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1. COMMISSIONING, COMPLETION AND HANDOVER

There are two main aspects of commissioning prior to the completion of a building:

a. Operational Commissioning - carried out by the Commissioning. Officer,preparing for the commencement of services.

b. Technical Commissioning - carried out by the Management Contractor forengineering and environmental services installations.

Issues regarding the completion and commissioning of a proect are addressed duringpre-construction and construction phases. In each specific case, re!uirements will needto be built into contract specifications prior to tenders being let.

Commissioning of the proect is vested with one individual, The Commissioning Officer,who is accountable to the client for co-ordinating the programme of activities thatconstitute the commissioning se!uence. This will include liaison with the "roectManager, to ensure that the commissioning se!uence is carried out in accordance withthe MC".

COMMISSIONING

A. Client Commissioning

The obective of commissioning is to ensure that the facility is e!uipped and operated inaccordance with the guidelines laid down. #or this purpose, a Commissioning Team is tobe formed under the guidance of the "roect Manager, so that the team members canparticipate in the design process.

The main tas$s of the Commissioning Team are to:

i. %stablish the commissioning obectives in time, cost, !uality and performancetermsii. "repare and co-ordinate a commissioning programme and chec$list

iii. &rrange appropriate access for the Commissioning Teamiv. &rrange the co-ordination between the 'esign Team and Management

Contractor to plan and supervise the engineering commissioningv. Monitor commissioning progress and costs against the MC" and Cost "lanvi. %nsure that the contract documents ma$e ade!uate provision for commissioning

B. Engineering Seri!es

The commissioning of the engineering services mar$s the transition from a static

installation to a dynamic one, with the purpose of demonstrating that the e!uipment asinstalled functions in accordance with the design intent the final commissioning andbalancing of the system is not normally complete until one year after handover.The main obective is to see that the commissioning of the separate systems is properlyplanned and e(ecuted, so that the installation as a whole is fully operational at handover.It is intended that the commissioning of specialist installations will ta$e place after thecommissioning of the services installation,


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The procedure to be followed is as under:

i. One person is responsible for commissioning of services - the CommissioningOfficer

ii. The 'esign Team are to identify the engineering services to be commissionedand define the roles and responsibilities between the Management Contractor,the manufacturer and the 'esign Team

iii. &ll relevant contract programmes are to ta$e due cognisance of thecommissioning activities

iv. Commissioning records, calibration results, certificates and chec$ lists are to bemounted and bound into the Operating and Maintenance )O*M+ Manuals

v. O*M Manuals, installed record drawings and maintenance staff training areprovided in accordance with the management contract

vi. Monitoring commissioning progress will be carried out, and corrective actioninitiated as necessary

C. COMPLETION " HANDOVER

Completion and handover of a proect are interlin$ed. The obective is to programme there!uired activities to achieve a co-ordinated and satisfactory completion of wor$ phaseswithin the Cost "lan. If the proect is subect to phased or sectioned handovers, practicalcompletion for the specific phase is given. In these cases, the end user is responsible forinsuring that the wor$s have been handed over.

The procedures to be followed are under:

i. "reparation of a list by the ead 'esigner, identifying unfinished wor$, defectsand wor$manship not in accordance with the specification

ii. pecified time limits for carrying out remedial wor$siii. "rovision of the re!uired number of:

- &s-built and installed record drawings, plans, schedules, specificationsand performance data

- Commissioning and Test /eports, Operation and Maintenance Manuals.- "lanned maintenance schedules.

iv. "roposals for the training of engineering and other services related staff.v. "rocedures for monitoring and supervising post-contract wor$s, which do not

form part of the main contractvi. %nsuring that all statutory approvals and inspections have ta$en place,

commissioning is complete and that the Client can have beneficial occupation ofthe building

vii. Initiating any Client-change measures when completing defect wor$s

Monitoring progress of wor$s contract #inal &ccounts or disputes and ascertaining draftfinal accounts are available on time


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#. MIGRATION $OCC%PATION&

Occupation may form part of the main contract or stand as a separate entity. Occupationwill involve employees of the user departments and the culture and style of managementof the users0 organisation.

