STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Section IV. Stage 2 PQQ Application Checklist, Application Submission Sheet and Forms
Application Checklist
The Applicant shall include this Application Checklist at the front of each Application Pack. The Applicant Shall Submit One Application Pack for Each Project Being Applied For
Applicant Name
Project Title
Date
Documents Submitted
The Applicant shall indicate in the ‘Form Present’ column whether or not the forms have been included in the Application Pack by using the words ‘Yes’ or ‘No’. The Applicant shall indicate in the ‘Page Count’ column the number of sides of A4 paper used for each section of the Application Pack Form Page Series No. Category Present Count
1 Eligibility
1.1 Authority Eligibility - Application Submission Sheet
1.2 Government Owned Entity – Application Submission Sheet
Declaration of Willingness to Association or Evidence of 1.3 Association – Form EL-1.1
2 Licenses and Registrations (Only applies to New Partners of an Association)
2.1 Registration - Form REG–2.1
Historical Contract Non-Performance (Only applies to New Partners of an 3 Association)
3.1 History of Non-Performing Contracts – Form CON-3.1
4 Financial Situation
4.1 Financial Performance - Form FIN–4.1
4.2 Bonding Capacity – Form FIN-4.3
5 Exemplary Projects
5.1 Exemplary Projects - Form EXP-5.1
6 Construction Personnel Capabilities
6.1 Construction Organisational Structure – Form COS-6.1
6.2 Construction Personnel CV’s – Form CPC-6.2
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7 Design Personnel Capabilities (Only Applies to Design & Build Projects)
7.1 Design Organisational Structure – Form DOS-7.1
7.2 Design Personnel CV’s – Form DPC-7.2
8 Subcontractors, Sub-consultants & Suppliers
8.1 Subcontractors, Sub-consultants & Suppliers – Form SSS-8.1
9 Project Assurances
9.1 Health, Safety & Environmental – Form HSE-9.1
9.2 Health, Safety & Environmental – Form HSE-9.2
9.3 Quality Management – Form QM-9.3
10 Resources, Plant & Equipment
10.1 Plant & Equipment – Form PE-10.1
10.2 Fabrication & Casting Facilities – Form FCF-10.2
11 Parent Companies & Relationships
11.1 Parent Companies & Relationships – Form PCR-11.1
Total Page Count
Note: Only the first 250 sides of A4 paper of each Application Pack will be reviewed. All pages in addition to this will be discounted. This page count limit includes this checklist.
Note: Each Application Pack shall be uploaded as a single PDF file to the Authority website from where the Stage 2 PQQ Document was downloaded. Do not submit a hard copy of the Application Packs.
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STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form FIN – 4.3
Bonding Capacity
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
The Applicant certifies that it possesses, or can obtain, the following bonding capacity:
Required Bonding Ref Projects for Which the Applicant is Applying Capacity (QAR) 1 Land Based Enabling Works Contract 100 million 2 Marine Based Enabling Works Contract 300 million 3 West Bay Approach & Bridge Contract 1,300 million 4 Cultural City Approach & Bridge Contract 800 million 5 Sharq Approach & Bridge Contract 800 million 6 Immersed Tunnel & Marine Interchange Contract 2,700 million 7 Surface Street Modifications Contract 100 million 8 Systems Integration Contract 100 million 9 Operations & Maintenance Contract 100 million
Yes No If the answer is ‘Yes’ enclose a stamped confirmation letter from the proposed bond provider(s).
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STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form EXP–5.1
Exemplary Projects
To be completed by Contractor or Partners. To be completed for each Project being applied for.
Applicant’s Legal Name:American Bridge Holding Company Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page15 of Pages
Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality.
Ref Question Answer
1 Exemplary Project reference (e.g. Table 5.4 Ref 3) Table 5.5 Ref 1
2 Contract identification (Contract name and number) San Francisco/Oakland Bay Bridge Self Anchored Suspension Superstructure AB Order #660110 3Location (Country) United States of America
4 Role in project (Contractor, Association Partner etc.) Joint Venture Partner
5 Employer’s name CalTrans/BATA
6 Form of procurement (Design & build, construct only etc.) Design & Build / Design, Bid, Build
7 Employer’s address (Address, telephone number & contact name) Dr. Brian Maroney, PE, Toll Bridge Deputy Program Manager, California Department of Transportation Cell Phone: (510) 385-7648 Email: [email protected] 8 Commencement date (day, month & year) 3 May 2006 (award date)
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9 Planned completion date (day, month & year)
10 Actual completion date (day, month & year) 3 February 2014
11 Original total project value (QAR equivalent) QAR 5,220,072,632
12 If Association Partner, share of original total project value 3,564,596,033 (QAR)
13 Final total project value (QAR equivalent) 7,129,192,066 (QAR)
14 Project American Bridge/Fluor Enterprises, Inc., A Joint Venture (ABFJV) was general description contractor for the new East Bay Bridge mainspan of the San Francisco /Oakland Bay Bridge. This project includes the construction of a new 624m two-span, self-anchored suspension bridge. The mainspan is 565m, and the structure also incorporates a 49.4m cantilevered span and a 10m anchor span. The steel tower is 160m tall, composed of four legs strutted together. The deck is 78m wide. The 1,400m long, 784mm diameter main cable is continuous from east anchorage to tower top saddle to northwest deviation saddle to center jacking saddle to southwest deviation saddle back to tower top saddle and back down to southwest deck anchorage.
The total weight of permanent structural steel is 51,772mt. With the exception of the caps for the east and west piers, this entire contract is comprised of structural steel fabrication and erection. Over a dozen fabricators supplied product for the bridge, overseen by ABF quality control teams and scheduled and coordinated by ABF engineers. The deck is composed of twin steel boxes of 28m each, strutted together for an out-to-out width of 78m. In addition, there is a 5m wide bike path that is cantilevered from one of the 28m boxes. The deck panels are of varying lengths and weigh between 500 and 1,550mt each. The total structural steel weight of the deck is 30,907mt.
The steel cable has a weight of 4,800mt, and the hanger ropes weigh an additional 650mt. The cable is made up of 137 prefabricated parallel wire strands (PPWS) with 127 wires per strand compacted and wrapped with "s" wire. The cables are anchored in the deck of the structure, making it self-anchored (no gravity anchors). As a result, the orthotropic box girder deck structure was constructed on, and remained supported by a 22,000mt temporary falsework bridge until the main and hanger cables were erected. At that point the entire 31,000mt load of the deck superstructure was transferred from the falsework to the hanger and main cable in a carefully engineered and precisely sequenced operation.
The project completed a major milestone on Sept 2, 2013 when it opened to traffic, on schedule. Final completion was achieved February 3, 2014.
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15 Complexity (provide details of any specific complexities involved in the project) Specialized Steel Construction This was essentially a steel construction contract. In total this project consumed more than 75,000mt of structural steel of a variety of shapes, sizes and grades, including the towers, superstructure, cables, hinges, and temporary works. Steel was procured and fabricated on a global basis. Field erection of structural steel was entirely self-performed by American Bridge Fluor, under the direction of general superintendent Jerry Kent.
Towers The steel towers are comprised of four pentagonal boxes strutted together with shear links that act as fuses in the seismic event, yielding to allow energy dissipation through independent movement of the four legs. The tower weighs a total of 13,592mt. Each of the four legs was erected in 6 stages, with individual lifts of up to 1,100mt. The splices were bolted; a total of 87,000 high strength bolts and 400 splice plates were used. Tower skin plate thicknesses varied between 60 and 100mm. Tower steel was generally ASTM A709M, Grade 345 (345 MPa yield strength). Critical components of the Tower, including the shear link fuses, were fabricated from high performance steel, ASTM A709M, Grade 485W.
Orthotropic Box Girders There were two orthotropic box girders (OBG’s) 28m wide by 5.5m deep. The 30,907mt of OBG’s were fabricated in China under the direct supervision of ABF, shipped to the site in segments. The segments weighed up to 1,550mt, and were erected using a shearleg crane and sliding methods. All of the OBG field splice welds are “full pen”, also known as complete joint penetration welds, and were subject to 100% ultrasonic testing. All the skin plate joints are butt joints with single V groove welds, with backing bars. Backing bars were removed and back welds made all skin plates except for the deck plate. The deck joint included a backing bar that remained. The welding encompassed both manual and mechanized processes, including gas shielded FCAW-G (gas shielded flux cored arc welding), SAW (submerged arc welding), and SMAW (shielded metal arc welding). The crucial field fitup was prepared using improved dog and wedge techniques, and induction systems were used for all pre-heat activities. Steel plate material in the OBG’s was generally 345MPa yield strength, and plates varied in thickness up to 20mm.
Tower shaft/Shear plate welds These connections involved a total of 20 vertical up to 10m tall butt welds. There were several different joint configurations and the plates joined were up to 100mm thick. . ABF engineers chose to use electroslag welding to complete these heavy welds, achieving much higher production rates than conventional methods. The specially configured equipment ran at approximately 1000 amps and 35 volts with a control system developed by ABF’s team. There were approximately 150kg of weld material deposited for each of these welds. Each electroslag weld took about 5 hours to completely weld.
Hinges The bridge utilizes pipe beams for sliding joint connections at both ends. In total there were 8 pipe beams, 4 at each end. The 1.9m diameter pipe beams vary in length from 5m to 20.8m. The pipe beams were specially fabricated from forgings meeting the requirements of ASTM A508M, Grade 4N, Class 2 and Class 3 with yield strengths of 690MPa and 485MPa.
Cables The single main cable utilized 137 prefabricated parallel wire strands (PPWS). Each strand was approximately 1,400m long and comprised of 127 individual galvanized wires of 5.4mm dia, 1760MPa steel with a breaking strength of 109kN each. The strands were shipped to the site in coils, unreeled on the bridge in swifts, and hauled using an ABF designed and built aerial tramway. The 137 strands made up a cable of 784mm diameter and weighing 5,200mt. The strands were coated with zinc paste and field wrapped with a special interlocking “s” shaped steel wire with a breaking strength of 540MPa.
16 Methods & (provide details of the specific methods & technology involved in the technology project) Initially, American Bridge developed concepts, preliminary engineering, and final construction engineering for the erection means and methods of the tower, deck, cabling and weight transfer. This effort was lead by an on-site team of in-house engineers who, as the process matured, engaged with engineering consultants to fully develop the project approach.
Materials packages were procured. Required equipment was found or in some cases designed for this project alone. The staff mobilized to the Oakland, California location and began to generate relationships with the local craft labor.
Simply put, the project proceeded with the construction of the temporary works, erection of the tower and OBGs, draping of the continuous cables and suspenders, load transfer, installing miscellaneous items, and demolition of the temporary works.
With regard to welding, this project had substantial welding requirements as the entire bridge is structural steel. ZPMC performed welding with plate up 102mm (4”) in the fabrication shop. The shop welding for just the OBGs totaled over 900,000 welds for a weld length of over 800km. In the field, Electro-slag Welding was tested and used for production welding on the Shear Plates at the base of the Tower.
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17 Innovation, (provide details of any innovation, novel & unique approaches, novel & unique technology & materials adopted which had a positive impact on time, approaches cost or quality of the project) The very nature of a self anchored suspension bridge dictated that American Bridge design and build the massive and elaborate temporary structure that supported the permanent bridge prior to the weight transfer from the temporary works to the permanent cables and tower. This effort allowed for the design and construction of complete marine-based foundation systems including micro-piles and 1574mm diameter battered drilled shafts reaching depths of -65m, temporary steel truss towers runway girders to support the special rigging and transport systems required to erect the large orthotropic box girders (OBG).
The barge mounted, 1700 metric ton capacity shearleg crane, the Left Coast Lifter was conceived, designed and built for this project. It enabled the erection of 28 OBGs, assembled on top of the temporary bridge so that the main bridge cable can be anchored in its deck. In the instances that the Left Coast Lifter could not reach the OBG destination, special rigging, jacking, and sliding techniques were developed and utilized.
The main steel tower was erected using a 1,455mt gantry that lifted the 18 tower component sections, some as heavy as 1,100mt, into place. The tower saddle, at a final height of 156m, took 10 hours to lift into place.
A major strategic consideration on this project was the contracting of the main tower steel , OBGs and select temporary steel to ZPMC in Shanghai, China. Through joint efforts of the Joint Venture and ZPMC, all quality control requirements were maintained throughout the fabrication process. Materials were also purchased from other vendors from across the USA, Taiwan,
18 Subcontractors (provide details of the main subcontracted elements of work and % of the total works which was subcontracted) The Joint Venture subcontracted approximately 19% of the contract value:
Electrical
Consulting and Professional Services
Painting
Marine Foundations
Material suppliers – Steel bridge components, cranes and barges, material handling equipment and machinery, cabling, mechanical design and fabrication, expansion joints
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19 Justification for (if the final value of the project exceeded the original value of the cost overrun project provide details of the justification for this) Original bid: QAR 5,220,072,632. Final Cost QAR 7,129,192,066. Difference was change orders approved by the client. The major change resulted from conflicts between the roadway deck and the free-hanging (temporary) cable geometry, resulting in a re-design of the four end sections of the deck along with acceleration costs to keep the project on schedule. Changes were mostly initiated by owner (although in some cases based on information provided by contractor). Most change orders were processed quickly, in less than 60 days.
Owner changes/additions in scope of work.
20 Justification for (if the actual completion date is later than the original completion time overrun date provide details of the justification for this) Project was completed on time.
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Form EXP–5.1
Exemplary Projects
To be completed by Contractor or Partners. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T Corporation Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page15 of Pages
Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality.
Ref Question Answer
1 Exemplary Project reference (e.g. Table 5.4 Ref 3) Table 5.5 Ref 2
2 Contract identification (Contract name and number) Yeongjong Bridge
3Location (Country) South Korea
4 Role in project (Contractor, Association Partner etc.) Partner in an Association
5 Employer’s name New Airport Hiway Co.
6 Form of procurement (Design & build, construct only etc.) Design & Build
7 Employer’s address (Address, telephone number & contact name) Geomam-dong, Seo-gu, Incheon, Korea 414-16 +82-32-560-6024 [email protected] Mr. Hyung-Jin Gang 8 Commencement date (day, month & year) 29, Nov. 1995
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9 Planned completion date (day, month & year) 28, Nov. 2000
10 Actual completion date (day, month & year) 28, Nov. 2000
11 Original total project value (QAR equivalent) QAR 2.296.754.164
12 If Association Partner, share of original total project value 55% (QAR 1,287,175,088)
13 Final total project value (QAR equivalent) QAR 2.296.754.164
14 Project description Incheon International Airport is located on Yeongjong Island. The Yeongjong Grand Bridge links Yeongjong Island to the Korean mainland. Samsung C&T began construction together with other construction groups in November 1995 and completed the project in November 2000. It is a hybrid bridge of which the main suspension bridge takes up 550 meters, a truss bridge 2,250 meters and a steel box girder bridge 1,620 meters. In particular, the suspension bridge section was constructed as the nation’s first road/rail three-dimensional self-anchored suspension bridge.
Ƒ Total length of Marine Link Bridge: 2,050 M (Suspension Bridge 550M+Truss Bridge 1,500M) Width : 40M (Double Stair Deck) · Upper Deck : Road- 6 lanes · Lower Deck : Road- 4 lanes & Dual-Track Railway
- Suspension Bridge (550M) · Main Pylon(2 nos.) : Pneumatic caisson Method Foundation with Double Shell (47m*18m*43m, Total 3,180 ton) Diamond Shape Steel Pylon (H=107m)
- Trust Bridge (1,500M) · Double Stair Deck WARREN TRUSS
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15 Complexity (provide details of any specific complexities involved in the project)
- The maximum weight of the block was limited to 3000 tonf When the 3000 tonf F/C was used for erection. Each block was assembled at the shop. Two deck barges were specially fabricated to secure safety during the transport and comply with the size of the large block. Two blocks were transported from the shop to the site at the same time to save construction time.
- Various steels are used to fabricate bridges. The upper boxes are mainly made of SM490Y steel, lower chords are made of SM570, diagonal members and vertical members are made of SM520, crossing beam, lower lateral member, and lower flower systems are made of SM400.
- Unlike the typical truss bridge, the lower chord as well as the upper chord, the steel box, of the stiffening truss are subjected to the compression because of force transferred from the main cables.
16 Methods & (provide details of the specific methods & technology involved in the technology project) The total length of the Yeongjong Grand Suspension Bridge is 4,420m and links Incheon and the new international airport on Yeongjong island. The bridge is the first-ever self-anchored suspension Bridge with 3-dimensional cable geometry in the world and it holds the world record on the longest self-anchored suspension bridge. Construction began in 1995 and was completed in 2000.
- Foundation The tower foundation is a pneumatic caisson, which can support the heavy load from the weight of Superstructure, the live load of 10 lanes, a two track railway line and minimizes the disturbance of the surrounding soil. The size of the foundation is 47m×18m and the height of the caisson is approximately 42m. The pneumatic caisson foundations required complex equipment which consisted of Compressing Equipment, a hospital lock and a remote excavation system to make a bottom chamber dry condition for excavation. In this project, the remote and manning excavation were jointly employed.
- Tower The Towers of the suspension bridge are diamond shaped so that the two catenaries spread out from the top of one tower. In order to keep the uniform transmission of the reactions to the substructure, high precision were required for the slope (1/10000 or less) when fixing the base plates. To meet the vertical precision of the tower, the verticality of 1/5000 was required. The tower was divided into three large blocks for fabrication and erection: the base, the lower section, and the upper section. The blocks were field spliced using high tension bolts.
- Deck & Cable The girder of the bridge is a double deck on top of which 6 traffic lanes run and on the lower deck a two track railway line runs in the center and 2 traffic lanes on both sides. A floating crane was used for the erection of the stiffening girder. The maximum weight of the block was limited to 3,000ton due to the capacity of the floating crane. The stiffening girder was divided into 8 blocks and erected sequentially. The main cable was erected with a traditional aerial spinning method. One of the most challenging aspects of the cable erection was accounting for the three dimensional (3D) geometry. A unique construction method was developed by Samsung C&T’s engineers and utilized in order to successfully erect and install the 3D configuration.
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17 Innovation, (provide details of any innovation, novel & unique approaches, novel & unique technology & materials adopted which had a positive impact on time, approaches cost or quality of the project) YoungJong bridge utilised various new and advanced technologies due to the complexity and to save construction time & cost and improve the quality. There are three (3) special features of YoungJong Bridge. (a) High performance steel; TMCP(Thermo-Mechanical Control Process) SM570 was used. The material properties of SM570 are 420MPa yield strength and 570MPa-720MPa tensile strength, which was used for the first time in Korea. (b) Four (4) 135mm thickness plates were butt welded and used as the base plate of tower. For minimizing distortion, detail and precise welding sequence was developed. The plate thickness of bottom tower was 50mm and field welded to the base plate. (c) Because of the extreme tidal current, depth of water, and potential threat of vessel collision the skin of the pneumatic caisson was designed as double layer.
Other innovative and unique items are as follows: 1. YoungJong Bridge is the first self-anchored bridge with 3D parallel wire system in the world. The 3D main cable is the Mono-Duo type with a hanger connection. 2. In order to enhance the efficiency of the public investment, YoungJong Bridge is designed as road and rail bridge and is one of its kind, 3D self-anchored road & rail bridge. 3. The YoungJong bridge is the world 's first self-anchored spatial suspension bridge the main cables of which are inclined in the transverse direction. Because of this self-anchored cable system and different layout during the erection and at completion, an erection problem such as lateral movement of wire was expected, thus the traditional installation method for the cable at the pylon saddle and the splay band could not be used. Mock up test was carried out to see the degree of displacement of the wires and to develop appropriate measures. Through the test, the scheme for arranging wires at the splay bands was developed and successfully applied. This is the evidence of showing the innovative solution capability which may be required for the construction of west bay bridge safely and smoothly. 4. The dehumidification system with anti-rust treatment was used and there was no single problem during 14 years of operation. 5. The stiffened deck was built by large block method, in which 3000ton floating crane was used for transformation and installation. 6. The automatic pneumatic caisson method, including joist operational system and compression equipment, was used for the construction of foundation. The remote system can minimize the risk of decompression sickness and excavating day and night. 7. To suit the site condition, new construction method for the foundation which is combination of pneumatic caisson and steel casing pile method was used. 8. Guss Asphalt, which has sufficient durability for cyclic deformation & corrosion waterproofing, was used on the steel deck plate for the first time in Korea. 9. The dehumidification as corrosion protection system for the inside of box girder was used for the first time in Korea. 10. The large scale of self-elevator barge was used to enhance the efficiency of pile foundation. 11. For the first time in Korea a penetration groove weld which is designed for the fatigue strength was used for the connection between box girder for road traffic and truss girder for the train. 12. During construction, the tower was divided and required four (4) field welds, and the steel tower construction tolerance of 1/10,000 could be satisfied by Samsung's welding quality control.
18 Subcontractors (provide details of the main subcontracted elements of work and % of the total works which was subcontracted)
32.9% of total works were subcontracted.
- Fabrication of main girders for Suspension bridge (23.5%) : Samsung Heavy Industries, Korea
- Pneumatic caisson foundations (2.8%) : Daejeong Mechanics, Korea
- Installation of main girders (1.0%) : Daejeong Mechanics, Korea
- M&E, Piling, Pavement, etc. (5.6%)
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19 Justification for (if the final value of the project exceeded the original value of the cost overrun project provide details of the justification for this)
The Yeongjong Bridge Project was successfully completed on 28 November 2000, on time and under budget.
20 Justification for (if the actual completion date is later than the original completion time overrun date provide details of the justification for this)
The Yeongjong Bridge Project was successfully completed on 28 November 2000, on time and under budget.
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Form EXP–5.1
Exemplary Projects
To be completed by Contractor or Partners. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T Corporation Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page15 of Pages
Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality.
Ref Question Answer
1 Exemplary Project reference (e.g. Table 5.4 Ref 3) Table 5.5 Ref 3
2 Contract identification (Contract name and number) MCE(Marina Coastal Expressway) C483
3Location (Country) Singapore
4 Role in project (Contractor, Association Partner etc.) Sole Contractor
5 Employer’s name LTA(Land Transport Authority)
6 Form of procurement (Design & build, construct only etc.) Design & build
7 Employer’s address (Address, telephone number & contact name) 10 Sin Ming Dr, Singapore 575701 +65. 9780 7203, [email protected] Mr. Patrick CHAN Hong Joo 8 Commencement date (day, month & year) Oct., 2008
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9 Planned completion date (day, month & year) 28, Jun, 2013
10 Actual completion date (day, month & year) 22, Oct., 2013
11 Original total project value (QAR equivalent) QAR 2,093,446,953
12 If Association Partner, share of original total project value N/A
13 Final total project value (QAR equivalent) QAR 2,093,446,953
14 Project description Singapore’s Marina Coastal Expressway (MCE) is a game changing project. Built mainly in tunnel, the 5.1km long, dual five lane highway links existing expressways in east and west Singapore with the New Downtown area in Marina Bay. The city state has become famous for mammoth cut and cover tunnels in the soft ground close to its reclaimed shoreline. But with a width of 60m, this project is considerably bigger and more challenging than anything that’s been done here before.
The Marina Coastal Expressway C483, built via design-build, is a 950m Twin Cell Box Tunnel which was made by cut & cover method. Project includes Ventilation Building 2, Trunk Link Sewer 1,074m which was made by semi shield method, Reclamation and Sea wall. Samsung finished this project properly as the design & build contractor
Road Construction : Total Length 950m, 10 Lanes - Tunnel 950m (Cut & Cover / Twin Cell Box Tunnel) - Slip Road 350m, 2ea - Ventilation Building 1ea (5 floors) - Trunk Sewer Line 1,074m
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15 Complexity (provide details of any specific complexities involved in the project)
C483 met many major challenges whilst working on this reclaimed part of Singapore.
Challenges for this project were: - Deep Excavation in Soft Marine Clay - Massive Volume of the Works - Massive Heavy Equipment - Construction of 1storey basement and 4 storey ventilation building of which height reaches 39.4m - Differential settlement of trunk link sewer
From these challenges the project is exposed to the following risks: - Heavy Machinery: Lifting Operation, Crushed by Machinery - Falling from Height & Falling Objects - Fire and Explosion - Electrocution - Environmental Issues (Environment Control, Vector Control)
16 Methods & (provide details of the specific methods & technology involved in the technology project)
- Ground conditions of MCE C483 is consisted of 30~40m marine clay, underlain by firm old alluvium and capped with 12~18m of fill. Cut and cover excavation involves installing TERS and then excavating the ground between TERS. But this method can become complicated in soft ground. Sophisticated and robust engineering methods are called for to prevent undesirable ground movement.
- Steel tubular pipe pile and 2~3 layers of strut is used and massive volume of excavation was successfully progressed by through monitoring and excavation permit .C483 compared and examined the technical performance of JGP and DSM options and found that DSM give better quality assurance than JGP. By combination of DSM and JGP, C483 achieved satisfactory quality satisfying more than required allowable requirement which is critical for stability of TERS. Also by using LODIC, C483 could successfully finish ground work near public water line by minimizing surrounding ground heave.
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17 Innovation, (provide details of any innovation, novel & unique approaches, novel & unique technology & materials adopted which had a positive impact on time, approaches cost or quality of the project) - The 1010 No. of bored piles with a maximum diameter of 2.5m and a maximum length of 86m were used not only to support the tunnel structure but also to carry the tension force during the excavation stages and permanent stage.
Ventilation building, the height of which reaches 39.4m from ground level consists of basement and 4 storeys . To prevent fall from height, any opening was sealed and customized safety barrier was installed for area where fall from height risk was present. Also vibration monitoring sensor was installed to monitor any vibration impact while ventilation construction and tubular pipe pile extractions were carried out at same time.
- Deep deposits of soft cohesive soil can take a long time to consolidate even when pre-loaded. The low permeability of marine clay and long drainage paths produce slow rates of consolidation. So PVD (Prefabricated Vertical Drain) was installed to reduce time required for consolidation.
18 Subcontractors (provide details of the main subcontracted elements of work and % of the total works which was subcontracted)
36.3% of total works were subcontracted.
- Bored Piling Works (8.0%) : Sambo E&C, Korea - Soil Improvement (8.0%) : Tenox Kyusu Corp., Japan - Structural Works of Tunnel & Ventilation Building (3.3%) : Wai Fong Construction PL, Singapore - Steel Pipe Piles & Steel Strut works (3.6%) / Earthworks (1.9%) - Etc. : Design, Drainage, Waterproofing, Metal works, Survey works (11.5%)
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19 Justification for (if the final value of the project exceeded the original value of the cost overrun project provide details of the justification for this)
The MCE C483 Project was successfully completed on 22 October 2013 under budget.
20 Justification for (if the actual completion date is later than the original completion time overrun date provide details of the justification for this)
Work on the contract covered by Samsung encountered unexpected soil conditions which heavily impacted on foundation and other earthworks. The mitigation measures as well as additional requirements from the Client resulted in delay to piling works. Additionally changes to approximately 50 No. ventilation buildings and slip road retaining walls were required. Samsung's worksites were also impacted by knock-on effects from adjacent sites on interfacing matters.
That said, Samsung's portions of the works were completed ahead of other packages and as such had no impact on the overall delay to the tunnel opening.
Part 1: Prequalification Procedures Page 40 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form EXP–5.1
Exemplary Projects
To be completed by Contractor or Partners. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
Provide details of Exemplary Projects which demonstrates your ability deliver outstanding projects on time, within budget and to the specified standard of quality.
Ref Question Answer
1 Exemplary Project reference (e.g. Table 5.4 Ref 3)
2 Contract identification (Contract name and number)
3 Location (Country)
4 Role in project (Contractor, Association Partner etc.)
5 Employer’s name
6 Form of procurement (Design & build, construct only etc.)
7 Employer’s address (Address, telephone number & contact name)
8 Commencement date (day, month & year)
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9 Planned completion date (day, month & year)
10 Actual completion date (day, month & year)
11 Original total project value (QAR equivalent)
12 If Association Partner, share of original total project value
13 Final total project value (QAR equivalent)
14 Project description
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15 Complexity (provide details of any specific complexities involved in the project)
16 Methods & (provide details of the specific methods & technology involved in the technology project)
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17 Innovation, (provide details of any innovation, novel & unique approaches, novel & unique technology & materials adopted which had a positive impact on time, approaches cost or quality of the project)
18 Subcontractors (provide details of the main subcontracted elements of work and % of the total works which was subcontracted)
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19 Justification for (if the final value of the project exceeded the original value of the cost overrun project provide details of the justification for this)
20 Justification for (if the actual completion date is later than the original completion time overrun date provide details of the justification for this)
Part 1: Prequalification Procedures Page 40 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form COS – 6.1
Construction Organisational Structure
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
The Applicant shall submit an organisational structure in the form of diagrams with associated narrative. The submission shall: a) Show a complete organisational structure for the Project. b) Identify key positions c) Identify specific roles and a brief list of responsibilities of each position d) Show lines of authority and reporting relationships e) Identify key positions to be held by each Partner of an Association (if applicable) f) Provide the names of the proposed candidates for the key positions
Part 1: Prequalification Procedures Page 41 Sharq Crossing Programme 6.1 Construction Organisational Structure Page 1 of 6
The Samsung–American Bridge-AlJaber Joint Venture will establish a Joint Venture Supervisory Board which will be responsible for the overall control, administration and management of the execution and performance of the Contract. The Joint Venture Board will decide the nature, source and extent of project resources, including but not by way of limitation, personnel, labor, plant, supervision, equipment, subcontractors, material and allocation, to be provided for the execution and completion of the Contract.
The Joint Venture will provide a dedicated full-time site-based project- management team for this project. The proposed project-management team will bring with it a wealth of experience and talent that can only bring success and value to the project. All members of the project-management team have track records of delivering high- quality projects, safely and on time. The site- based project-management team, which is to be led by the Project Director and Project Manager, will be supported by our extensive off-site head-office-based safety, quality, environmental, commercial and planning resources.
