiene, health and safety. Effective control also includes keeping track on costs and where possible to reduce the volumes of refuse arising by good planning and by adopting recycling where practicable.

3.C.3.2 Timing

To be carried out throughout the whole project period Frequency - ---

3.C.3.3 Participants: PM / APM / SA / Superintendent / Foreman


(1) Methods

The PM shall identify appropriate Refuse Disposal Control measures prior to project commencement and shall also periodically review the effectiveness of the measures set and provide for continuous improvement. Details of specific controls are normally incorporated into the Environmental or Waste Management Plans described under Boxes 2.C.3 and 2.C.4 respectively.

(2) Refuse Disposal Control Measures

a) Enforce sub-contractors obligations to collect and deliver their own rubbish to a

designated collection point daily. b) Use wheeled bins to remove rubbish via lift / hoists and not bamboo baskets. c) Keep accurate records (allocation sheets, foreman’s site diary, photographic

evidence) of rubbish clearance for any necessary contra-charging purposes. d) Minimise waste production by using system formwork, precast items, etc. e) Make use of Safety Working Cycle to encourage proper refuse collection and

regular cleaning and disposal. f) Wherever possible, use truck handled waste skips under rubbish chutes. g) Ask concretors to dispose of waste / spilled concrete before it hardens. h) Regularly clear refuse accumulated at designated collection points. i) Ensure all refuse trucks are fully loaded when leaving site.

Appendix ---


3.C.4 Anti-II Control 3.C.4.1 Purpose

The employment of an illegal immigrant/worker by GSL and all GSL appointed sub-contractors including sub-sub-contractors of all tiers for the purpose of any contract works in conjunction to the project is strictly prohibited. Anti-II checking is carried to minimise the risks of illegal immigrants from working and trespassing on our sites and to ensure compliance with the law.

3.C.4.2 Timing

To be carried out throughout the whole project period Frequency - As shown in guidelines

3.C.4.3 Participants: Security officer / All site staff + Sub-contractors


Various actions are recommended and details will be included within the applicable Security Plan. The following checking methods are typical. In all cases, records shall be maintained to demonstrate that we are executing strict controls and monitoring compliance.

a) Daily Random Check

Foremen or supervisors carry out identity checks of the workers or personnel found on site. Each day checks shall be made on different trades, e.g. Carpenters, Steel fixers and others.

b) Anti-Illegal Workers Raids These are to be carried out by an independent security firm preferably twice a month. Exact frequency of these raids shall be reviewed from time to time and decided by the project manager.

c) Surprise Check Carried out monthly by the Site Management such as Site Agent / Foreman at random. Records of personnel checked have to be kept.


d) Working Pass System / Green Card Control All workers including subcontractors’ personnel shall be registered within the centralized “Worker Registration System” prior to working on site. A working pass will be issued to each worker whose identity has been checked that he / she is confirmed to be legally permitted to work in his / her trade in Hong Kong. Only personnel who hold a site working pass and valid Green Card are permitted to enter the site.

e) Sub-Contractor’s Responsibilities

The Project Manager shall take measures to ensure that all Sub-contractors verify that their employees and any visitors, including their suppliers, are under legitimate employment and abide by site access and Working Pass requirements.

f) Verification of HKID and CITA Cards

GSL has published a guideline in verification of HKID Card and Green Card. The guideline is attached in appendix (A) and interpretation of various codes of the newly introduced smart ID card are posted in the Immigration Department wed site at www.immd.gov.hk.

Appendix A - Guideline in verification of HKID Card and Green Card

Illegal LabourIS NOT ALLOWED

"3C4_App A.doc"


3.D.1 Quality Control 3.D.1.1 Purpose

To establish a system whereby the quality of materials, equipment and works carried out is defined and standards are monitored and controlled to ensure all requirements are met consistently from project commencement to completion of the maintenance period. The system of control shall be based on the Quality Management System, as summarised under the guidelines below, contract requirements and if applicable, the Detailed Site Safety Supervision Plan and Quality Supervision Plan.

3.D.1.2 Timing

To be carried out throughout the whole project period Frequency - Daily

3.D.1.3 Participants: PM / All site staff + Sub-contractors

3.D.1.4 Distribution: --- 3.D.1.5 Guidelines:

(1) Planning

The controls to be applied, methods of verification, checklists to be used, acceptance criteria and responsibilities are planned before commencement of activities. Plans include the necessary material submissions and approvals, mock up approvals, tests and compliance checks against manufacturers’ recommendations and / or method statements. Plans are documented in accordance with Quality Management System Procedure QMS/07 Preparation of Inspection and Test Plans (ITP’s).

(2) Control of Materials Quality Quality is achieved by following a process of technical review, submission and approval, requisition, verification of materials and products off site, factory tests and incoming inspections or tests before incorporation into the works. After delivery the control process continues with proper handling, storage, protection and use. Those materials which are subsequently processed, manufactured, cut up, bent or mixed on site such as plaster, adhesive, grout, timbers, pipes, ducts and steelwork will be subject to further quality controls.


(3) Control of Construction Quality Quality is achieved by applying positive measures to ensure works are executed using accepted materials and practices and in compliance with agreed methods and procedures. Communication of requirements and supervision ensures understanding. Checks are carried out at predetermined points defined under each ITP. Checklists may be used to facilitate the process by identifying key aspects to be verified and signed off. Inspections and/or tests are often conducted in conjunction with and subject to acceptance by consultants. (4) Everyone should check quality There are many other opportunities for project team members or other staffs to identify actions to improve quality on site which may arise during site walks, visits or audits. Subcontractors should also be involved with inspections of works and completion of checklists. In such cases checks will be conducted according to an agreed ITP. It is still necessary however to establish that the subcontractor is carrying out this role effectively and to maintain a degree of scrutiny to ensure consistent implementation.