The procedure for Migration is divided into four distinct stages:A. STR%CT%RE 'OR IMPLEMENTATION

The "M 'ivision along with the Client appoints individuals or groups to carry out thenecessary actions.

i. "roect %(ecutive )Client representatives+ii. Occupation Co-ordinator )"M 'ivision+iii. Occupation teering 1roup consisting of a chairman and functional

representativesiv. egal representative groups, concerned with consultation at departmental level to

ensure correct procedures for communication

B. SCOPE O' OB(ECTIVES

& scope of obectives is determined considering restraints and based on the type ofproect, decisions are ta$en about what is to be done.

i. Identify those departments that are moving )"roect %(ecutive+ii. Organisation of move 2 setting separate dates for individual departmentsiii. /eview time constraints - moving company, holidaysiv. Identification of ris$ areas:

- 'elays in construction- &ccess problems.- Information Technology re!uirements- #urniture deliveries.

C. METHODOLOG)

3ased on the type of proect4 assignment, the "M 'ivision sets a specific methodologyfor the whole process as under:

i. isting of activities to be carried outii. isting communications necessary during move

iii. "rovision of necessary services and move supportiv. "rocedures for /emoval administration

v. #urniture procurement )1roup 5 items+

D. ORGANISATION AND CONTROLThis phase consists of the actual carrying out of the process, adhering to thecommissioning programme and reporting to the Client on the activities


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*. SNAGGING, DE'ECTS AND REMEDIAL +ORS

a. &s areas of wor$ near completion, "M 'ivision carries out an initial inspectionand produce remedial sheets of outstanding items.

b. 6hen, in the opinion of "M 'ivision, these areas are sufficiently complete, a oint

inspection is carried out with the &rchitect and relevant 'esign Consultants asre!uired, and a formal list of snagging items is produced. "M 'ivision thenissues a detailed list to the Trade Contractors concerned to enable them to ma$egood any outstanding items.

c. &t the end of the 'efects iability "eriod )prescribed period after "racticalCompletion+, "M 'ivision, in consultation with the &rchitect and relevant 'esignConsultants, produces and issues a chedule of 'efects to the TradeContractors, within 78 days of the end of the 'efects iability "eriod.

d. The Trade Contractor is re!uired to complete any defects listed within 78 daysafter the receipt of this chedule.

e. On completion of these defects, to the satisfaction of the &rchitect, "M 'ivisionissues a certificate of completion in consultation with the &rchitect.


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-. ISS%ING CERTI'ICATES TO THE TRADE CONTRACTORS.

a. "M 'ivision issues #inal Certificates to Trade Contractors after confirming andagreeing to the contents with the Client and &rchitect who will both sign theCertificate.

b. & copy of the same is forwarded to the Cost &dviser for information.c. "M 'ivision issues two copies of the Certificate to the Trade Contractor out ofwhich one copy is returned to the "M 'ivision after the ac$nowledgement )sign+of the Trade Contractor.

d. "M 'ivision then forwards the Certificate to the Client arranges for the balancepayment on either of the given conditions )whichever is later+:

)i+ 6ithin three months of the end of the 'efects iability "eriod.)ii+ 6ithin three months of the issue of the Certificate of Ma$ing 1ood

'efects in the 6or$s)iii+ 6ithin three months of receiving, the Trade Contractor has fully priced

and detailed #inal &ccount.

./ Re0eren!e

&nne( II c:'esign Management&nne( II d:"rocurement Management&nne( II e:Commercial Management&nne(ure III: ist of forms * formats.

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6P 7.8 A9ministr5tion De:5rtment

7.1 P2r:ose

The &dministration )&dmin+ 'epartment of M&T%/ is responsible for safety andmaintenance of Office "remises, e!uipments and property. It acts as a support service

provider to the sites in various ways. Its front office operations involve ta$ing care ofreception, attending to telephone calls, maintaining and updating files.


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7.- Pro!e92re

The activities of the &dministration department are listed as under:I. #ront office and related functions

1. The reception 4 front office is responsible for the following functions:

2. &ddress incoming visitors and loo$ after their needs.

3. &ct as the despatch cum receiving center for all correspondence and couriersand further passing all the received documents to the 'ocument Controller.

4. 3oo$ing for travel arrangements local or outside as well as for the office car

5. Maintain register for attendance, correspondence despatch, employee=s outsidevisits.

II. Maintenance &ctivity and house $eeping

7. The &dmin 'epartment has been entrusted with a maor activity of themaintenance of the infrastructure of the organi>ation.