The Project Manager will be appointed by the Joint Venture Board immediately after the award of the Contract. The Project Manager will be responsible for the whole of the works and accountable to the Joint Venture Board. The Project Manager will represent the Joint Venture in all matter’s involving the Employer, Engineer, Designated and Interface Contracts and project stakeholders, and to ensure the successful delivery of the project concerning safety, time, budget and specified standard of quality. The Project Manager will also be responsible in defining the project organization, the duties and responsibilities of the key positions within the organization. The site project management organization will effectively be split into 6 separate but totally-integrated main functional teams, namely the:
1. Construction team 2. Engineering team 3. Contract team 4. Health, Safety and Environmental team 5. Quality team 6. Administration team
The construction team will be fully responsible for the execution of the construction works. The construction team will further be sub-divided into four main sections, according to the specialty of the works that the teams are responsible for. Other functional teams including the engineering team, contract team, HSE team, and quality team, will provide functional supports to the construction team to complete the construction works of the project.
The key staff will be responsible for management of their subordinates within their line of reporting and for the areas of work they have been allocated, which may change from time to time to suit the progress of the works.
6.1 Construction Organisational Structure Page 2 of 6
※ The detailed Organization chart will be submitted at tender stage.
JV BOARD COMPANY PERSON REMARK PROJECT Director (EXECUTIVE SAMSUNG 9 COMMITTEE) ABHC 6 JEC 4 PROJECT MANAGER TOTAL 19
HSE MANAGER QUALITY MANAGER
CONSTRUCTION ENGINEERING ADMIN MANAGER CONTRACT MANAGER MANAGER MANAGER
DESIGN JOINT VENTURE HUMAN RESOURCE COST CONTROL (ATKINS + CHODAI)
STAKEHOLDER PROGRAMME
ACCOUNT PROCUREMENT
RISK MANAGEMENT
SUPERSTRUCTURE SUBSTRUCTURE CUT & COVER TUNNEL M&E / TCSS MANAGER MANAGER MANAGER MANAGER
SUB-CONTRACTOR
Job Descriptions and Responsibility
Details for the job are following but job description is the only reference. Job description and Criteria as follows will be updated by a contractor.
Project Director
Job Description: Managing the project from strategic point of view and dealing with Client relationship
6.1 Construction Organisational Structure Page 3 of 6
Responsibilities:
a) Directs and coordinates activities of project personnel to ensure project progresses on schedule and within prescribed budget. b) Reviews project proposal or plan to determine time frame, budget, procedures for accomplishing project, staffing requirements, and allotment of available resources to various phases of project: c) Review status reports prepared by project manager and modify schedules or plans as required. Prepare and review project reports for presentation to Executive Committee and the client. d) Confers with project personnel to provide technical advice and to resolve problems e) To manage the project to ensure that it is completed on time based on the situation / condition of the works on site f) Responsible for overall quality and management
Project Manager
Job Description: Overall in-charge of the whole Project
Responsibilities:
a) Provide top-level management for quality construction within time and budget b) Formulate the Management Plan which will include the followings: - Set goal for quality construction - Set goal and good practice for effective planning, construction and administration of project - Set goal for project safety - Set goal for proper purchasing and procurement system and ensure its efficiency - Set project schedule and ensure timely completion - Set project budget and ensure proper procedures for cost control - Establish a good communication system with client, consultants and subcontractors - Set goal for proper compliance of ISO 9001 system c) To implement overall management to the project with respect to contractual, budget, planning, resource, design, procurement, construction, quality and safety d) To report to head office after reviewing all matters of the project under his control
6.1 Construction Organisational Structure Page 4 of 6
e) To manage the project to ensure that it is completed on time based on the situation / condition of the works on site f) To attend meetings with the Employer and Consultants, whenever requested, to ensure smooth and effective operations of project and to resolve problems, if any g) To approve and maintain the project quality plan, method statement, Inspection and Test Plan (ITP) and related work reports, recruitment, training etc.
Construction Manager
Job Description: Overall in charge of the site construction works
Responsibilities:
a) To supervise and control the construction works in accordance with the specifications, drawings, budget and time schedule b) To review method statements and inspection and test plans which are made by subcontractors to obtain approval from the Authority c) To supervise Civil construction works including the subcontractors which are executed in accordance with contract requirements and the project quality and safety policy d) To forecast and allocate manpower, equipment and materials in consideration of construction schedule and qualification requirements
Engineering Manager
Job Description: Overall in charge of the design coordination with Employer, design review, temporary works’ design control and construction engineering support
Responsibilities:
a) To coordinate all design activities and issues with Employer b) To prepare calculations, design drawings and detailed material and workmanship specifications c) To manage other design consultants subcontracted for the works d) To provide design interface with, and obtaining approval from the Employer in relation with the design e) To co-ordinate with relevant Authorities in relation to design matters
6.1 Construction Organisational Structure Page 5 of 6
f) To provide construction engineering support such as formwork design review, scaffolding stability, erection analysis, post-tensioning works
Contract Manager
Job Description: Overall in charge of cost & budget control, schedule review, contractual matters, project reporting and project coordination with Employer and relevant Authorities
Responsibilities:
a) To continually monitor project performance against targets b) To control project cost and budget c) To ensure compliance with contractual requirements d) To control project commercial matters e) To perform Programme planning f) To monitor implementation and progress of programmes g) To maintain & update Programme risk register. h) To assist with planning and monitoring budgets of all programmes i) To advise management for decisions relating to programme resources, including human, plant & material resources
Quality Manager
Job Description: Overall responsibility for quality assurances, and testing of materials or whatever is as specified in the contract in order not to make any non-conformance.
Responsibilities:
a) To report operational procedures which affect quality and propose improvement to the project quality system for Project Manager’s approval b) To ensure that the project quality system is properly established, implemented and maintained in accordance with the international standards c) To liaise with Authority, subcontractors and external parties on matters relating to the project quality system d) To verify that the Project Quality Management Plan established is being properly followed and that the construction works satisfy the contract/the client
6.1 Construction Organisational Structure Page 6 of 6
quality requirements e) To establish Inspection and Test Plan (ITP) based on the contract. f) To exercise quality control system. g) To test all materials in accordance with the ITP at work site or laboratory as required verifying conformation to the specified requirements. h) To submit the report of testing to Authority and control the reports
HSE Manager
Job Description: To ensure the health, safety and environmental aspects for the project
Responsibilities:
a) To review and report on all HSE matters to Project Manager b) To establish the HSE plan, which is approved by Project Manager and Authorities related c) To execute the HSE plan and update as required d) To advise the project team on the measures be taken in the interests of the safety and environment for the persons employed on the project
STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
Ref Question Answer
1 Proposed position
2 Candidate’s name
3 Nationality
4 Country of residence
5 Age
6 Total years of experience
7 Years of similar experience
8 Academic qualifications
9 Professional memberships
Part 1: Prequalification Procedures Page 42 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
10 Summary of whole career experience Including details of similar projects worked
on
Part 1: Prequalification Procedures Page 43 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
10 Summary of whole career experience (continued)
Part 1: Prequalification Procedures Page 44 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
11 Current Employment including, job title, length of service and employer’s name & address
12 Name & telephone number of a former employer who will provide a reference.
Part 1: Prequalification Procedures Page 45 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Project Manager 2 Candidate’s name Son, Yu Suk 3 Nationality Korean 4 Country of residence South Korea 5 Age 46 6 Total years of experience 21 7 Years of similar experience 8 BS, Civil Engineering, Yeonsei University 8 Academic qualifications
Certified Professional Engineer for Civil Construction 9 Professional memberships
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10 Summary of whole career Mr. Yu-Suk Son has more than 21 years of experience in experience Including details bridge engineering and construction. His focus has been on of similar projects worked technically challenging projects including arch bridges, on cable-stayed bridges, suspension bridges and extradosed bridges. He has demonstrated excellent ability to work well under pressure, adhering to tight schedules and achieving goals. He has outstanding problem solving skills, communicates well and has a keen sense of detail.
[ Samsung C&T Corporation ]
Transportation Infrastructure Proposal Team, HQ, Korea (Mar.2012~Present) - General Manager for proposal for bridge project
MYOUNG GOK BRIDGE, Korea (Sep 2010 ~ Mar 2012) - Contract Type: Design Bid Build - Contract Value: $179M - Description • Total Length:210m/ Span Length:135m • The first steel tube arch bridge in Korea • 4traffic lanes. • Total weight of steel : over 2,050 tons • Direct footings and 3 circular columns piers. • The arch ribs are 2m-diameter circular sections and plate girder at the upper chord. - Role & Responsibility : Construction Manager • Successful delivery of a project within time, cost, safety, quality and environmental constraints requirements • Led the constructability review on the design and developed the construction plan and heavy equipment requirements needed to build the bridge • Liaise with and manage subcontractors and suppliers • Ensure quality control during the assembly of arch members • Management of direct workforce labor • Perform design reviews for constructability and to establish erection methods (bent crane method)
World Cup Bridge Project, Korea (Apr.2010~Nov.2010) - Contract Type: Design Build - Contract Value: $180M - Description •Total length: 1.2 miles •Superstructure: Concrete and Steel box girder •Span length: max 738 ft •Foundation: Open caisson foundation - Role & Responsibility : Construction Manager •Successfully delivery of a project within time, cost, safety, quality and environmental constraints requirements
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10 Summary of whole career Incheon Bridge Project, Korea (Oct.2003~Feb.2010) experience (continued) - Project Description • Concessionaire : Incheon Bridge Corporation • Total Length : 12.343km (Sea-crossing bridge) • Width : 31.4m (6 lanes expressway) • Cable Stayed Bridge : 1,480m (Main Pylon : reverse Y shape type, height 238.5m) • Approach 1,778m Bridge (889m for East AB/West AB) • Viaduct 8,400m(West 5,950m + East 2,450m) • Toll Plaza 1 Unit (685m) - Position : General Manager for Planning & Engineering - Role & Responsibility : Bridge Construction Manager • In charge of overall construction for the cable-stayed bridge section from design through construction. • Developed the plan for the heavy equipment needed to build the bridge. • Performed design reviews for constructability and to establish erection methods • Managed contract changes (including changes to designs) • Developed quality control plan and draft detailed actions plans • Managed and reviewed product-based construction plans (product-based specifications) • Oversaw quality control inspection, prepare NCR/CAR and verify results and outcomes
Yeongjong Bridge Project, Korea (Mar.1996 ~ Mar.2001) - Contract Type: Design Build - Contract Value: $650M - Description • Total length:2.75 miles • Superstructure: Self-anchored suspension bridge, Truss bridge, Steel box bridge • Construction Method : Full span launching method Balanced cantilevered method (BCM) Full staging method (FSM) • Span length: 1,804 ft • Foundation: Drilled shaft - Role & Responsibility : Construction Engineer • the suspension bridge section and oversaw quality control inspection as well as perform design reviews
Training & Education, Japan (Sep.1994~Mar,1996)
Bukbu Expressway (Feb.1993~Sep.1994) - Description • Total Length L=3,985m (6 Lanes in two ways) • Bridge : L=2,005m P.S.C Box Girder L=1,235m, B=26m Max.Span L=50m Steel Box L=770m, B=26m, Max.Span L=74.42m • Tunnel : TBM +NATM L=3,780m, B=13.5m, • Roadway L=90m, B=26m~45m - Role & Responsibility : Construction Engineer
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11 Current Employment - Job title : General Manager including, job title, length of (Overseas Proposal Team) service and employer’s name & address - Length of service : 21 years
- Employer's name : Samsung C&T Corporation
- Employer's address 14, Seocho-daero 74-gil, Seocho-gu, Seoul, 137-857 Republic of Korea
12 Name & telephone number N/A of a former employer who will provide a reference.
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Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Project
Page of Pages
Ref Question Answer 1 Proposed position Construction Manager 2 Candidate’s name Jerry Kent 3 Nationality American 4 Country of residence United States of America 5 Age 61 6 Total years of experience 34 7 Years of similar experience 34 High School Diploma, 1971 8 Academic qualifications
Ironworkers Union, No. 887833 9 Professional memberships
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10 Summary of whole career Jerry Kent has been in the steel construction business since 1980 experience Including details and was first employed by American Bridge in 1987. An ironworker of similar projects worked by trade, he has served as superintendent on a variety of complex bridge projects throughout his career. From 2006 until 2012, Jerry on worked on the iconic San Francisco/Oakland Bay Bridge Self-Anchored-Suspension Span in California.
Relevant Experience:
U.S. 190 Mississippi River Bridge Baton Rouge, Louisiana General Superintendent July 01, 2012 - current This project involves miscellaneous steel repairs on the Mississippi River Bridge, a 3,326’cantilever truss in Baton Rouge, LA, with 2,571’ of approaches carrying one rail line and four lanes of traffic. Repairs include replacement of secondary members and bracing on the truss and on the approaches to the truss. The scope includes replacement of various bearings throughout the structure as well as removal of deficient rivets and replacing them with heavy hex bolts. Work is to be performed under traffic as much as possible with AB performing analyses of the structure for various repairs to determine what, if any, temporary works may be required to do the repairs. The work is being done in conjunction with the prime contractor’s cleaning and painting. Major equipment required for this project includes manlifts and fork trucks.
San Francisco/Oakland Bay Bridge Self Anchored Suspension Superstructure Oakland, California General Superintendent November 27, 2006 - June 30, 2012 The American Bridge/Fluor Joint Venture (AB led) is prime superstructure contractor for this new 2,051' (625m) single-tower, self-anchored suspension bridge. The steel tower is 525' (160m) tall, composed of four legs strutted together. The 1,854' (565m) suspended span includes a 1,263' (385m) main-span and a 591' (180m) side span. The deck is over 197' (60m) wide. The 4,600' (1,400m) long, 31.5" (800mm) in diameter main cable is continuous from east deck to anchorage to tower top saddle to northwest deviation saddle to center jacking saddle to southwest deviation saddle back to tower top saddle and back down to southwest deck anchorage. Total weight of structural steel is 55,285 tons (50,145mt). With the exception of the caps for the east and west piers, this entire contract is comprised of structural steel fabrication and erection. The deck is composed of twin steel orthotropic box girders of 92' (28m) each, strutted together for an out-to-out width of over 197' (60m). The box girders have a depth of 5m and contain welded U-rib stiffeners, which were fabricated in China. Temporary works included 21,000 tons of truss fabrication. In addition, there is a 17' (5m) wide bike path that is cantilevered from one of the 28m boxes. The deck panels are of varying lengths and weigh between 500 and 1,550mt each. The total structural steel weight of the deck is 34,000 tons (30,844mt). The cable has a weight of 5,720 tons (5,189mt) and the hanger ropes weigh an additional 715 tons (649mt). The cable is made up of 137 prefabricated parallel wire strands (PPWS) with 127 wires per strand compacted and wrapped with "s" wire. Design Engineers: TY Lin/Moffatt & Nichol.
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10 Summary of whole career Kentucky Lock Highway 62/641 and P&L Railway Bridges experience (continued) Grand Rivers, Kentucky General Superintendent May 01, 2006 - November 26, 2006 This project included the construction of two new bridges, one roadway and one rail, to facilitate the widening of the navigation lock at Kentucky Dam. The two-lane roadway bridge is a 10-span, 3,116' (950m) steel plate girder structure with a main span of 505' (154m); with girders 14' (4.3m) deep at the haunches. The single track railroad bridge is an 18-span, 3,095' (943m) deck plate girder structure with a main through truss span of 500' (153m).
RFK Triborough Bridge Rehabilitation/Deck Replacement New York City, New York Superintendent April 28, 2003 - October 27, 2006 This project involved the complete re-decking of the existing 2,723' (830m) suspension bridge with orthotropic deck panels and the 1,568' (478m) Queens Viaduct approach spans with precast concrete deck panels, the replacement of the 184 pairs of suspender ropes on the suspension bridge and the widening of the Queens viaduct. The work was completed in eight stages over 39 months. American Bridge was the 60 percent managing partner in the joint venture with Koch Skanska.
Lake Cumberland Bridge, Kentucky Rt. 90 Burnside, Kentucky Superintendent May 03, 2004 - July 28, 2006 This project included a new 1,712' (522m) bridge over Cumberland Lake in Eastern Kentucky. The four-lane bridge included a 1,572' (479m) two span continuous steel truss that is 130' (40m) tall at the center and has a vertical clearance of 84' (26m) over normal pool elevation. The contract also included roadway approach work of 1,312' (400m) on each side, the cast-in-place concrete roadway deck on the bridge and the demolition of the existing 1,591' (485m), eight-span deck truss bridge and associated piers. The weight of the structural steel was 11,850 tons (10,750mt).
Tagus River Bridge - Rail Deck Lisbon, Portugal Assistant Superintendent January 01, 1997 - January 30, 1998 This project involved the addition of a rail deck and the widening of the roadway deck of an existing 6,496' (1,980m) suspension bridge, constructed by AB in 1967. The work included the addition of new main and suspender cables, the increase of the tower height, the reinforcement of the towers and cable bents, new anchorages, the launching of the steel girder railroad structure through the approach structure, the modification of the truss to accommodate the rail track and the installation of the track. This was a consortium of DSD Dillinger Stahlbau (sponsor), American Bridge, Wayss & Freitag, and Teixeira Duarte. AB was responsible for the first ever air spinning on a loaded, fully operational bridge on this project.
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11 Current Employment Mr. Kent has been employed by American Bridge including, job title, length of since 1987, starting as Foreman, and advancing to his service and employer’s current title of General Superintendent. name & address American Bridge Company 1000 American Bridge Way Coraopolis, PA 15108 United States
12 Name & telephone number References: of a former employer who will provide a reference. Brian Maroney, Principle Bridge Engineer & Deputy Toll Bridge Program Manager California Department of Transportation (510)385-7648 [email protected]
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Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Engineering Manager 2 Candidate’s name Lee, Yong-Jin 3 Nationality Korean 4 Country of residence South Korea 5 Age 47 6 Total years of experience 22 7 Years of similar experience 22
- Ph.D. Civil Engineering, Sangji University, Wonjoo Korea, 8 Academic qualifications - M.S. Civil Engineering, Yonsei University, Seoul Korea - B.S. Civil Engineering, Yonsei University,Seoul Korea
- Registered Professional Engineer (PE) Soil Mechanics and Foundation - Registered Professional Engineer (PE) Civil Engineering Structures, 9 Professional memberships - Registered Engineer Civil Engineering - Member of Korea Construction Engineers Association
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10 Summary of whole career [ Samsung C&T Corporation ] experience Including details of similar projects worked Road & Rail Engineering Team (Jan.2014 ~ Present) on - Position : General Manager - Role & Responsibility • Responsible for the analysis and design of concrete and steel component of bridge.
[ Dasan Consultant ]
Vamcong Bridge Construction Consultancy Service (Jun.2012~Aug.2013) - Client : MOT of Vietnam - Contract type : Detail Design and Consutancy Service - Project description • Total Length L=2.97km (8 Lanes) with 870m long Cable stayed bridge • Construction Method : Cable stayed bridge, Super T girder bridge - Project period : 69 months including Detail Design stage (15months) - Contract value : 200 million USD - Role and responsibility : Team Leader/Sr. Bridge Engineer
Detailed Design for Ulsan Bridge and Approaching Road Construction Project (Mar. 2009 ~ Aug. 2010) - Client : Ulsan City Government, Korea - Contract type : BTO - Project description . Basic and Detail Design of Ulsan grand Bridge • Total road length, L= 8.348 km / Road width, B= 25.6 m • Main bridge: Ulsan Bridge Suspension Bridge, Main span length, L= 1,150m • 2 underpasses and 3 tunnels • 5 intersections, 2 toll plazas - Role and responsibility : Sr. Bridge Design Engineer
Detailed Design for Incheon Bridge Construction Project (Contractor’s Checking Engineer, May. 2008 ~ Mar. 2009) - Client : Samsung C&T Coporation - Contract type : BTO - Project Description • Concessionaire : Incheon Bridge Corporation • Total Length : 12.343km (Sea-crossing bridge) • Width : 31.4m (6 lanes expressway) • Cable Stayed Bridge : 1,480m (Main Pylon : reverse Y shape type, height 238.5m) • Approach 1,778m Bridge (889m for East AB/West AB) • Viaduct 8,400m(West 5,950m + East 2,450m) • Toll Plaza 1 Unit (685m) - Role and responsibility : Sr. Bridge Design Engineer
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10 Summary of whole career Detailed Design and Design Management and Coordination for experience (continued) Busan-Geoje Fixed Link Construction Project (May. 2003 ~ Mar. 2007) - Client : Busan-Geoje Fixed Link Corporation - Contract type : BTO - Project description • Total road length, L= 8.205 km / Road width, B= 20 m (4 lanes) • Lot-1 : Cable Stayed Bridge, Main span length, L= 230 m, Tunnel • Lot-2 : Cable Stayed Bridge, Main span length, L= 475 m, Tunnel • Lot-3 : Immersed tunnel • 2 service centers, 2 toll plazas, 1 information museum - Role and responsibility : Sr. Bridge Design Engineer
[ Hyundai E&C ]
Taiwan Express Railway Construction Project Sec. No.C230/C240 (Apr. 2000 ~ Apr. 2003) - Client : Taiwan High Speed Rail Corporation(THSRC) - Contract type : Design and Build - Project description • Total rail length, L= 44.24 km / Design speed, V= 300 km/h • Bridge: 32 ea (FCM, FSM, MSS) • Tunnel: 19 ea. - Role and responsibility : Sr. Bridge Design Engineer
Singapore MRT Project C711 World Trade center station (Apr. 1997 ~ Feb. 1998) - Client : LTA Singapore - Contract type : Design and Build - Project description • Total Length , L= 2 km • Station and Cut and Cover Tunnel - Role and responsibility : Assistant Senior Engineer
Singapore Pasir Panjang Reclamation (Nov. 1996 ~ Apr. 1997) - Client : PSA Singapore - Contract type : Build only - Role and responsibility : Assistant Senior Engineer
Bangladesh Multi-purpose Bridge Project (Apr. 1995 ~ Apr. 1996) - Client : MOT of Bangladesh - Contract type : Design and Build - Project description • Total Length , L= 4.8km, Bridge Width, B=18.5m • Design speed, V=80km/h • 4 carrigeway+1 train line, FCM PC box girder bridge - Role and responsibility : Assistant Senior Engineer
Singapore MRT Woodland circle line construction Project (Jun. 1993 ~ Feb. 1994) - Client : LTA of Singapore - Contract type : Build Only - Project description • Mass Rapid Transit construction poject • Total elevated concrete box girder Length , L= 8.6km • 4 stations / PSM construction - Role and responsibility : Design Engineer
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11 Current Employment - Job title : General Manager including, job title, length of (Road & Rail Engineering Team) service and employer’s name & address - Length of service : 7 months
- Employer's name : Samsung C&T Corporation
- Employer's address 14, Seocho-daero 74-gil, Seocho-gu, Seoul, 137-857 Republic of Korea
12 Name & telephone number DASAN CONSULTANTS of a former employer who Tel : +82-2-2222-4005 will provide a reference. Hyundai E&C Tel : +82-2-746-1114 Fax : +82-2-743-8963
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Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Contract Manager 2 Candidate’s name Lee, Byong Hoon 3 Nationality Korean 4 Country of residence South Korea 5 Age 45 6 Total years of experience 18 7 Years of similar experience 11 - B. Sc. in Civil Engineering, Inha University, Korea 8 Academic qualifications
- Member of Korea Construction Engineers 9 Professional memberships Association
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10 Summary of whole career Mr. Byong Hoon Lee has over 18 years experience in major experience Including details infrastructure projects including a variety of bridge and highway of similar projects worked projects. Through his experience on this range of infrastructure on construction projects has gained knowledge and a demonstrated ability to control, manage and execute a project successfully. Mr. Lee’s approach to construction management is focus on maintaining cost and time schedule with quality based on the project baseline.
Recently he serves as Contract Manager for Lusail CP3A2 Bridge in Qatar. Such experiences will ensure this projects successful delivery.
[ Samsung C&T Corporation ]
Lusail CP3A2 Bridge (Nov.2011~Present) - Location : Qatar - Contract Type : Build Only - Description • 2 nos. of Cable-Suspension bridges and 4 nos. of approach structures. • 5 nos. of Concrete bridges and 10 nos. of approach structures. • Unique design for Cable suspension bridge with 3-dimensional pylon shape & Locked coil strands for cable. • 5879 tons of steel box girder and steel pylon fabricated & delivered from South Korea. • Large volume of concrete pouring, precast segment, Steel box-girder & pylon fabrication/ erection • Locked coil strands for cable suspension bridges are being used for the first time anywhere in the world. • Unique design for Concrete bridges with Precast X-struts & 1 time stressing of longitudinal tendons for full length. - Role & Responsibility : Deputy Project Manager • Cost Control & Budget management • Planning, and monitoring performance • Coordination with Employer and Relevant Authorities • Vendor Bid Tabs • Finalize vendor pkg (Commercial/Specification/Scheduling)
[ Keangnam Enterprises Limited ]
Improvement of Padeniya-Anuradhapura Road Project (Jul.2009~Sep.2011) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Description • Total length of the road construction : 80km • Rehabilitation of the concrete bridge 9nos - Role & Responsibility : Project Manager • Responsible for overall management of the Project (Contract administration, budget control, planning, resource management, design, procurement, construction, Q-HSE) • Represents the company in a professional manner to the Client, Consultants, Subcontractors and the general public.
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10 Summary of whole career Lunawa Drainage Project (Apr.2007~Aug.2009) experience (continued) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Decription • Total length of the drainage construction : 63km • Concrete bridge 6nos with pre-stressed beam - Role & Responsibility : Deputy Project Manager • Deputizing for the Project Manager in his absence • Report to the Project Manager
Nittambuwa-Kandy Road (Jan.2006~Mar.2007) - Location : Colombo, Sri Lanka - Contract type : Unit Rate with Re-measurement - Desription : 75.2km Road development • Total length of the road construction : 62km • Reconstruction of the road crossing culvert 38nos - Role & Responsibility : Planning Manager • Responsible for the Project master schedule & progress report. • Managing the project cost. • Managing the procurement status of major construction materials and equipment.
Project Management Team HQ, Korea (May.2001~Dec.2005) - Role & Responsibility : Project Control Manager • Overall management of the road & railway projects from start-up to closing-out. • Conduct the Project surveillance (Process of Progress Review) in terms of the achievement of Target progress, quality and safety • Advise Project Managers in seeking solutions to project trouble shootings • Monitoring the status of on-going project to provide countermeasures in advance to hedge risks of the project. • Report to top management the status of on-going projects.
Kyungboo HSR Section 7-2 (Feb.1999~Apr.2001) - Location : Korea - Description • Total Length : 10km • Bridge 4 nos,(L=4.1km) Tunnel 2 nos (L=2.3km) - Role & Responsibility : Planning Engineer
Seoul Isu Interchange (Jan.1996-Jan.1999) - Location : Seoul, Korea - Description • Total Length : 2.13km • Viaducts and C&C Tunnel - Role & Responsibility : Planning Engineer • Reporting the progress of work • Planning for material & developing vendors for obtaining timely procurement of materials & equipments
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11 Current Employment - Job title : Deputy Project Manager including, job title, length of (Lusail CP3A2 Bridge construction site) service and employer’s name & address - Length of service : 22 years
- Employer's name : Samsung C&T Corporation
- Employer's address 14, Seocho-daero 74-gil, Seocho-gu, Seoul, 137-857 Republic of Korea
12 Name & telephone number Keangnam Enterprises Limited of a former employer who - Tel : +82-2-2210-0500 will provide a reference. - Fax : +82-2-2214-1346
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Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Health and Safety Manager 2 Candidate’s name Joseph Corvello 3 Nationality American 4 Country of residence United States of America 5 Age 55 6 Total years of experience 37 7 Years of similar experience 35
Bachelor of Science, Civil Engineering, Arizona State University - 1989 Bachelor of Science, Construction Management, Colorado State University - 1982, NEBOSH - 8 Academic qualifications National Diploma in Occupational Health and Safety NQV-5, City & Guilds - 2013 CSCS - Construction Skills Certification Scheme (Manager) - 2013
National Safety Council Member 9 Professional memberships IOSH - Institution of Occupational Health and Safety
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10 Summary of whole career Forth Replacement Crossing (The Queensferry Crossing) experience Including details Edinburgh, Scotland of similar projects worked Safety Manager on current This project will replace a 3.7 miles (6km) segment of the A-90 over the Firth of Forth near Edinburgh, Scotland. Approximately 1.6 miles (2.6km) of this replacement represents a major bridge crossing of two ocean shipping and military navigation channels. This bridge structure has an overall length of 8,638.5' (2,633m), including a cable supported structure of 6,627' (2,020m) (world's 2nd longest). The two main navigation spans are 2,132.5' (650m) each (world's 6th longest). The bridge has 14 spans, three concrete towers in the center of the transverse cross section up to 689' (210m) in height, two planes of stay cables that anchor in the center of the structure and a composite steel tub/concrete deck superstructure. The north and south tower foundations are excavated caissons up to 131' (40m) below the water surface, and the central tower is a direct foundation on a rock outcropping. The cable stay bridge superstructure will be erected mainly by deck mounted gantries. The south approach viaduct will be incrementally launched from land, and the north viaduct will be assembled on land and launched in a 748' (228m) long unit. Construction began in late 2011 and will be complete in 2016. The design/build contractor is Forth Crossing Bridge Constructors, a joint venture of Hochtief Construction AG (28 percent ownership), American Bridge International (28 percent), Dragados SA (28 percent) and Morrison Construction (16 percent).