(5) Control of Poor Quality Works and Materials

Defects and issues identified during inspection & testing and other visits including those from the Client are identified and immediately resolved on the spot or brought to the attention of project management for review and resolution. Corrective actions shall be initiated for those cases where we can identify opportunities to avoid repeating the problem. Non-conformance Reports shall be used to record the causes, approvals, actions taken and costs involved. Follow-up rectification measures shall be planned and if necessary approvals obtained before remedial work is undertaken. Such works shall be closely supervised and check off to ensure compliance with agreed repair methods.

(6) Review of Quality Controls

The levels of control shall be under constant review to ensure they are suitable and effectively achieving the desired results with the resources available.

(7) Further Reference

QMS Manual and Procedures, PQP, ITPs, specifications, DSSP and Quality Supervision Plans (if any).

Appendix ---


3.D.2 Setting Out Check and As Built Record Control 3.D.2.1 Purpose

a) Minimise or eliminate any human or instrument errors b) Ensure the works are constructed to the correct setting out c) Allow early action to rectify any incorrectly positioned works d) To minimise the accumulation of setting out errors e) To raise the awareness of the production team

3.D.2.2 Timing

As shown in the Guidelines below Frequency - To suit progress of work

3.D.2.3 Participants: PM / SA / Superintendent / Surveyor / Operation staff


(1) All setting out dimensions either on drawings or set out on site should be

checked in one way or another to ensure there are no discrepancies or conflicts with the original design and to minimise as much as possible both human error, design errors, instrument errors and inaccuracies arising from setting out methods and environmental conditions prevalent at the time of setting out.

(2) As-built checks should also be conducted during construction and records

made to show the built dimensions to conform to the various construction tolerances. As built drawings should be prepared as far as possible during the construction process and finalised upon completion. Such records are normally required to be submitted to the client at the project completion.

(3) For each surveying session, additional control points shall be incorporated for

verification of the fieldwork. In addition, a copy of the surveyor’s fieldwork data shall be maintained for quality checking purposes. Chief / Senior surveyors shall from time to time perform routine checking of the surveyor’s fieldwork data to ensure the quality of the surveying work.

(4) Methods

a) The main reference points should be checked from government stations at

Site Handover Stage or as soon as practicable after commencement. Any deviations must be verified and clarified immediately.


b) Before construction the setting out dimensions on drawings should be

checked by the Surveyor / Foreman / Site Agent or Engineer. Any discrepancy should be reported and clarified.

c) During construction the Site Agent / Engineer / Project Manager should

highlight all critical dimensions and establish checkpoints prior to and after concreting or installation ensuring structures are built and elements fitted within the specified tolerances. Communication systems on site should be in place to immediately make the PM aware of any works that have been built / installed outside the permitted tolerances. The checks considered necessary are normally itemized under the relevant Inspection and Test Plan.

d) The reasons why an installation is out of tolerance should be determined and

actions taken to prevent recurrence. Rectification would normally be carried out when a remedial solution is confirmed and before any subsequent construction / installation.

Appendix ---


3.D.3 Drawing Registration and Tracking System 3.D.3.1 Purpose

Project Managers shall ensure their project teams adopt a systematic method of drawing registration and status tracking so as to allow effective and efficient registration, distribution, management and reporting on all drawings received and issued including part-copies. The same principles apply to other project documents.

3.D.3.2 Timing

During the tender stage or at project commencement, PM shall determine which system is to be adopted for the project. If the Drawing Registration and Tracking System is selected, he shall make arrangements with IT for installation of relevant software and for subsequent operator training. Alternative arrangements will be necessary for other options. Frequency - Regularly

3.D.3.3 Participants: PM / Engineer / Responsible staff appointed by PM


(1) Methods

(a) The Project Manager needs to assess the contract requirements, anticipated volumes of documentation to be generated during the project based on the work complexity and duration against the benefits of the various systems currently being used within the company to select that which may be best suited to his project. These vary from simple spreadsheets using standard software to more specialized applications requiring additional licenses.

(b) The Drawing Registration and Tracking System described herein is one

system that has been developed in-house for building projects. The system is designed to apply to all drawings received and issued in connection with the project. It will assist in the production of drawing status reports and transmittals.

Appendix A - The Drawing Registration and Tracking System Summary B - Flow Charts

- Drg. No. 1: Drawings from Consultant for Issue - Drg. No. 2: Drawings from Subcontractor for Review

"3D3_App A.pdf" "3D3_App B (Drawings 1 & 2).xl


3.D.4 Shop Drawing Quality Control 3.D.4.1 Purpose

In order to better control the quality of shop drawings produced by subcontractors, a systematic method of checking their content and providing feedback should be introduced to ensure drawing standards are consistent and meet requirements so as to improve the chances of approval when making submissions. Shop drawings that consider the process and go beyond copying consultants details, may also reduce errors and delays from arising during fabrication and installation thereby improving output and product quality.

3.D.4.2 Timing

Checklists should be completed when drawings are first reviewed and any comments should be incorporated before submission for consultant approval. Frequency - Regularly

3.D.4.3 Participants: PM, APM, SA/Superintendent, Engineers, Sub-Agents and

Foreman would normally be involved in reviewing shop drawings as determined by the PM


(1) Method

(a) The attached checklists have been prepared as a guideline to identify

all typical items that may be considered relevant for checking different trade shop drawings. For mechanical and electrical disciplines reference can be made to the Building Services Manual for further details.

(2) The degree of detail and checking will depend on the nature, complexity and

importance of the work involved.