@. The &dmin department is responsible for the maintenance of the following andshall ensure the regularly chec$ing as per the given schedule:

r.Bo

"articulars4 "arameters chedule forinspection

a. Office premises Once every wee$.

b. #a( Machines and %"&3 Once a month.

c. Telephone lines and instruments. Once a month.

d. &ir conditioners, fans and other electricalfittings.

Once a month.

5. The /eceptionist is responsible for the smooth functioning and the properwor$ing of the office e!uipments such as telephones, fa( machines, %"&3, etc.who reports to the &dmin Manager or the office in charge on a regular basis.

8. The &dmin Manager regularly chec$s the discipline maintained for cleanlinessand house $eeping.

;. The receptionist and &dmin Manager are also responsible to chec$ if the uniorstaff has attended wor$ in a proper turn out and in proper uniform.

D. Maintenance of IT and networ$ is being carried out by outside vendors, who arecontacted if there is a problem in the networ$ or a "C.


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III. "urchasing

7. The &dmin department is responsible for assessing the re!uirement for aproduct, service, e!uipment or facility before it is purchased.

@. & re!uisition slip is filled by the


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?. Control on stationery and Office upplies:

7. The &dmin 'epartment purchases different office supplies from the list of itsselected vendors. The list of the vendors is maintained with the department andany changes are updated with the consent of the head of the department.

@. & register is being maintained by the /eceptionist, containing related details.5. This record is maintained on a daily basis.

8. 6henever an employee is supplied with an office supply or a stationery item, thereceptionist ma$es an entry in the register with the e(act !uantity, the name andthe initials of the employee.

;. In case the site submits a re!uisition for any stationery item, the &dmindepartment places an order with the selected vendor for directly supplying there!uired stationery to the site. If the re!uired stationery is delivered at the office,the &dmin Manager4 /eceptionist chec$s the !uantity and !uality of thestationery supplied and arranges to deliver the same to the site.

D. The receptionist conducts a thorough chec$ of the balance stoc$ of stationeryevery five days with the help of the unior staff. &n entry is made in the registerwith the details of the remaining stoc$ of each item, duly signed by thereceptionist or the unior staff.

?I. "reventive maintenance at office:

7. The &dmin 'epartment chec$s the following documents on a regular basis foranaly>ing the e(penses of a month:

a. Mobile bills.b. Telephone bills.c. %lectricity bills.d. Travel e(penses. )In city and out station+e. 6ater bill )if applicable+f. tationery e(penses.g. %(penses on consumables such as tea and coffee.h. %(penses on guest of the company.i.


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b. Ma$ing sure that all bills for telephones and electricity are paid before duedate to avoid disconnection.

c. Chec$ing if the e(isting fire e(tinguishers are in wor$ing condition and havenot crossed their e(piry dates.

7./ Re0eren!e

GM .8 of the Guality ystem Manual.&nne(ure III: ist of forms * formats.

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6P =.8 'in5n!e " A!!o2nts De:5rtment

=.1 P2r:ose

To establish, implement and adhere to the guidelines for # * & Management within alloffices to result in better functional efficiency and meet IO F997- @999 re!uirements.

=.# S!o:e

The scope of activities of the &ccounts ection is categori>ed as follows:-a. ?oucher entry and "etty Cash.b. Che!ue Issues.c. /aising Invoices.d. Management of &ccountse. &nnual 3udgetsf.


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=.- Pro!e92re

7. /eimbursement of e(penses:

a. &ll employees are responsible for preparing an %(penses tatement for generale(penses, including food, and all other reimbursements e(cept In-city travel.

b. &n employee returning from an official trip has to submit a brea$ up of e(pensesincurred within a wee$ from return, for appropriate reimbursement. The &ccountsManager chec$s the statement and reimburses actual e(penses only as per theCompany policy.

c. In all cases, the &ccounts Manager chec$s the e(penses entered by theemployee and cash is reimbursed to the employee as per the policy laid down.

@. &dvances towards Outstation Travel:

a. &ll %mployees of the Company are given advances as per the Travel "olicy of

the Company and any employee, see$ing advance from the company has to fillup and submit &pplication for &dvances.

b. &ccounts Manager ensures that the application is properly filled up, stating e(actpurpose of travel and approved by the C%O.

c. &ny advance e(ceeding the amount stipulated in the Travel "olicy of thecompany can be given only after the due sanction of the C%O.

d. In e(ceptional cases, advance may be given on the verbal approval of the C%O.e. The employee is responsible for giving an account of the advance ta$en from the

office within a wee$ from return from an outstation tour4 trip.