U.S. Navy Pier 31 Groton Groton, Connecticut Safety Manager September 01, 2009 - February 29, 2012 This design-bid-build, best value, U.S. Navy project was for the construction of a new navy submarine pier 67' by 550' (20m by 168m). The pier is founded on 36" (914mm) steel pipe piles, some with 2' rock sockets, which were driven, excavated and filled with concrete by American Bridge forces. The cast-in-place concrete deck work was also self-performed by AB. The existing pier in the same location was demolished under this contract before work began on the new pier. Most work was undertaken from temporary work trestles designed and constructed by American Bridge. This best value award followed the successful completion by American Bridge of Pier 6 at the same location. New Safety initiatives were developed and deployed during this project. Take Time for Safety" pledge was established and recognized by all site employees, a banner was posted on the site with each site employee's signature. This project was selected as the pilot for the new American Bridge Stretch and Flex" program. Every day all site employees engaged in a 15-minute warm-up and stretching routine that stimulates muscle flexibility and reduces soft tissue injuries. New Employee Safety Spot Award program was developed to reinforce positive behaviors by recognizing site employees performing their work safely and awarding them on the spot, this program quickly became the positive influence in safety behaviors.
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10 Summary of whole career experience (continued) M-140 No. 2 Complex, Portsmouth Naval Shipyard Kittery, Maine Safety Manager October 01, 2009 - September 24, 2010 This project involved the assembly of a facility addition consisting of modular and semi-portable enclosures to support rail maintenance and various nuclear operations. This is a structural steel complex with multiple platforms, steel panel enclosure, mechanical and electrical systems.
Drydock No.3 and Berth No. 11 Modifications (MACC) PNS, Kittery, Maine Safety Manager May 01, 2008 - September 30, 2009 This project at the Portsmouth Naval Shipyard included repairs to Berth 11, including repair of deteriorated concrete covering structural members, repairs to failed bulkhead, and miscellaneous fender repairs along 1,200' length. Dry Dock 3 repairs included concrete and structural repairs, resurfacing concrete deck, mechanical restoration and utility upgrades.
Pier 6 Replacement Groton, Connecticut Safety Manager February 27, 2006 - April 30, 2008 The work included the complete demolition and disposal of existing piers 4, 6 and 13 and the dredging of approximately 373,000CY of material and disposal in a Confined Aquatic Disposal (CAD) Cell. The new structure is founded on steel pipe piles. Due to the frequent presence of boulders in the local terrain and the past presence of other piers and structures that were not fully removed, provisions were made to drill through obstructions during the planning stage. This proved enormously beneficial as numerous obstructions were encountered. The new pier structure contains approximately 70,000CY of reinforced cast-in-place concrete, plus bollards and shore services for the new class of submarines that utilize the facility. American Bridge self performed nearly all the work, including pile installation and reinforced concrete construction.
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11 Current Employment Safety Manager including, job title, length of 8 years of service service and employer’s American Bridge Company name & address 1000 American Bridge Way Coraopolis, PA 15108 United States of America
12 Name & telephone number Carlo Germani, Project Director of a former employer who Forth Crossing Bridge Constructors will provide a reference. King Malcolm Drive, Rosyth, UK KY11 2DY +44 (0) 138 342 1426
Part 1: Prequalification Procedures Page 45 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form CPC – 6.2
Construction Personnel CV’s
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name:Samsung C&T / American Bridge / AlJaber JV Date: 18, Oct, 2014
Project: Sharq Approach & Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position QA/QC Manager 2 Candidate’s name Aris Lacuna Padilla 3 Nationality Filipino 4 Country of residence State of Qatar 5 Age 39 yrs 6 Total years of experience 15 yrs 7 Years of similar experience 12 yrs Bachelor of Science in Civil Engineering 8 Academic qualifications
ISO 9001:2008 (IRCA) 9 Professional memberships
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10 Summary of whole career • Preparing Project Quality Plans, Inspection and Test Plan (I.T.P) Quality experience Including details Control Procedures (Q.C.P) and Method Statements of works, submitting and obtaining approval from Clients and Engineer. of similar projects worked • Participating in internal & external audits as per ISO 9001-2008. on • Keeping a well-organized filing system of all QA/QC documents / records in line with the project specific requirements for compiling the handing over documentation. • Inspection of all works in line with the approved ITP and as per approved drawings, specifications, and method statements and obtaining the client representative approval on the same. • Implementation of the Quality Assurance Programme for the project in line with the company Integrated Management System and the project specific requirements. • Participating in the preparation of method statement for all activities. • Verifying and monitoring the testing reports of materials and ensuring the compliance with the project requirements. • Monitoring and allocating duties and responsibilities to the project QA/QC personnel to tally with the project requirements. • Identifying non-conformities and notifying the concerned party and following up on the agreed corrective actions. • Conducting Quality awareness training sessions for the project personnel to enhance the overall quality awareness/performance. • Monitor the day to day works of sub-contractors and ensuring its compliance with the project specific requirements. • Infrastructure works such as potable water network, storm water, sewerage water, treated effluent networks and irrigation system, by utilizing different types piping materials (i.e. D.I. HDPE, GRP, PVC, CPVC, VC, UPVC …..etc.) And pumping stations with associated civil works. • Micro tunneling, road works, Manhole works, and other utilities in oil & gas projects • Road and bridge (Bridges, Post Tension Bridges) works including earthworks, curbstones, sub-base, base course, wearing course, traffic signs, road markings and all associated civil and hard as well as Soft landscaping works • Earth works Excavation, Backfilling, compaction, and soil improvement works such as dynamic compaction also surcharge with vertical drainage system. • Concrete works including foundations, Manhole/chambers, pipe racks, Transformer foundations, tanks, duck banks. • Power cables, fiber optic cables laying, trenching, bedding, cable laying, surround and backfill activities • Power Station’s, Sub-Station’s, Desalination Plant’s, Cooling Tower , Pumping Station’s , Oil Storage Tanks , Intake , Out Fall’s , Chimney Foundation , Box Culverts, Roads and Infra Structure Woks ( Gas Networks, Foul Sewer networks Deep and Very Deep Man holes), Surface Drainage water networks, Electrical Cable Corridor’s, Telecommunication lines ( Fiber Optic ) Pipe Lines (VC, UPVC, DI, GRP, HDPE) • Steel structures and large scale warehouses with all associated civil and electromechanical works. • High Rise building’s (Sub Structure, Super Structures & Finishing Works ) • Works involved earth works, structural (RCC) works preparing bar bending schedules, Also all finishes such as marble and granite cladding dry and wet fixing (mechanical fixing) internal and external with different methods, different pattern floorings false ceiling with gypsum board and GRC panels also executed internal and external paint with texture and without texture. • Construction of service buildings and annexes with same features. • Pre- Concrete placement inspection works for various structures including foundations for high rise buildings slab on grade, columns beams suspended slabs • Different types of building including Substructure, Superstructure, Electro-Mechanical and all external works.
Part 1: Prequalification Procedures Page 43 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
10 Summary of whole career Period : From July 2003 to Till Date experience (continued) Company : AlJaber Engineering L.L.C. – Doha, Qatar Position : Site QA/QC Manager
1) Project Title : Construction of CP7A-1B Waterfront Commercial / Seef Lusail Infrastructure Works – North Client:Lusail Real Estate Development Company (LREDC)
2) Project Title : Epic for Wet Utilities Distribution Network for Support Service Area for Ongoing Development at West End Extension, Ras Laffan Client : Qatar Petroleum (QP)
3) Project Title : Qatalum Project – Under Ground System & Miscellaneous Civil Works Client : Qatar Aluminum (QATALUM)
4) Project Title : Completion of Interchanges & Installation of Water works for Salwa International Highway Phase-I Client : ASHGAL
5.) Project Title : Qatalum Project – Gas pipeline Crossing Culvert Client : Qatar Aluminum (QATALUM)
6.) Project Title : Qatalum Project – Installation of Cellar Fence with Door Client : Qatar Aluminum (QATALUM)
7) Project Title : RasGas Onshore/On plot Expansion Project - EPIC of Potable Water Pipeline to West Side Camp Area Client : RasGas
8) Project Title : Extension of Water Distribution Mains in North Duhail, Phase A (Al Kheesa & B (Al Mannai) - Supply & Lay GTC 15/2002 Client : KAHRAMAA
9) Project Title : DRC 0054, Return Effluent Schemes, Effluent Mains T5 to T7, Civil Project 288 Client : ASHGAL
10) Project Title : Water Supply to Motor Cycle Race Track Client : KAHRAMAA
11) Project Title : DRC 0098 – Return Effluent Schemes – Distribution Mains T6 to T7 – Civil Project 646 Client : ASHGAL
Period: From October 1999 to February 2003 Company: Department of Public Works & Highways (1st Nueva Ecija Engineering District) – Philippines Position: Site Engineer
Project: - Painting of Steel Bridge at Sicsican Nueva ECIJA - Three Storey District Office Building - 20km National Road at BRGY. LA Torre Nueva ECIJA - Multi Purpose Gymnasium at Penaranda National High School
Part 1: Prequalification Procedures Page 44 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
11 Current Employment Company : AlJaber Engineering L.L.C. – Doha, Qatar including, job title, length of Position : Site QA/QC Manager service and employer’s name & address
12 Name & telephone number Company: Department of Public Works & Highways of a former employer who (1st Nueva Ecija Engineering District) – Philippines will provide a reference.
Part 1: Prequalification Procedures Page 45 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form DOS – 7.1
Design Organisational Structure (Only Applies to Design & Build Projects)
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
The Applicant shall submit an organisational structure in the form of diagrams with associated narrative. The submission shall: a) Show a complete organisational structure for the Project. b) Identify key positions c) Identify specific roles and a brief list of responsibilities of each position d) Show lines of authority and reporting relationships e) Identify key positions to be held by each Partner of an Association (if applicable) f) Provide the names of the proposed candidates for the key positions
Part 1: Prequalification Procedures Page 46 Sharq Crossing Programme SHARQ APPROACH AND BRIDGE CONTRACT
Form DOS – 7.1 DJV Organisation Chart description
ATKINS-CHODAI, Design Joint Venture (DJV) is proposed for the design works.
Staff based in Qatar is indicated by the Green Colour boxes, staff located offshore in design centres is indicated in blue and pink boxes.
Design staff by Chodai is indicated with purple border.
The design work will be split into two packages managed by Deputy Project Managers, one for the main Sharq Bridge and another for the Approach.
Highway, Utilities, Traffic and Geotechnical teams will support both packages.
Project wide specialist experts will support the project design works, which will include Environment, Marine, Durability, Materials, Fire Life Safety studies.
Design Management team, indicted in pink boxes, will be provided by Atkins as a Lead designer to review all design work carried out by the design teams.
Project Operations manager will report to Project Manager and will provide project Quality and support functions.
Coordination Manager, Stakeholder Interface Manager and Planning Manager will report to Project Manager and will have support team as shown in the Org Chart.
Commercial Director will report to Project Direction and will have support team as shown in the Org Chart.
STATE OF QATAR ATKINS – CHODAI PUBLIC WORKS AUTHORITY DESIGN JOINT VENTURE (DJV) SHARQ APPROACH AND BRIDGE CONTRACT CONSTRUCTION JOINT VENTURE DJV PROJECT ORGANISATION STRUCTURE DJV STEERING COMMITTEE Project Director CHODAI Dr. Abdulatif Merii – Atkins Ed Ofiaeli Dr. Gassan Ziadat – Atkins QATAR Commercial Director Deputy Proj. Director TBA TBA – CHODAI TBA - CHODAI Design Mngt. Centre Offshore Project Manager Ronan Clifford Design Centre Offshore
Commercial Project Operations Deputy PM Deputy PM Manager Manager Sharq Bridge Sharq Approach
Management Project Secretary Coordination Stakeholder & Planning Manager Plans Manager Interface Manager
Finance Manager HSE Manager BIM/CAD/GIS EDMS IT Manager Coordination Dy. Stakeholder and Project controls & Manager Engineer Interface Reporting Manager
Finance Sr. Document CAD Manager HR Manager Requirement Control Data Collection Lead Programmer Controller Controller Manager Team
QS Manager Document BIM/CAD Operator Government Assistant Controller Relations Manager Programmer
SHARQ SHARQ HIGHWAY TRAFFIC GEOTECH & PROJECT WIDE SPECIALISTS DESIGN MANAGEMENT TEAM BRIDGE APPROACH & UTILITIES SUBSTRUCTURE
Design Management Director Design Manger Design Manager Design Manager Design Manager Environment Marine Tech. Auth. Tech. Rev. Junichi Shibui Paul Groves Architecture Architectur Principal Traffic Principal Geotech Durability Materials Bridge Specialist Tunnel Specialist Tech. Auth. Tech. Rev. Engineer Engineer Highway Highway Hitoshi Nakamura Structures (cum DY PM) Richard Scott Tech. Auth. Tech. Rev. Principal Highway Principal Structural Fire Life Safety Principal Architect Principal Architect Utilities Utilities Engineer Engineer
Tech. Auth. Tech. Rev. Bridge Bridge Principal Utility Design Team Pedestrian Chris Hendy Principal MEP Principal MEP Engineer Engineer Modelling Tech. Auth. Tech. Rev. Geo./Tunnel Geo./Tunnel Paul Groves Design Team Design Team Design Team Tech. Auth. Tech. Rev. Traffic Traffic
DMT Support Team (i) Designer’s Project Organization and Structure The proposed Project Design Team organization chart shows the Project Personnel and structure. As per the Client requirements, the Designer has allocated the minimum number of staff that is able to fulfil the tasks and duties as requested by the Contract or its addendums. The philosophy is to have an overall management team controlling a matrix of Package Managers of the project and to have Design Managers supported by discipline heads producing the deliverables.
(ii) Designer’s Project Management Team Responsibilities
Key Function Duties
The Project Director will have overall responsibility DJV Project Director for the Project and will ensure that the Client requirements are fully met. Accountable for financial performance, Project cost and commercial set up. Ensures that adequate and appropriate resources are made available to the contracted work such that it can be executed in accordance with the responsibilities taken on. Responsible for staff provision and contracts. Appoints Sub-Consultants. Supports the Project Manager in providing discussion and approval to relevant proposals during the life of the project, such as change orders to the scope of work as agreed with the Client and as may affect sub-consultant involvement. Has full authority to act on behalf of the DJV for all purposes in connection with the Contract and to direct and control the performance of the services. The Project Manager will be responsible for the DJV Project Manager delivery of all the services to CJV. Deliverables shall be to the quality, time and cost that required by the Contract. He will be supported by the Project Services Team as it is beneficial to the project to limit the tiers of management in order to minimise the number of interfaces. The Project Manager will engage directly with the CJV Design Manager. Duties will include: The review of the project plan which is adequate for the purpose of planning and allocating tasks for the completion of work. The briefing of project team members and the subsequent monitoring of their performance for both Key Function Duties
technical content and timeliness. He is in charge to advise the Project Director in regard with staffing issues and appointments. Resolving technical issues together with the package managers and design managers in order to satisfy the Engineer. In addition to that he is responsible to apply value engineering to the design. Signing transmittals and formal correspondence Managing the interfaces with CJV, third parties (through CJV) and the Engineer. The review and monitoring of the deliverables, progress and earned value. The responsibility for preparing the monthly reports to the Client based upon factual information gathered through the installed project
DJV Commercial Manage and control the support services including Manager commercial and change control. Follow and register the Change Requests and all other forms which could affect the project either time or cost-wise. Manage and follow the invoices submitted to the Client as well as those invoices received from the Sub-consultants. Manage all DJV accounts related to the Project. Negotiate, document and agree variations with the Client and support the CJV in assessing changes with the Engineer / Ashghal.
DJV Quality Manager On behalf of the Project Director shall develop and document the quality policy to be applied to this project through the Design Quality Plan (DQP). This DQP will be supported by project-specific project procedures which are developed to support activities on the project from time to time. Shall prepare a schedule of quality audits and to make sure that the audits are conducted as per the planned time through the different phases of the project and covering the design groups/organizations. Shall ensure that the correct processes are followed in relation to the review, checking and approval of all documents and drawings as per defined procedure Key Function Duties
DJV Project Responsible for the setup and management of the Operations Manager project controls and project reporting process for DJV. Manage the preparation of all progress and dashboard reporting both internally and externally for the Project Managers review. Works closely with the planning and commercial teams to support the Project / Package Management teams Oversee the document control and QHSE teams within the DJV management team.
DJV Stakeholder Maintains the stakeholder management plan and Manager associated database. Provides a consistent point of contact for DJV’s dealings with external stakeholders. Responsible for managing and recording interaction / liaison with external parties including PMC, authorities, service providers and other key stakeholders and gathering relevant data The Design Management Director leads the DJV Design engineering design effort across the packages and Management Director delivery centres. Core duties will include: • Coordinating efforts of the DJV Technical Authorities and Design Managers • Monitoring the performance of the design centres and capability to deliver with support from the Technical Authorities. Reviewing design centre budgets and resources in collaboration with the Package Managers. The Technical specialists will participate in the DJV Technical Value Engineering exercises, provide direction in Specialists the application of design principles and provide a third party review of design basis and key deliverables. The Technical Authorities are experienced discipline DJV Technical specialists with particular expertise in their fields of Authorities design. Core duties will include: • Responsible for establishing the design basis • Lead and participate in Value Engineering • Technical review and oversight of design consistency and application of the agreed design principles Key Function Duties
The Package Manager reports to the Project DJV Dy. Project Manager and is focussed on delivery and interfacing Managers with their counterparts in the CJV. Core duties will include: • Ensuring that the Project Programme is reasonable and achievable with respect to the resources available for their package (or section) • Carrying out coordination meetings • Managing the interfaces with both the CJV construction managers and PMC representatives regarding scope and programme includes all the technical matters that affect deliverable schedule. • Documenting changes and following them in coordination with the Commercial Manager till they are approved. • Ensuring quality of design executed under their responsibility; • Monitoring and following up the deliverables status (assisted by the commercial team). • Follow up the implementation of the project procedure for design submissions and review. • Reporting progress for their section • Managing the budgets for their section.
Responsible for providing technical support and DJV Design Managers overseeing design coordination for the Design Teams, and shall also be responsible for the following: • Design checks/verification before submission. • Ensuring that the executed design work for their deliverable is fully coordinated • Organising resources in order to meet the deliverable programme as received from the Package Manager • Organising co-ordination meetings and attending PM’s key design issues meetings. • Shall initiate a request for approval before agreeing with the Engineer/CJV anything that impacts the project scope or programme. • Design to budget for respective element of design • Monitor and report progress
STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form DPC – 7.2
Design Personnel CV’s (Only Applies to Design & Build Projects)
To be completed by the Applicant. To be completed for each Project being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
Ref Question Answer
1 Proposed position
2 Candidate’s name
3 Nationality
4 Country of residence
5 Age
6 Total years of experience
7 Years of similar experience
8 Academic qualifications
9 Professional memberships
Part 1: Prequalification Procedures Page 47 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
10 Summary of whole career experience Including details of similar projects worked
on
Part 1: Prequalification Procedures Page 48 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
10 Summary of whole career experience (continued)
Part 1: Prequalification Procedures Page 49 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
11 Current Employment including, job title, length of
service and employer’s name & address
12 Name & telephone number of a former employer who
will provide a reference.
Part 1: Prequalification Procedures Page 50 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form DPC – 7.2
Design Personnel CV’s (Only Applies to Design & Build Projects)
To be completed by the Applicant. To be completed for each Project being applied for.
Samsung C&T / American Bridge / AlJaber JV Applicant’s Legal Name: Date: 18, Oct. 2014
Project: Sharq Approach and Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Bridge Specialist 2 Candidate’s name Hitoshi NAKAMURA 3 Nationality Japanese 4 Country of residence Japan 5 Age 62 years old 6 Total years of experience 38 years 7 Years of similar experience 38 years 8 Academic qualifications 1976, Graduate from B.Sc. in Civil Engineering, Yamanashi University, Japan 9 Professional memberships Registered Professional Engineer, registration No.24604 (Civil Engineering)
Part 1: Prequalification Procedures Page 47 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Name of assignment or project: Study of Construction of Expressway and Bridge in New Urban Area, Hai Phong (Preparatory Survey) 10 Summary of whole career Year : September 2013 - January 2014 (5months) Location: Vietnam Client: Ministry of Economy, Trade and Industry, Japan experience Including details Main project features: The 2 purposes of the project are as below: 1: Maximizing the development of rural area and the function of industrial zone by integrating new urban area into present urban area. of similar projects worked 2: Planning a combination between Lach Huyen International Port and new urban area. Position held: Project Manager (Superstructure) Activities performed: on Responsible for managing team and field study as a project manager. Name of assignment or project: The Project for Reconstruction Roads and Bridges(Detailed Design)-Funded by ADB Year : December 2012 - December 2013 (13months) Location: Papua New Guinea Client: Independent State of Papua New Guinea Main project features: The 2 project objectives are as below:; 1: Improvement of transportation access and logistics between local people 2: contributing a development of economics of Papua new Guinea. Position held: Structural Engineer (Superstructure) Activities performed: Responsible for design of superstructure as a structural engineer.
Name of assignment or project: Ben Luc - Long Thanh Expressway Project ( Detailed Design Appraisal)-Funded by ADB Year : February 2013 - May 2013 (5months) Location: Vietnam Client: Vietnam Expressway Corporation Main project features: Ben Luc - Long Thanh Expressway has total length of 57.8km with 8 lanes connects Long An, Ho Chi Minh city and Dong Nai with the maximum speed of 120km/h. On the route, 11 bridges will be constructed (including 2 large scale cable stayed bridge, named Binh Khanh and Phuoc Khanh (each for approximately 3.8km), and three intersections with overpasses. Bridge type: Cable-Stayed Bridge Main span: Lc=350m (Binh Khanh bridge), (Phouc Khanh bridge) Number of lane: 4 Type of foundation: Steel Pile Sheet Pile Position held: Structural Engineer (Superstructure) Activities performed: Responsible for appraisal of the superstructure.
Name of assignment or project: Pearl river Delta expressway / Hong Kong - Zhuhai - Macao Cable Stayed Bridge (Detailed Design) Year : June 2011 - October 2012 (17months) Location: China Client: Hong Kong - Zhuhai - Macao Bridge Authority Main project features: Hong Kong - Zhuhai - Macao Bridge (HZMB) is the first large scale infrastructure project to be developed jointly by the three regional governments of Guandong Province, Hong Kong Special Administrative Region , and Macao Special Administrative Region, which connects Hong Kong at its east end to Zhuhai and Macao at its east end, will provide a significant part of the expressway in the Peral River Delta regional transportation loop and is a key project crossing the Lingdingyang and connecting the east and west bank of the Pearl River. Bridge type: Continuous Steel Box Girder Bridge and Cable-Stayed Bridge Bridge length: 15.824km Main span: 110m for Continuous Steel Box Girder Bridge and 480m for Cable Stayed Bridge Number of lane: 6 Position held: Structural Engineer (Superstructure) Activities performed: Responsible for plan, comparison and estimation of candidate bridge types for the project.
Name of assignment or project: Europe-Asia Corridor / Mikolaiv Suspension Bridge (Basic Design) - Funded by JICA Year : October 2010 - March 2011 (6months) Location: Mikolaiv, Ukraine Client: State Road Administration Main project features: The overall goal of the project is to secure the function of the M14 as a part of the Europe - Asia Corridor ( Eurasian Corridor) and to improve the civil life in Mikolaiv. When the Project is realized, it is expected that: ·Effective transportation route for cargos will be Secured ·Chronic serious traffic jams will be dissolved. ·Civil life in Mikolaiv will be improved. Share of traffic on the existing swing-bridge will be alleviated. Bridge type: Suspension Bridge Span length of main bridge: 400 - 510m Position held: Chief Bridge Structural Engineer Activities performed: Preliminary design of long span bridge, after determining the applicable bridge type on the site considering waterway conditions, environment of project site and landscape aesthetics.
Name of assignment or project: Hanoi Ring Road No.2 / Nhat Tan Cable-Stayed Bridge (Construction Supervision)-Funded by JICA Year : January 2010 - March 2010 (3months) Location: Vietnam Client: Project Management Unit No.85 Main project features: The project consists of road and bridges with the total length of 8.45km, and it will be an arterial road for Hanoi Ring Road No.2. The total length of bridge structure is 4.4km. The main bridge crossing the Red River is a multi-span cable-stayed bridge with the total length of 1.5km and length of main spans are 300m. The 2.9km-long approach bridges consists of PC box girder and Super-T girder. The toll-gate system is also installed. Bridge type( Main bridge): Multi-Span Cable-Stayed Bridge Approach bridge: PC Box girder, and Super-T girder Span length of main bridge: 150+4×300+150m Number of lane: 8 Position held: Structural Engineer Activities performed: Responsible for construction supervision of structure as a structural engineer.
Name of assignment or project: Asian Highway No.1 / Neak Loeung Cable-Stayed Bridge (Detailed Design)-Funded by JICA Year : March 2010 - June 2010 (4months) Location: Cambodia Client: Ministry of Public Works and Transport, The Government of Cambodia Main project features: The project is to construct a road with 5km in length as a part of National Highway No.1, which is also Asian Highway No.1. The road includes a cable-stayed bridge with concrete deck of Edge-girder type and concrete H-shaped pylons. The bridge with center span of 330m is the first cable-stayed bridge in Cambodia and it is also located over the Mekong River at Neak Loeung. Bridge type(Main bridge): PC Cable-Stayed Bridge Span arrangement: 155m+300m+155m Position held: Structural Engineer Activities performed: Responsible for maneuver the detailed design team and completion of it on time.
Name of assignment or project: Second Menkong International Bridge Construction Project (Basic Design)-Funded by JICA Year : February 2009 - January 2010 (12months) Location: Laos Client: JICA Main project features: The construction of the bridge is high-prioritized as a east and west economical corridor connecting Laos and Thailand among several Menkong River Area developments has been advanced since 1990's. The project will contribute to not only trade expansion between Laos and Thailand but also smooth logistics and economical development. Position held: Structural Engineer (Superstructure) Activities performed: Responsible for design of superstructure as a structural engineer.
Name of assignment or project: Nanjing 4th Yangtze River Bridge(Detailed Design Review) Year : May 2007- June 2009 (26months) Location: China Client: Nanjing Yangtze River Fourth Bridge Co.,Ltd. Main project features: The Bridge is located in Nanjing City over the Yangtze River. It is a suspension bridge with main span of 1418m and consist a steel box girder. Bridge type: Suspension Bridge Main span: 1418m Number of lane: 6 Bridge length: 2476m Position held: Structural Engineer Activities performed: Responsible for review and checking the detail structure of steel box girder and cable system. Recommendation of improvement for the structure was submitted.
Name of assignment or project: The Project for Construction of Bridges on Bougainville Coastal Trunk Road(Basic Design)-Funded by JICA Year : February 2008 - October 2008 (9months) Location: Papua New Guinea Client: JICA Main project features: Many bridges and roads were destroyed due to the conflict. The Project is to contribute smooth transportation access and development of economical activities by constructing 15 new bridges and access road in Bougainville island. Position held: Structural Engineer Activities performed: Responsible for design of superstructure of 15 bridges as a structural engineer.
Name of assignment or project: National Highway No.1A / Can Tho Cable-Stayed Bridge (Detailed Design Review and Construction Supervision)-Funded byJICA Year : September 2002 - March 2003 March 2008 - September 2008 (14months) Location: Vietnam Part 1: Prequalification Procedures Page 48 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Name of assignment or project: Shanghai-Chongqing Expressway / Edong Yangze River Bridge (Detailed Design Review) 10 Summary of whole career Year : October 2007 - February 2008 (5months) Location: China Client: China Highway Planning and Design Institute Consultants Inc. experience (continued) Main project features: The Bridge is part of the national highway linking Shanghai to Chongqing over Yangtze River at Hubei Province. The main bridge is a cable-stayed bridge with main span of 926m. The main girder consist a steel box girder in centre span and concrete box girder in side spans. Bridge type: Cable Stayed Bridge with Y-shaped Concrete Pylon Main span: 926m Number of lane: 6 Bridge length: 1476m Position held: Structural Engineer Activities performed: Responsible for review and checking the detail structure of the girder and the concrete pylon. According to the drawing review and the calculation results, recommendation of Improvement for the steel box girder and anchor structure of cable anchor in concrete tower are submitted.
Name of assignment or project: Second Kyungin Expressway /Incheon Cable-stayed Bridge(Detailed Design) Year : January 2004 - December 2008 (60months) Location: Korea Client: Samsung Corporation Main project features: With two-way and 6-lane, Incheon Bridge is part of the Second Kyungin Expressway (No.110 expressway). The whole bridge is 18.2km long on the sea and includes cable-stayed bridge as its main bridge. Total length of the main bridge is 1,480m. It is arranged as 5-span continuous cable-stayed bridge with supplement anchor piers. The main bridge consists of Stream-lined steel box deck, Y-shaped concrete pylons, and concrete piers. This direct highway links the international airport with Incheon free economic zone. The automatic toll gates and traffic management system are installed. The project was procured by BOT(Fast-Track Design/Build). Bridge type: Cable-stayed bridge Main span: 800m Clearance: 74m Position held: General Manager / Sr.Structural Activities performed: Responsible for control the design team to submit necessary bridge design document for approval.
Name of assignment or project: Second Menkong International Bridge Construction Project (Basic Study)-Funded by JICA Year : May 2005 - September 2005 (5months) Location: Laos Client: JICA Main project features: The construction of the bridge is high-prioritized as a east and west economical corridor connecting Laos and Thailand among several Menkong River Area developments has been advanced since 1990's. The project will contribute to not only trade expansion between Laos and Thailand but also smooth logistics and economical development. Position held: Structural Engineer (Superstructure) Activities performed: Responsible for basic survey as a structural engineer.
