BN-AC-000 Department Procedures Overview The department procedures are related to the operational departments but some also the supporting departments. The operational procedures are primarily related to project execution because the procedures are written from the perspective of an Engineering Contractor.The below listing gives an indication of the available procedures. Use Library Menu navigation bar at the left to view the public procedures on this website. or use this link to go directly to the QA system documents >NumberTitle

BN-AC-001Reporting of Illness to the Gak and the Control of Sickness Benefits

BN-AC-005Handling of Monthly Salary Tapes

BN-AC-006Transfer of Hota Manhours and Charges

BN-CO-100Construction Manual

BN-CO-101Home Office Construction Department Organization

BN-CO-102Field Organization

BN-CO-103Pre-Construction Planning and Control, Mobilization and Field Start

BN-CO-104Field Office Administration

BN-CO-105Site Security

BN-CO-106Field Purchasing

BN-CO-107Material Control and Warehousing

BN-CO-108Engineering Administration and Cost Reporting

BN-CO-109Subcontracts

BN-CO-110Accounting and Administration

BN-CO-111Field Cost Management & Administration

BN-CO-112Field Construction Planning & Scheduling

BN-CO-113Final Construction Report

BN-EP-003Equipment Piece Counting

BN-EP-012Preparation and Control of Engineering Calculations

BN-EP-013Establishing/coding and Control of 'loans' of Department and Group References

BN-EP-060Invoices From Stoomwezen

BN-EP-213Quantification of Insulating and Coating Work for Package Units and Machinery by Vendor

BN-EP-240Adminstrative Management of the Engineering Department

BN-EP-304Work Division Between Control Systems and Electrical Groups .

BN-EP-309Handling Structural Steel Element Contained in Package Units

BN-EP-310Preparation of a Bulk Material Estimate Take-Off

BN-EP-311Vendor Document Handling in Design Engineering

BN-EP-326Creation of CAD Plotplans, 3D PDS Piping Models, GA's, Isometrics and MTO

BN-EP-387BFabrication and Erection of Stoomwezen Piping Systems

BN-EP-503Subcontracting Under the Chain Liability Act

BN-EP-604Preparation of Estimates

BN-EX-001Expediting Activities

BN-EX-003Transportation

BN-IN-004Vendor Evaluation

BN-IN-005Vendor Inspection

BN-IP-001ICT Data Administration Procedures

BN-IP-002Systems Development Procedures

BN-IP-003Personal Policies and Procedures

BN-IP-004Network Administration & Operations

BN-IP-005Helpdesk Operation & Procedures

BN-PS-001Design Basis

BN-PS-004Approval of Economic Assessment Data

BN-CO-101 Home Office Construction Department Organization Table of Contents1. Introduction2. Home Office Construction Department3. Home Office Construction Organization and Responsibilities1. IntroductionUpon award of a new contract, management selects a Project Manager to whom the total responsibility for the contract is assigned. All other departments of the Company support the Project Manager. They provide him with all necessary personnel, tools and know-how to execute the work properly. It is his responsibility to see that the terms and intent of the contract are fully satisfied, both from the standpoint of the Client and Company.The Project Construction Manager selected for the project is Company's representative at the site for all operations.The Project Construction Manager reports functionally to the Project Manager and administratively to the Manager Construction.The Project Construction Manager and his field organization are to manage the construction of the facilities in accordance with the applicable contract, design, specifications, schedules and budgets.He is also responsible to the Manager Construction for ensuring that construction is carried out in accordance with company policies and procedures.The Home Office Construction Department staff is responsible to the Manager Construction.2. Home Office Construction DepartmentAdministrative and technical construction procedures are provided by the Construction Department. These and all field functions will be audited by the Home Office Construction Department during the course of work.The Home Office Construction Department performs support functions on all Company projects within the framework of the Project Management and Task Force system. These functions include: Establishing policy and procedures designed to ensure the success of the construction of Company projects. Selecting, training, assigning and monitoring the performance of personnel for field operations. Participating in precontract and preconstruction preparation of projects to ensure that sufficient background data and criteria are provided to the field, including pre-move-in activities. Providing continuing assistance in areas requiring unique professional competence, such as industrial relations, safety and construction and material techniques. Monitoring the project to ensure that Company policy and procedures are being followed, that field personnel perform within required professional and ethical standards and that the project is on schedule and meeting prescribed budget and quality standards.3. Home Office Construction Organization and Responsibilities 3.1 Manager ConstructionThe Construction Department is managed by the Manager Construction, who is directly responsible for the department's operations and performance.3.2 Manager Construction AdministrationHe reports to the Manager Construction and is responsible for the Home Office Construction Department activities with regard to construction general administration, Home Office Construction Department budgets and forecasts, administrative standards and procedures.He maintains the Construction Department's personnel administration and related systems, and arranges for and coordinates educational and training programs relative to the professional advancement of construction personnel.He coordinates the preparation of the department's input for proposals and participates in the preparation of construction estimates for projects. He reviews and analyzes overall company administrative and personnel policies as they effect construction relations and maintains liaison with the Home Office Personnel and administrative Departments.He identifies construction personnel requirements and is responsible for the recruitment and assignment of personnel and related administration.3.3 Home Office Construction CoordinatorThe duties and activities of the Home Office Construction Coordinator are directed by the Manager of Construction.For the early project phase, prior to the assignment of the Project Construction Manager, a Home Office Construction Coordinator is assigned whose major responsibilities are to accomplish the preliminary work required for establishing efficient field construction, and to ensure an efficient transition from the Home Office to the field. In this capacity he reports to the Project Manager until the Project Construction Manager is assigned, and then provides Home Office Construction support services as required.During the construction phase, the coordinator will act as the interface between the Project Construction Manager and the project organization in the Home Office on expediting field requirements and/or clarifying unusual or extraordinary problems.The coordinator will be active in job analysis throughout the life of the project to assist both the Project Manager and the Project Construction Manager.