5. Imprest &ccount:

a. Imprest &ccount is maintained by all /egional offices under respective /egional


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;. "etty Cash:

a. & file must be maintained which reconciles the petty cash account with the cashin hand. The petty cash ledger must always reconcile to cash in hand andpending reimbursements.

b. Only original receipts for e(penditures can be reimbursed. The petty cashaccount must be reconciled on monthly basis.

D. 3an$ "ayments:

a. &s per the company=s policy, all payments will be made by &ccount "ayeeche!ues only.

b. &ll vendor bills will be accounted on Hournal ?ouchers for which records will bemaintained.

c. Cancelled che!ues will be scored across its face with a cutting and stapled withthe counterfoil of the che!ue boo$.

d. & separate Che!ue 'eposit /egister will be opened and maintained.

. Invoice /egister.

a. &ll invoices raised are numbered serially in the e(cel file maintained by the&ccounts Manager.

E. 3oo$ing of alaries of %mployees.

a. &ll cases on which there are no !ueries whatsoever and are clear cut will bepaid by 7stof every month.

b. nder no circumstances will any salary bill remain with &ccounts ection withoutpayment or observation not being raised.

F. chedule of Other "ayments:

&ccounts ection in consultation of the


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79. Bormal "ayments of ?endors.

a. &ccounts Manager chec$s the bills received and sends them to the ?" forapproval.

b. Bormally, vendors 4 contractors 4 suppliers bills are cleared within a month=s time

from the date of submission of the invoice4 bill.c. &ccounts ection accepts the bill4 invoice only after the


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6P 18.8 De:5rtment o0 H2m5n Reso2r!es

18.1 P2r:ose

The


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18.- Pro!e92re

I. "rocedures for appointing new employee:

#or the appointment of a new candidate the respective head provides a re!uisition to the


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I?. "rocedures for the 'ay of Hoining:

On the day of oining the following procedures are carried out by the ed photographs.

e. Medical Certificate from /egistered Medical "ractioner

2. On the basis of the documents provided, employee is handed over anappointment letter with details of his4 her appointment and salary brea$ ups aree(plained.

3. &n entry is made in the Muster.

4. & form is filled up with the details of the ban$ account of the employee.

5.eave card is prepared.

6. ?isiting cards are ordered to be printed.

7. MI entry is made in the payroll software4 spreadsheet.

8. The candidate is then inducted by providing induction training.

9. Candidate is introduced to the office staff.

10. #or senior posts, a welcome note is sent to all office managers.

11. Candidate is issued basic stationery and assigned wor$station space.7@. The


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?. eave "olicy

The company has defined the following set of policies for the entitlement of leave to anemployee:

1. GENERAL R%LES

a. #or the purpose of leave, accounting period shall be calendar year, ie fromHanuary to 'ecember.

b. %ach year in the month of Hanuary, all confirmed employees will be creditedwith 59 days leave, without any brea$ up for types of leaves.

c. In case a new employee oins during the calendar year, he 4 she will becredited with proportional leave.


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?II. Office timings * late coming rules.

The company practices the following rules for office timings and late coming asprescribed by the company:

7. The office timings for each office are to be strictly adhered to by all the staff

members.@. Those coming late must specifically put in the time of arrival, failing which the

receptionist4 office manager is authori>ed to put the same down against thelatecomer=s name. & third late coming in a month would be treated as a half dayof absence, leading to a cut in half day=s salary.

5. & register is maintained with the /eceptionist4 office manager for maintaining allattendance records, apart from the eave Cards maintained by each employee.

8. The following are to be observed by all the staff members at the reception itself:

a. Mar$ing attendance,

b. #illing the Jon-dutyK register,

c. ubmitting an on-duty slip )when out of office for company wor$+,

d. ubmission of written note of tour plan )itinerary+ after due signature of the


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?III. Misconduct and 'isciplinary "rocedure

The company has laid down the following charter for employees to maintain properdiscipline in the organi>ation:

1. &ny misconduct, misbehavior or unethical wor$ practices to be brought to thenotice of the


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. Training

7. The Company is committed to maintaining and e(tending the !uality of its serviceto clients through developing the s$ills of its wor$force. &s individuals areappointed to roles and as they progress in those roles systems are in place toensure that training and development need are identified and met.