Name of assignment or project: Beijing-Zhuhai Expressway / Huangpu Bridge of Pearl River in Guanzhou(Detailed Design Review) Year : February 2004 - June 2004 (5months) Location: China Client: CCCC First Highway Consultant Co., Ltd. Main project features: The bridge is part of the national highway linking Beijing to Zhuhai(Guangdong Province) over Pearl river at Guangzhou. It is also the ring road of Zhujiang delta. The main bridge includes a suspension bridge with 1108m main span and a one tower cable-stayed bridge with main span of 383m and consist a steel box girder. Bridge type: Cable Stayed Bridge with One Tower Main span: 383m Number of lane: 6 Bridge length: 580m Position held: Structural Engineer Activities performed: Responsible for review and checking the detail structure of steel box girder, especially for the fatigue investigation of the orthotropic steel deck plate. Moreover, the seismic design is reviewed. Recommendation of Improvement for the structure was submitted.
Name of assignment or project: New Bosphorus Crossing Suspension Bridge(Feasibility Study) Year : September 2003 - March 2004 (7months) Location: Turkey Client: Mitsubishi Corporation(JETRO) Main project features: Istanbul is the largest city in Turkey, as well as a famous historical and cultural city and leads the country in commercial and business activities. Istanbul locates on the Bosphorus Straits where Europe and Asia contacts. In order to resolve the urban transportation problems and to develop the Istanbul metropolitan area, the feasibility study for construction of the new Bosphorus Crossing was conducted based on the past studies and the latest information such as traffic conditions on the existing two Bridges, and social and natural conditions of project site. As a result of, the study recommends following bridge types. Bridge type: Suspension bridge Bridge length: 1,640m Main span: 980m Clearance: 64m Number of lane: 6 Position held: Senior Structural Engineer Activities performed: Responsible for selection of the route, superstructure type, preliminary design of the bridge and construction plan.
Name of assignment or project: Shanghai-Chengdu Expressway / Nanjing 3rd Cable-stayed Bridge (Detailed design-Review) Year : September 2003 - March 2004 (7months) Location: China Client: China Highway Planning and Design Institute Consultant Inc. Main project features: The bridge roles an important part of the national highway linking Shanghai to Chengdu(Sichuan Province) over Chang river at Nanjing. It also joins the Shanghai-Nanjing Expressway to the Nanjing-Hefei Expressway. The main bridge is a cable-stayed with main span of 648m and consist steel box girder and curved shape shaft pylon. Bridge type: Cable-stayed bridge Main span: 648m Number of lane: 6 Position held: Structural Engineer Activities performed: Responsible for review and checking for the connecting structure between steel and concrete of the pylon. Recommendation of improvement for the structure was submitted.
Name of assignment or project: Saikai Bridge Conceptual Design, Basic Design, Detail Design, Construction Supervision Year : 1997-2002 Location: Nagasaki, Japan Client: Nagasaki Prefecture Main project features: The bridge has the total length of 620m and the width of 20.2m, and consists of two types, the Midheight-Deck Brace-Ribbed Arch Bridge and the Four-Span Continuous Prestressed Concrete Box Girder Rahmen Bridge. The upper deck is for highway with 4 lanes, and the lower deck is for pedestrian. Bridge type: Midheight-Deck Brace-Ribbed Arch Length: 300m Arch span: 230m Deck width: 20.2m Number of lane: 4 Position held: Chief Bridge Engineer Activities performed: Responsible for appraisal of the Structure.
Name of assignment or project: The Design Project of Kashi Bridge(Detailed Design) Year : October 1998 - June 1999 Location: Fukushima, Japan Client: Ministry of Land, Infrastructure and Transport, The Government of Japan Main project features: The Kashi Bridge is a long arch bridge on No.289 Route and across the Abukuma River valley. This bridge has the superstructure designed as steel reverse Lohse arch type to improve its seismic capacity by employing rigid connection structure. The stiffening girder was made of the structural members including prestressed concrete slab deck and two main plate girders which gave the advantages of durability enhancement and cost reduction. Bridge type: 3-span Lohse Arch Bridge Bridge length: 199m Arch span: 134m Deck width: 9.7m Position held: Structural Engineer (Superstructure) Activities performed: Responsible for design of the superstructure as a structural engineer.
Name of assignment or project: Suez Canal Cable-Stayed Bridge (Detailed Design) Year : Jun 1996 - March 1997 (10months) Location: Egypt Client: JICA Main project features: The project is to control a road that is approximately 9km in length and over the Suez canal. The main bridge over the canal is a cable-stayed bridge with orthotropic box girder, tall H-shaped concrete pylons and high strength PPWA stay cables. Bridge type: Cable-stayed bridge Main span: 404m Clearance: 70m Number of lane: 4 Approach bridge: Concrete box girder bridge Span length: 40m standard Total length: 3,371m Position held: Lead Engineer / Structural Engineer Activities performed: Responsible for the detailed design of cable-stayed bridge with main span of 404m.
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11 Current Employment Senior Engineer including, job title, length of Design & Engineering Section service and employer’s International Division name & address From April, 1976 to Present Chodai Co., Ltd. INUI Building Kachidoki 15th floor, 1-13-1 Kachidoki, Chuo-ku, Tokyo
12 Name & telephone number He belongs to Chodai Co., Ltd. since he graduated of a former employer who from Yamanashi University. will provide a reference.
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Form DPC – 7.2
Design Personnel CV’s (Only Applies to Design & Build Projects)
To be completed by the Applicant. To be completed for each Project being applied for.
Samsung C&T / American Bridge / AlJaber JV Applicant’s Legal Name: Date: 18, Oct. 2014
Project: Sharq Approach and Bridge Contract
Page14 of Pages
Ref Question Answer 1 Proposed position Tunnel Specialist 2 Candidate’s name Paul Groves 3 Nationality British 4 Country of residence UK 5 Age 46 years old 6 Total years of experience 25 years 7 Years of similar experience 25 years
8 Academic qualifications • Bachelor of Science (Hons) – Geology / Master of Science – Engineering Geology • Chartered Geologist / Chartered Professional Engineer • Fellow of the Geological Society of London
9 Professional memberships • Member of the Institution of Mining, Materials and Metallurgy, UK • Member of the Institution of Engineers, Australia • Member of the Hong Kong Institution of Engineers
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10 Summary of whole career (2006 to date) experience Including details Dubai Metro Project : Tunnel Design Manager responsible for the of similar projects worked detailed design of all tunnel works associated with the Red and Green Lines comprising bored tunnel, escape/access shafts and cut & cover on tunnels and trough sections in sands and weak rock materials and the design co-ordination of multidisciplinary elements including architecture, tunnel ventilation and electrical/mechanical aspects.
(2004-2006) Associate Director and Head of the Tunnels & Ground Engineering at Atkins China Limited, responsible for commercial, technical, and business development aspects of underground works design and construction projects in Hong Kong, China and Asia, including: • MTR Corporation (MTRC) West Island Line: Review of scheme design of new metro stations (deep box and mined), running tunnels, shafts and escalator tunnels in Western District, Hong Kong Island. • Beijing Metro, China: Design advice for TBM selection, 10.5m diameter segmental lining design and manufacture and settlement damage risk mitigation. • MTRC Causeway Bay Station Redevelopment Feasibility Study: Feasibility study for enhancing station and surrounding areas by constructing an extensive concourse over existing tunnels. • Kowloon Canton Railway Corporation (KCRC) Kowloon Southern Link, KDB200: Project Manager and Independent Checking Engineer for permanent works. • CLP Power, Castle Peak Cable Tunnel: Project Manager for the scheme design and preparation of contract documents, tender evaluation for a 4.5km long hard rock tunnel administered. • Makkasan Wastewater Tunnel, Bangkok, Thailand: Project review, technical advice and works inspections of five large shafts sunk using caisson sinking methods and large intake/outtake structures. • SMART (Stormwater Management and Road Tunnel), Kuala Lumpur, Malaysia: Advice on geotechnical conditions and tunnelling works. • KCRC Contract LDB201 Sheung Shui to Chau Tau Tunnels: Project Manager and Independent Checking Engineer for the new underground railway line between Sheung Shui and Chau Tau. • Xiamen Eastern Corridor Subsea Tunnel, China: Design review and advice for constructing a 4.5km subsea highway tunnel in granite and extremely weathered granite using mining methods. • KCRC Kowloon Southern Link KDB300/400: Responsible for all aspects of geotechnical engineering, temporary works design, foundation design and soft ground mining sections in the tender design including more than 2km of cut & cover tunnels and sections of mined tunnelling. • Kowloon Southern Link, KDB200: Responsible for all aspects of bored tunnelling, shafts, cut & cover tunnels and retention/foundations in the tender design including West Kowloon Station and tunnels to East Tsim Sha Tsui Station. • Shenzhen Line 3, China: Responsible for geotechnical/tunnel engineering aspects of study with emphasis on risk mitigation and cost reduction. In a feasibility study for proposed metro between including 10km of tunnels and 6 underground stations (deep box/mined stations). • KCRC SDC400 Design Consultancy for Hung Hom, Shatin to Central Link: Responsible for all geotechnical and tunnelling aspects of scheme design including shallow underpassing of major railway and road structures for this section comprising Hung Hom Station and new railway. • Contract 852, Circle Line Stage 3, Singapore: Review of contractor’s documentation, including design of temporary works, risk assessments and method statements for the TBM drives.
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10 Summary of whole career (1998-2004) experience (continued) Principal Engineer (previously Associate / Senior Engineer) and Manager of the Coffey Tunnels Group responsible for technical, managerial and business development aspects of underground works design and construction projects in Australia and Asia, including • Senoko Cable Tunnel, Singapore: Review of construction activities, information provided at tender and encountered conditions for the Contractor. The project comprised twin 4m diameter tunnels bored using an open-face, shielded TBM in rock and unexpected soil conditions. • PowerGrid Harbour Drive to Labrador Cable Tunnel, Singapore: Detailed design and construction supervision for a 2.7km long tunnel in soft ground, mixed face conditions and rock. • Vector Power Tunnel, New Zealand: Construction assistance and claims expert advice for a tunnel driven using a double shielded TBM in stiff soil and weak rock. • EnergyAustralia Tunnel, Australia: Detailed design and construction services for a 2km long tunnel with access shafts and decline tunnel with portal in central Sydney in residual soils, weak and hard rock. • Eagle’s Nest Tunnel, Hong Kong: Tender design and advice for twin 13m span road tunnels in rock. • PURD Package F, Australia: Tender stage design and advice regarding bored tunnels, deep box stations and cut & cover tunnels through stiff soils, soft alluvium and reclamation. • Hurdle Ridge Tunnel, Sydney-Canberra Rail Link, Australia: Feasibility advice regarding twin track railway tunnel construction in hard rock. • DSD Harbour Area Treatment Scheme: Feasibility study, route selection, programme and cost estimation for tunnel, shaft and outfall construction for approximately 20km of tunnel and 20 shafts. • Stormwater Drainage Project, Australia: Construction advice for twin 1.5m pipe-jack tunnels beneath a live mainline railway through sandy soils and embankment fill. • Circle Line MRT, Stage 3, Singapore: Detailed design of 6.5km of metro route including 6 deep box station excavations, 10km of bored tunnels, cross passages and temporary access shafts and tunnels. • Taipei to Kaoshiung High Speed Railway, Contract 220, Taiwan: Review of the detailed design for bored NATM and cut & cover tunnels and major cutting and embankment earthworks design. • Pak Shing Kok Tunnel, Tseung Kwan O Extension, Hong Kong: Review of ground conditions, temporary support and permanent reinforced concrete linings and claims expert advice. • Green Square, New Southern Railway, Australia: Construction advice regarding shaft excavation, founding and backfilling of a pre-cast concrete arch at the tunnel soffit in the 12m wide, square shaft. • Marina South Common Services Tunnel, Singapore: Tender design for utilities cut-and-cover cast in-situ tunnel to be constructed in very soft marine clay using sheet piling and jet grouting. • Marina Line, C825, Singapore: Tender design for railway tunnels and four deep box stations in central Singapore in soft marine soils and stiff soils adjacent to sensitive structures.
(1993-1998) • Monastiraki Station, Athens Metro, Greece: Review of ground conditions, tunnel design, settlement prediction, construction methods, instrumentation, ground improvement, compensation grouting and other settlement mitigation methods. • Channel Tunnel Rail Link, Contract 410, UK: Tender design for a 3.2km twin track tunnel in weak rock including design of NATM temporary works, permanent lining and portal arrangements. • Channel Tunnel Rail Link, Contract 330, UK: Tender design for tunnel under a 6 lane road using modified cut and cover/bored “Door Frame Slab” method in clay and weak rock with 2m cover. • Jubilee Line Extension – London Bridge Station, UK: Tunnelling and advice for excavation and support, construction details, geotechnical monitoring and design verification. Detailed design of tunnels and shafts including running, access, ventilation, and station tunnels, 4.8m-11.5m span in soils. • Jubilee Line Extension – Canada Water to Canary Wharf, UK: Prediction of settlement and assessment of structural damage risk induced by tunnelling using Slurry Mixshield TBM/dual mode EPB TBMs. • Jubilee Line Extension – Green Park Station, UK: Structural condition survey for the Ritz Hotel and assessment of likely damage induced by hand mining tunnelling works.
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11 Current Employment Employer: WS Atkins & Partners Overseas including, job title, length of service and employer’s Address: P.O 5620, Dubai, United Arab Emirates name & address Job Title: Chief Engineer – Head of Tunnels & Ground Engineering
Length of Service: 8 years
12 Name & telephone number Details to be provided on request of a former employer who will provide a reference.
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Form SSS – 8.1
Subcontractors, Sub-consultants & Suppliers
To be completed by Contractor or all Partners. To be completed for all Projects being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
Provide details of major elements of the Project which you are proposing to be undertaken by subcontractors, sub-consultants or suppliers and where known provide details of the proposed companies:
Ref Subcontractors 1
2
3 etc.
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Ref Sub-consultants 1
2
3 etc.
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Ref Suppliers (only applies to Design & Build contracts) 1 Steel
2 Cable stays
3 Concrete
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Form HSE – 9.1
Health, Safety & Environment
To be completed by Contractor or all Partners. To be completed for all Projects being applied for.
Applicant’s Legal Name: Date:
Project:
Page of Pages
Polices & Plans
Ref Question Yes No Do you have a signed and dated health & safety policy statement? 1 If ‘Yes’ provide a copy. Do you have a signed and dated environmental protection policy 2 statement? If ‘Yes’ provide a copy. Do you have a signed and dated substance abuse control policy 3 statement? If ‘Yes’ provide a copy. Do you have an annual, or project, safety plan or programme? 4 If ‘Yes’ provide the latest copy.
Training & Communication
Ref Question Provide details and evidence of the health & safety training programme that is being undertaken by your managers / designers / engineers / supervisors / employees to 5 ensure they are competent to carry out their responsibilities. This should include a programme for refresher training
Ref Question Yes No Do you hold workplace HSE meetings for supervisors? 6 If “Yes’ provide evidence and details of frequency. Do you hold employee “Toolbox Talks” HSE meetings? 7 If “Yes’ provide evidence and details of frequency.
Monitoring, Audit & Review
Ref Question Yes No Do you conduct workplace HSE inspections? 8 If ‘Yes’ provide evidence and who conducts these inspections and how often?
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Subcontracting / Consulting Procedures
Ref Question Provide details of your procedures for assessing a sub contractor’s HSE 9 competency, adequate resources and their management on site as well as a copy of a completed assessment.
Design Work (Only applies to Design & Build Projects)
Ref Question Provide details of your arrangements with complying with construction design and 10 management requirements such as co-operation & co-ordination and examples of how risk will be eliminated by design.
Risk Assessment / Method Statements
Ref Question Provide details of your procedures for assessing risk and developing a safe system 11 of work. Sample Risk assessments to be provided.
Sustainability
Ref Question Yes No Do you have a Sustainability Programme, Policy or Report? 12 If ‘Yes’ provide a summary
Part 1: Prequalification Procedures Page 55 Sharq Crossing Programme Safety & Health Policy
Samsung C&T puts the safety and health of its employees, subcontractors, clients and communities where it does business as its first priority. If a job cannot be performed safely, it will not be performed. We respect a ‘safety first’ attitude by and for our fellow colleagues. Good safety standards will be strictly selected and incorporated to a systematic approach to the way we work.Continuous feedback will be encouraged to improve our safety standards. We will not accept shortcuts which circumvent safety.
Our working environment will instinctively feel safer based on the following safety principles and behaviors to promoting a safe workplace :
Safety is a first consideration when we make decisions,
Our leaders will demonstrate a day-to-day commitment to safety,
We will ‘stop and act’ to correct situations that could harm ourselves or others,
We encourage an inquisitive attitude and behavior towards challenging assumptions and considering potential adverse safety and health consequences of planned actions,
Our safety systems will be applied effectively to ensure all hazards are identified and addressed before work begins,
We will embrace organizational learning to improve the way we do things, and
We will openly examine our operations and solicit feedback from external resources.
Samsung C&T workers are expected to protect themselves and others against accidents. All accidents and incidents are preventable. An accident-free workplace is achieved through careful planning, close attention to hazard controls, worker involvement in task planning, and stopping work in the face of uncertainty. Samsung C&T management will continue to promote safety throughout the work environment. We will all take pride in doing our work to a high standard of safety and wellbeing of those who work with us or are impacted by the work we do.
SAMSUNG C&T Corporation CEO and President Chi Hun Choi Environmental Policy
Samsung C&T believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner. We are therefore committed to reducing our environmental impact and continually improving our environmental performance as an integral and fundamental part of our business strategy and operating methods. We encourage our customers, suppliers and all business associates to do the same. Not only is this sound commercial sense for all; it is also a matter of delivering on our duty of care towards future generations.
Our aim is to :
Wholly support and comply with or exceed the requirements of environmental legislation and codes of practice.
Minimise our waste and then reuse or recycle as much of it as possible.
Minimise energy and water usage in our buildings, vehicles and processes in order to conserve supplies, and minimise our consumption of natural resources, especially where they are non-renewable. Apply the principles of continuous improvement in respect of air, water, noise and light pollution from our premises and reduce any impacts from our operations on the environment and local community.
Take reasonable steps to purchase products and services that do the least damage to the environment and encourage others to do the same.
Plan, engineer and construct our projects in a way that is considerate to preserving ecosystem diversity and mitigating anthropogenic effects including climate change.
Samsung C&T will exercise a duty of care for our environment by adopting best practice environmental stewardship, such as the waste minimalization philosophies. Our environmental procedures and employee training programs will communicate the principles of our Environmental Policy and provide the knowledge for our employees to deliver on our environmental commitments.
SAMSUNG C&T Corporation CEO and President Chi Hun Choi HSEM-2117E PROCEDURE FOR REV. : 0 SUBSTANCE ABUSE CONTROL DATE: 2011 JAN PAGE 2 OF 2
1.0 OVERVIEW
SC&T maintains a strong commitment to its employees to provide a safe workplace and to establish programs promoting excellent standards of safety. The company believes the work environment is safer and more productive without the presence of controlled substances. Therefore, the company prohibits the possession, use, manufacture, distribution, dispensation or presence of any controlled substance in the workplace without a valid prescription from a physician. Consistent with the spirit and intent of this procedure, the company expects employees to report for work in proper condition to perform their duties.
2.0 PURPOSE
This policy/procedure is intended to prevent the use and presence of drugs, alcohol, or other contraband in the working environment.
3.0 SCOPE
This procedure outlines substance abuse policy, criteria for substance abuse testing and substance thresholds.
4.0 ROLES & RESPONSIBILITIES
All employees
5.0 QUALIFICATION & COMPETENCY MANAGEMENT
N.A.
6.0 PROCEDURAL REQUIREMENT
SC&T endeavor to Substance Abuse Prevention Program and as developed by respective worksites, includes chemical screening as a condition of employment for all hourly and salaried applicants, employees reasonably suspected of using or being under the influence of controlled substances or alcohol, post-accident testing, and random testing. Each site shall formulate a site-specific Substance Abuse Prevention Policy which shall include regular test and sampling of employees. The site-specific policies are developed for each individual site using SC&T standards as a base and then addressing any client specific requirements and state/country specific regulation. As required by policy, management and employee orientation, supervisory drug awareness and administrators training will be performed by SC&T Corporate HSE as soon as possible.
7.0 METHOD OF WORK
N.A.
8.0 COMPLETION OF WORKS
N.A.
Health, Safety & Environmental
SHEMS (Safety and Health Management Plan)
HEALTH, SAFETY AND ENVIRONMENTAL MANAGEMENT SYSTEM Master Contents SAFETY AND HEALTH MANAGEMENT PLAN & ENVIRONMENTAL MANAGEMENT PLAN
TABLE OF CONTENT 1 INTRODUCTION ...... 3 2 ELEMENTS OF SAFETY MANAGEMENT SYSTEM ...... 4 3 SAFETY POLICY AND DELEGATION OF RESPONSIBILITIES OF SAFETY .. 5 4 SAFE WORK PRACTICES ...... 21 5 SAFETY TRAINING ...... 25 6 GROUP MEETING & SAFETY COMMITTEE...... 30 7 INCIDENT INVESTIGATION AND ANALYSIS...... 33 8 IN-HOUSE SAFETY RULES AND REGULATIONS ...... 38 9 SAFETY AND ENVIRONMENTAL PROMOTION ...... 39 10 SUBCONTRACTOR EVALUATION, SELECTION AND CONTROL ...... 40 11 SAFETY INSPECTION AND AUDIT ...... 41 12 MAINTENANCE REGIME FOR CONSTRUCTION EQUIPMENT AND MACHINERY ...... 45 13 RISK ASSESSMENT AND HAZARD ANALYSIS ...... 46 14 CONTROL OF MOVEMENT AND USE OF HAZARDOUS SUBSTANCES AND CHEMICALS ………………………………………………….47
15 EMERGENCY AND FIRE PRESENTION PREPAREDNESS .…………………. 48 16 OCCUPATIONAL HEALTH PROGRAMS ...... 51 17 DOCUMENTATION ...... 52
SHEMS 1 SHEMS (Safety and Health Management Plan)
APPENDIX Appendix 1 Environmental Safety & Health Policy Appendix 2 Organization Chart for HSE Management & Risk Assessment Team Appendix 3 Position Description for Safety Responsibilities Appendix 4 List of Safe Work Practices / Procedures Appendix 5 First Day at Work Safety Instruction Appendix 6 Application form for Safety Induction Course & SHE Awareness Appendix 7 Tool Box Meeting Record Appendix 8 Incident / Accident Investigation Report Forms Appendix 9 Accident Reporting and Investigation Flow Chart Appendix 10 Contractor Monthly Incident / Accident Return Summary Appendix 11 Contractor Monthly Accident Statistics Report Form Appendix 12 Monthly Portable Fire Extinguisher Inspection Report Appendix 13 Daily Site Inspection Report Appendix 14 Weekly Site Inspection Report Appendix 15 Safety Committee Site Inspection Report Appendix 16 Construction Equipment / Tools Inspection Schedule Appendix 17 In-House Rules & Regulations Appendix 18 Subcontractor Pre-Qualification Questionnaire Appendix 19 Subcontractor HSE Performance Evaluation Appendix 20 Maintenance Regime Plan Appendix 21 Risk Assessment and Management Plan Appendix 22 Work Method Statement (Sample Outlines) Appendix 23 Register of Hazardous Substances Appendix 24 Work Method Statement Checklist Appendix 25 Occupational Health Programs Appendix 26 Emergency Response Plan
SHEMS 2
SHEMS (Safety and Health Management Plan)
1 Introduction
1.1 Purpose
1.1.1 This document describes the Safety, Health and Environment Management System (SHEMS) by which the Contractor provides for the safety of its direct and contractor personnel, visitors and anyone associated with its work.
1.1.2 This document serves to provide an outline on the various elements governing the use of the Safety, Health and Environment (HSE) Management System.
1.2 Scope
1.2.1 The Safety, Health and Environment Management System shall be considered an integral part of all construction and applied to all construction project team including sub- contractors, Interfacing Contractors etc.
1.3 Objective
1.3.1 The objectives of the HSE Management System are :
a) To provide for safe working practices in carrying out the normal operations of the worksite. b) To provide for the identification of hazards and establish safeguards against hazards. c) To provide for response to Emergency situations. d) To strive to continuously improve safety management skills. e) To diffuse awareness that safety is an integral part of the work and that production and safety are inseparable. f) To provide thorough investigations into safety incidents and near misses and establish safeguards to prevent recurrence. g) To identify lines of responsibility for safety. h) To comply with SS CP 79: 1999 Code of Practice for Safety Management System for the Construction Industry. i) To follow, where relevant, the requirements of OHSAS 18001 & ISO 14001.
1.4 Definition
MOM: Ministry of Manpower Client : Name of Project‟s Client Contractor: Samsung C&T (SC) MOM: Ministry of Manpower Subcontractor: Any individual or company which is engaged by the Contractor to perform the work at the site or to provide labour, equipment, facilities or material, to be used at the site.
SHEMS 3
SHEMS (Safety and Health Management Plan)
SHEMS: Safety, Health and Environment Management System WSHE: Workplace Safety & Health and Environmental R&R: Roles and Responsibilities
Acts & Regulations: Any Acts and Regulation of Singapore that the Contractor and its subcontractors are required to comply with during the contract period. The following are the list of Acts, Regulations and Codes of Practice: - WSH(Workplace Safety & Health) Act 2006; - All WSH Act‟s Subsidiary Legislations; - All Prevailing Factories Act Subsidiary Legislations; - All Approved Codes of Practice under Section 39 of the WSH Act.
Responsibility: Obligated to undertake or alternatively delegate to authorize and competent persons specified duties and tasks connected with their job or position.
Accountability: Answerable for specific safety responsibility particularly connected with tasks, objectives, and target within their area of authority. Accountability cannot be delegated.
2 Elements of Safety Management System
2.1 In compliance with the regulations, the Contractor includes the following safety elements: Element 1-Safety Policy and Delegation of Responsibilities of Safety Element 2-Safe Work Practices Element 3-Safety Training Element 4-Group Meetings & Safety Committee Meetings Element 5-Incident Investigation and Analysis Element 6-In-House Safety Rules and Regulations Element 7-Safety Promotion Element 8-Subcontractor Evaluation, Selection and Control of Contractors Element 9-Safety Inspections and Audits Element 10-Maintenance Regime for Construction Equipment and Machinery Element 11-Risk Assessment & Hazard Analysis Element 12-Control of Movement and Use of Hazardous Substances and Chemicals Element 13-Emergency Preparedness Element 14-Occupational Health Programs Documentation
SHEMS 4
SHEMS (Safety and Health Management Plan)
3 Safety Policy and Delegation Of Responsibilities Of Safety
3.1 Safety Policy Statement
3.1.1 Samsung‟s Safety Policy is enclosed herewith (Appendix 1). The Safety Policy will be communicated during each employee‟s induction training and will be posted at prominent and conspicuous locations throughout the work site in English and other major languages spoken on the job site. The Safety Policy will be reviewed periodically and amended as necessary.
3.1.2 Through our continuous improvement pursuit, we have also achieved the certifications for ISO 9001, ISO 14001 and OHSAS 18001. See our certificates in Appendix 1.
3.2 Delegation of Responsibilities of Safety
3.2.1 Objective
This section is to define clearly the areas of responsibility and accountability in regards to safety.
Safety and Loss Prevention are line management responsibilities and a condition of employment for all persons assigned to the project. Each person shall be familiar with his role and those of his subordinate and ensure compliance with these requirements. All staff‟s appointment letters state that they are to comply to all HSE rules & regulations of the company & the project.
3.2.2 Project Organizational Chart and Position Description
For Project Organizational Chart and Position Description, refer to Project Management Plan.
3.2.3 Procedure
Those persons with specific safety responsibilities are listed below. Everyone on site is expected to comply with all project safety requirements and to ensure that his/her subordinates comply also. Project Manager Construction Manager Administrative Manager Workplace Safety & Health Officer (WSHO Officer) Workplace Safety & Health Supervisors (WSH Supervisor) Site Supervisors/Foremen (Construction Engineers & Construction Supervisors) Security Personnel First Aider LEW / LCDW
SHEMS 5
SHEMS (Safety and Health Management Plan)
Lifting Engineer/Lifting Supervisor Crane Maintenance Supervisor Crane Operator Rigger/Signalman Confined Space Assessor/Manhole Supervisor Confined Space Worker/Manhole Worker Vector Control Technician Scaffold Supervisor / Scaffold Erector Sub-Contractors / Workers Machine Operator / Vehicles & Truck Drivers
Project Manager 1. Familiarize himself with the Project‟s WSHE Management System and ensure its effective implementation. 2. Ensure that subcontractor, Contract Wide Contractors and their subcontractors; and all persons entitled to be on the site comply with all relevant applicable legal requirements, and all aspects of this WSHE Management System Manual for enforcing site safety rules and regulations. 3. Establish realistic Environmental. Health and Safety targets for the project and leading the Project team to achieve the set targets. 4. Organize and preside as Chairman over the Safety Committee. 5. As appropriate, giving notice of work to the relevant Authorities. 6. Promote and ensure a safe place of work for all employed on the Project. 7. Promote and ensure that public safety is not compromised in the course of the Project. 8. Promotes total job safety by employees, subcontractors, members of the public and all persons on the project in order to achieve specific Workplace Health, Safety and Environmental (WSHE) objectives. 9. Promote the setting up of Safety Procedures, In-house rules and regulations, and any other necessary Safety Procedures. 10. Promotes and maintains a high standard of feedback on safety and loss control to all relevant personnel. 11. Participates in consultations with authorities and CLIENT representatives and act on any actions, recommendations or observations made by authorities and CLIENT. 12. To officially appoint key personnel such as the PTW Approver, PTW Assessor, Construction manager, Lifting Supervisors, Scaffold Supervisors, Formwork Safety Supervisors, First-Aiders, Riggers, Signalmen and Operatives, etc. as Statutorily required. 13. Direct the project in charge site engineers, managers and other senior staff in carrying out their duties and responsibilities. 14. Advise and/or instruct the Project Team regarding any actions necessary to correct any hazardous activities, or hazardous or unhealthy work and environmental conditions. 15. Ensure that WSHE is planned into all operations. 16. Take prompt corrective actions to remove any unsafe or unhealthy work conditions and to maintain effectively such corrections made.