Appendix Checklists are enclosed for the following shop drawing

categories: SD/01 Plumbing and Drainage, Fire Services, Electrical and

Lifts & Escalator SD/02 Metal Work SD/03 Window SD/04 Fire Related Enclosures SD/05 Structural Steel SD/06 Formwork / Falsework SD/07 Curtain Walls, Glass Walls, Suspended Ceiling

Systems SD/08 Carpentry, Joinery and Ironmongery SD/09 Metal Roofing and Roof Drainage

"3D4_App - SD01 Checklist for P&D, F

"3D4_App - SD02 Checklists for Metal

"3D4_App - SD03 Checklists for Windo

"3D4_App - SD04 Checklists for Fire R

"3D4_App - SD05 Checklist for Structu

"3D4_App - SD06 Checklist for Formw

"3D4_App - SD07 Checklist for Curtain

"3D4_App - SD08 Checklist for Carpen

"3D4_App - SD09 Checklist for Metal R


4.A.1 Site Management Meeting 4.A.1.1 Purpose

This meeting is to review the status of different factors affecting the project throughout the contract life to help maintain good communications within the site team and ensure timely decisions on actions and priorities. Prior to the meeting monitoring data is collected or updated by responsible team members in order to accurately report the current situation in the areas of safety and environment, quality, progress, technical areas, procurement, commercial matters and other relevant factors.

During the review issues of concern will be discussed to determine the best course of action and team members will be assigned actions to take as necessary to correct, prevent, control or improve deviations or potential problems envisaged. The project team use the meeting to look ahead at future works and issues in order to make preparations to ensure efficient and effective management control. A copy of the suggested Agenda of the meeting is enclosed.

4.A.1.2 Timing

This meeting is set up in order to best cope with the changing nature of the work and management issues affecting the project. Frequency - To be determined by PM

4.A.1.3 Participants: This meeting is to be chaired by Project manager and / or the

Contracts Manager / Construction Manager may attend if necessary. The PM will designate the key members to attend this meeting.

4.A.1.4 Distribution: All participants 4.A.1.5 Guidelines: ---

Appendix Agenda

"4A1_App_Agenda (Site Mgt Meeting


4.A.2 Interim Milestone Review Meetings 4.A.2.1 Purpose

These meetings are convened before reaching key project milestones to provide a forum for focused attention on all relevant issues associated with achieving the milestone. The reviews are intended to enhance communication amongst personnel in-charge, Employer, Engineer & Architect when necessary, sub-contractors and operatives to smooth out any conflicts and misunderstandings. Discussions will center around the detailed scope of works of each trade, the identification of work interfaces, the setting up of coordination links, the review of applicable procedures, the need for milestones amendment, the detailed programme of work, consideration of commercial issues that may influence the outcome, or further items deemed relevant or arising from other reviews.

4.A.2.2 Timing

Meetings will be held before commencement of each phase of works. Frequency - by stage

4.A.2.3 Participants: These meetings are to be chaired by the Project Manager or his

/ her deputy. The PM will designate the key site staff and sub-contractors to attend these meetings as indicated under the attached guidelines.

4.A.2.4 Distribution: All participants 4.A.2.5 Guidelines:

(1) The Project Manager will take the leading role during these meetings to

coordinate all parties involved in the interfacing work between phases and in making decisions. Works will be sequenced according to the latest programme however adjustments, and fine-tuning may be necessary to overcome unavoidable situations. Guidelines for each review are provide under the Appendix.


Appendix Guidelines for Interim Review Meetings

1. Piling Handover Meeting 2. Substructure Commencement Meeting 3. Reinforced Concrete (RCC) Structure Commencement

Meeting 4. Finishing Commencement Meeting 5. Top Out Meeting (for high-rise building projects) 6. Pre ‘Occupation Permit’ Meeting (for projects under BD) 7. Handover Meeting

"4A2_App 1.doc" "4A2_App 2.doc" "4A2_App 3.doc"

"4A2_App 4.doc" "4A2_App 5.doc" "4A2_App 6.doc"

"4A2_App 7.doc"

Complete 1 trade before next trade starts

Appendix B QS SITE WALK

TOPICS NOTED

POSSIBLE EXTENSION OF TIME ENTITLEMENTS RESPONSIBLE PERSON

List significant critical Activities in Delay (as observed) List As Built Status of the critical Activity Item 1 ____________________ Description

Period of Delay Reason for Delay (Consider planned / actual sequence) Effect (Time)

Effect Cost Records to be kept (What Records / By Whom) Further Information to be obtained / Checked (What Information? / By Whom)

POSSIBLE RECOVERY OF ADDITIONAL COST / LOSS & EXPENSE (ie. Claims / VO’s) (Refer to check list in attached guideline) Item 1 Description

Records to be kept (What Records / By Whom) Further Information to be Obtained / Checked (What Information / By Whom)

Any Other Reasons to Approach Possible Claim

OBSERVATION FOR POTENTIAL SAVING IN COST (eg. Housekeeping, Poor S/C Performance, Low Productivity, S/C not meeting his Obligation) Item 1 _______________

Description of Item Identified Proposal for Saving Implementation / Follow Up Action

Pages ___ to ___

Contract Title: Contract No:

Date: Names QS

Operations

Current Contract Programme (CP) Original Contract Completion Date(Ref _____________)

Total Contract Period (Weeks) EOT Presently Granted (Days)Current Week No Present Contract Completion DateContract Weeks Remaining

Current Works Programme (WP)(Ref______________)

Current Week NoLikely Completion DatePlanned Weeks RemainingDelay Exposure

As Built Programme Updated to Week No___(Ref ______________)

Other Information

GAMMON SKANSKA FORMAL SITE WALK REPORT FORM

Observations / Comments / Follow up actions

Form\QS Site Qalk.xls


4.B.1 Monthly Commercial Meeting 4.B.1.1 Purpose

To review all commercial matters related to the project, including programme, NOD’s, EOT’s, claims, potential delays, resources, site walk issues, risks and opportunities, budget forecast, outstanding information, V.O.’s and costs associated with defects.