@. & comprehensive action plan has been developed by the


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II. eparation 4 discontinuation of staff 4 trainee 4 retainer:

The company follows the following standard procedures for separation or discontinuationof a staff member4 trainee4 retainer:

1.


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Amen9ment o0 Re!or9s.

7. &ny changes or amendments made in the e(isting manual shall be approved by the

Managing 'irector C%O of CMM&T%/and shall be recorded in the &mendment

/ecord heet. The /evised Manual will be issued whenever the Managementdeems fit.

@. 3y virtue of amendment of any of the clauses, if a new page is re!uired to be

appended, the same shall be done by adding a new page and giving a suffi(

number to the relevant page, to maintain the continuity of the pages. &n indication

of such amendment including the date of the same shall be made on the relevant

page.

SR.

NO.

SEC.

NO.

PAGE

NO.

DESCRIPTION O' CHANGE DATE NE+

ISS%E

REVISION

NO.

CHANGED

B)

CHECED

B)


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T5;le o0 Contents?

SECTIONNO.

DEPARTMENT NAME. PAGENO.

NO. O'PAGES.

G" 9.7. Inde( and Table of Contents 7 of ; @.

G" 7.9 Control of 'ocuments 5 of ; 5.

G" @.9 Control of /ecords D of ; 5.

G" 5.9 Internal Guality &udit F of ; 5.

G" 8.9 Control on non-conforming product, Corrective *"reventive &ctions

7@ of ; 5.

G" ;.9 "rocedure for Management /eview Meetings 7; of ; 5.

G" D.9 3usiness 'evelopment 7E of ; 7.

G" .9. &ctivities of "roect Management Consultancy 7F of ; 5.

O00i!e02n!tions:

G" E.9. &dministration 'epartment ; of ; ;.

G" F.9. &ccounts 'epartment D@ of ; 8.

G" 79.9. 'epartment of


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6P 1.8 Control o0 Do!2ments

1.1 P2r:ose

To ensure that the appropriate and correct information pertaining to proect managementis available for use 4 issue and to ensure that obsolete information is prevented from use.

1.# S!o:e

This procedure applies to all Guality Management ervices documents including GualityControl, "rocedures Manual, ystems Manual, #low Charts, tandard #orms ande(ternal documents. These procedures apply to preparation, review, revision, approval,distribution and recall of all documentation and data essential to the accomplishment ofwor$ and relate to the re!uirements of the International tandards

1.* Res:onsi;ilitation towards continual improvement with an aim to increase in!uality of services.

*.# S!o:e

The procedures of Internal Guality &udit cover all the departments of M&T%/.Internal Guality &udits are conducted every two months, as decided by the M/ and theTop Management or as re!uired.

*.* Res:onsi;ilited and presented atManagement /eview Meetings.

;. The M/ maintains a separate file for recording the non conformities found in theIG&. &n BC/ log is maintained by the M/ to $eep trac$ of the number of openand closed BC=s.

*./ Re0eren!e

GM E.@.@ of the Guality Manual 2 Internal &udits.IG& and M/M Calendar.

&nne(ure III: ist of forms * formats.

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6P -.8 Control on NonCon0orming Pro92!t, Corre!tie " Preentie A!tion

-.1 P2r:ose

To ensure situations are controlled to prevent them from impacting on !uality and to

ensure that opportunities for improvement to the processes and the overall GM areidentified and responded to.

-.# S!o:e

&ll the processes of the company have to be in conformity with the documented GualityManagement ystems and any deviation from the tandard would be termed as non-conformity. &de!uate steps shall be ta$en to resolve problems in service and preventproblems from reoccurring in future, hence avoiding deviation from the GualityObectives set by the Top Management of the Organi>ation.

-.* Res:onsi;ilities

7. C%O. pells out overall policy for implementation@. M/,


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-.- Pro!e92re

I9enti0i!5tion 5n9 !5tegori45tionCustomers, staff or auditors may identify negative situations that in turn, are processed as non-conformities through inspection4 chec$s4internal4e(ternal audits or day-to-day activities.Bon-conformities are categori>ed as follows:

Maor C&/: /aised where:

There is total brea$down of a process or procedure critical to

services !ualityL

There is a total absence of a re!uirement demanded by the

standard or the organi>ation=s !uality system.