SHEMS 6
Integrated Management System Procedure for Competence, Training & Awareness
Reference: IMP-003 Revision: 00
Uncontrolled unless endorsed as controlled by the Samsung C&T Corporation Q-HSE Management Division Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
Contents
1 Introduction
2 Process Flowchart NA
3 Scope
4 Responsibilities
5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions
6 Process 6.1 Competence & Awareness 6.2 Define training needs 6.3 Design and plan of training 6.4 Provide training 6.5 Evaluate training outcomes 6.6 SAMSUNG C&T University
7 Records
8 Associated Forms & Templates F01 Annual Training Plan F02 Training Attendance Record F03 Training Evaluation Form
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A Attachments/Appendices A01 Project Training Matrix by Individual
Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.
Revision: 00 Revision Date: 09-Apr-2012 Page: 3 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
1 Introduction 1.1. To achieve stated objectives, SAMSUNG C&T requires a trained workforce, aware of their duties and responsibilities and competent to carry them out. 1.2. This procedure sets out the manner in which SAMSUNG C&T shall ensure that human resources, both internal and external, are aware of: • the importance of conformity with company policies, • the consequences for quality, health & safety and environmental matters of nonconformity with company policies • their individual duties and responsibilities for achieving conformity with company policies 1.3. The following figure 1 shows the training concept in SAMSUNG C&T:
Development of Existing Staff
Engagement Recruitment of Competent of Competent Supply Staff Partner's Competence & Awareness
- Defining organization’s needs - Defining and analyzing competence requirement
1 - Reviewing competence Define - Defining competence gaps training - Identifying solutions to close the competence gaps needs - Defining the specification for training needs - Collecting data and preparing evaluation report - Validation of the training process 4 2 Evaluate Design training Training and plan outcomes training
- Defining the constraints - Training methods and criteria for selection - Training plan specification - Selecting a training provider - Providing support 3 - Training support Provide - End-of-training support for training
Figure 1 – The training concept in SAMSUNG C&T
Revision: 00 Revision Date: 15-Oct-2012 Page: 4 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
2 Process Flowchart NA
3 Scope 3.1. This procedure is applicable to SAMSUNG C&T overseas projects and includes all project personnel (including supply partner personnel where applicable), Head Office (HO) and Regional Head Office (RHO) personnel involved on overseas projects. 3.2. This procedure excludes reference to internal Auditor competence and training; this is covered within IMP-018 Q-HSE Audit procedure.
4 Responsibility 4.1. Q-HSE Management Division Executive Vice President 4.1.1 Has responsibility for the overall implementation of this procedure. She/He is also responsible to authorize and implement annual Q-HSE training program for top management. She/He has ultimate responsible to ensure that the top management personnel including CEO have necessary understanding about Q-HSE management system. 4.2. Business Division Executive Vice President 4.2.1. Has responsibility for the allocation of sufficient time, resources and budget to enable respective departments and project teams to fulfil their approved training programs. She/He is also responsible to ensure that the training programs are effectively implemented at project levels. 4.3. Q-HSE Management Division Team Leaders 4.3.1. Is responsible to identify training needs, prepare necessary training programs, evaluate training results and suggest future improvements to the Q-HSE Management Division Vice President. 4.4. Business Division Q-HSE Team Leaders 4.4.1. Is responsible to identify training needs, prepare necessary training programs, evaluate training results and suggest future improvements to the Business Division Vice President. 4.4.2. She/He will ensure that the training requirements are complied during the design and mobilisation stages. 4.5. Each Team Leader of Head Office 4.5.1. Has ultimate responsibility within her/his team for ensuring that the applicable requirements of this procedure are effectively implemented. She/He is responsible to identify training needs, prepare necessary training programs, evaluate training results and suggest future improvements to the Business Division Vice President. 4.6. Project Director/Manager 4.6.1. Has ultimate responsibility for the implementation of the site specific training requirements and has delegated the responsibility for planning and arrangement of training needs and training provision as required by this procedure (and/or any project specific requirements) to the relevant manager. 4.6.2. Will ensure that Supply Partners provide suitably qualified, competent resources as required by the contract requirements and/or SAMSUNG C&T requirements.
Revision: 00 Revision Date: 15-Oct-2012 Page: 5 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
4.7. Project HSE Manager 4.7.1. Has responsibility for the effective planning and arrangement of all health and safety and environmental training needs and training provision as required by this procedure (and/or any project specific requirements) including Supply Partners. 4.8. Project Quality Manager 4.8.1. Has responsibility for the effective planning and arrangement of all quality related training needs and training provision as required by this procedure (and/or any project specific requirements) including Supply Partners. 4.9. Head of Human Resources (HO, RHO, Project) 4.9.1. Will provide necessary infrastructure and support conducive to the SAMSUNG C&T training requirements stated within this procedure. Include appointment of staff (employments contracts) and initial inductions for HO/RHO staff. 4.10. Section Manager / Supervisor 4.10.1. Shall ensure staffs under their control receive the appropriate level of Q-HSE training to allow them to undertake their work in a safe manner. 4.11. Supply Partners 4.11.1. Will ensure that all personnel under their control are appropriately trained and competent in accordance with the contract requirements, SAMSUNG C&T training requirements within this procedure and/or industry Best Practice. 4.11.2. Will ensure that all personnel under their control attend all mandatory and other relevant site specific trainings, inductions and the like which are provided by the Customer, SAMSUNG C&T or their approved authority. 4.11.3. Will maintain records of training and competence for all personnel under their control and make them available to SAMSUNG C&T upon request
5 References, Terms & Definitions 5.1. References • ISO 9001:2008 6.2.2 Competence, Training & Awareness • OHSAS 18001:2007 4.4.2 Competence, Training & Awareness • ISO 14001:2004 4.4.2 Competence, Training & Awareness • IMM-001 Q-HSE IMS Manual • IMP-001 Document and record control • IMP-012 Control of special processes • IMP-018 Q-HSE Audit 5.2. Terms and Definitions Competence Demonstrated ability to apply knowledge and skills
Awareness Conscious of or having knowledge of (e.g. policies, procedures, work instructions, objectives, targets etc)
Training A learning process involving the acquisition of knowledge and skills
Revision: 00 Revision Date: 15-Oct-2012 Page: 6 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
6 Process 6.1. Competence & Awareness 6.1.1. Competence requirements for SAMSUNG C&T are led by the companies stated objectives and the scope of current and future operational requirements. 6.1.2. Existing staff represent the future of the company and their training and development into highly competent resources is a key goal of the company. For that reason, the companywide training will be planned and coordinated through the Corporate HR Department in conjunction with SAMSUNG University (see 6.4 below), SDS or other approved providers as necessary. 6.1.3. Personnel evaluations will be arranged by 6 monthly intervals. The evaluations will include an assessment from both employee and relevant manager. The HR Team will review each evaluation and assess the need for training in consultation with the employee and/or relevant manager to arrange training if required. 6.1.4. SAMSUNG C&T shall ensure that key staff and operatives engaged by supply partner to work on SAMSUNG C&T operations are competent. This may be through a review of CV’s and certificates of competence / training or through direct observation of work in progress (refer to IMP-009 Management of Supply Partners procedure and IMP-012 Control of Special processes procedure for further details). 6.2. Define training needs 6.2.1. Each Team Leader / Project Manager is responsible to review the training needs of the personnel within their respective department at least annually. 6.2.2. Current competence levels and the future training needs of existing staff are determined through several means, the principle being: • team leader monitoring, • introduction of new technology (e.g. IT systems or new equipment), • introduction of new legislation, • introduction of new procedures, • general staff training requests. • project, customer specific requirements, • lessons learnt. 6.2.3. The minimum Q-HSE training requirements are: Hours Target Audience Training Course /Contents Remarks (yearly) Q-HSE Management System requirement 2 All Management Q, HS & E Policies, Objectives and Targets 1 Personnel Management Review(s) 1 Q-HSE Management System requirement 4 All Employees Q, HS & E Policies, Objectives and Targets 1 Q-HSE Law/Regulations/Rules 2 Understanding of International Standards - ISO 9001, ISO 14001, or OHSAS 18001 8 Related Q-HSE related etc. personnel Q-HSE Law/Regulations/Rules 4 Q-HSE Best Practices, Lessons Learnt 4 Table 1 – The minimum Q-HSE training requirements
Revision: 00 Revision Date: 15-Oct-2012 Page: 7 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
6.2.4. The project Q-HSE training requirements shall be determined by project Quality and HSE Managers based on project requirements. However, minimum Q-HSE training requirements as stated in table 1 above shall be complied. And the detailed project Q-HSE training program will be defined within the relevant Project Q-HSE plan and/or procedures. They will include all legal, statutory, project specific and SAMSUNG C&T requirements. 6.2.5. The Project Manager in conjunction with the project Quality Manager and HSE Manager will ensure that the IMP-003-A01 Project Training Matrix reference is implemented. This document sets out the minimum Q-HSE training requirements for SAMSUNG C&T project personnel. 6.2.6. The minimum project induction training requirements are:
Induction Type Target Audience Management & General staff including those of partner companies Staff Induction and 3rd party companies (Consultant, Clients Agent). Visitor Induction Visitors General workers and supervision including all partner companies Site Induction and associated subcontractors. Table 2 – The minimum induction training requirements 6.3. Design and plan of training 6.3.1. Where competence gaps are apparent and/or training needs are identified (may be in respect to forthcoming changes/improvements) then relevant training plans and programs will be developed and realized under the direction of Q-HSE Management Division departmental manager, HR department manager or other training provider. 6.3.2. The training plan reference form IMP-003-F01 Annual Training Plan will be used by each Team / Project to define the training requirements for each Team / Project department and will be reviewed and updated on a regular basis by the Team Leader / Project Manager or the authorized nominee thereof. 6.3.3. The Team Leader / Project Manager may at any time schedule training which is not defined on the annual training plan, this may be discretionary or in respect to requests/needs. 6.3.4. It shall be the responsibility of the Team Leader, Departmental Manager & Project Manager to provide full details of training providers, costs, timescales etc. 6.3.5. SAMSUNG C&T has the capability to provide training by a number of means dependent upon the criterion, the means employed may include:
Method Summary Attendee Frequency SAMSUNG C&T A corporate wide training delivery All SAMSUNG Competency and University tool focusing on core topics C&T personnel certification within including: SAMSUNG C&T Value approved training Leadership modules Technology Business Global External training Training program developed and Registered, When needed delivered by an external training competent staff provider member In house training Training programs developed by All personnel As per Annual Plan programs SAMSUNG C&T General initial awareness, may All site personnel. Before commencing Induction training be new activity and/or procedure. (Including work
Revision: 00 Revision Date: 15-Oct-2012 Page: 8 of 18 Title: Document No: IMP-003 Competence, Training & Awareness Corporate Procedure
Method Summary Attendee Frequency See 6.2 also Visitors) All personnel When Q-HSE Certificate renewal training / Refresher training Procedures or project Reinforcement training conditions are change Usually short site based training Foremen, Daily Tool box training program on specific items(s) Subcontractor such as health and safety workforce Before commencing Special training Specific tasks/work instructions duties Briefings Short awareness briefings. Competent staff Enhance awareness Typical examples include member / awareness training, induction Competent training and tool box talk training person from a supply partner or 3rd party Fire Prevention All personnel Once every six and Emergency months
Evacuation Training SAMSUNG C&T provided Web based training course and assessment Table 3 – The means for Q-HSE related training 6.4. Provide Training 6.4.1. Each Team Leader / Project Manager shall approve training plans in line with previously identified current and future operational requirements within the limits of any agreed training budget. 6.4.2. The Project Quality Manager and / or HSE Manager or person delegated by the Project Manager will be responsible for updating and maintaining Q-HSE Training Records. 6.4.3. Visitors shall be made aware about site hazards, their area of access, restricted area and Personal Protective Equipments used during their stay at site. 6.4.4. Fire prevention and Emergency Evacuation Training will be given to all employees at least twice yearly. 6.4.5. The project/industry specific training requirements will be detailed within the relevant project quality plan and/or procedures/inspection and test plans, such requirements may include: • Quality management system requirements training (ISO 9001) • welder related training/certification (ISO/ASME) • weld non destructive testing technicians (ISO/ASME) • auditors: International Register of Certificated Auditors (IRCA) • health and safety/environmental management system, LEED, ESTIDAMA etc. 6.5. Evaluate training outcomes 6.5.1. SAMSUNG C&T will place employees in jobs consistent with their abilities and level of Q- HSE training achieved (competency). 6.5.2. The Project Quality Manager and / or HSE Manager shall review the effectiveness of training provided. The negative reviews on training courses / training providers shall be informed to HR who shall review the overall feedback on specific training providers (both internal and external). Where necessary, alternative training providers may be sourced or course content altered.
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6.5.3. The training attendees shall be requested to provide feedback. A recommended form IMP- 003-F03 Training Evaluation Form is included within this procedure. Training evaluation assessments shall be forwarded to Quality Manager and / or HSE Manager 6.6. SAMSUNG C&T University 6.6.1. SAMSUNG C&T University is a bespoke web based educational portal available to all levels of staff. 6.6.2. Each year at a given time all employees in consultation with their mentors where required will have the opportunity to develop their Individual Development Plans (IDP). 6.6.3. A Team Leader, Departmental Manager may suggest to her/his staff training programs which are considered beneficial based upon training/skills gaps identified. 6.6.4. The IDP shall be approved by the applicants immediate Supervisor/Team Leader. 6.6.5. A course brochure is maintained and updated at regular intervals to determine the courses available and details are available via ‘my single’. 6.6.6. Authorized SAMSUNG C&T personnel can refer to ‘my single’ for additional information, courses available and application protocols.
Figure 2 – SAMSUNG C&T University outline
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7 Records 7.1. Annual Q-HSE Training Plan and Training attendance shall be recorded using the form IMP-003-F02 Training Attendance Record is included within this procedure. 7.2. All records pertaining to this procedure including all related correspondence, records and reports shall be retained in accordance with the IMP-001 Document and Records Control procedure.
8 Associated Forms & Templates F01 Annual Training Plan F02 Training Attendance Record F03 Training Evaluation Form A01 Project Training Matrix by Individual
Revision: 00 Revision Date: 15-Oct-2012 Page: 11 of 18 Form HSE – 9.1
Health, Safety & Environment
Atkins has developed a behavioural safety programme that consists of three behaviour based training component areas of focus to drive progress towards ‘natural Safety’. Atkins addresses diverse activities and different risk profiles through distinct approaches that are focussed around lessons learned and sharing knowledge. The components of our behavioural safety programme are:
Safe by Leadership (SbL) Safe by Choice (SbC) Safe by Design (SbD).
SbL: Atkins senior to middle management undergo selective Safe by Leadership training that provides a robust behavioural approach to leadership. These courses are conducted by trained behavioural safety experts, allowing the candidate to expand and develop their knowledge in their management and leadership approach. These courses are effective in providing a strong leadership and engagement. It creates the opportunity to set high standards, influence and lead industry by excelling in this area.
SbC: The group wide Safe by Choice programme promotes safe behaviours to achieve common standards of behaviour. There are different approaches to address risks within construction, engineering and office environments. The approaches raise awareness of safe/unsafe behaviours and empowers staff to reduce risk through making the right choice.
SbD: Atkins provides Safe by Design training that covers all aspect of design from concept through to detailed design. Each discipline promotes an approach of early risk identification and detailed assessments to determine appropriate action. Atkins have Safe by Design principles, which actively eliminate or reduce risk in design for construction, in use, maintenance and decommissioning activities. The training embeds safety within the thought processes of designers, promotes safe practices, and ensures risk is communicated where it remains, through SHE boxes and risk registers.
Bid Submission: Sharq Project Question Ref 6
DATE: July 2014 PAGE 1 OF 3
a) Daily Construction Safety Cycle Samsung C&T is implementing daily construction safety cycle (HSE Activities)
Daily Morning Warm-up Daily Toolbox Talk Night-shift Toolbox Talk
Project Safety Meeting Safety induction Training Site Safety Inspection
Housekeeping practice Safety Coordination meeting Other HSE related activities are as but not limited to: 2 Weeks - Ahead Safety Plan for all high risk activities. Activity Hazard Analysis and Job Task Analysis being performed on site. Periodic Site Safety Inspection Safety Induction, Orientations, and Trainings Competency development program (HSE Personnel) Risk Review Inspections Monthly Safety Statistics Reporting Pre starts Toolbox meetings Regular HSE Meetings on Site HSE Survelliances (Regional HQ)
Bid Submission: Sharq Project Question Ref 6
DATE: July 2014 PAGE 2 OF 3
Internal Audit (HQ) Practical on the job trainings
Rebar handling training Confined space entry training Lifting operation training
Measuring monthly HSE performance of all activities and preparing an HSE Report for a client
b) any actions raised are closed out Samsung C&T has an integrated management procedure which provides guidelines for non conformity controls. All nonconformities are recorded and required actions are tracked till the time action is closed out to the satisfaction of the party raised reported the deficiency.
Bid Submission: Sharq Project Question Ref 6
DATE: July 2014 PAGE 3 OF 3
Here are the evidence for close out action for any HSE deficiency noticed and recommended for corrective action:
PERMIT TO WORK (PTW) SYSTEM Q-HSE/SGN - 014 Issued on: 18th July 2014 Permits to work are a formal management system used to control high risk activities. These enable an assessment of risks to be made and to specify additional control measures which will be put in place in order to minimize the risk. Permits to work will usually be necessary for such activities as maintenance or construction work by subcontractors or Samsung C&T, in association with a task specific risk assessment. It ensures that formal validation and authority is given when hazardous work is to be undertaken. A Samsung C&T PTW system will be utilized unless a client insists their system must be used. WORK TYPES NORMALLY REQUIRING PTW’s: PTW systems form a part • Working at height, including on roofs. of the ‘safe system of work • Working in confined spaces, for example, ducts, tank, etc. and are normally • Hot work. That is welding, soldering or cutting using hot flame techniques outside of designated workshop area. considered suitable for the • Isolation of or modification to ‘live systems’ including fire safety following: systems, alarms, etc. • non-production work (eg • Live working on electricity supply systems, LOTO certificate. maintenance, repair, • Heavy lift or critical lift permit. UsingUsing a man basket.basket. inspection, testing, • Work in areas where there is a risriskk of eexposurexposure to hazardoushazardous alteration, construction, substances. • Excavation and the digging of trenches.nches. dismantling, adaptation, • Radiography work. modification, cleaning • Commissioning Work. etc); • non-routine operations; THE PURPOSE OF WORK PERMIT SYSTEM:SYSTEM: • Ensure that the work which is intendedended to taketake placeplace isis • jobs where two or more properly authorized. individuals or groups • Clarify the nature and extent of the work. need to co-ordinate • Specify which precautions must be taken and which activities activities to complete the are prohibited. Consideration should also be taken of the job safely; activities of other parties which may impact on or be affected by the proposed work. These activities may need to be • jobs where there is a temporarily suspended or modified. transfer of work and • Indicate the date, time, duration and location that the specified responsibilities from one activities may occur. group to another. • Ensure that all those persons who have control of or are Note: They are not a affected by the activity are aware. substitution for task • Provide a record of the work, that the specified precautions have been understood and enacted, and that the workplace specific risk assessments and method statements and or equipment is returned to a safe condition. EXCAVATED WITHOUT PTW
SAFETY GUIDANCE NOTE – HEAVY EQUIPMENT IN CONSTRUCTION SITES Q-HSE/SGN - 015 Issued on: 25th July 2014 Our capacity to undertake work on construction sites is greatly enhanced with the use of heavy equipment. However, heavy machines pose significant work zone hazards and risk of injury to workers. Each year, workers are crushed by equipment, struck by swinging backhoes, run over or pinned between other equipment and walls. It is, therefore, important for all jobsite personnel to be properly trained on heavy equipment operation and its safety. Ground-based workers should be trained to work safely around the equipment and how to stay clear of the dangers.
COMMON SAFETY RULES FOR THE OPERATORS AND WORKERS: HEAVY EQUIPMENT Good communication is essential. A standardized set of hand POSES RISKS TO THE signals should be used by the operator and banksman. Operators PERSONNEL WORKING should always know exactly where all ground based workers are AROUND THEM located, and the wearing of high visibility vests will help thee operator to locate them quickly. The equipment should have a back up warning alarm and hazard light(s) operating so thatt nearby workers can clearly hear and see the approaching vehicle. Heavy equipment must have a rollover protective structure.. InjuryIj accidents idt The ROPS is designed to protect the operator if the machine tipss involving heavy over. A seat belt must be worn so that the operator will not bee equipment on thrown out of the seat during a rollover or upset situation. Iff construction sites working on slopes, try to avoid moving across the face of thee slope. Try to operate up and down the slope face if possible. Usee have a higher extreme caution when operating near open excavations. probability of Wear hearing protection when required. If it has been resulting in a determined that noise levels around the equipment could fatality than potentially cause hearing loss, always use protective plugs or many other types muffs when working on or around the equipment. of accidents. It is Never jump onto or off the equipment. Operators should alwaysys criticalcr to follow use the three-point contact rule when climbing onto or off heavyvy equipment. The three-point rule means having both feet and onee allal of Samsung’s hand, or one foot and both hands in contact with the ladder. sasafety rules and Inspect and service the equipment regularly. Completete prprocedures when equipment service in accordance with the manufacturer'sr's operatingop or recommendation. Periodic safety inspections on all componentsts workingwo around of the equipment should be done regularly by qualifiedd heavyhe personnel. Inspect the steering system and brake systemsms carefully. A pre-shift walk around inspection by the operator. equipment.eq
Integrated Management System Procedure for Management of Supply Partners
Reference: IMP-009 Revision: 00
Uncontrolled unless endorsed as controlled by the Samsung C&T Corporation Q-HSE Management Division Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
Contents
1 Introduction
2 Process Flowchart
3 Scope
4 Responsibilities 4.1 Global Procurement Centre (GPC) 4.2 Project Quality Manager 4.3 Project health, safety and environmental Manager (HSE Manager) 4.4 Design/Technical Manager
5 References, Terms &Definitions 5.1 References 5.2 Terms & Definitions
6 Method 6.1 Registration of Supply partners 6.2 SAMSUNG C&T Internal Audits 6.3 Q-HSE Review meetings 6.4 Monitoring and measurement of performance of Supply Partners
7 Records 7.1 General
8 Associated Forms & Templates F01 Evaluation sheet of Supply Partners
------A Attachments/Appendices N/A
Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.
Revision: 00 Revision Date: 15-Oct-2012 Page: 3 of 13 Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
1 Introduction 1.1 This procedure describes the methods and controls employed by SAMSUNG C&T in the evaluation, selection, management, and monitoring of our Supply Partners in terms of Q- HSE aspects effecting the processes and product delivery. This procedure also describes the means by which the supply partners are assessed periodically and the vendor list is updated. 1.2 Supply Partners may be selected and appointed by SAMSUNG C&T or contractually nominated by the customer and/or their appointed representatives. In the event that they are nominated by the customer and/or their appointed representatives the same processes will be applied unless otherwise determined within the relevant contract documents. 1.3 The degree of monitoring and management of Supply Partners will be consistent with Q- HSE criticality of the product/operation and with due regard to any other appraisals conducted by SAMSUNG C&T including records of Q-HSE previous performance. 1.4 Continual monitoring and assessment will provide performance related data which will be used as a basis to adjust the levels of monitoring and management and/or implement corrective/preventive action when necessary.
Supply Chain Purchase Management Management • Client / Suppliers
Market Research Purchase Plan Requirements
Approved Vendor Vendor / Supplier (Contractor) List Information
Subcontract Picking Detail Approval of Pre-Qualification and Approval Potential Suppliers Subcontract Material Factory Audit / Details Assessment Request for Proposal Prepare Pre- Vendor Price / Qualification Assessment of Technical Submittal Proposals
Purchase Order / Subcontract Purchasing Material Production Expedite off site Inspection Material Delivery Subcontract Whole Logistics Control Tracking Documentation / Technical Support Receiving Inspection Invoice
Handling & Storage
Assessment of Subcontract Works Vendors / Suppliers Control
Figure 1 – Concept of Purchase and Supply chain Management
Revision: 00 Revision Date: 15-Oct-2012 Page: 4 of 13 Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
2 Process Flowchart Customer SAMSUNG C&T Suppliers
Policies and
Business strategy
Market research
Review and prepare Prepare query for prequalification and/or prequalification SAMSUNG C&T vendor
appraisal requirements
Assessment - Financial information - Q-HSE program assessment Yes - Audit or Factory visit if required
Register on Approved Vendor(Contractor) List
- If required by contract Review and prepare Provide project specific Pre qualification Proposal as per the Approval requirements request
Assessment
Yes
Proceed and issue Authorize to proceed documents as required with task by the SAMSUNG C&T requirements e.g. Q-HSE plans, Monitor and measure drawings, Customer Q-HSE product and method statements, performance status reports etc - Include Q-HSE Management KPI assessments
Non conformity reports Stop work notice Warning/improvement notices Meeting minutes Corrective/preventive actions General Q-HSE correspondence
Periodic appraisals
Revision: 00 Revision Date: 15-Oct-2012 Page: 5 of 13 Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
3 Scope 3.1 This procedure is applicable to the Q-HSE management of Supply Partners for evaluation, selection, monitoring and measurement of Q-HSE product/performance, evaluation of performance and capability upon delivery or completion to provide project related product to SAMSUNG C&T. 3.2 The term Supply Partner refers to any supplier who is appointed to supply product (including services) which have a bearing on product quality and/or a health safety and/or environmental impact.
4 Responsibility 4.1 Global Procurement Centre (GPC) 4.1.1 Is responsible for management of all International Procurement Offices (IPO’s). 4.1.2 Has overall responsibility for: • Sourcing and management of suppliers, • Establishment and management of a procurement system, • Establishment of a standard procurement process 4.2 Project Quality Manager 4.2.1 He has the responsibility for effective management of quality assurance and control aspects related to this procedure including the coordination with any independent inspection and testing authorities. 4.3 Project health, safety and environmental Manager (HSE Manager) 4.3.1 He has the responsibility for effective management of health, safety and environmental and controls procedures related to this procedure including the coordination with any independent inspection and testing authorities. 4.4 Engineering/Technical Manager 4.4.1 Has responsibility for the management, coordination and review of any technical related submittals.
5 References and Terms and Definitions 5.1 References • IMM-001 Q-HSE Manual • IMP-001 Document and record control procedure • IMP-002 Communication, participation and consultation procedure • IMP-008 Purchase Control procedure • IMP-012 Control of special processes procedure • IMP-013 Monitoring and measurement of Compliance and product procedure • IMP-014 Nonconformity Control procedure • IMP-018 Q-HSE Audit procedure
Revision: 00 Revision Date: 15-Oct-2012 Page: 6 of 13 Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
5.2 Terms and Definitions Product Result of a process Supplier (Supply Partner) Organisation or person that provides a product (EXAMPLE of Supply Partner - Producer, distributor, retailer or vendor of a product, or a provider of a service)
6 Method 6.1 Registration of Supply Partners. 6.1.1 Supply Partner management is a means of qualifying, selecting, measuring, and recognizing outstanding Supply Partner (vendor or supplier) performance for the purpose of developing relationships with the preferred and key suppliers. These relationships will reduce overall costs and the inherent risks of the procurement process to supplier, clients and SAMSUNG C&T. 6.1.2 The key elements of the Supply Partner management process entail gathering relevant information, measuring Supply Partner compliance, recognizing high performance, and aligning with those Supply Partners. 6.1.3 The Supply Partner registration will be made again by each year, and evaluation grade will also be made at that time based on the average score of performance evaluation grades for the concerned period.
6.2 SAMSUNG C&T Internal audits 6.2.1 Within the SAMSUNG C&T standard terms and conditions there will be a statement which requires the supply partner to accommodate and cooperate with SAMSUNG C&T in respect to any Q-HSE inspections and audits carried out by SAMSUNG C&T and/or their authorised representative at any reasonable time. 6.2.2 Internal audits will be planned by the Project Quality Manager/HSE Manager in accordance with the Project Quality/HSE plans. 6.2.3 The audit schedule(s) will be strategically prepared based upon the project master programme with the quality and safety/environmental critical tasks and supply partners within the audit period being prioritised for internal audit. 6.2.4 Off site quality related audits will be carried out at the discretion of the Project Quality Manager or as directed by the Project Director/Manager and/or Head Office Q-HSE Management Division. 6.2.5 Additionally discretionary audits may be carried out at any reasonable time and may be prompted by general concerns and negative trends in respect to quality or HSE. 6.2.6 The Head Office (HO) and or Regional Head Office (RHO) may carryout audits to support the project audit programme and/or under their own internal audit programmes by prior arrangement with the Project Director/Manager and Quality Manager.
Revision: 00 Revision Date: 15-Oct-2012 Page: 7 of 13 Title: Document No: IMP-009 Management of Supply Partners Corporate Procedure
6.3 Q-HSE review meetings 6.3.1 The respective Project Quality Manager/HSE Manager will arrange for regular supply partner quality and HSE meetings which will be defined within the project meeting schedule. 6.3.2 In preparing the Q-HSE meeting schedule consideration will be given to any mandatory customer Q-HSE meetings. Customer meetings may be deemed to address the requirements of this section of the procedure subject to the approval of the agenda by the Project Quality Manager/HSE Manager and the agreement of the Project Director/Manager. Note that reference must be made to this effect within the relevant Q /HSE Plans. 6.3.3 The Q-HSE concerns/status would generally be expected to be held as part of an overall project status meeting or similar, however they may be held separately.