BN-CO-100 Construction Manual, Volume 1, Table of Contents Table of Contents1. Introduction2. Reference to other Construction Manuals3. Section Summary4. Table of Contents per Section1. IntroductionThe purpose of this Manual is to provide all Field and Home Office Construction staff and departments with a reference source covering all phases of a construction project from its inception to its conclusion.It is acknowledged that each construction project may have its own peculiarities, however, the policies in this Manual are presented in a concise form to cover most eventualities.Mandatory conformity to the policies herein shall ensure that all Company construction projects are uniformly conceived and executed, and that construction management and supervision are in total agreement with the Company system for timely, economical and profitable execution of the construction project.Any deviation from the Construction Manual must have the express approval of the Home Office Construction Department prior to its implementation.Recognition by the Project Construction Manager and his staff of modern methods and the professional approach to construction will create an understanding of the need for specific and uniform guidelines for the execution of construction projects.We in this industry recognize the requirement for a standard of professional competence in execution by engineering and construction firms, as well as equivalent monitoring techniques by Clients, that will result in well planned and executed projects.We welcome any contributions from the field and staff which may improve our construction policy.2. Reference to Other Construction ManualsField Construction Manual Volume 1ASTANDARD FORMS - Has been declared void.Field Construction Manual Volume 2FIELD QUALITY CONTROL - Has been declared void.Construction Quality ManualThe Construction Quality Manual is a stand alone manual and contains comprehensive construction QA/QC procedures and documentation and the necessary checklists and inspection/acceptance forms.Field Construction Safety, Health, Welfare and Environmental ManualThis manual contains comprehensive guides and standards relative to field SHWE.3. Section SummarySectionDocumentNumberDescription

BN-CO-101Home Office Construction Department Organization

BN-CO-102Field Organization

BN-CO-103Pre-Construction Planning and Control, Mobilization and Field Start

BN-CO-104Field Office Administration

BN-CO-105Site Security

BN-CO-106Field Purchasing

BN-CO-107Material Control and Warehousing

BN-CO-108Engineering Administration and Cost/Progress Reporting

BN-CO-109Subcontracts

BN-CO-110Accounting and Administration

BN-CO-111Field Cost Management and Administration

BN-CO-112Field Construction Planning and Scheduling

BN-CO-113Final Construction Report

4. Table of Contents per SectionSectionDocumentNumberDescription

1.BN-CO-101Home Office Construction Department Organization1.0 Introduction2.0 Home Office Construction Department3.0 Home Office Construction Organization and Responsibilities

2.BN-CO-102Field Organization1.0 Introduction2.0 Field Construction Personnel, YC-YL3.0 Typical Construction Organization Chart4.0 Personnel Classification and Job Descriptions5.0 Abbreviation of Job Titles