There are number of minor lapses in a process, which when ta$en

together, collectively suggest a total or important brea$down in theprocess

The non-conformity is li$ely to result in an immediate ris$ to the

!uality of product or service being offered.

Minor C&/: /aised when a deficiency )or deficiencies+ has been identified in aprocess in the operation of the organi>ation=s Guality system, butwhich are less severe than warrants a Maor C&/.

Observation: Observations are the point on which the auditors may wish to commentbut one or more reason or another, are not reported as C&/s.

Observation may include:

1ood practical which could benefit other processes within the

organi>ationL

&reas of concern which are not yet serious enough to warrant

C&/sL

ituations which if not addressed may give rise to C&/s at a laterstageL

The suggestions for actions to improve the effectiveness of the

!uality system.

7. On discovering non-conformity, the member of staff must ta$e the following action:

Bon-conformities identified during day to day activity including customer

complaints4 feedbac$ and internal audit are properly documented. Bon-conformities are reported to prompt action to improve the situation,investigate the cause of the situation and to ensure corrective action is ta$ento prevent recurrence or occurrence.

@. Complaints raised by customers )customer complaints+ will be recorded andacted upon, as appropriate.

5. Bon-conformities are reviewed as appropriate by concerned


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action completion and record the details against the relevant corrective actionreport.

8. &lso non-conformities data analysis will be reviewed in management reviewmeeting.

;. Bon-conformities are investigation by concerned line management staff toidentify the root cause and potential solutions.

D. Corrective action is ta$en in response to an actual or potential deviation that hasbeen identified in accordance with the processes laid down by the company.

. &ctions ta$en are reviewed as appropriate by the concerned ed by the M/. The results are presented atManagement /eview Meeting for discussion.

-./ Re0eren!e

GM E.5 of the Guality Manual.Corrective &ction /e!uest )C&/+Bon Conformity report )BC/+Internal &udit /eportManagement /eview Meetings /eports


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6P /.8 Pro!e92res 0or M5n5gement Reie.

/.1 P2r:ose

& Management /eview Meeting )M/M+ is conducted to review the implementation ofGuality Management ystems in the operations of the Company, to observe thewea$ness in the internal control system and evaluate the possible proposals forimprovement.

/.# S!o:e

Management /eview includes the review of the Guality ystem, Guality "olicy andObectives, changes in tatutory and /egulatory re!uirements, Internal &uditObservations and compliancesL "reventive * Corrective actions and Customer #eed3ac$ summaries.

/.* Res:onsi;ilited at the discretion of the C%O as necessary.

@. &n agenda is prepared for each review, including but not limited to the followingitems for discussion:

a. &ction arising from previous meetingb. tatus and performance of Guality Management ystemsc. Internal and e(ternal !uality audit findingsd. Bon-Conformity and corrective and preventive action and statuse. "roduct conformancef. #eedbac$ on customer satisfaction4 dissatisfactiong. /eview of training needsh. "rogress and status of current !uality obectivei. Identification, review and approval of new !uality obective and associated

management programs. /eview of the !uality policy$. &nticipated changes )technology, regulatory re!uirement, mar$et changes,

product availability, company structure and resources, etc.+l. 'ate and time of ne(t meeting

5. The data in each category will be reviewed and discussed with particular emphasison any identified trends that may suggest of wea$ness with the system.

8. & set of action items4minutes for each review meeting are prepared and distributed toall attendees.

;. &s the focus of each management review is to identify and assess opportunities forimprovement, each opportunity or area of wea$ness will be raised as a non-conformance to prompt root cause investigation and identify suitablecorrective4preventive action.

D. /esponsibilities )including follow-up4verification+ and a timeframe for each one willalso be agreed during the meeting as described in the control of Bon-conformances,Corrective and preventive &ction procedure.

/./ Re0eren!e

GM ;.D of the Guality Manual.Internal &udit /eportManagement /eview Meeting /eportsIG& and M/M Calendar.



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QP 6.0 Procedures for Business Development

.1 P2r:ose

To e(plore new avenues for business growth and mar$et M&T%/ as a brand name to

target clients in the domestic and international mar$ets.

.# S!o:e

3usiness 'evelopment includes generation of leads, maintaining database of leads,understanding client re!uirements, negotiating with clients for services and planningmanagement of new contracts and proects with the "M 'ivision of M&T%/.