6.4 Monitoring and measurement of performance of Supply Partners 6.4.1 The respective Project Quality Manager/HSE Manager is responsible for carrying out the monitoring and measuring of each supply partners Q-HSE systems using the standard scored checklist reference form F01 Evaluation sheet of Supply Partners. 6.4.2 The evaluations will be carried out 6 monthly intervals. 6.4.3 The objective of the assessments is to provide a basis from which to identify strength and weakness with a view to implementing corrective/preventive action where necessary. 6.4.4 It is the responsibility of the respective Project Quality Manager/HSE Manager with the support of the Project Director/Manager as necessary to communicate the findings of the assessments to the Supply Partners Top Management and to agree any corrective/preventive actions where necessary. 6.4.5 The Engineering Manager/Technical Manager is responsible for carrying out the monitoring and measuring of each engineering or technical supply partners and maintaining the relevant records of all performance evaluations.
7 Records 7.1 General 7.1.1 All records pertaining to the this procedure including all related correspondence, records and reports will be retained in accordance with IMP-001 Document and Records Control procedure.
8 Associated Forms & Templates F01 Evaluation sheet of Supply Partners
-END-
Revision: 00 Revision Date: 15-Oct-2012 Page: 8 of 13 Evaluation Sheet of Supply Partners ∙ Company Name : ∙ Contract Name :
∙ Evaluated by : Name Signature
[Construction] Evaluation Category Details Point Ratio of completed progress compared to Baseline schedule at PCM Time 1.Conformance to 20 Management schedule Progress(%) over100 90~99 80~89 70~79 less than 70 Point 20 16 12 6 3
No. of Problems occurred due to failure of properly deployed 2.Timely start-up material/equipment/labor as scheduled and mobilization of Resource 30 material / None 1 2 3 over 3 equipment/labor 30 20 15 10 5
The number of cases defected and reworked(NCR, CAR) 3.Repeat of Defect 15 Times 0 1 2 3 over 3 or rework instance Point 15 12 9 6 3
Constructio n Implement Condition of implementation of curing and maintenance 4.Level of curing / 10 Excellent Very Good Satisfactory Marginal Unsatisfactory maintenance 10 8 6 4 2
Rate of timeliness of action taken for instructions (no. of timely done / no. of instructions) 5.Performance of 10 instruction given 95%~ 90%~ 85%~ 80%~ less than 80% 10 8 6 4 2
Effectiveness of the subcontractor coordination for the various trades 6. Coordination with 10 Cooperation other trades Excellent Very Good Satisfactory Marginal Unsatisfactory 10 8 6 4 2
Sufficient head office's support for the site work include technical matters 7.site work support 5 from head office Excellent Very Good Satisfactory Marginal Unsatisfactory 5 4 3 2 1
Total 100
[Strength / Weakness】 □ Strength of subcontractor
□ Weakness of subcontractor
IMP-009-F01 (1)
IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 9 of 13
Evaluation Sheet of Supply Partners ∙ Company Name : ∙ Contract Name :
∙ Evaluated by : Name Signature
[Quality] Evaluation Category Details Point
Level of concrete and detailed description of construction plan Unsatisfactor Excellent Very Good Satisfactory Marginal 1. Quality of construction plan 20 y 20 16 12 8 4
Level of quality management through detailed description in contents (method, standard) Unsatisfactor 2. Check/punch list 20 Excellent Very Good Satisfactory Marginal y 20 16 12 8 4
Compliance rate (Number of following items/total items) 3. Compliance with construction 90∼95 80∼89 70∼79 30 Compliance (%) over95 less than 70 plan Point 30 24 18 12 6
Condition of Management for shop drawing, document 4. Drawing and document 15 Excellent Very Good Satisfactory Marginal Unsatisfactory management 15 12 9 6 3
Quality of the way of bringing in, taking out and maintain of materials 5. Management of materials in Very 5 Excellent Satisfactory Marginal Unsatisfactory N/A site Good 15 12 9 6 3 N/A
Total 100
【Strength / Weakness】 □ Strength of subcontractor
□ Weakness of subcontractor
IMP-009-F01(2)
IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 10 of 13 Evaluation Sheet of Supply Partners ∙ Company Name : ∙ Contract Name :
∙ Evaluated by : Name Signature
[Safety & Environment] Evaluation Category Details Point How well subcontractor follows safety management plan 1. Implementation . & Following Safety 30 Excellent Very Good Satisfactory Marginal Unsatisfactory . Management Plan 30 24 18 12 6
2. Performance of Safety Management Plan (70) Safety related activity compared to the planned (1) Safety supervision 30 (%) over98 90∼97 80∼89 70∼79 less than 70 activity Point 30 25 20 15 5
How well they wear safety gear (following case / Total man·day) (2) Use of 90∼97 80∼89 70∼79 20 (%) over98 less than 70 personal safety gear Point 20 16 12 8 4
No. of case to cause of complaint or disorder due to cleanliness of job site (per month) (3) Cleanliness of jobsite 10 None 1 2 3 over 3
10 8 6 4 2
No. of pointing out for the poor management of waste disposal (4) Disposal of 10 None 1 2 3 over 3 waste materials 10 8 6 4 2
Total 100 ※ Further Deduction [Following point will be deducted if applicable] The number of safety warnings issued at job site (1) Issue of safety -3 Times 0 1 2 3 warning ~0 Deduction pt 0 -1 -2 -3
(2) Numbers of safety -10 Regular Accident : -1point/accident
accident reported ~0 Severe Accident : -5point/accident
【Strength / Weakness】 □ Strength of subcontractor
□ Weakness of subcontractor
IMP-009-F01 (3)
IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 11 of 13 Evaluation Sheet of Supply Partners ∙ Company Name : ∙ Contract Name :
∙ Evaluated by : Name Signature
[Procurement & Cost] Evaluation Category Details Point No. of the related cost innovation activity such as value engineering suggestion Cost 1. Activity of Cost 15 Innovation Innovation Over 3 3 2 1 none 15 12 9 6 2
Impact on cost increase in one's work scope (Increased amount / contract amount) 2. Impact from Claim Unreasonable 25 None 0 ~ 3% 3 ~ 6% 6 ~ 10% over 10% Claim 25 22 16 8 0
Rate of action taken to comply instruction (Action taken / Instructions) 3. Cooperation on Less than Cooperation 25 100% 90~99% 80~89% 70~79% Requirement given 70%
25 22 16 8 2
No. of failure case occurred in proceeding construction due to non-payment for labor/material 4. Company Reliability 15 Reliability None 1 2 3 Over 3 15 12 9 6 2
Was the subcontractor timely in submitting schedules, reports, billings, and other contract submittal? 5. timeliness and Timeliness accuracy of 10 Excellent Very Good Satisfactory Marginal Unsatisfactory submission 10 8 6 4 2
Did the subcontractor award sub-subcontractors in a timely manner and properly manage them? 6. Management Contract 10 of subcontractors Excellent Very Good Satisfactory Marginal Unsatisfactory 10 8 6 4 2
Total 100
【Strength / Weakness】 □ Strength of subcontractor
□ Weakness of subcontractor
IMP-009-F01 (4)
IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 12 of 13 【Strength & Weakness】
Strength
□ Possessing superior expertise and suggesting alternatives □ Superior in self-improvement and management ability □ Powerful driving force and headquarters' strong support □ Active participation and high performance on hard works □ Superior and high performing site manager □ Possessing quality technicians and making the best use of them □ Superior in cost reduction by VE, etc. □ Superior in construction progress management and in reducing the term of works □ High reliability and outstanding ability to handle problems/unexpected issues(situations) □ Accurate and prompt settlement □ Observing quality process and maintaining high quality level □ Being quick of understanding working process and complying with regulations □ Establishment of local infrastructure for the supply of labor force, equipment and construction materials □ There is no distinct strength
Weakness
□ Inferior in expertise and alternatives □ Delay in term of works on account of weak process control □ Inferior in observing quality process and maintaining high quality level □ Weak management in terms of insufficient support and the breach of agreements □ Unqualified and low performing site manager □ Incompetent and insufficient technicians □ Inferior in cost reduction by VE, etc. □ Having many factors of work deferment and noncooperative with other unit of works □ Lack of project experience and poor construction management □ Raising problems such as delayed payment □ Demanding inaccurate·excessive settlement amount □ Inferior in self-improvement and management ability □ Being slow of understanding working process □ Low reliability and nonfulfillment of instructions □ Lack of local infrastructure for the supply of labor force, equipment and construction materials □ There is no distinct weakness
IMP-009-F01 (5)
IMP-009, Revision: 00 Revision Date: 15-Oct-2012 Page: 13 of 13 Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 1 OF 10
Although Samsung C&T have extensive global experience in acting as principal contractor we do not have that experience working in the UK under the Construction (Design and Management) Regulations 2007 but do understand the requirements of duties of the principal contractor under this legislation:
On Samsung C&T projects the H&S Plan is developed to meet the project requirements and the risk profile
Identify, plan, manage and monitor construction phase in liaison with contractor and ensure compliance with local country Law, regulation & internal rules. Prepare, develop and implement a written plan and site rules(Initial H&S Plan, Construction Phase H&S Plan, Traffic Management Plan, Lifting Plan, Emergency Response Plan, Risk Register, other procedures)all of these will be kept up to date Implement a risk management process and ensure all know risks are communicated to all duty holders and stake holders and ensure regular updates Implement a safe system of work process to enable risk assessment & method statements to be reviewed and accepted/rejected as approved systems of work on the project Update designers on changes in design Give contractors relevant parts of the plans so as to include in their own plans & safe systems of works Construction phase health and safety plan is prepared and implemented Plan sets out the organisation and arrangements for managing risk and co-ordinating work Plan shall be tailored to the particular project and risks involved(Civil, tunneling, marine works & ME) Make sure suitable welfare facilities are provided from the start and maintained throughout the construction phase Check competence of all appointees(Construction teams/H&S teams/specialist operators etc) Ensure all workers have site H&S inductions and any further information and training needed for the work Consult with the workers in regards H&S(meetings/committees/notice boards/regular information) Manage accidents & incidents and report to the necessary stakeholders including regulatory bodies Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 2 OF 10
Liaise with client, design team, suppliers, contractors, regulatory offices, local authorities, public etc through regular meetings, correspondence and reporting to ensure good coordination, consultation and communication. Issue safety file & O&M manuals to end user at the end of the project Ensure a secure the site with the necessary plans & resources Measure compliance through monitoring on a regular basis
Samsung C&T will relay on our JV partners advise and mentor our organization on the CDM requirements due this being one of Samsung C&T’s first projects in the UK market and to their extensive experience working under the CDM Regulations in the UK construction industry since the regulations came into force in 1994.
The above mentioned control measures gives the basic outline which will be implemented at our project sites however the detailed procedures will be developed by project staff in consultation with CDM Coordinator and our joint venture partners with experience in UK.
a) Plan, manage and monitor the construction phases; 1. Design phase
Experienced Designers those who meet the qualification criteria of CDM 2007 will be employed on this project. The Designer will work closely with the Client and CDM Coordinator to ensure that all health and safety requirements are considered in design.
The Samsung C&T Corporate procedure IMP-005 Legal and other requirements, IMP-006 Design and Development procedure and IMP-010 Hazard identification and risk assessment procedure will be used as a reference document. Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 3 OF 10
Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 4 OF 10
2. Construction phase:
Our main duties will be, but not limited to in addition to our corporate QHSE Integrated Management system and related documentation such as project H&S plan, project procedures which are prepared based on statutory and regulatory requirements of UK.
Samsung C&T will develop a plan to manage and monitor the construction phase to make sure that the works are carried out without risks to health or safety. We will also ensure adequate welfare facilities for those working on the site as per the latest HSE Executive UK guidelines.
The HS plan covers all the site regulations and it will communicated throughout the project site through notices, bulletins, safety induction.
SITE RULES
Access to Site All personnel and visitors entering and leaving site shall report to the site office. All personnel are to ensure existing access and egress routes are kept clear at all times.
Personal Protective Equipment Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 5 OF 10
Personal protective equipment shall be worn whenever required by the Health and Safety at Work Act 1974, or as directed by your Employer/Supervisor.
This is a Hard Hat Site Hard hats and protective footwear will be worn at all times.
Drugs & Alcohol Non prescribed drugs and alcohol will not be allowed on site at any times. Any person found to be under the influence of non prescribed drugs or alcohol will be asked to leave the site immediately.
Smoking Smoking will not be allowed on site.
Scaffolding Only persons who have received specific training will be eligible for authorisation to erect, modify or adapt access platforms, scaffolds and handrails, ladders etc.
Mechanical Plant Only trained authorised operatives will be permitted to operate mechanical plant.
Housekeeping The work place is to be kept clean and tidy.
Radios Radios and personal hi-fi equipment are not permitted on site.
Fire Brigade Access Fire Brigade access is to be kept clear at all times.
Mobile Telephones The use of mobile telephones and two-way radios are prohibited whilst operating plant.
Permit to Work A ‘permit to work’ is to be obtained for the following site-specific items:- 1. Hot works 2. Live electrical works
Disciplinary Procedures The following disciplinary procedure will be implemented for failure to comply with the above rules:- First offence - Verbal Warning Second offence - Removal from Site
The implementation of Health and safety management system will be regularly assessed based on IMP- 018 Q-HSE Audits procedure and results/findings will be communicated to interested parties. Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 6 OF 10
Project H& S team will establish a training matrix based on the project training needs and training programs will be designed covering all the aspects of Health and safety.
Project Security plan will be developed which will cover all security requirements based on the local guidelines. Security will be professionally managed to meet the client’s requirements.
We will make sure the site is suitably fenced and prevent unauthorized people from entering the site.
Through implementing Samsung C&T corporate procedure IMP-002 Communication, participation and consultation, communication lines will be established with all employees, stakeholders and duty holders. Safety Committee will be established to ensure participation of all interested parties and employees. b) Liase with other duty holders
Site Communications
We will ensure that an adequate standard of safety communication is developed on the site/project and that sufficient information and instructions are passed to the sub/contractors. Safety issues will be discussed at meetings as a priority and items specifically minuted under a safety heading for action by those identified as responsible.
Where practicable site specific safety meetings will be held on a regular basis with all subcontractors and senior site representatives attending. These meetings will be minuted and an agenda produced to encompass the scope and timing of works. All site safety representatives are required to attend these meetings.
Where considered necessary by the Project Manager special safety meetings will be held to discuss with subcontractors and others concerned, issues, which are of a critical safety priority. If it is considered necessary by the Project Manager any of the following may be invited to such meetings: • Company SHE Advisor • relevant senior managers • CDM co-ordinator • Enforcing authorities • Utility companies or fire service representatives
Additional methods of communication will be instigated by the Project Manager to ensure an adequate flow of on-site safety information reaches all site workers and these may include: • Weekly briefings with duty holders and daily talks. • Method statement briefings • Toolbox talks • Trade Supplier/Manufacturer Safety Talks • Safety notices • Safety bulletins • Posters Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 7 OF 10
All statutory safety information and notices will be displayed in: • The Project Manager's office • The site welfare facilities on a specific Safety Notice Board • In site areas as identified by site management • On the Hazard / Risk Board located externally by the site cabins. c) Manage the principle of prevention
Hazard Identification
Areas of significant risk will be identified during the pre-construction phase as per the IMP-010 and will be considered in the project hazard identification process.
Risk Assessments
The Project Management Team will produce risk assessments where significant risks are identified. The process of risk assessments is explained in Samsung C&T’s corporate procedure IMP-010 and more detailed procedure will be developed for the project.
Method Statements
Method Statements which will be task specific, identify tasks, responsible personnel, control measures and monitoring arrangements will be developed based on project requirements. Method statements will be assessed and accepted prior to commencement of work. The contents of the method statement will be communicated to all those undertaking and associated with the work activity. Contractors undergo a method statement briefing following their induction and will hold a signed copy on site while the works are taking place ensuring all operatives have read, understood and signed stating they will comply with the Method Statement.
Activities with Significant Risk
Activities with significant risk will be identified which include: • Work at Height • Stability of structures whilst carrying out demolition and construction work • Working close to existing trees • Lifting Operations. High winds will be an issue and will need to be monitored closely. • Temporary Works. • Traffic Management
Change Control for Systems of Work
Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 8 OF 10
A change will have significant repercussions with respect to the prevention or control of major accidents if it changes the nature of the major accident risks, so requiring changes in the measures taken to ensure that those risks remain as low as reasonably practicable. Whether a change has significant repercussions will depend on the degree to which it: • Introduces a new major accident hazard; • Changes the risk from an existing hazard; • Affects control or mitigation measures (including off-site emergency plans). Changes that have a positive impact on the risk profile are also important.
Fire and Emergency Arrangements
Fire and Emergency Plan The likelihood of an incident can be minimised by effective planning through the development of a Fire and Emergency Plan which will be prepared and submitted for approval.
Appointments Responsible Personnel should be appointed to oversee fire and emergency arrangements in accordance with the project requirements.
Fire Fighting Equipment Suitable type and quantity of Fire Protection Equipment will be provided and maintained on site.
Fire and Emergency training and drill Trainings and drill related to fire and emergency situation will be provided to all the employees on the project and periodic mock drills will be conducted in a planned manner. d) Cooperate in and coordinate key activities
Procedures for Forwarding of Information Trade contractors shall forward any information that they require or is required by this document to be forwarded to members of the project team, including the client and any client’s representative, designers, the planning supervisor, the principal contractor, site workers and others whose health and safety may be affected.
Co-operation All trade contractors, and other personnel working on site have a duty to carry out their works in such a way that does not create for themselves or any other person, risk to health and safety so far as is reasonably practical. Any person or trade contractor who believes that the work they will carry out may put themselves or others involved in the project at risk, have a duty to contact the Project Manager to discuss their works, and put into force such measures as are necessary to reduce the risk as far as is reasonably practical.
Pre-contract Meetings Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 9 OF 10
All trade contractors are required to attend a pre-contract meeting to discuss their works and provision for health and safety before they carry out any works on site.
Progress Meetings All trade contractors are required to attend monthly progress meetings. They will be required to report on:- Progress Co-ordination with other contractors Compliance with this document Accidents on site
Statutory Notifications/Accident Reporting
Form F10 (revised) will be completed by the CDM Co-ordinator and sent to the HSE. The F10 (revised) will be posted on relevant site notice boards. All accidents including those to subcontractor workers will be reported immediately to the site management and Corporate Head Office and a record entered in the site accident book. This includes all cases where first aid is provided, regardless of how minor the injury is considered. e) Provision key documentation, information and welfare
Documentation will be managed as per the guidelines set forth in Samsung C&T Corporate procedure IMP-001 Document and Record control.
Health and Safety File
In accordance with the requirement of the CDM 2007, the Health and Safety File will be developed throughout the Project. The CDM Co-ordinator shall ensure the Health and Safety File is prepared and handed to the client on the completion of works. The format of the Health and Safety File will be discussed and agreed between all parties at an early stage of the contract.
The contents of the Health and Safety File may include: • A brief description of the work carried out • Residual hazards and how they have been dealt with • Key structural principles incorporated in the design of the structure • Any hazards associated with the materials used • Information regarding the removal or dismantling of installed plant and equipment • Health and safety information about equipment provided for cleaning or maintaining the structure • The nature, location and markings of significant services, including fire-fighting services • Information and as-built drawings of the structure, its plant and equipment
MONITORING AND REPORTING
Bid Submission: Sharq Project Question Ref 10
DATE: July 2014 PAGE 10 OF 10
The Project Director/Contracts Manager and Project Manager shall continuously monitor SHE standards. A specific monitoring schedule will be prepared within the H&S plan for this project. Any reports or inspections must be made available to the Project Manager as soon as possible. Where appropriate, written reports will also be forwarded to the Head office.
Where appropriate any identified issues of sub-standard performance by a trade contractor, will be forwarded to the contractor’s office, who must act promptly on any issue raised and verify / record that any relevant action has been carried out.
Welfare and First Aid Welfare Arrangements Welfare facilities from day 1 of the project are provided in accordance with Samsung C&T Health and Safety requirements and meet the standard specified by current legal requirements and Approved Codes of Practice (ACOP).
All welfare facilities provided by Samsung C&T will be maintained in a clean and orderly condition, any defects or damage shall be immediately reported to site management.
First Aid Arrangements The first aid requirements at this site will be decided following a risk assessment based on; the activities, location and guidance which will be submitted in the H&S plan prior to the commencement of any activities at site.
Posters are displayed stating location of first aid boxes, first aiders, appointed persons and actions to be taken in case of an incident.
The chart on the following page outlines Atkins Safety by Design Process.
Our process is based on a series of steps that starts at the design stage, through detailed design and into the construction stage, and is based on engagement, cooperation and coordination between all design disciplines, clients and key stakeholders to prioritise health and safety.
On start up, design coordination workshops are held which work to identify major risks and allow action at an early stage e.g. if the proposed route of a pipeline necessitates very deep excavation, can this route be altered to provide a safer option. Early cooperation and coordination with Client or Contractor, depending on the type of project, allows discussions on availability of land, programme and early constructability assessments which can have a big contribution to reducing ‘big’ safety risks from the outset.
As the design develops, all designers undertake Design Risk Assessments which identifies potential H&S risks, and ensures designers look to eliminate, or if not possible, mitigate the risk. An essential part of this process is coordination between different design disciplines to ensure design is not in isolation and that any changes made by one design discipline do not have adverse health and safety, economic, or constructability issues on other disciplines. This is particularly important in design and build projects, where the pace of change necessitate designers to consider and communicate impacts quickly.
On completion of design, any residual risks that have not been designed out, and should be brought to the contractor’s attention, are listed in our design risk register, and identified in Safety, Health and Environment boxes added to the relevant construction drawings to draw risks to the attention of the contractor. The Risk Register is included in the pre Construction Health and Safety Information Pack which is provided to the Contractor.
If supervising the construction, Atkins carries out regular audits on site safety and monitor implementation of the Contractors detailed H&S plan. Atkins also actively encourage any member of the site team, contractor staff or client team to raise a design challenge where there may be queries, concerns or alternatives in relation to Health and Safety.
Integrated Management System Procedure for Hazard Identification & Risk Assessment
Reference: IMP-010 Revision: 00
Uncontrolled unless endorsed as controlled by the Samsung C&T Corporation Q-HSE Management Division
Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
Contents
1 Introduction
2 Process Flowchart
3 Scope
4 Responsibility
5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions
6 Method 6.1 General 6.2 Hazard Identification & Risk Assessment Method 6.3 Step 1 – Identify Hazards 6.4 Step 2 – Assess Risks 6.5 Step 3 – Determine Controls 6.6 Step 4 – Implement Controls 6.7 Step 5 – Monitor & Review 6.8 Recording & Documenting the Risk Assessment 6.9 Communication of Hazards & Documented Control Measures 6.10 Control of Contractors 6.11 Management of Change
7 Record
8 Associated Forms & Templates F01 Risk Assessment F02 Job Hazard Analysis
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A Attachments/Appendices N/A
Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.
Revision: 00 Revision Date: 15-Oct-2012 Page: 3 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
1 Introduction 1.1. SAMSUNG C&T shall ensure that all hazards arising from the routine and non routine activities of specific projects are identified. The risks associated with identified hazards shall then be evaluated in the manner set out in this procedure. 1.2. This process shall include the identification of hazards originating outside of the workplace that may adversely affect the health and safety of persons within the workplace. 1.3. SAMSUNG C&T shall determine the most effective control measures to implement, with due regard to legal & other requirements, in order to provide a safe workplace for all affected parties. Control measures shall be consistent with industry best practice in the relevant location and shall be realistic and achievable. 1.4. SAMSUNG C&T shall ensure that hazards, associated risks and planned control measure are effectively communicated (refer to 6.9) to all affected parties and that supply partners incorporate identified control measures into their planned works.
Step 1
Identify Hazards
Hazards Classification
Step 5 Step 2
Monitor &
Review Hazards Assess Risks Manage Change
Risk Validation & Characterization Verification
Risk Management
Step 4 Step 3
Implement Determine Controls Controls
Social, Technological, Risk Economic Factors & Communication Regal Considerations
Figure 1 – Five steps of Risk Management
Revision: 00 Revision Date: 15-Oct-2012 Page: 4 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
2 Process Flowchart
HSE Department Construction Dept. Subcontractor (SAMSUNG C&T) (Project)
Identify Hazards
Establish the Context Develop criteria Decide the structure HSE Technical Review & Review & Identify Risks Sign off Reject Sign off What can happen? How it can happen?
Accept Accept Analyze Risks
Determine Controls
Determine Determine Likelihood Severity
Establish level of Risk Approve Risk Assessments & Project HSE Audit Risk Register
(If HSE & Technical both Evaluate Risks accepted) Compare against criteria Set Risk priorities
Treat Risks Identify Treatment Options Evaluate Treatment Options Prepare Treatment Plans Implement Plans
Issue to Prepare Draft Risk Subcontractors Assessments & Project Risk Register
Prepare HSE Plans / MS incorporate Control Measures
Inspect Work in Progress for Carry out Works Compliance with Control Measures
Revision: 00 Revision Date: 15-Oct-2012 Page: 5 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
3 Scope 3.1. This procedure applies to all overseas projects under the management of SAMSUNG C&T.
4 Responsibility 4.1. Q-HSE Management Division 4.1.1. Responsible for development, audit and management review of SAMSUNG C&T Corporate Procedure. 4.2. Business Divisions Q-HSE Teams 4.2.1. Responsible for ensure all relevant personnel are aware of their duties and responsibilities as set out in SAMSUNG C&T Corporate Procedure. Responsible for the implementation, monitoring and review of the effectiveness of SAMSUNG C&T Corporate Procedure. 4.3. Project Director/Manager 4.3.1. Responsible for implementation of SAMSUNG C&T Corporate Procedure and associated work instructions at project level. 4.4. Project QA/QC and HSE Managers 4.4.1. Responsible for implementation and operation of SAMSUNG C&T Corporate Procedure and associated work instructions at project level.
5 References, Terms & Definitions 5.1. References • OHSAS 18001: 2007 4.3.1 Hazard Identification, Risk Assessment & Determining Controls • ILO OSH: 2001 3.10 Hazard Prevention
5.2. Terms and definitions Hazard Source, situation or act with a potential for harm in terms of human injury or ill health or a combination of these Risk Combination of the likelihood of an occurrence of a hazardous event or exposure(s) and the severity of injury or ill health that can be caused by the event or exposure(s) Risk Assessment Process of evaluating the risk(s) arising from a hazard, taking into account the adequacy of any existing controls, and deciding whether or not the risk(s) is acceptable Acceptable Risk Tolerable risk, Risk that has been reduced to a level that can be tolerated by the organization having regard to its legal obligations and it own OH&S policy
Revision: 00 Revision Date: 15-Oct-2012 Page: 6 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6 Method 6.1. General 6.1.1. Hazards have the potential to cause human injury or ill health. Hazards therefore need to be identified before the risks associated with these hazards can be assessed. 6.1.2. SAMSUNG C&T shall apply the process of hazard identification and risk assessment across all business divisions, utilizing the process set out below, in order to determine the controls that are necessary to reduce the risk of incidents. 6.1.3. The results of the hazard identification and risk assessment process will enable SAMSUNG C&T to prioritize resources for effective risk management.
6.2. Hazard Identification & Risk Assessment Method 6.2.1. SAMSUNG C&T shall follow a 5 step process. The 5 steps should be carried out in sequence by a competent person familiar with the process or tasks being assessed. Where possible, general workers responsible for physically carrying out the tasks shall be consulted.
6.3. Step 1 - Identify Hazards 6.3.1. Hazard identification shall consider the different types of hazard in the workplace including physical, chemical and biological hazards. 6.3.2. Hazard identification shall include routine and non routine activities. 6.3.3. The QHSE Management Division shall review the full scope of the company’s activities and shall develop a generic construction risk register. All construction risks will be recorded using form IMP-010-F01 Risk Assessment. 6.3.4. The purpose of the construction risk register is to highlight the typical or routine hazards repeatedly encountered. The construction risk register will specify recommended control measures. 6.3.5. The risk register and subsequent task specific risk assessments constitute a management program setting out the control measures required to achieve the stated objective of zero harm. 6.3.6. Business Divisions / project sites shall utilize the generic construction risk register when preparing project risk assessments. Risk assessments shall be recorded on form IMP-010- F01 Risk Assessment. 6.3.7. Where alternative risk assessments templates are utilized, due to legal or contractual requirements, the alternate method shall be specified in the relevant project HSE Plan.
Revision: 00 Revision Date: 15-Oct-2012 Page: 7 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.4. Step 2 - Assess Risks 6.4.1. Determining who is at risk is an important step in this part of the process. The hazard identification and risk assessment process must consider all persons likely to be affected. 6.4.2. Who is at risk shall be recorded on form IMP-010-F01 Risk Assessment. Control measures shall mitigate the risk to all identified persons. 6.4.3. Evaluation of risk, specifically the severity & likelihood of a hazard being realized is the key element of this step. Failure to correctly assess the magnitude of risk may lead to the implementation of inadequate controls. 6.4.4. Severity is the outcome and is often referred to as the consequence. The outcome may be a minor injury or at the other end of the scale the outcome may be a fatality. The likelihood is the chance of the hazard being realized or the magnitude of risk. 6.4.5. It is important to remember that only the likelihood can be affected by the implementation of control measures. For example, falling 10m is likely to result in a fatality. Through the implementation of control measures SAMSUNG C&T can reduce the likelihood of falling 10m, but not the severity. 6.4.6. This process is aimed at reducing the likelihood so that the level of residual risk, the risk remaining after control measures are implemented, is acceptable, often referred to as tolerable risk. 6.4.7. SAMSUNG C&T shall utilize a matrix of severity and likelihood to assist in the evaluation process.