4.B.1.2 Timing

To be held after contract commencement (to be determined by PM) Frequency - weekly, biweekly or monthly (to be determined by PM)

4.B.1.3 Participants: CM (Chairman) / PM / APM / SA / Commercial Manager / MQS /

PQS / QS / Contract Administrator / Engineer

4.B.1.4 Distribution: --- 4.B.1.5 Guidelines: ---

Appendix A - Monthly Commercial Meeting Agenda B - QS Site Walk C - Formal Site Walk Report Form

"4B1_App A_Agenda (Monthly

"4B1_App B QS Site Walk.doc"

"4B1_App C.xls"


4.B.2 Sub-contractor Meeting 4.B.2.1 Purpose

To maintain a regular dialogue between project team and subcontractors on all project related matters including site safety & environmental issues, quality matters, interfaces and coordination, work mobilisation and site progress, commercial issues and other areas deemed necessary.

4.B.2.2 Timing

To be held after the Subcontractor Initiation Meeting Frequency - weekly, bi-weekly or monthly (to be determined by the PM)

4.B.2.3 Participants: PM (Chairman) / APM / SA / Engineers / Q.S. / Safety Officer /

HS&E Engineer / S/C’s Representatives

4.B.2.4 Distribution: --- 4.B.2.5 Guidelines: --- Appendix Agenda

"4B2_App_Agenda (SC Meeting) .doc

Selection, Assessment and Performance Monitoring of Suppliers (checking point) Appendix C

Poor Fair Average Good Excellent1……………………….2 3……………………….4 5……………………….6 7……………………….8 9……………………….10

1 Product Quality

Consistently unable to comply with specified requirement

Some specified requirements not achieved without significant rework or acceptance of waivers/deviations

Generally meets specified requirements. Any waivers/deviations acceptable to Contractor.

Meets specified requirements. No Waivers/deviations

Meets specified requirements. Has capability to exceed requirements, if required

Many deficiencies only identified and resolved as a result of significant Contractor intervention.

Contractor intervention

occasionally required to

identify and resolve

deficiencies not

detected internally.

Non-compliances detected by own system and repair/rework effectively addressed. No consideration of improvement process.

Active in identifying and

resolving problems and

implementing

improvements, with

Contractor input

Proactive in identifying

and resolving problems

and implementing

improvements, without

Contractor input

2 Compliance with Agreed Delivery Schedule

Late delivery and execution requiring significant intervention by the Contractor resulting in major costs and delays to the overall project

Delays to delivery and execution. Contractor incurred some costs

Achieved agreed delivery dates with limited Contractor intervention

Completed on schedule without Contractor intervention

Pro-active in demonstrating excellent planning & delivery control. No intervention necessary by the Contractor.

3 Co-operation /Attitude

Poor response to enquiries and clarifications, frequent intervention needed by Contractor.

Slow to respond to enquiries and clarifications necessitating occasional Contractor intervention to expedite activities

Responds adequately to enquiries and resolution of clarifications.

Good and timely response to enquiries and clarifications

Excellent and prompt response to all enquiries and clarifications.

4 Delivery logistics

Documentation (e.g. shipping advice, delivery schedules not usually provided, even after repeated requests.

Not all Documentation ( e.g. shipping advice, delivery schedules) produced even after prompting. Frequently documentation is irrelevant.

Documentation (e.g. shipping advice, delivery schedules) produced with some prompting. Problems with clarity /applicability.

Precise and meaningful documentation (e.g. shipping advice, delivery schedules) produced after some prompting

Meets specified requirements. Has capability to exceed requirements, if required.

5 HS&E Issues

Obvious lack of commitment from management for developing and promoting a safety culture.

Limited commitment by management to develop and promote a safety culture throughout the organization

Management shows commitment to develop and promote a safety culture but needs guidance.

Can clearly demonstrate a commitment to the development of a positive Health & Safety Culture.

Safety culture is well development with management demonstrating a positive commitment to Health & Safety continuous improvement.

Negligent or disinterested. Poor working practices likely to cause pollution.

Poor level of pollution prevention. Not fully compliant with legislation

Minimum input to comply with main contractor's basic requirements

Good level of pollution prevention. Proactive and fully complaint with legislation and main contractor's requirements.

High level of pollution prevention. Excellent practices. Fully complaint. Proactive and supported by central resource.

Selection, Assessment and Performance Monitoring of Suppliers (checking point) Appendix C

Poor Fair Average Good Excellent1……………………….2 3……………………….4 5……………………….6 7……………………….8 9……………………….10

6 Technical Submission & Coordination Capability

Offers poor technical backup

Has limited technical backup and require close supervision

Has sufficient technical capability to carry out the work without close supervision

Good technical backup and can offer alternative solutions

Good technical backup and consistently offers alternative solutions with savings

Never meets deadlines Generally meets deadlines but needs chasing.

Mostly meets deadlines with some chasing.

Rarely fails to meet deadlines except in extreme circumstances.

Consistently always meets deadlines in any circumstances.

7 Packing and Protection

Inadequate packing and protection provision lead to damage of goods.

Limited packing and protection provision provided

Adequate packing provided for general protection of the goods

Sufficient packing helps to protect the goods better

More than expected ?


4.B.3 Vendor Performance Review 4.B.3.1 Purpose

The systematic on-going evaluation of the performance of vendors engaged on different projects against set criteria facilitates communication relating to actual capabilities. Performance results are used in comparing and selecting preferred partners, when determining the need for suspension, delisting or improvement actions. Proper use of such feedback should lead to reduce risk of engaging poor performers who fail to meet requirements, and lead to improve overall performance by use of more capable organizations. Guidelines for vendor appraisal reporting executed on the ERP are given below. With this platform performance data, including latest subcontractor safety results, can be accessed for review at any time.

4.B.3.2 Timing

Frequency - To be determined by Procurement Manager

4.B.3.3 Participants: To be led by PM, APM, SA/Superintendent in conjunction with

Engineers, Sub-Agent, Foreman

4.B.3.4 Distribution: Results will be returned to the Procurement Manager 4.B.3.5 Guidelines:

1) The performance of selected subcontractors and suppliers on each site is

reviewed regularly on a company wide basis in addition to regular project reviews. The procedures and criteria for each company wide review are set by Procurement and prompts sent to PM’s for selection of significant vendors and entry of performance ratings via the ERP using the JDE. The steps are illustrated in the Appendices below.