.* Res:onsi;ilite and its relationship withother roomsL environment and services re!uirementsL floor and wall finishesL doorand window finishes.

%!uipment is to be supplied as designated into the following categories:

1roup 7 supply and fi( by Management Contractor

1roup @client

purchaseL fi(ed by Management Contractor1roup 5 Items purchased and supplied in position by the client

Once completed, the /oom 'ata heets are signed off' as agreed with thedepartment heads and a copy distributed to each department head. Ideally,where time permitsL the /oom 'ata heets should be produced prior to the roomlayouts. If there is insufficient time at the pre-construction stage to allow this tohappen, the 7: @99 floor plans may be completed in conunction with the /oom'ata heets

The ead designer receives a copy of /oom 'ata heets to incorporate into the7 :;9 scale layouts.


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/. 6%ALIT) CONTROL PROCED%RES

$i& INTROD%CTION

Guality Control of the "roect is defined by the drawings and specifications

produced by the 'esign Team. It is the responsibility of the design team tospecify that goods, materials and services incorporated into the proect are tocurrent Codes of "racticeGuality Control is implemented in the construction process by the M C, and willensure that the production conforms to the re!uired standards. "M 'ivision andthe ead Consultant re!uire a copy of the M C Guality &ssurance "lan, togetherwith monthly audit records

The "M 'ivision, with the assistance of the 'esign Team, assures that TradeContractors achieve the !uality standards re!uired by the Trade Contracts forwor$s e(ecuted both on site and at wor$. "M 'ivision=s site supervisory staffsare trained to demand this from the Trade Contractors.

$ii& ON SITE

On site, "M 'ivision initially controls !uality by ensuring that only TradeContractors with a proven history of obs completed to the re!uired standardsand !uality are invited to tender for this wor$. The following functions in respectof !uality control are carried out by "M 'ivision: -

a. %nsure that the drawing and specifications are correctly interpreted and thatconstruction follows the drawings and specifications.b. et standards, where possible, using sample areas of wor$ as a yardstic$c. Chec$ all wor$ prior to the ne(t activity being carried out.

d.

%nsure that wor$ se!uencing allows the correct !uality standards aremaintained.e. Chec$ sections of wor$ at completionf. %nsure correct measures are ta$en to protect wor$ once completed.g. Guality control procedure will be re!uested from each Trade Contractorbefore any wor$ )manufactured or site wor$s+ commence. This statement will becommented on by the Team and the 6or$s Contractor will be re!uested tointroduce additional controls if their proposals do not meet the specificationre!uirements.h. 6ee$ly site inspections will ta$e place-attended by the Construction4"roectManager and the &rchitect to inspect the !uality of the site wor$s.

$iii& O'' SITE

?isits are made by "M 'ivision and the ead Consultant in line with theprogramme re!uirements, to chec$ the !uality of components being producedoff-site, and to witness tests of e!uipment to ensure that they conform tospecification. The details of the findings are listed in the G&ITN COBT/O


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. SITE PROCED%RES

A. SITE DIAR)

& site diary is completed on a daily basis summarising pertinent occurrences and

conditions on site during that day. The ite Manager is responsible forcompleting this diary.

B. DA) +OR SHEET

'ay wor$ heets submitted by Trade Contractors must specifically refer to theite Instruction number authori>ing the variation and must clearly in detaildescribe the wor$ underta$en, specifying the following:-

)i+ ocation on site and s$etch if necessary of wor$ underta$en, includingany dimensions

)ii+ Bames and designation of labour underta$ing the wor$s with hoursindividually allocated.

)iii+ The type and number of plant items or e!uipment used to carry out thewor$ and the number of hours each item was used for

)iv+ The !uantity of materials used for the wor$.

The heets are consecutively numbered and submitted before the end of thewee$, following the wee$ in which the wor$ was carried out, and must be signedonly by the ite Manager or the Construction Manager.

C. TRADE CONTRACTOR SITE REPORT

& daily ite /eport showing the number of operatives on site, their names anddesignation is issued by each Trade Contractor wor$ing on site. This report ishanded to the ite Manager before 79.99 am each day.

D. PHOTOGRAPHIC RECORDS

& photographic record of site progress is maintained on a defined wee$ly basisthrough the contract. The photographs are ta$en from the same viewpoints oneach occasion. "hotographs are also ta$en to record specific items or incidentsas re!uired

E. LABO%R ALLOCATION SHEETS

abour &llocation sheets detail the wor$ underta$en by different sub contractors.