Risk Assessment Severity Matrix 1 2 3 4 5 1 1 2 3 4 5 2 2 4 6 8 10
3 3 6 9 12 15 Likelihood 4 4 8 12 16 20 of Harm 5 5 10 15 20 25
Table 1 – Risk Assessment Matrix 6.4.8. The matrix shows through color coding the magnitude of risk. The key for the risk assessment matrix is shown below. Color Code Magnitude of Risk Insignificant Low Medium Low
Medium High
High Table 2 – the color coding of risk magnitude
Revision: 00 Revision Date: 15-Oct-2012 Page: 8 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.4.9. The matrix is designed to allow a value to be given to a hazard by allocating a hazard a likelihood value and a severity value.
Likelihood
1 Extremely Unlikely Significant incidents will only occur under extraordinary conditions. Significant incidents are unlikely to occur unless basic controls are Unlikely 2 ignored. Significant incidents are likely to occur unless a safe system of Likely 3 work is implemented and competent persons assigned. Significant incidents are highly likely to occur unless a safe system Highly Likely 4 of work is implemented and competent persons assigned. Significant incidents are certain occur unless a safe system of Certain 5 work is implemented and competent persons assigned. Severity Insignificant Injury / Causing insignificant injuries, (e.g. scratches). Insignificant loss in 1 Insignificant Damage terms of damage to property or plant. Minor Injury / Minor Causing minor Injuries (e.g. cuts; sprains; bruise), No hospital 2 Loss care required. Minor loss in terms of property or plant. Causing significant Injuries (e.g. cuts requiring stitches; significant Lost time injury / lacerations; burns), Hospital care for less than 24 hours. 3 Significant Loss Significant loss in terms of property or plant. Causing major injuries (e.g. such as broken / fractured bones, loss 4 Major Injury / Major loss of sight; major burns, unconsciousness); Hospital care in excess of 24 hours. Major loss in terms of property or plant. Major Injury or Death / Death. Catastrophic loss of a facility or major plant. 5 Catastrophic Loss Table 3 – the hazard allocation for likelihood value and severity value 6.4.10. Multiplying the two values gives a risk rating. For example, a hazard with a likelihood of 3 and a severity of 5 will have a risk rating of 15 (3x5). 6.4.11. On the matrix this would put it in the red category – a high priority item. Definitions for the ratings are shown in the key to the table 3 above.
6.5. Step 3 - Determine Controls 6.5.1. Selection of appropriate control measures is a key step in the process. Controls measure shall be realistic and achievable. The term ‘reasonably practicable’ is often used to determine control measures. This basic principle is that the cost and complexity of the control measures selected should be balanced against the risk. It would not be reasonable to commit significant time and resources to control a low risk but may be necessary for an activity deemed high risk where the likelihood of a fatality is high.
Revision: 00 Revision Date: 15-Oct-2012 Page: 9 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.5.2. It is important that those involved in the selection of control measures are experienced in the work activity being undertaken. Experienced personnel should always be consulted where possible. 6.5.3. Controls measures shall consider the hierarchy of risk control.
Elimination
Substitution
Engineering Control
Administrative Control
Increasing Increasing Behavior Effectiveness and Participation and
Sustainability supervision needed PPE
Figure 1 – The Hierarchy of Risk Control 6.5.4. Risk may be ‘eliminated’ by redesigning a job sequence and removing a hazardous step. 6.5.5. Risk can be reduced through, for example, the ‘substitution’ of hazardous materials / substances for less hazardous materials / substances. 6.5.6. ‘Engineering Controls’ are an effective means of managing risk. Engineering controls use physical measures to separate workers from hazards. Typical examples include barriers or guarding of machinery. The use of local exhaust ventilation in a workshop is another example of engineering controls. In construction, the use of engineering controls is a major factor in the development of a safe place of work. Much construction equipment has built in engineering controls such as automatic cut off switches, interlocks etc. 6.5.7. ‘Administrative Controls’ include the development of procedures, method statements, risk assessments etc. Administrative controls also include training. Administrative controls can be effective as workers become more aware of hazards and more competent in carrying out their duties in a safe manner. Administrative controls may also include work scheduling. For example, reducing shift times may reduce workers exposure to hazards. 6.5.8. ‘PPE’ is the final element in the hierarchy of risk management. PPE should be used where no ‘reasonably practicable’ alternative is available. PPE will include general personal safety equipment and RPE.
Revision: 00 Revision Date: 15-Oct-2012 Page: 10 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.5.9. For SAMSUNG C&T purposes, control measures for routine activities have been reviewed and required controls set out in company SWP (Standard Work Procedures). Refer to SWP for additional guidance.
6.6. Step 4 - Implement Controls 6.6.1. Implementation of the planned arrangements is the responsibility of senior management. Compliance with planned arrangements is the responsibility of every person involved in the activity. 6.6.2. For project sites, the SAMSUNG C&T Project Manager and the supporting project team (construction managers, engineers, and supervisors) are directly responsible for the implementation of planned arrangements. The Project Manager shall be supported by an onsite HSE team who shall assist in the implementation process.
6.7. Step 5 – Monitor and Review 6.7.1. For project sites, the SAMSUNG C&T project manager and the supporting project team (construction managers, engineers, and supervisors) shall monitor compliance with planned arrangements on a daily basis and intervene where unsafe work is taking place. 6.7.2. The onsite HSE team shall monitor both compliance with planned arrangements and determine the effectiveness of those arrangements. The onsite HSE team shall feedback improvement recommendations to the Project Manager / project management team. The manner in which this is achieved is set out in IMP-015 Monitoring & Measurement of Process & Performance procedure and specific project HSE plans.
6.8. Recording & Documenting the Risk Assessment 6.8.1. Risk assessments shall be recorded on form IMP-010-F01 Risk Assessment. Documented risk assessments shall be included in planned arrangements, set out in project method statements, executions plans etc. 6.8.2. Work should not proceed until a method statement has been prepared and approved in line with the project approval process. 6.8.3. Risk assessments shall document the necessary control measures that result in an acceptable risk rating. For SAMSUNG C&T, a risk rating of 10 or below (tolerable risk), using the process set out in this procedure, is deemed acceptable. Identified control measures shall be fully implemented prior to the commencement of work. 6.8.4. Where a risk rating of 12 or above (intolerable risk) is generated, the risk controls shall be re-evaluated / redesigned until a tolerable risk rating is achieved. 6.8.5. Where work is of short duration it shall be acceptable to utilize the SAMSUNG C&T JHA (Job Hazard Analysis). It may not be practical to produce a detailed risk assessment and method statement for a planned activity.
Revision: 00 Revision Date: 15-Oct-2012 Page: 11 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.8.6. The JHA format is a shorthand risk assessment / method statement and is designed to be filled out by a Construction Manager. The JHA can be produced quickly is an effective tool for identifying & recording hazards in determining control measures. 6.8.7. The JHA format, form IMP-010-F02 Job Hazard Analysis, included within this procedure, is limited to short duration works, typical of 1 to 2 days. It shall not be used as a substitute for the risk assessment / method statement process as a matter of routine. Note that the use of the JHA may require the approval of the client / client’s agent. 6.8.8. Prepared JHA should be passed to the onsite HSE team for comment prior to commencement of work.
6.9. Communication of Hazards & Documented Control Measures 6.9.1. Project staff and site workers shall be briefed, utilizing documented risk assessments or method statements, on the hazards associated with planned site works. Briefings shall be carried out prior to the commencement of works. 6.9.2. Hazard communication shall be via induction, site training and daily briefings such as tool box talks. Communication to site workers shall be in the principle languages preferred by the workforce. Records of such instruction shall be retained on site.
6.10. Control of Contractors 6.10.1. All Supply Partners shall prepare risk assessments covering the scope of their works. Such assessments shall be reviewed by the SAMSUNG C&T project team prior to commencement of work. Supply Partners shall not be permitted to commence work until identified control measures have been implemented. 6.10.2. Supply Partners shall be guided by the SAMSUNG C&T Project HSE team to ensure that risk assessments are comprehensive and that planned arrangements are in line with legal and other requirements. 6.10.3. All supply partners (subcontractors) shall be issued the project ‘risk register’ prepared by the SAMSUNG C&T project HSE team to assist in the development of risk assessments in line with identified hazards and risk control measures. 6.10.4. Supply Partner compliance with stated control measures shall be continually monitored by the SAMSUNG C&T project team.
6.11. Management of Change 6.11.1 Changes to approved specifications, design, materials, or work methods are required to be documented, analyzed, and approved before such changes are adopted. Following their implementation, all management processes are subject to continuing monitoring and review. 6.11.2 In SAMSUNG C&T the Management of change is managed in accordance with this procedure. This procedure will ensure that the change is carried out in a controlled manner generally on a PDCA basis with suitably competent personnel being allocated to lead, coordinate and effectively implement the change process.
Revision: 00 Revision Date: 15-Oct-2012 Page: 12 of 15 Title: Document No: IMP-010 Hazard Identification & Risk Corporate Procedure Assessment
6.11.3 Measures will always be implemented to ensure that no additional risk is likely during the change process and close monitoring and measurement (where necessary) will be implemented accordingly. 6.11.4 Initial requests for changes shall be submitted in writing and approved within the context of the workplace or contract. Approval of such changes shall subsequently also be given in writing. Resultant changes to “permanent” plant/equipment shall be recorded in “as built” documents. Change requests shall be analyzed by the project management before the changes are approved. The analysis will review the proposed change for effects on: System integrity; Level of risk exposure; Work scope; Impact on HSE requirements; Schedule; and Cost. 6.11.5 The status of approved changes is subject to regular review until completion of the contract.
7 Records 7.1 Records of Risk Assessment and Job Hazard Analysis shall be maintained in accordance with IMP-001 Document and Record control procedure.
8 Associated Forms & Templates F01 Risk Assessment F02 Job Hazard Analysis
Revision: 00 Revision Date: 15-Oct-2012 Page: 13 of 15
Sustainability Programme
1. Management Philosophy
Compliance Samsung C&T tries its to comply with ethical management in order to contribute to reach sustainable management by improving transparency of corporate dealings and thereby helping the company’s sound development and gaining customers’ trust. It’s not restricted to rules and regulations, but includes internal rules and corporate ethics.
Environmental Friendliness Samsung C&T has made and is keeping its commitment to sound environmental stewardship through our ongoing dedication to environmentally friendly management. Samsung C&T considers each project’s environmental impact from the planning stage to design, purchasing, and actual construction stage.
Page 1 of 5
Sustainability Programme
2. Technology Management
Quality Management Samsung C&T is committed to achieving quality management as a means of improving technology management. Samsung C&T is committed to providing products and services that we are proud of, which meet the finishing and functional standards that we committed to with our clients. We shall comply with our Quality Management System, which shall be based on established processes and systems. The system shall be updated as appropriate to comply with our business requirements, statutory and regulatory requirements and recognized industry best practice.
Working with our clients and suppliers, we shall:
• Listen to our customers and understand their needs to find appropriate quality solutions. • Learn from industry experience and best practice, and then tailor our products and services in an effort to optimize the quality of what we provide. • Ensure our Quality Management System is properly communicated and understood. • Enhance our knowledge and experience through reviews and implement appropriate improvements. • Take the initiative to identify and implement practical ways of working with our suppliers to increase the value and sustainability of our products without compromise to the standard of quality we have committed to our clients. • Ensure our suppliers qualify and continue to meet the quality standards agreed with Samsung C&T and our clients. • Establish plan to prevent safety incidents that can arise from quality issues and continuously improve it.
Safety Management Samsung C&T is committed to achieving quality management as a means of improving technology management . Safety management is one of the most important obligations a company must fulfill for society. Samsung C&T must lead the initiative to create a corporate culture that exemplifies a company-wide commitment to safety through compliance with all safety processes.
• Prevention of serious accidents through safety/health management system • Creating a culture valuing safety and health • Accident prevention for the general public
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Sustainability Programme
Construction Cycle Intention • Systemize all safety • Related activities through safety construction cycle • Eliminate potential risk factors with participation of all employees including those of partner firms Effect • Systemization of safety activities possible through organization-wide participation • Preventive activities including regular and self-initiated checks and feedback Implementation • Run sagety construction cycle daily, weekly, and monthly • Assign those responsible participants in every safety project
Environment Management Samsung C&T believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner. We are therefore committed to reducing our environmental impact and continually improving our Page 3 of 5
Sustainability Programme
environmental performance as an integral and fundamental part of our business strategy and operating methods. We encourage our customers, suppliers and all business associates to do the same. Not only is this sound commercial sense for all; it is also a matter of delivering on our duty of care towards future generations.
3. Social Contribution
Habitat Habitat, lexical-semantic of a living space or a place to settle, provides homes to low- income families. Samsung C&T has engaged in the Habitat homebuilding activities since 2000, providing a total of 271 homes to low-income families. From 2000 to 2008, Page 4 of 5
Sustainability Programme
we donated 4.48 billion won with a total of 4,683 volunteers. In addition to monetary support, we participate in homebuilding projects through the labor-management consultation body and construction advisors. Today, the volunteer program has become so popular among our employees that many use their summer vacations to work on Habitat building projects. In some cases, a whole department or families volunteer at work sites. We began our Habitat activities in far-flung locations such as the United States, Mongolia, and Indonesia. It was followed in 2006 by a project in Mumbai, India, where our volunteers worked with those from all over the world to build 100 homes for slum dwellers. In 2011, we sent ten employees from partner firms and our own company to Jakarta, Indonesia, to build homes. Since 2005, we have been selecting partner firm employees with excellent work records and dispatching them to overseas locations for volunteer activities.
Cheonan Hope Village Samsung C&T donated the entire amount needed to purchase the plot of land to build the Hope Village near Mokcheon-up, Dongnam-gu, Cheonan City. Since then, we have covered partial expenses for the construction project. In 2006, we completed three residential buildings (for 12 homes) and a village rec center, followed the next year with three buildings and a learning center. In 2009, we completed four residential buildings (16 homes). The Hope Village is not just a space for living. It is a community where hundreds of proud people live happily. We created a variety of annex facilities including a school, rec center, park, and playground, in addition to homes. These are not simply low-cost living spaces, but a settlement for comfortable living and for growing dreams. We at Samsung C&T are with the people every step of the way.
Page 5 of 5
STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form QM – 9.3
Quality Management
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name: Date:
Project:
Page of Pages
Ref Question Yes No Do you have a signed and dated Policy for quality management? If “Yes” provide a copy of the quality management policy and 1 evidence that your organisation implements the quality management policy. Do you have an independent quality department within your organisation? 2 If “Yes” provide a copy of your latest organisation chart including your quality department. Do you have a QMS compliant with the ISO 9001:2008 “Quality Management Systems – Requirements” or similar? 3 If “Yes” provide a copy of your ISO9001:2008 certificate and a brief description of the scope. Does your QMS have procedures that ensure a good purchasing process (Chapter 7.4 Purchasing ISO 9001:2008)? 4 If “Yes” provide your purchasing procedure and evidence (documentation) that it meets current good practice, Does your QMS have procedures for ensuring good quality practice of your suppliers and subcontractors (Chapter 4.1 General requirements)? 5 If “Yes” provide evidence for monitoring suppliers and subcontractors quality performance to ensure the quality throughout the whole of the supply chain.
Part 1: Prequalification Procedures Page 57 Sharq Crossing Programme
CivilQͲͲHSEHSE
Quality Objective Control for DFOW (Work Type) Achievement of zero defect on all the definable feature of work (work type) through quantitative quality goal control
Internal Quality Audit Continual improvement of Qualityyg Management S ystem being operated in project site and head office
Quality Innovation Committee
Implementation of a quarterly Quality Innovation Committee for the management review
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QA/QC management team educates employees when they enter the Site, inculcating on the quality policy and PQP as well as management policy, organization and those activities and other relevant information
Project Technical Study Pre-Construction Meeting
The training includes the partners and venders to understand and achieve its quality targets . The QA/QC manager will conduct periodic review of the validity of information utilized in the provision of product and service.
Training for working group – Quality guideline & documentation
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1) We are proud of our functional & effective IMS ManyContractors:
• Complicatedandduplicatesystems runniiinginpara lllllel. • Manystepstofollow. • Technicalwordingnoteasytounderstand. • Theoreticalsystemstosuitthe CertificationBodies. • Good for QualityProfessionals . • Poorforeverybodyelse.
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1) We are proud of our functional & effective IMS TheSAMSUNGIMS: IMP 006: Design & Development • Simplesystemstosuittheneedof ourbusiness. • AsingleintegratedsystemforourAsingleintegratedsystemforour businesstofollow • Presentedineachprocedureasaeasy stepbystepflowchart • WritteninsimpleEnglish • Desiggpnedtocontrolouroperations properlytoachieve2simpleobjectives: QualityProducts & SatisfiedClients
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1) We are proud of our functional & effective IMS IMP008&009:PurchasingandSuppliers IMP003:Competence,TrainingandAwareness
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2) Early QA/QC Mobilization and Staffing OurCivilQͲHSETeamhaveQA/QCexpertsreadytosetͲuptheproject: QualityManagementExpert QualityControlExpert
• Ensurecontractrequired • EnsureQCrequirementsare qualitydeliverablesare understoodandaddressed. carefully preparedand • ConcreteMix Design & Trials. submittedontime. • PreparationofITPand • ClientLiaison. Inspectionsystems. • Establishthe Samsung IMS • Setup of laboratory and immediately. checkingof3rd PartyLabs. • ProvidetrainingontheIMSto • VerificationofmajoroffͲsite alldepartmentsandstaff. supplierssuchasp recast& steelwork.
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2) Early QA/QC Mobilization and Staffing ThisexpertsaredeployedONSITEfromDAY1toestablishtheQualityManagementSystemsandensureall QualityContro l issuesarerev iewe dan dcare fu llycovere dd:
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3) Strict Quality Benchmarking
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3) Strict Quality Benchmarking Allprojectsareauditedstringentlyeverysixmonthswiththefollowingscoring: 40% QualityControl + & Right First Time + 30% 30% ManaggyementSystem FinishedProduct Implementation Quality
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3) Strict Quality Benchmarking Auditresultsareanalyzedandbenchmarkedbytopmanagementandstrongenforceactionistakentoprojects producingsubstandardworkmanship.
Poorqualityperformancegivesrisetosanctions:
• Retrainingof staff • QualityStopWorksOrder • ProjectQualityStopWorkOrder • StaffReplacement
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4) Control and Partnering with Subcontractors & Suppliers SubcontractorKeyPerformanceIndicatorsystemtoencouragesubcontractorstoproducequalityworkmanship:
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PenaltiesforPoorPerformance
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4) Control and Partnering with Subcontractors & Suppliers Sixmonthlysubcontractor&suppliergatheringsareheldtodiscussQͲHSEmattersandlistentoourpartners andimprove: Veryinformaldinner/shortmeetingsare • Wethinkit heldbetweentopmanagementand YourQliQuality would system bebetterif……. subcontractorsrepresentativestogettheir istoodifficult. honestfeedback. IdonothaveIdonothave enough timenoticefor • QualityManagementandSafetyare changes! akeypytopicatthe gathering s.
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5) In-depth Quality Training ToensuregoodexecutionoftheQualityAssuranceandQualityControlsystemsSamsunghavedevelopedinͲ depthtrainingcourses:
• All new projects are provided inͲdepth 3Ͳ5day5day trainingbyourGlobalQA/QCexpertsonthe IMSsystemandimportantQAandQCtopics.
• Additionalspecifictrainingmoduleshave been developedfor specific topics especially relatedtoQualityControlandProduct Quality.
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6) Use of the Latest Quality Initiatives Annualqualityfocusmeetingsarearrangedtoupdateourqualitymanagementprofessionalsandotherstaffon thelatesttechniques,toolsandstandardsrelatedtoQA/TotalQualityManagement:
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7) Focus on Quality Control AhighfocusisplacedonQualityControlissues,inparticular,offͲsitefabricationandmaterialssupply. Allmajorsuppliersaresubjecttoastringentsitevisitandreviewofplantandequipment/qualitycapability beforebeingawardedanysupplyorsubcontracts. Receiving Plant& Equipment Inspection Check
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8) Zero Defects Policy and Culture SamsungC&Trealizetheimportanceofpastmistakesandachievementsandkeepalibraryofbestconstruction practicesandendofsitesreportssowecanalwaysprovideourClientwiththebestqualityofworkmanship.
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9) Customer Focus Lastbutnotleastweconsider CustomerFocusasourtoppriority. • Aformalfeedbacksurveyisrequested fromth eCli ent/ Cli entrepresentative every6months. • SurveysarenormallyfacetofacewithSurveysarenormallyfacetofacewith aSamsungC&Tstaffwhoisnotdirectly involvedintheproject. • Surveyscoveraspectsinallareasfrom tenderphasetoprojecthandoverand maiidintenanceperiod. • Resultsaretakenanalyzedandcomments seriously considered by top management.
Slide48 of47 CivilQͲͲHSE
UAES2Project2008SafetySiteoftheYear •AwardedthegrandprizefromBorouge forbeingthebestcontracteeforEPCprojects inMayandNovemberof2008 •AwardedtheHSECultureawardinSafetyCulture Competition •Awarded Safest Site of the Year in December 2008 •AchievedzeroͲaccidentrecordfor8millionhours (sinceDecember2007) UAEBurjKhalifa,EgyptAUCProjectZeroͲAccidentRecords
• BurjKhalifapjprojectachieves35millionzeroͲaccidenthours (June2009toAugust2010) •TheAUCprojectinEgyptachieves20millionzeroͲaccident Hours (August 2007 to October 2008)
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CORPORATE Q-HSE ORGANIZATION CHART
CORPORATE Q-HSE ORGANIZATION CHART
CEO
Admin/ Mgt Part Global Procurement Q-HSE Mgmt. Div Civil Business Unit Center Strategy/ Planning Part Procurement Project Engineering Quality Mgt Team HSE Mgt. Team Director Director/PM Director PR part
Civil Business Dom. Dom. Overseas Overseas Equip. Audit Procurement Q-HSE Team PM Engineering HSM EM Part QM Part QM Part HSM Part Part part Team Leaders Team Part (PPM) (PEM)
Regional Q-HSE offices RHQ SEA (Singapore) RHQ MENA (Abu-Dhabi)
PHSEM PQM Legend:
PM - Project Manager Direction PQM - Project Quality Manager Coordination SM - Site Manager or Field Manager SPM - Site(Field) Procurement Manager Q-HSE SQM - Site (Field) Quality Manager HSEM - Health, Safety & Environmental Manager Engineering SAM – Site Administration Manager Project Site: SCM - Site(Field) Control Manager Procurement SCSM-Site Construction Manager SEM - Site(Field) Engineering Manager Construction
BUSINESS UNIT & PROJECT Q-HSE ORGANIZATION CHART
Legend:
Direction Civil Q-HSE Team Coordination Project Director
Q-HSE
Engineering
Project Manager Procurement
Construction
Project Project Project Project Project Project Project Quality HSE Admin Control Construction Procurement Engineering Manager Manager Manager Manager Manager Manager Manager
Site: Site Manager
Site Site Site Site Quality Site HSE Site Admin Site Control Construction Procurement Engineering Manager Manager Manager Manager Manager Manager Manager QA/QC H&S Cost Construction Material Engineering Administrator Engineer Officer Controller Engineer Controller Engineer Environment Planning & Customs & QC Inspector Officer Scheduling Traffic Document Local Controller Purchaser Warehouse Controller
CIVIL Q-HSE TEAM ORGANIZATION CHART Civil Q-HSE Team Organization Chart
Quality Assurance and Quality Control Program
SAMSUNG C&T Corporate Quality Assurance and Quality Control management system has been carefully designed to accommodate and effectively manage the requirements and risks associated with the diverse and challenging projects delivered by SAMSUNG C&T around the world. Various processes within our system are designed such a way in order to collect and analyse Key Performance Indicators (KPI) data essential to our continual improvement efforts. SAMSUNG C&T Quality Management system has been certified by Lloyd’s Register Quality Assurance to comply with ISO 9001:2008 Quality management system standards. Corporate Quality Manual was developed and revised along with procedures and instructions to ensure compliance of the management system with ISO 9001:2008.
This system is able to provide the versatility such that our dedicated project teams are able to adapt and develop it to accommodate their project specific requirements along with the country’s legal and other requirements, whilst maintaining the high standards of quality management traditionally associated with SAMSUNG C&T and demanded by our Customers. Project teams have freedom to develop specific instructions, method statements and formats to comply with project requirements. However, these documents shall be reviewed and approved by authorized personnel before its application at site.
Our projects are staffed by professional QA/QC Managers with their teams who are familiar with all aspects of quality assurance and control. They have a reporting line back to Head Office Q-HSE Management Division in Seoul, South Korea and two regional head offices located in Abu Dhabi, UAE for MENA and Singapore for SEA regions respectively. They are empowered to stop the works in the event of nonconformity and/or potential nonconformity. The two Q-HSE outposts support project QA/QC teams to meet the customer requirements from tender appraisal/contract review of a given project to its final handing over and operation to the customer to meet the highest quality standards.
All projects are subjected to project based and Head Office audits at regular intervals. Project internal audits are conducted based on approved project quality plans as per customer’s quality requirements or SAMSUNG C&T’s internal audit procedure. Overall project performance against corporate and project specific objectives and KPI’s is continually assessed in order that any deviations and/or opportunities for improvement can be promptly identified and acted upon.
SAMSUNG C&T’s Quality management system and related procedure defines the means by which Top management will review the Quality management system performance at planned intervals to ensure their continuing suitability, adequacy and effectiveness. The prime objective of management reviews is to identify opportunities for improvement and the need for changes including policies and objectives. Quality management reviews are carried out once a year as stipulated in our manual.
Page 1 of 1
Integrated Management System Procedure for Purchase Control
Reference: IMP-008 Revision: 00
Uncontrolled unless endorsed as controlled by the Samsung C&T Corporation Q-HSE Management Division Title: Document No: IMP-008 Purchase Control Corporate Procedure
Contents
1 Introduction
2 Process Flowchart
3 Scope
4 Responsibility 4.1 Project Director/Manager 4.2 Corporate Procurement Office (CPO) 4.3 International Procurement Office 4.4 Project Procurement Manager 4.5 Project Planning Manager 4.6 Project Construction / Design Manager 4.7 Project Q-HSE Management team
5 References, Terms & Definitions 5.1 References 5.2 Terms & Definitions
6 Method 6.1 Project Procurement Plan 6.2 Purchase Requisitions 6.3 Request for Quotation (RFQ) 6.4 Quotation Receipt and Opening 6.5 Sub Contract Agreements 6.6 Pre-start Review 6.7 Technical services 6.8 Site construction and off site manufacture 6.9 Traffic and Logistics
7 Records 7.1 General
8 Associated Forms & Templates F01 Technical Bid Evaluation F02 Material Inspection and Receiving report
------
A Attachments/Appendices N/A
Note: Changes to the attachments/appendices shall not constitute revision change to the IMS Manual.
Revision: 00 Revision Date: 15-Oct-2012 Page: 3 of 17 Title: Document No: IMP-008 Purchase Control Corporate Procedure
1 Introduction 1.1. This procedure defines the management methods and controls employed by SAMSUNG C&T to ensure that project related purchasing operations are carried out effectively and in line with the Customer requirements, Corporate policies including moral and ethical, and International/local statutory/governing requirements where determined. 1.2. The procedure additionally ensures that product is purchased: • from approved sources including due consideration and assessment of Supply Partner Q-HSE performance, • with the maximum commercial advantage to SAMSUNG C&T, • with due consideration to health and safety and environmental risk/impact (e.g. noise levels/emissions/vibration).
Supply Chain Purchase Management Management • Client / Suppliers
Market Research Purchase Plan Requirements Approved Vendor Vendor / Supplier (Contractor) List Information Subcontract Picking Approval of Potential Detail Pre-Qualification and Approval Suppliers Subcontract Factory Audit / Material Details Assessment Request for
Prepare Pre- Proposal Vendor Price / Qualification Assessment of Technical Submittal Proposals Purchase Order / Subcontract Purchasing Material Production Expedite off site Inspection Material Delivery Subcontract Whole Tracking Logistics Control Documentation / Technical Support Receiving
Inspection Invoice Handling & Storage
Assessment of Subcontract Works Vendors / Suppliers Control
Figure 1 – Concept of Purchase and Supply chain Management
Revision: 00 Revision Date: 15-Oct-2012 Page: 4 of 17 Title: Document No: IMP-008 Purchase Control Corporate Procedure
2 Process Flowchart
Customer SAMSUNG C&T Suppliers
Requirements Project requirements
Project Procurement - Consider potential Suppliers (SAMSUNG C&T approved list) Plan
Prepare prequalification Approval of potential Pre qualification and and/or SAMSUNG C&T suppliers when approval vendor appraisal required by contract requirements
Assessment - Financial information - Q-HSE program assessment Yes
Includes: Request for Proposal Prepare Proposal as per Main Contract/specification requirements the request Specific type, grade, quantity Including etc Project quality plan, Project HSE plan, Inspection and test Competence of proposed key requirements personnel, Inspection and test plans Certification requirements/ Expedite and Gather (including off site manufacture), approvals Proposals Risk/impact assessments, Proposed Special HSE requirements if inspection and test authority (of supply any (noise levels, vibration partner), Technical data such as (HAVS), intrinsic safety factors design, drawings, method statements etc, Sustainability requirements Assess ment - compliance to the requirements, (e.g. LEED)/special sourcing technical content and price approvals such as FSC timber Delivery requirements Yes SAMSUNG C&T right to inspection/validation etc Comparison, negotiation and
decision
Proceed and issue Place order / documents as required subcontract / letter of by the SAMSUNG C&T intent requirements e.g. Q-HSE plans, drawings, Joint inspection when Expedite off site method statements, required by contract inspection as specified status reports etc
Receiving Inspection
Handling & storage to preserve quality
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3 Scope 3.1. This procedure is applicable to all process related to procurement and management of sub contracted services, materials and equipment for Samsung C&T overseas projects. 3.2. The procedure does not apply to heavy plant and equipment, light weight vehicles, office supplies, general stationery and other products which have no bearing on the quality of the finished product.