2) Following data entry vendors overall performance call be viewed using the JDE.

Appendix A - Appraisal Business Process. doc Part 1 : Vendor Appraisal Entry Part 2 : Vendor Appraisal Approval B - Appraisal Dump Screen. doc C - Vendor Indicator. xls

D - Vendor Appraisal – Performance Factors. Doc

"4B3_App A

Appraisal business p"4B3_App B

Appraisal Dump Scr"4B3_App C

Vendor indicator .xl"4B3_App D

Vendor Performanc


4.B.4 Staff Gathering 4.B.4.1 Purpose

To provide an informal environment for all the site staff to share their views on all areas and also to improve communication links amongst site management, operatives and others. To encourage participation gatherings should be held regularly in an informal atmosphere and any notable outcomes or useful ideas should be handled and followed up properly to demonstrate that views are taken into account.

4.B.4.2 Timing

As determined by PM Frequency - Occasional

4.B.4.3 Participants: PM / All site staff

4.B.4.4 Distribution: --- 4.B.4.5 Guidelines:

(1) Gathering should be initiated by Project Manager and organised by a

Committee. (2) Committee should be formed with all levels including PM, SA, Engineer, Site

Administrator or Site Clerk. (3) The frequency of gatherings is determined by the committee but should not

normally be more than 2 months. (4) Each gathering is recommended to have a Theme to pass any added value

messages to all staffs. (5) Gatherings should be informal and in the form of a BBQ, buffet lunch, dinner or

similar. (6) A run down for each gathering is recommended as follows:-

(i) Brief the past months performance in areas of Safety, Environmental

issues, any awards, etc. (ii) Brief any new company policy change.


(iii) Presentation by others on topics relevant to the Gathering Theme (Encourage young engineers to carry out the presentation and not required to be done in a formal style).

(iv) Social talks.

(7) Summarise and conclude any findings.

Appendix ---


4.C.1 Monthly Site Safety Committee Meeting 4.C.1.1 Purpose

A Site Safety Committee will be set up in accordance with the project Safety Plan or Contract requirement in order to review the implementation and performance of the safety management system on site. During the meeting the Safety Officer will generally report on the safety conditions on the site including the results of physical inspections and safety records. He will also report on training conducted, risk assessments and other relevant issues. The Committee discusses the matters reported and areas of concern to determine actions necessary in order to maintain good safety standards on site and/or to make improvements where necessary.

4.C.1.2 Timing

To be held throughout the whole project period Frequency - Monthly or in accordance with contract requirement

4.C.1.3 Participants: PM or his/her deputy (Chairman) / SA /Area Foreman / HS&E

Officer / Sub-contractor’s representatives / Other relevant parties (The participants are highlighted on the enclosed agenda)

4.C.1.4 Distribution: All participants 4.C.1.5 Guidelines: ---

Appendix Agenda

"4C1_App_Agenda (Monthly Site Safe


4.C.2. Internal Safety Audit 4.C.2.1 Purpose

Internal Safety Audits are carried out in accordance with the F&IU (SM) Regulations and OHSAS 18001 HS&E management system to independently monitor the effectiveness of system implementation. Audits also serve to enhance safety awareness and through the implementation of actions and recommendations arising can improve the overall effectiveness of the site safety management system.

4.C.2.2 Timing

For projects over $100M or 100 people, Safety Audits must be carried out within 6 months of project commencement and not longer than 6 months intervals thereafter or in accordance with contract and/or Statutory requirements. For other projects the time and frequency of audits to be undertaken in accordance with the HS&E management system, contract or statutory requirements. Frequency - Not longer than 6 months or according to contract / statutory /

company requirements

4.C.2.3 Participants: Registered Safety Auditor (F&IU audits), Internal Auditor, + Site

Agent / Superintendent / Foreman / Sub-contractor Representatives / SO / HS&E Engineer with the presence of the PM or APM.


(1) Audit Administration

Safety audits are usually conducted using staffs who are not directly involved in the project. Audit procedures are described under the HS&E Management system Procedure HSEMSP - 13.

Appendix Template of Internal Safety Audit Report used by HS&E

Department under the F&IU. (for reference only)

"4C2_App_Sample Audit Report.doc"


4.D.1 Quality and Environmental Audits 4.D.1.1 Purpose

Internal Audits are conducted to monitor the implementation and effectiveness of the quality and environmental management systems. They also serve to demonstrate internal control for certification purposes or to fulfil contract requirements. Audit results can be used to assess performance and identify areas for improvement. The Certification Body and some Clients also conduct system audits.

4.D.1.2 Timing

Internal Audit Schedules are published by the Quality Management Dept / HS&E Dept and distributed during the year. Audit plans are coordinated with contract and regulatory requirements and occasionally separate project audit schedules are also developed. The exact timing of each audit is checked with projects beforehand to minimize inconvenience. Frequency - Typically audits may take place every 3 to 4 months

4.D.1.3 Participants: PM / SA or Superintendent / HS&E Engineer / Quality

representative.


(1) The scope of internal audits and selection of auditors is determined by the Group HS&E Manager or Group Quality Systems Manager as appropriate. Safety audits are carried out as described under Box 4.C.2. Internal Quality Audits are conducted according to Corporate Quality Management System Procedure QMS/11 whereas Environmental Audits are carried out according to HS&E Management System Procedure HSEMSP-13.

(3) The PM is to ensure suitable resources are made available to facilitate the

audit process. Upon completion of each audit the observations, non-conformances and improvement opportunities are reported. Corrective actions are usually assessed with the assistance of the auditor and included in the report. All actions arising are followed up and the status is of completed or overdue actions is subject to management review.