The sheets cover one wee$ and are completed at the end of each day by the iteManager.


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. SITE SA'ET)

The standardi>ed M&T%/ afety "olicy and 1uidelines are contained in aseparate document anne(ed to the Guality "rocedure Manual, entitledJEnironment5l, He5lt3 " S50et< M5n5gement Pl5n " Pro!e92res.

The Company has laid down several guidelines in appointing competent staff,providing awareness and induction training and ma$ing them responsible for itsimplementation and for the provision of financial and physical resources. inemanagement on all sites is accountable for its practical application at the wor$place, supported by e(pert advice, audits, systems and consultation.

The "M 'ivision ensures that the employees, wor$ers and laborers are inductedas per the afety "rocedure Manual. The Contractor is responsible for absoluteadherence to the afety "rocedure Manual on site and the


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The main obective behind meetings is to ensure that the relevant subect matterpertaining to an assignment4 proect is discussed, to either update the client with thelatest situation4 status of the proect or to ta$e decisions pertaining to any changes in theproect4 assignment.The different types of Meeting held are:

a. "rinciple Meetings.

b. 'esign Team Meetings4ite Meetingsc. Trade Contractor Meetings.

5. Prin!i:le Meetings

#re!uency Monthly.

ocation to be agreed

Time to be agreed.

"M 'ivision will produce a

detailed "olicy /eport prior tothe meeting, to contain thefollowing sections:

- 'esign "lanning

- Construction "lanning - Information /e!uired- Cost "lanning and Control - &nticipated "roblems

&genda: - pdate the Client on decisions needing his input.- /eview overall obectives set by M&T%/- /eview overall progress of design.- /eview overall construction progress- /eview cost control

;. Design Proe!t Te5m Meetings

#re!uency fortnightly

ocation "roect offices

Time to be agreed

Site Te5m Meetings

&genda. -Monitor 'esign "rogramme against Tender chedule-Monitor construction progress agreed Contract "rogramme-tatement by M&T%/ indicating the overall position-Table Information /e!uired chedule by all parties

- Co-ordinate outstanding design

Meeting notes madeby

"M 'ivision

Meeting attended by &ll parties involved directly in design and build ability.

!. Tr59e Contr5!t Meetings


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#re!uency a ma(imum of fortnightly intervals with every Trade IContractor.

ocation "roect Offices, or at the manufacture or design base of TradeContractor.

&genda: - "rogramme

- abour- Information /e!uired- Materials- afety and 6elfare

Meeting notes made by "M 'ivision

Meeting attended by - "M 'ivision- Trade Contractor- The relevant Consultant /epresentative- Client /epresentative, if re!uired.

Proe!t St5t2s Re:ort 0or Client

The "M 'ivision generates reports in accordance with M&T%/ tandard "roect

"rocedure for /eports. The following /eports are produced during the "rogress of a

proect, normally issued on a monthly basis:

Type of /eport Contents of /eport

%(ecutive ummary /eport

'esign tatus /eport

- 1eneral overview

- "rogress

Construction tatus /eport

- 1eneral Overview

- Milestone summary

- "rogress

- Critical &ctivities

Cost /eport

- &nticipated Cost "lan

- ?ariation 4 Change Orders

afety /eport

Guality /eport

Outstanding &pprovals

Information 4 &pproval re!uired


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Pro!e92res 0or re:orting Ins2r5n!e Cl5imsThe "roect Insurance "olicy is arranged by the Client to cover the Client, ConstructionManager, Trade Contractors and their ub Contractors in respect of all wor$ beingcarried out on site.If an accident occurs and if the accident leads to an insurance claim under the "roectInsurance, the "M 'ivision follows the following procedure:

i. The 6or$s Contractor must notify "M 'ivision immediately of the incident.ii. "M 'ivision then issues an appropriate claim form to the trade contactor, which is

to be completed and returned promptly to "M 'ivision. iii. "M 'ivision notifies the Client0s representative immediately in writing and

forwards the completed claim form when received from the Trade Contractor.iv. "M 'ivision advises the Trade Contractor to inform their own insurers of the

incident.v. "M 'ivision will also complete an Incident /eport #orm and issue to M&T%/=


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POST CONSTRUCTION ACTIVITIES

7. COMMIIOBIB1, COM"%TIOB &B'


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