4 Responsibility 4.1. Project Director/Manager 4.1.1. Has overall responsibility for the purchasing operations for the project. 4.1.2. Will ensure that an infrastructure is established to promote Q-HSE involvement within the project related purchasing process. 4.2. Corporate Procurement Office (CPO) 4.2.1. Is responsible for management of all International Procurement Offices (IPO’s). 4.2.2. Has overall responsibility for: • Sourcing and management of suppliers, • Establishment and management of a procurement system, • Analysis of procurement risk in emerging markets, • Establishment of a standard procurement process, • Monitoring and forecasting of raw material market conditions, • Issuance of global P-MI(Procurement Market Intelligence) bulletin, • Human Resource management and development, 4.3. International Procurement Office 4.3.1. The individual IPOs are responsible for all procurement and management of materials at their designated overseas project locations. 4.3.2. The IPO manage the import and export of all material/equipment deliveries, material management support, labour issues and facility security control at designated regional Material Warehouses. As delegated by the CPO, IPOs are authorized to perform procurement duties and functions for designated regional locations. 4.3.3. The IPOs shall carry out procurement roles and responsibilities within the designated work scope, which is delegated by the Corporate Procurement Office. • Proposal Support − pricing estimates, − procurement resource research including material pricing and supplier information, − procurement market intelligence analysis, − material market condition forecasting, − procurement performance management, • Supplier Relationship Management − Supplier sourcing, − Supplier evaluation, − SRM relationship.
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• Procurement − purchasing integration (including expediting, supplier quality surveillance, traffic and logistics), − global procurement support, − setup project material procurement plan, − management of idle materials at the site. 4.3.4. The Head of CPO will delegate a regional site material office to perform overall purchasing duties if an IPO is not assigned. 4.4. Project Procurement Manager 4.4.1. Will be responsible for coordination between the Samsung C&T IPO, The Project Director/Manager, the Project Planning Manager and Supply Partner. 4.4.2. He/she will additionally coordinate receipt of site delivered product and ensure that the necessary verifications and approvals are obtained from the Customer and/or the authorised representatives thereof. 4.5. Project Planning Manager 4.5.1. Will be responsible for ensuring that procurement activities are integrated within the key programmes for construction. Due regard will be given to any necessary lead in times prior to site delivery. This will include but may not be limited to; design/drawing approvals, material procurement and associated approvals, manufacture, validation, inspection, testing and commissioning, shipping and transportation. 4.6. Project Construction / Design Manager 4.6.1. Will be responsible for the necessary coordination with the Project Procurement and Project Planning Managers in order to ensure that the procurement plans and any necessary contingency plans are effectively implemented. 4.7. Project Q-HSE Management team 4.7.1. The Project Q-HSE management team will provide the necessary support to the purchasing division particularly in respect to the Q-HSE requirements at request for quotation/proposal and review of Q-HSE requirements at receipt of quotation/proposal from Supply Partners. 4.7.2. The project Q-HSE department will support the relevant Engineering department in conducting any required pre delivery inspections/general vendor assessments. 4.7.3. The project Q-HSE department will be responsible receipt inspection and verification in accordance with SAMSUNG C&T procedures and project specific Inspection and Test Plans.
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5 References, Terms & Definitions 5.1. References N/A 5.2. Terms and definitions Product Result of a process Supplier Organisation or person that provides a product (EXAMPLE 1- Producer, distributor, retailer or vendor of a product, or a provider of a service for information) CPO Corporate Procurement Office- refers to a division that is located in corporate headquarters in Seoul, Korea and manages overall material procurement of all overseas projects. IPO International Procurement Office - refers to an overseas division that manages material procurement for designated overseas projects with authorities and responsibilities given by the CPO. Material Purchasing Refers to all corporate activities related to the purchasing, expediting, inspecting, logistics, field control and warehousing of materials and equipment on projects. Purchasing Management Refers to all corporate activities related to asset management (i.e. planning, process improvement, system integration, etc.) Raw material Refers to material that is directly utilized for construction (i.e. rebar, ready-mixed concrete, cement, etc.).
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6 Method 6.1. Project Procurement Plan 6.1.1. The purpose of the Project Procurement Plan is to realize stable material sourcing and cost reduction. In addition, the plan is a basic standard for detailed procurement strategy. 6.1.2. IPO should complete the Project Procurement Plan before the Kick-Off Meeting (KOM) based on the initial budget (or proposal package) and Material Responsibility Matrix. 6.1.3. For project sites without any IPOs assigned, the CPO and the Site Procurement Team will complete the Project Procurement Plan. 6.1.4. The Project Procurement Plan shall be communicated to Project Quality Manager for him to carry out necessary planning in terms of arranging manpower and resources to carry out inspection and testing in supply partner’s premises in on-site and off-site manufacturing facilities premises. Project Quality Manager has primary responsibility to ensure that the necessary inspection and tests are carried out and certification is obtained from the Customer/his representative to proceed with packing/shipping.
6.2. Purchase Requisitions 6.2.1. The Project Procurement Manager, Engineering Manager or Lead Discipline Engineer shall classify each total material quantity as per required-at-site dates and request the Site Material Office (or IPO) for purchase. In case when considerable change in its quantity or price is expected due to change order or market conditions, the Site Material Office (or IPO) may request partial purchase, in which lead-time should be considered. 6.2.2. Material Requisition issued by Project Procurement Manager, Engineering Manager or Lead Discipline Engineer shall be approved by Project Manager and be submitted to Project Administration Manager. 6.2.3. The Material Requisition will clearly define the agreed price/rates and include the data referred to within section 6.3.4 below. The material requisition will include: current specifications, design drawings, samples and other necessary documents. 6.2.4. Project Procurement Manager, Engineering Manager or Lead Discipline Engineer should issue Purchase Requisition through the company's IT system with a softcopy of Purchase Requisition sheet approved by the Project Manager. If electronic request cannot be executed, hard copy requisitions are allowed.
6.3. Request for Quotation (RFQ) 6.3.1. The Buyer will develop the Bidder List within the following supplier categories. Non- registered suppliers will be assessed and registered in accordance with the IMP-009 Management of Supply Partners Procedure. • Samsung C&T registered companies, • Companies that have supply records, • Companies that are recommended by clients and subcontractors 6.3.2. The request for quotation must include all information pertinent to the required product in unambiguous manner. This shall include:
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Category Requirement relevant main contract extracts, relevant technical related extracts, Client Q-HSE requirements e.g. specifications, mock ups/samples, environmental impact assessment, Legal and other requirements. inspection, test and any validation requirements (including manufacture and site installation), Quality other certification required, SAMSUNG C&T Quality Policy SAMSUNG C&T Project Quality Plan if available any specific requirements including any safe purchase requirements such as maximum permitted noise and vibration levels (plant, tools and equipment etc), standards for personal protective equipment/rescue equipment and certifications for monitoring related equipment (e.g. noise, dust, gas), Health, safety any sustainability requirements such as LEED/ESTIDAMA, and any sustainable procurement requirements such as FSC timber, ozone environmental depletion material prohibitions etc, SAMSUNG C&T HS & E Policies SAMSUNG C&T project HSE Plan if available, SAMSUNG C&T polices relating to HSE e.g. drugs and alcohol. any requirement/approvals for key management personnel, Organisation any specific training, competence and/or organisational reporting requirements and for staff e.g. Management/Q-HSE personnel/special process related staff, plant competence operators/other high (HSE) risk personnel. design input criterion, drawings and registers, bills of quantities, Product details proprietary items; catalogue/reference type etc, value engineering requirements required/reference standards (BS/ISO/ASTM etc) and/or any other technical reports/supporting information. SAMSUNG C&T Q-HSE requirements including rights to inspect and audit. delivery requirements/programme milestones. Other details of tender submission conditions and requirements. SAMSUNG C&T standard/special terms and conditions. Table 1 – information needed to include in a request for quotation
6.3.3. For RFQ solicitation, the Buyer must receive quotation documents from at least two suppliers with the same terms and conditions. 6.3.4. Non competitive or sole source bidding may occur under the following circumstances: • If the last purchase date is within 3 months, and same terms and conditions are applied with the same supplier (not applicable when 6 months have passed since the first purchase of the item) • If the item cannot be provided by other suppliers (i.e. patent, utility/design patent, exclusive item, etc.) • If the supplier is designated by client and that supplier replacement or change is not possible • If there is no supplier that is comparable in terms of technology and facility perspectives • If it is necessary due to certain security & confidentiality related issues • If it is necessary due to urgent repair and maintenance issues Revision: 00 Revision Date: 15-Oct-2012 Page: 10 of 17 Title: Document No: IMP-008 Purchase Control Corporate Procedure
• In case of quantity distribution for unit price contract suppliers • In case the supplier and its conditions are approved before project award 6.4. Quotation Receipt and Opening 6.4.1. The Buyer should discuss the opening quotation arrangements with the Head of Procurement division (Project Planning Manager or Project Administration Manager in case of on-site procurement) about the "Solicitation Plan" in the following cases: • If the budget per RFQ package exceeds US$3,000,000, • other special cases (e.g., client-designated supplier, urgent delivery, etc.) 6.4.2. Quotations should be received by SAMSUNG C&T as determined within the request for quotation with respect to the receipt method (envelope, e-mail, fax etc), date and timing. 6.4.3. Under a sealed bidding solicitation plan, receipt of RFQ's via E-mail is not permitted. However, E-mail may apply to other methods of solicitation in the following circumstances only: • If receipt of quotations via the Internet e-Procurement is not possible • If the CPO provides approval 6.4.4. Unless otherwise stated and approved by the Head of Procurement division (Project Planning Manager or Project Administration Manager in case of on-site procurement) all received quotations should be opened simultaneously by the head of procurement division via e-Procurement system. In case of using the off-line approach, the quotation should be opened by the witness of at least 3 people including the head of procurement division, officially signed and registered in the IT system. 6.4.5. For those items that are agreed through the unit price agreements do not require separate the RFQ process and can be simply purchased at the agreed unit prices. 6.4.6. After opening a quotation, the buyer should compare product specifications and pricing with the formats provided under the RFQ package. 6.4.7. The Q-HSE related submittals will be passed to suitably competent personnel (Divisional and/or Q-HSE Management Division) for review and assessment. 6.5. Sub Contract Agreements 6.5.1. Sub contract agreements are generated on the same/similar principles as purchase requisitions and are generated where there is a requirement for the Supply Partner to provide/include services such as design, drawing, installation maintenance etc. 6.5.2. The subcontract agreement may be generated using generic legal forms which can be completed by interested parties these may be specific to the relevant market location norms and or may be specifically developed by SAMSUNG C&T Purchasing Division in consultation with the SAMSUNG C&T legal department and/or an independent law firm/consultant. 6.5.3. Upon appointment of Supply Partners a copy of all subcontract agreements, purchase Orders, letters of intent and any other purchasing related documents/agreements will be maintained by the Project Director/Manager or the appointed representative thereof and will be made available to the Project Quality Manager/HSE Manager upon request. 6.5.4. Where determined within the terms and conditions of the contract any necessary Supply Partner and/or product approvals will be sought from the Customer and/or their appointed representatives.
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6.6. Pre-start Review 6.6.1. Prior to commencement of each supply partner activities (off site manufacture and/or site) and with a due allowance period of time for addressing any deficiencies that may be identified, the respective Project Quality Manager/HSE Manager will review the status of the supply partner preparation in accordance with form IMP-002-F01 Technical Bid Evaluation. The review must include the supply partner Q-HSE management staff as a minimum. Records of the review will be issued to the supply partner and interested parties within SAMSUNG C&T including the Project Manager/Director and all senior management. 6.6.2. The respective Project Quality Manager/HSE Manager will actively expedite any issues which may jeopardize the proposed supply partner start date ensuring that the Project Director/Manager is kept informed of the situation. Such issues include: • Failure to obtain approval for: − Project Quality Plan, − Project HSE Plan, − competence of proposed key personnel, − Method Statements for initial works, − Inspection and Test Plans for initial works (including off site manufacture) − risk/impact assessments for initial works, − proposed inspection and test authority (of supply partner) − failure to provide necessary no objection certificates (NOC) from local authorities 6.6.3. Note that the review should consider any necessary Customer related and other external approvals. 6.6.4. The Project Quality Manager/HSE Manager will inform the Project Director/Manager of the Q-HSE prestart status in the event that any of the key submissions are likely to affect the proposed start date. The Project Director/Manager will investigate and take the necessary action to eliminate/mitigate any potential delay.
6.7. Technical services 6.7.1. The Engineering Manager/Technical Manager will establish a communication and review infrastructure in order that the quality and progress of the product can be monitored and managed against the requirements. 6.7.2. The Engineering Manager/Technical Manager will ensure that the necessary planning is carried out and documented in order that progress and quality can be monitored and measured during planned reviews and/or meetings. 6.7.3. The Engineering Manager/Technical Manager will ensure that detailed records of all reviews and any other related issues are maintained in accordance with SAMSUNG C&T requirements/procedures. 6.7.4. In the event of deviation from the specified requirements by a supply partner then the Engineering Manager/Technical Manager will ensure the necessary corrective actions are agreed with the supply partner and implemented.
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6.8. Site construction and off site manufacture 6.8.1. The Project HSE Manager will ensure that all supply partners comply with the requirements set out in the SAMSUNG C&T Project HSE Plan. Additionally they will be provided with the SAMSUNG C&T Standard Work Procedures (SWP) which will be deemed to be the minimum standards unless otherwise defined within the Project HSE Plan. (Project Quality Manager will ensure that all supply partners comply with the requirements set out in the SAMSUNG C&T Project Quality Plan) 6.8.2. Notwithstanding the above supply partners are ultimately responsible for the management and effective implementation of their HSE management systems and it should be clearly stated that any HSE documents provided by SAMSUNG C&T or under the contract does not relieve the supply partner of their duties and obligations in respect to HSE management. 6.8.3. The Project Quality and HSE Departments under the direction of their respective Managers will conduct the necessary quality control (QC) and HSE inspections to enable them to verify the supply partner Q-HSE performance. Quality control inspection and testing will include off site manufacturing facilities where defined within the Project Quality Plan and/or the relevant Inspection and Test Plans. 6.8.4. The output of such inspections will include those defined below: • Inspection and test reports and checklists • Verification of hold and witness points including requests for inspections Joint inspections (SAMSUNG C&T, and supply partner (may include Customer) • Nonconformity reports • Corrective/preventive action requests • Warning/improvement notices • Meeting minutes or • General correspondence 6.9. Traffic and Logistics 6.9.1. The Traffic Coordinator under the supervision of Project Procurement Manager (PPM) will provide routing, coordination and documentation for shipments of Equipment and Materials from Vendor’s shops to the Jobsite. 6.9.2. The Forwarder shall establish overall shipping and transportation program for the cargo including followings; • World wide organization and communication channel • Ocean transportation plan − Using liner vessel or chartered vessel − Sailing route including loading/discharging port • Discharging plan 6.9.3. Samsung will receive all shipping and commercial documents prior to vessel arrival, scrutinize the received documents on completeness and correctness, and will notify the Customs Coordinator who shall perform customs clearance.
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7 Records 7.1. General 7.1.1. All records pertaining to purchasing will be retained in accordance with IMP-001 Document and Records Control procedure.
8 Associated Forms & Templates F01 Technical Bid Evaluation F02 Material Inspection and Receiving report
Revision: 00 Revision Date: 15-Oct-2012 Page: 14 of 17
RFP Number: Package Title: Date: Technical Bid Evaluation Contract Pricing Type: □ Lump Sum □ Unit Price □ Multiple Pricing □ Other Revision: Rev00 Technical Summary Scope of Work Description
Bidders Evaluated
Alternative Proposals (If any)
Review Criteria Used
Summary Comments
Final Recommendation
APPROVAL SIGNATURES NOTE: Approval signatures may varying depending on project requirements ENGINEERING PROJECT ORIGINATOR MANAGER MANAGER Print Name: Print Name: Print Name: Signature: Signature: Signature: Date: Date: Date: CONSTRUCTION OWNER (IF PROJECT ENGINEER MANAGER REQUIRED) Print Name: Print Name: Print Name: Signature: Signature: Signature: Date: Date: Date:
IMP-008-F01 (1/2)
IMP-008, Revision: 00 Revision Date: 15-Oct-2012 Page: 15 of 17
RFP Number: Package Title: Date: Technical Bid Evaluation Revision: Rev00 Detailed Analysis STATUS STATUS STATUS SOW/Spec. BIDDER A BIDDER B BIDDER C ITEM Description Units (See (See (See COMMENTS Requirement(s) [ON:ADD NAME] [ON:ADD NAME] [ON:ADD NAME] Notes) Notes) Notes) 1.0 Compliance with Scope of Work
1.1
1.2
1.3
1.4
2.0 Review Bidders Technical Exceptions/Deviations/Qualifications - Resolutions If Any 2.1 Scope of Work
2.2 Technical Specifications
2.3 Data Sheets
2.4 Drawings
2.5 Document Submittal Requirements
2.6 Quality Requirements
2.7 Owner /Samsung C&T Provided material/permits
3.0 Review of Alternative Bids (If Any)
……
IMP-008-F01 (2/2)
IMP-008, Revision: 00 Revision Date: 15-Oct-2012 Page: 16 of 17
Material Inspection and Receiving Report 1. PROJECT:: 2. SUPPLIER:
3. DELIVERY DATE: 4. DELIVERY ORDER NO.:
5. PAYMENT TO BE MADE BY □ Project Office □ Regional Head Office □ Head Office, Seoul, South Korea ITEM ITEM DESCRIPTION QUANTITY UNIT UNIT PRICE AMOUNT NO. 1
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20 INSPECTION RESULT □ Received in correct quantity and good condition
□ Discrepancy in quantity and/or specification
□ Received in damaged condition Discrepancy / Damage Report
Received & Inspected by Checked by Approved by
Name: Name: Name:
Position: Position: Position:
IMP-008-F02
IMP-008, Revision: 00 Revision Date: 15-Oct-2012 Page: 17 of 17 9.3 Ref.5 Procedures for suppliers and subcontractors
Please refer to the attached answer Form HSE - 9.1 Ref.9
Mega Process
Procedure
3. Registration Evaluation & Re-evaluation
Materials, Equipment, and Logistics (Overseas vendors)
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Mega Process Vendor Mgmt
System Processing Procedures Procedure
Vendor Mgmt > Material Supplier[Overseas] > Registration Menu Path Submitter Evaluation (1/4)
Check registration (evaluation) of overseas material vendors. Registration (evaluation) is available Program Summary when vendors have first registered or vendor information has been updated after evaluation completed.
[User] Representatives of Suppliers [Directions] [Search] Check candidates of ⑤ ① ② ④ ③ Registration Evaluation [Submit] Apply registration approval of selected vendor [Close] Exit current page • Detailed directions ① Save ‘Business Unit’ before clicking ② Evaluation button ② Move to registration evaluation sheet search page. ③ If saving registration evaluation, score will appear before approval request. ④ Confirmed score after approval. Evaluation sheet will open when score is clicked. ⑤ Vendor detail Info. Page will pop up -25- if company name is clicked. Mega Process Vendor Mgmt
System Processing Procedures Procedure
Vendor Mgmt > Material Supplier[Overseas] > Registration Menu Path Submitter Evaluation (2/4) : Search Evaluation Sheet
Program Summary Select the registration evaluation sheet for overseas material vendors
[User] Representatives of Suppliers
[Directions] ① [Close] Exit current page
• Detailed directions ① Click evaluation icon under registration evaluation. It is linked to registration evaluation sheet searching page.
② ② Categories of Evaluation Sheets: Click the line in accordance with the supplier’s Main Business Type ② (Choose between Manufacturer and Distributor/Rental/Logistics)
-26-
Mega Process Vendor Mgmt
System Processing Procedures Procedure
Vendor Mgmt > Material Supplier[Overseas] > Registration Menu Path Submitter Evaluation (3/4) : Regular registration (evaluation)
Program Summary Registration (evaluation) of overseas material vendors (General)
[User] Representatives of Suppliers
[Directions] ① [Sheet select] Move to search for evaluation sheet ④ [Save] Save the evaluation results [Close] Exit current page ② ③ • Detailed directions ①Click the general registration evaluation sheet, which links to the evaluation sheet page. ②Vendor registration information regarding each evaluation category. ③Score scale regarding each category distributed. Evaluation score can’t be selected. ④Click Save to complete evaluation.
-27- Mega Process Vendor Mgmt
System Processing Procedures Procedure
Vendor Mgmt > Material Supplier[Overseas] > Registration Menu Path Submitter Evaluation (4/4)
Program Summary Approval Request for registration evaluation of overseas material vendors
[User] ③ Representatives of Suppliers
[Directions] ② ④ ⑤ ① [Search] Check candidates of Registration Evaluation V [Submit] Request for evaluation approval of selected vendor ㅇ Approver : Head of IPO or site managers [Close] Exit current page or part leaders of purchasing team • Detailed directions ① When registration evaluation is saved, score will appear before approval. The score will show up in the Score column upon approval. ②Select company for approval. ③Request for approval of evaluation to Part leader will pop up. This will interface to my single approval. ④ Score will appear upon approval. Evaluation sheet will show up if the score is clicked. ⑤ Approval status: Proceed/ Approve/ Reject/ Cancel -28-
Mega Process Vendor Mgmt
System Processing Procedures Procedure
Vendor Mgmt > Material Supplier[Overseas] > Registration Menu Path Submitter Evaluation (1/1) : Re-evaluation
Program Summary Re-evaluation after information update for overseas material vendors (General)
[User] ① Representatives of Suppliers
[Directions] [Company Information] Update application information ① [Evaluation] Proceed with re- evaluation
• Detailed directions ② ①[Company Information] Upon finding the vendor, click on the vendor name. Save after completing ② update. ②[Registration Evaluation] Follow same steps as #1 to process re- evaluation after searching the vendor.
-29- STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PE – 10.1
Plant & Equipment
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name: Date:
Project:
Page of Pages
Provide details of major construction plant & equipment owned or on long term lease by the Applicant which will be utilised on the Project being applied for. Ref Plant & Equipment Type No. to be Current Location (Country) Utilised 1
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Part 1: Prequalification Procedures Page 58 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PE – 10.1
Plant & Equipment
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name:American Bridge Holding Company Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page11 of Pages
Provide details of major construction plant & equipment owned or on long term lease by the Applicant which will be utilised on the Project being applied for. Ref Plant & Equipment Type No. to be Current Location (Country) Utilised 1 Crawler Cranes 15 USA , ARUBA 2 Rough Terrain Cranes 9 USA 3 Push Boats 7 USA , ARUBA, ST KITTS 4 Barges 5 USA 5 Pontoons 91 USA 6 Compressors 35 USA, ARUBA , ST KITTS 7 Welding Machines 95 USA, ARUBA , ST KITTS 8 Heavy Trucks 25 USA 9 Light Trucks and Autos 134 USA,ARUBA ST KITTS 10 Pile Hammers 11 USA, ARUBA 11 S1 120t Stiffleg Derrick 3 USA 12 Cable Spinning Units 2 USA 13 Heavy Trailers 21 USA 14 Clam Buckets & Grapples 7 USA, ARUBA 15 Concrete Finishers 5 USA 16 Hoist Engines 15 USA 17 Fork Lifts & Telehandlers 17 USA , ARUBA 18 Boom & Bucket Trucks 2 USA 19 Generators 6 USA, ARUBA 20
Part 1: Prequalification Procedures Page 58 Sharq Crossing Programme Examples of Equipment on American Bridge Projects
Marine Equipment Queensferry Crossing Scotland
Floating Batch Plant Tappan Zee Bridge New York, United States
Marine Equipment Tappan Zee Bridge New York, United States STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PE – 10.1
Plant & Equipment
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name:AlJaber Engineering Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page11 of Pages
Provide details of major construction plant & equipment owned or on long term lease by the Applicant which will be utilised on the Project being applied for. Ref Plant & Equipment Type No. to be Current Location (Country) Utilised 1 Tipper Trucks (19m3, 23m3, 32 m3) 212 Qatar 2 Articulated Dump Trucks 16 Qatar 3 Loaders / Uni-Loaders 81 Qatar 4 Excavators 130 Qatar 5 Tankers (Water & Diesel) 28 Qatar 6 Rollers 52 Qatar 7 Compactors 66 Qatar 8 Graders 17 Qatar 9 Bulldozer 14 Qatar 10 Back Hoe (JCB) 21 Qatar 11 Trailer (Low Bed ,Flat Bed, Breakdown) 22 Qatar 12 Mobile Cranes 22 Qatar 13 Tower Crane 3 Qatar 14 Man Lift, Forklift & Self Loaders 36 Qatar 15 Generators 166 Qatar 16 Dewatering Pump 156 Qatar 17 Welding Machines 27 Qatar 18 Air Compressor 19 Qatar 19 Concrete Mixer, Transit Mixer 18 Qatar 20 Trenchers 7 Qatar
Part 1: Prequalification Procedures Page 58 Sharq Crossing Programme SUMMARY OF PLANT & EQUIPMENT
SL.ȱ# DESCRIPTION TOTAL
1 LIFTINGȱEQUIPMENT 61 1.1 MobileȱCrane 22 1.2 TowerȱCrane 3 1.3 ManȱLift 3 1.4 Forklift 14 1.5 SelfȱLoader 19 2 EARTHMOVINGȱEQUIPMENT 637 2.1 Bulldozer 14 2.2 BackȱHoeȱ(JCB) 21 2.3 Excavator 130 2.4 Loader 55 2.5 UniȬLoader 26 2.6 Tankersȱȱ(Waterȱ&ȱDiesel)ȱ 28 2.7 Roller 52 2.8 Compactor 66 2.9 Grader 17 2.10 TipperȱTruckȱ19m3 127 2.11 TipperȱTruckȱ23m3 39 2.12 TipperȱTrailerȱ32m3 46 2.13 ArticulatedȱDumpȱTruck 16 3 TRANSPORTȱEQUIPMENT 22 3.1 Trailerȱ(LowȱBedȱ&ȱFlatȱBed) 19 3.2 Breakdown 3 4 OTHERS 424 4.1 Generator 166 4.2 ConcreteȱMixer 17 4.3 AirȱCompressor 19 4.4 DewateringȱPump 156 4.5 WeldingȱMachines 27 4.6 PowerȱScreenȱ&ȱVibratoryȱScreen 17 4.7 Crusherȱ&ȱBatchingȱPlant 13 4.8 TransitȱMixerȱ 1 4.9 Trenchers 7 4.10 Clampshell 1 GRANDȱTOTAL ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ1,144 STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form FCF – 10.2
Fabrication & Casting Facilities
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name: Date:
Project:
Page of Pages
Fabrication Facilities
Provide details of fabrication facilities which will be utilised on the Project being applied for. Ref Fabrication Facilities & Country of Location Details of Proposed Utilisation 1
2
3
4
Part 1: Prequalification Procedures Page 59 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
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Casting Facilities
Provide details of casting facilities which will be utilised on the Project being applied for. Ref Casting Facilities & Country of Location Details of Proposed Utilisation 1
2
3
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Part 1: Prequalification Procedures Page 60 Sharq Crossing Programme Supplement to Form FCF 10.2 – Fabrication & Casting Facilities
We would envision that any major casting would be undertaken at a purpose built facility operated by the joint venture partners. The partners have extensive experience operating such facilities.
Examples include (for ABI):
Queensferry Crossing Precast concrete deck components for the bridge Location: Rosyth, Scotland Operator: Forth Crossing Bridge Constructors (American Bridge – 28%)
Woodrow Wilson Bridge Precast segmental trapezoidal shapes for the piers Operator: Potomac Constructors Ltd. (American Bridge -33%) Location: Potomac, Maryland, USA.
Tappan Zee Bridge Pilecaps, deck segments Operator: Coastal Precast Systems Location: Chesapeake, VA, USA
Chesapeake Bay Bridge Deck segments Location: Sparrows Point, Maryland, USA Operator: American Bridge Company
STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PCR – 11.1
Parent Companies & Relationships
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name: Date:
Project:
Page of Pages
Ref Question Yes No Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent 1 company and the ultimate parent company (if applicable) together with details of the percentage shareholding Is your company affiliated or associated with any other company 2 which would be capable of tendering for the Project being applied for? If ‘Yes’ provide the name and registered office address
Part 1: Prequalification Procedures Page 61 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PCR – 11.1
Parent Companies & Relationships
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
American Bridge Holding Company Applicant’s Legal Name: Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page11 of Pages
Ref Question Yes No Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent 1 V company and the ultimate parent company (if applicable) together with details of the percentage shareholding Is your company affiliated or associated with any other company 2 which would be capable of tendering for the Project being applied for? V If ‘Yes’ provide the name and registered office address
Part 1: Prequalification Procedures Page 61 Sharq Crossing Programme STATE OF QATAR STAGE 2 PQQ DOCUMENT PUBLIC WORKS AUTHORITY SHARQ CROSSING PROGRAMME
Form PCR – 11.1
Parent Companies & Relationships
To be completed by Contractor or by all Partners. To be completed for all Projects being applied for
Applicant’s Legal Name:AlJaber Engineering Date: 18, Oct. 2014
Project: Sharq Approach & Bridge Contract
Page11 of Pages
Ref Question Yes No Is your company a subsidiary of another company? If ‘Yes’ provide the name and registered office address of the parent 1 V company and the ultimate parent company (if applicable) together with details of the percentage shareholding Is your company affiliated or associated with any other company 2 which would be capable of tendering for the Project being applied for? V If ‘Yes’ provide the name and registered office address
Part 1: Prequalification Procedures Page 61 Sharq Crossing Programme