3.BN-CO-103Pre-Construction Planning and Control, Mobilization and Field Start1.0 Introduction2.0 Proposal and Input3.0 Home Office - Field Transition4.0 Pre-Construction Meeting with Client and Agenda5.0 Project Construction Managers File6.0 Pre-Construction Checklist7.0 Permits, Licences and Registrations8.0 Site Staff and Organization Charts9.0 Site Time Keeping Procedures10.0 Expatriate Staff Visas, Permits, etc.11.0 Mobilization Checklists and Procedure12.0 Field Start Checklist13.0 Attachment Summary

4.BN-CO-104Field Office Administration1.0 Introduction2.0 Field Communications3.0 Numbering System4.0 Telexes5.0 Letters6.0 Field Memos7.0 Radio Communication8.0 Minutes of Meeting9.0 Technical Bulletins10.0 Technical Newsletters11.0 Field Reports and Records12.0 Field Office Filing System13.0 Job Close Out14.0 Confidential and/or Special Handling15.0 Disposal of Field Office Documents at Job Close Out16.0 Attachment Summary

5.BN-CO-105Site Security1.0 Introduction2.0 Responsibilities3.0 Site Security4.0 Site Security PlanAttachment A Construction Security Program

6.BN-CO-106Field Purchasing1.0 Introduction2.0 Requisition for Field Purchase3.0 Request for Purchase Register4.0 Bids5.0 Completion and Distribution of Requisition6.0 Field Purchase Order7.0 Unit Price Order8.0 Purchase Order Register9.0 Vendor Register10.0 Purchase Order File11.0 Petty Cash Purchases12.0 Field Office Commitment Authority13.0 Instructions for Preparation of Third Party Equipment Rental Orders14.0 Attachment Summary

7.BN-CO-107Material Control and Warehousing1.0 Introduction2.0 Receipt of Material3.0 Material Checking4.0 Daily Material Receiving Record (DMRR)5.0 Material Receiving Notice (MRN)6.0 Equipment not Completely Acceptable7.0 Material Delivered to Third Parties8.0 Material Certificates9.0 Material Certificate Register10.0 Material Receiving Notice Register11.0 Over-Short and Damage Report (OS&D)12.0 Over-Short and Damage Report Register13.0 Recording of Material Stocks14.0 Storage of Material at Site15.0 Material Issue at Site16.0 Access to Company Warehouse17.0 Outshipment of Materials - Outshipment Report (OSR)18.0 Outshipment Report Register19.0 Other Material Registers20.0 Warehouse Purchase Order and Requisition Files21.0 Vendors Card System22.0 Disposal of Surplus Material23.0 Scrap Control and Disposal24.0 Special Piping Materials25.0 Equipment Protection During Construction26.0 Q.C. Procedure27.0 Flow Scheme Material Handling Procedure28.0 Piping Material Control by means of Computer - General Outline29.0 Attachment Summary

8.BN-CO-108Engineering Administration and Cost/Progress Reporting1.0 Introduction2.0 Receipt, Issue and Filing of Drawings/Specifications3.0 Daily Field Force Report4.0 Monthly Progress Report5.0 Subcontract Expended Manhours by Sub-Account6.0 Assessment of Subcontract Expended Manhours7.0 Piping Completion Analysis Report8.0 Concrete Record9.0 Acceptance Certificates10.0 Job Record Book11.0 Job Register12.0 Backcharge Register13.0 Attachment Summary

9.BN-CO-109Subcontracts1.0 Introduction2.0 Subcontracts Procedure3.0 Business Considerations4.0 Notes on Subcontract Procedure5.0 Subcontracts Administration6.0 Subcontracts Close Out7.0 Attachment Summary

10.BN-CO-110Accounting and Administration1.0 Introduction2.0 Credit and Payment of Invoices3.0 Credit on Field Purchase Orders4.0 Subcontract Invoices5.0 Petty Cash6.0 Petty Cash Commitments7.0 Advances8.0 Forecast of Funds9.0 Charges to Vendor for Overhead Costs X, Y and Z Accounts10.0 Assignment Conditions11.0 Approval of Expense Reports12.0 Inventories and Disposal of Office Furniture and Equipment13.0 Attachment Summary

11.BN-CO-111Field Cost Management and Administration1.0 Introduction 2.0 Responsibilities 3.0 Control Budget 4.0 Field Change Order 5.0 Subcontract Cost Control and Administration 6.0 Cost Analysis 7.0 X, Y and Z Control8.0 Field Purchase Order Control9.0 Backcharges 10.0 Attachment Summary