Appendix A - Internal Quality Audit Report (Abstract)

B - Environmental Audit Report (Abstract)

"4D1_App A.pdf" "4D1_App B.pdf"

Monthly Project Progress Report

Progress status:

Overall progress position as at report date: +/- days

Anticipated Contract Completion date

Current Agreed Master Programme Ref:

Reasons for delay:

Progress notes:

Client:

Consultant/architect:

Project Number: Report date:

Project Title:

Contracts Manager: Contract commencement:

Contracts Director: Date of award:

Senior QS: Duration: 0

Project Manager: Contractual completion:

EOT applied (Y/N)

Monthly milestone/

critical activity

Description +/- days EOT granted (Y/N)

Planned progress

Actual progress


5.A.1 Monthly Progress Report 5.A.1.1 Purpose

To accurately assess the current position of work done on the project and give a brief overview of the commercial position. It should report the status with reference to the applicable Master Programme and budget. The report shall highlight any key issues that might affect the success of the project including any planning, quality, commercial or HS&E issues that the site management consider relevant.

5.A.1.2 Timing

The report should be submitted to the Head Office by the Project Manager before the 5th of each month for consideration and incorporation in the Green Book for senior management circulation Frequency - Monthly

5.A.1.3 Participants: The PM may prepare the report himself or chose to delegate as

appropriate on the individual project

5.A.1.4 Distribution: CM / Senior Management 5.A.1.5 Guidelines:

(1) The content should be agreed with the relevant Contracts Manager to suit the

individual project requirements. Please find an attached sample report as guideline.

Note: Monthly Progress Reports prepared and submitted to Clients may differ from

internal reports in terms of format, content and detail.

Appendix Sample – Monthly Progress Report

5A1_App.xls


5.A.2. Bi-Monthly Operation Meeting 5.A.2.1 Purpose

This meeting serves as an overall performance update and communication bridge-over between the senior operations management, supporting functions and site staff. Items arising from the discussions may need to be conveyed to Project Managers at site level and to functional staff to seek views, reinforce policies, implement actions or avoid misunderstandings.

The purpose of this meeting is to discuss operation issues giving a perspective view on key matters that might affect the successful execution of site works.

5.A.2.2 Timing

To be decided by the top management Frequency - Bi-monthly

5.A.2.3 Participants: Director of the respective Sector of Work / Department Heads /

Contracts Managers / Construction Managers

5.A.2.4 Distribution: --- 5.A.2.5 Guidelines: ---

Appendix Agenda

5A2_App.doc

Executive Summary - Financial

Contract Information Contract Number:Contract Commencement Contract Title:Contract Completion Client:Contract Period (days) 0 Director:Time Elapsed (days/%) / Contracts Manager:Cum. Value Achieved (Value/L. Fcst) #DIV/0! Project Manager:Time Remaining (days/%) 0 / Senior QS:

Tender Budget Cumulative-to-DateContract ValueContract GPProfit Margin #DIV/0! #DIV/0!

Claims Income Risks & OpportunitiesTotal Amount SubmittedLess : Amount Agreed - Outstanding -

EOT & LD ExposureDelays (days) -

EOT Required (days) - EOT Granted (days) - Outstanding (days)

LD Exposure (per day) Note: GD applies

Total Exposure -

LD Provision -

Current CumulativeMonth to-Date

Latest Application/Application No. / 20

Certified Value/Certificate No. / 19

Internal Valuation (to date)

Total Costs

Gross Profit/Loss - -

Cash Position %on

Cash Receipt TO

Internal Valuation -

Less : WIP Uncertified Value - #### Contract Receivable #### Retention Receivable #### -

Add : Certified MOS -

Total Cash Received -

Cash DisbursementTotal Costs - Less : Provision & Accrual S/C Provision #### Defects & Others Prov #### Retention Payables #### Other Payables #### -

Add : MOS & Deferred Advance to S/C - -

Total Cash Paid Out -

Working Capital Requirement -

Net Cash Surplus/(Deficit) -

Latest Forecast

#DIV/0!

Gammon Construction Limited Contract Title :

Claims and Disputed Item Schedule Job No. :

[All amounts are in HK$'000] Period end date :

Certifications made GrossMonth Cumulative Claims

Date Value in Submission Value to Value to taken Claim No Description Notified Application Date Value Gross Others Gross Others in Value

[A] [B] [C] [D] [E] [F] [G] [H] [I] [J] [K]

-

Totals : 0 0 0 0 0 0 0

Printed on : 9/20/2014 @ 1:56 PMPrepared on 21 June 2000 Page No. 1/1 Location : P\Mgt Report\Report to RB\5B1_App 2_Claim and Dispute Item Schedule (Blank Form)\Claims & Disputed


5.B.1 Monthly Financial Report 5.B.1.1 Purpose

This report is prepared to provide the required information on the financial performance of the project for the period, the cumulative performance since commencement and the projected financial outcome. The report is intended to summarize the liabilities, exposures, risks and opportunities for control purposes

5.B.1.2 Timing

As required by the Commercial Manager, MQS and CM Frequency - Monthly

5.B.1.3 Participants: Prepared by the Project QS as required. The PM needs to be

familiar with key numbers and anomalies regardless of reporting

5.B.1.4 Distribution: All data is available within JDE for ad hoc inspections by

interested parties 5.B.1.5 Guidelines:

The content of this report may vary depending on the project requirements. Below is an example of what is recommended to submit and review on a monthly basis. It should be read in conjunction with the Monthly Progress Report outlined under Box 5.A.1 of this Handbook.

(1) Executive summary

Excel sheet as per attached example. Should also contain the schedules concerning Claims and Disputed Item Schedule, VO Schedule, SC/Supplier Claims Schedule, Insurance Claims Schedule

(2) Interim Payment Application (IPA) QS Module > QS activities > IPA & Cert > IPA > IPAS (R59311)

(3) Reported Value Turnover Report (IV) QS Module > QS Activities > IVQS Reports > RVTS (R59312) (4) SC Payment Status QS Module > QS Activities > SCL&P > SCLR > SCLSR (R58310) (5) GSL Contra Charges to DSC’s QS Module > QS Activities > SCL&P > SCLR > SGSLCC (R58302)


(6) GSL Contra Charges to NSC’s QS Module > QS Activities > SCL&P > SCLR > SGSLCC (R58302) (7) Payment/provision status of NSC, NDSC and Specialist contractors QS Module > QS Activities > SCL&P > SCLR > > SCLSR (R58310) – Summary report QS Module > QS Activities > SCL&P > SCLR > > SCLDR (R58309) – Detail Report (8) Overall Prelim Cost QS Module > QS Activities > Forecast > Forecast Reports > > RPC-OC (R59301) (9) GSL Staff Cost QS Module > QS Activities > Forecast > Forecast Reports > RPC-GSLS (R59301B) (10) GSL Labour Costs (Prelim and Trades) QS Module > Forecast > Forecast Reports > RPC-GSLL (R59301C) (11) Plant Costs QS Module > Forecast > Forecast Reports > RPC-PC (R59301D1) (12) Fluctuation Report

Not available within JDE. Only the relevant indices will be maintained within JDE together with a PFF calculator. The report is produced using Excel programme. Format to be agreed with CM and MQS on a project by project basis as relevant (no sample here).

(13) Cash flow report - Available through Crystal: GSL Intranet > Intranet Applications > ERP Crystal Reports > (Username & Password) > Finance > Project Manager > Cash Flow Analysis Report 200…

Appendix Sample – Executive Summary (All other parts of the report

except Fluctuation Report available through JDE/Crystal) "5B1_App 2.xls""5B1_App

1_Executive Summa


5.B.1 Monthly Financial Report 5.B.1.1 Purpose

This report is prepared to provide the required information on the financial performance of the project for the period, the cumulative performance since commencement and the projected financial outcome. The report is intended to summarize the liabilities, exposures, risks and opportunities for control purposes

5.B.1.2 Timing

As required by the Commercial Manager, MQS and CM Frequency - Monthly

5.B.1.3 Participants: Prepared by the Project QS as required. The PM needs to be

familiar with key numbers and anomalies regardless of reporting

5.B.1.4 Distribution: All data is available within JDE for ad hoc inspections by

interested parties 5.B.1.5 Guidelines:

The content of this report may vary depending on the project requirements. Below is an example of what is recommended to submit and review on a monthly basis. It should be read in conjunction with the Monthly Progress Report outlined under Box 5.A.1 of this Handbook.

(1) Executive summary

Excel sheet as per attached example. Should also contain the schedules concerning Claims and Disputed Item Schedule, VO Schedule, SC/Supplier Claims Schedule, Insurance Claims Schedule

(2) Interim Payment Application (IPA) QS Module > QS activities > IPA & Cert > IPA > IPAS (R59311)

(3) Reported Value Turnover Report (IV) QS Module > QS Activities > IVQS Reports > RVTS (R59312) (4) SC Payment Status QS Module > QS Activities > SCL&P > SCLR > SCLSR (R58310) (5) GSL Contra Charges to DSC’s QS Module > QS Activities > SCL&P > SCLR > SGSLCC (R58302)


(6) GSL Contra Charges to NSC’s QS Module > QS Activities > SCL&P > SCLR > SGSLCC (R58302) (7) Payment/provision status of NSC, NDSC and Specialist contractors QS Module > QS Activities > SCL&P > SCLR > > SCLSR (R58310) – Summary report QS Module > QS Activities > SCL&P > SCLR > > SCLDR (R58309) – Detail Report (8) Overall Prelim Cost QS Module > QS Activities > Forecast > Forecast Reports > > RPC-OC (R59301) (9) GSL Staff Cost QS Module > QS Activities > Forecast > Forecast Reports > RPC-GSLS (R59301B) (10) GSL Labour Costs (Prelim and Trades) QS Module > Forecast > Forecast Reports > RPC-GSLL (R59301C) (11) Plant Costs QS Module > Forecast > Forecast Reports > RPC-PC (R59301D1) (12) Fluctuation Report

Not available within JDE. Only the relevant indices will be maintained within JDE together with a PFF calculator. The report is produced using Excel programme. Format to be agreed with CM and MQS on a project by project basis as relevant (no sample here).

(13) Cash flow report - Available through Crystal: GSL Intranet > Intranet Applications > ERP Crystal Reports > (Username & Password) > Finance > Project Manager > Cash Flow Analysis Report 200…

Appendix Sample – Executive Summary (All other parts of the report

except Fluctuation Report available through JDE/Crystal) "5B1_App 2.xls""5B1_App

1_Executive Summa


5.B.2. Green Book 5.B.2.1 Purpose

This is a monthly management report of all the business performance results that is used by senior management for review and control purposes. The range of reports included in the Green Book is attached for information purposes

5.B.2.2 Timing

--- Frequency - Monthly

5.B.2.3 Participants: Senior Management

5.B.2.4 Distribution: Limited to the CM level and above. However, project specific

performance data is available to PMs through the ERP. 5.B.2.5 Guidelines:

(1) The Green Book is compiled and published on a monthly basis using the inputs provided by the Directors, PMs and CMs, Commercial Managers and Department Managers according to the monthly cut off dates published by the Accounts Department.

Appendix Green Book Schedule

5B2_App.pdf

Project Environmental Report ( Month / Year )

c.c. Contracts/Construction Manager /HS&E Rev. 2 20/11/00

Department/Division: Project: Job No.:

Summary of Non-conformance arising from Environmental Monitoring/Measurement, Routine Inspection, External Complaint, Internal Audit or Management Review, and Corrective/Preventive Actions Taken: Please attach records of non-conformance such as environmental monitoring/measurement data, site inspection results (i.e. environmental checklist), complaint proforma, audit report or minutes of site management review meeting where applicable.

Valid Licenses / Permits issued by the EPD or Notifications submitted to the EPD: Type of Licenses/Permits Quantity Reference No. Issued/submitted on Expired on Further Environmental Permit (Form 6 under EIA Ordinance)

Construction Noise Permit(s)

Water Discharge License

Chemical Waste Registration

Notification (Construction Dust)

Others Dumping permit License for concrete

batching/crushing plant Notification (Asbestos Work) Permit (Open Burning)

Anticipated Construction Activities: Major Works over next 3 months Potential environmental impacts Proposed mitigation measures

Conclusion (note any trends / concerns):

Prepared by SER: Name: Signature: Date:


5.C.1. HS&E Report 5.C.1.1 Purpose

These reports shall be made regularly in order communicate incidents and accidents that have occurred, to summarise the environmental performance and data on projects, to indicate license and permit status, identify corrective/preventive actions, mitigation or control measures and to give information on safety training provided. These reports collectively allow the company to assess overall company and subcontractor HS&E performance.

5.C.1.2 Timing

To be carried out throughout the whole project period. Frequency - Monthly or being reported as and when they occur through JDE

5.C.1.3 Participants: HS&E Officer. PM to endorse the Environmental Report.

5.C.1.4 Distribution: PM / HS&E Officer / SA / HS&E Dept 5.C.1.5 Guidelines:

(1) HS&E reporting through Intranet & ERP is organized as follows:

a) Intranet: The following reports can be accessed through: - Intranet>HSE Homepage>Document>(Choose report as required)

- HK Sector Accident Statistics - Regional Accident Statistics - Eight Primary Targets - Offence versus Conviction - Security & Loss Prevention - League Table - Subcontractor Performance

b) Crystal Reporting System: The following reports can be accessed

through: - Intranet>Intranet Application>ERP Crystal Reports> (enter

username & password) >HS&E>(Enter parameters to suit) - Accident Statistics summary - Cause Analysis Report - Monthly Workforce List


c) JDE Reports: The following reports can be accessed using the Crystal Reporting System through:

- JDE>Gammon Master Directory>HS&E>HS&E Reports> (Choose

Report as required) JDE Reports - Complaint Proforma - Conviction Report - Security Report - Accident Summary - Incident Summary

(2) The data incorporated in an Environmental Report is shown under App A and

is prepared by the project HS&E Officer and endorsed by the PM before sending to HS&E Department for review and collation.

(3) Environmental Performance data shown under App B is to be provided by

each project and will be used to create an environmental performance league table and to establish future improvement objectives.

Appendix A - Monthly Environmental Report

B - Project Environmental Performance Data Form

"5C1_App B_ Environmental Perfo

"5C1_App A_Project Environm

of 1

MONTHLY PROJECT QUALITY REPORT

Job No. : JXXXX Issues arising in Month :

No. Description

1. Most significant Nonconformance / Client Complaint this month is…. a. b. c. d e.

2. Typical current problem areas affecting quality performance (circle) 2.1 2.2

2.3 2.4

2.5 2.6 2.7

Substandard material Not following work procedure / method statement Inadequate resources Inaccurate or outstanding design information Insufficient planning or scheduling Poor co-ordination Poor internal or external communication

2.8 2.9 2.91 2.92 2.93 2.94 2.95

Inadequate control of workmanship Insufficient training Unclear client standard / acceptance level / requirements Human error Design fault Fast construction Others :

3. Improvements carried out during the period (circle) 3.1 3.2 3.3 3.4

Tighter supervision Subcontractor briefings/training More inspections More samples

3.5 3.6 3.7

More resources Better methods Others :

4. Potential problems – Main concerns in coming months a. Description - b. Potential Cause - c. Preventive Action Planned –

5. Support required from other departments to improve

Signed by : Original Signed (PM) Date :

SAMPLE Appendix


5.D.1 Monthly Project Quality Report 5.D.1.1 Purpose

A Monthly Project Quality Report serves the purpose of communicating any significant quality issues, complaints and non-conformances arising during the month and to identify typical current problem areas affecting quality, any improvements carried out and future concerns.

5.D.1.2 Timing

To be completed by the Project Quality Representative and signed off by the Project Manager for distribution within the first week of each month Frequency - Monthly

5.D.1.3 Participants: GQSM / Contracts Manager or Construction Manager /

Designated Quality Manager / relevant site staff as determined by the PM

5.D.1.4 Distribution: CM / PM / Project Quality Representative / QM Dept. 5.D.1.5 Guidelines: ---

Appendix Sample of Monthly Project Quality Report

"5D1_App_Monthly Quality Report.do

Current Problems…

Any Improvements?


6.1 End of Job – Wrap Up Meeting 6.1.1 Purpose

To capture the key successes and lessons learnt on the project to facilitate knowledge management and future improvement. During the process the overall performance of the project including productivity, planning, sub-contractor performance, HS&E, Quality and commercial aspects shall be reviewed and compared to what was assumed at tender stage.

6.1.2 Timing

Meeting to be held within three months of issuance of substantial completion certification by the client. Frequency - Once

6.1.3 Participants: Director-in-charge / Contracts Manager / Project Manager /

Commercial Manager / Estimating Manager / Planning Manager / Procurement manager / Pre-construction Manager / Lambeth (If applicable) / Bid Manager / Other project staff

6.1.4 Distribution: Senior Management / Estimating Dept. 6.1.5 Guidelines:

(1) The collection of data and presentation of results and conclusions is to be

prepared by the Project Manager in conjunction with other staff as he sees fit. The wrap up meeting is convened by the Director-in-Charge and the conclusions should be documented in a report.

Appendix Agenda

"6-1_App Wrap Up Agenda.doc"