12.BN-CO-112Field Construction Planning and Scheduling1.0 Introduction 2.0 Project Definitions 3.0 Planning Definitions 4.0 Responsibilities5.0 Planning/Schedule Levels and Function 6.0 Development of Construction - Schedules/ Histograms/ Progress Curves7.0 Subcontract Bid Package, Award and Planning8.0 Subcontract Progress, Productivity, Reporting and Assessment 9.0 Standard Planning Symbols10.0 Register of Standard Forms 11.0 Communication 12.0 Conclusion 13.0 Attachment Summary

13.BN-CO-113Final Construction Report (For index see Section 13)

BN-CO-103 Pre-Construction Planning and Control, Mobilization and Field Start Table of Contents1. Introduction2. Proposal and Input 3. Home Office - Field Transition 4. Pre-Construction Meeting with Client and Agenda 5. Project Construction Manager's File 6. Pre-Construction Check List 7. Permits, Licenses and Registrations8. Site Staff and Organization Charts 9. Site Time Keeping Procedure10. Expatriate Staff Visas, Permits, etc.11. Mobilization Checklists and Procedures 12. Field Start Check List 13. Attachment Summary 1. IntroductionThis section includes the basis proposal input made by the Home Office Construction department as well as the procedures to be followed for Pre-construction Planning and Control including check lists for the Project Construction Manager's use on mobilization and field start.2. Proposal and InputThe primary objective in this phase is the identification of problems and opportunities related to successful execution of the work.Upon a written request from the Proposal Manager, listing the data required from the Construction Department and advising the date the information is needed, the Manager of Construction will instruct his staff on the execution plan and philosophy to be followed.All relevant sections of the Construction Department will participate in providing information to the Proposal Manager after approval by the Manager of Construction.This input for the proposal will include: A review and comments on the Client's inquiry documents and request for proposal. A review and comments on the draft of the proposed contract form that will accompany the proposal, if applicable. Participation in the site survey and assistance to the Proposal Manager in preparation of the site survey report. A review of the layout of the project and suggestions for any alternatives which might simplify construction and reduce project costs. Assistance to the Proposal Manager in writing and/or editing those portions of the proposal that pertain to the construction organization and execution plan. In conjunction with the Planning and Scheduling Department, participation in review and comment on the proposed project schedule. Preparation of the Field Organization Chart and staff assignment durations including local staff. Furnishing resumes of key Construction personnel nominated for the job. Providing cost estimates on Company's X, Y and Z codes. Analyzing local labor availability and productivity. Assisting in the analysis of prospective local subcontractors including fabrication shops. Determining construction temporary facilities and equipment requirements and furnishing a complete list together with the length of the time required for each item. Furnishing an estimate of the number of Construction Department Home Office hours required to support the proposed project. Suggesting any alternative ideas to the proposal that would result in an advantage to Company. over its competitors. Participating at the presentation to the Client when requested by the Proposal Manager.3. Home Office - Field TransitionThe Project Construction Manager and key members of his staff will spend a length of time in the Home Office to formalize a construction plan. If this is not possible, the construction plan will be developed by the Home Office Construction Department.During this period, the Project Subcontracts Manager, Control Manager and/or Cost Engineer, Field Buyer, Office Manager and/or Job Accountant will be briefed by their respective Home Office sections on the policies and procedures that will be used in the field.The Project Construction Manager will also use this period to satisfy himself as to the adequacy and soundness of the Construction program. The Project Construction Manager shall refer to the Contract prior to making any arbitrary decisions.The essential elements to be determined during this period include: Scope of work. Construction Schedule and key dates. Manpower loading. Construction Budget. Plans for Temporary Construction. Details of the indirect Accounts. Assignment of Field Staff. Material delivery schedules. Drawing Schedule. Heavy Lift Plans. Project and Field Organization Charts. Background data. Detailed plan for field start. Logistics Plan.4. Pre-Construction Meeting with Client and AgendaPrior to commencing work on the job, the Project Manager will arrange a meeting with the Client's representatives, Manager of Construction, and the Project Construction Manager, to become acquainted with each others organizations and to discuss matters of mutual interest. Depending on the type of contract, the following items shall be discussed: Client's personnel assigned to the project, their responsibilities and Client communications. Condition of site and perimeter fencing. Access to site by road and rail. Construction buildings (location, type, size, etc.). Telephone and teletype service. Construction utilities, including power, air, gas, water and steam and points of supply. Waste and trash disposal. Sanitary facilities. First-aid facilities and ambulance service. Security and fire protection. Accounting and material receiving requirements. Client's plant rules and regulations and fire and safety work permits. Tool and equipment standards (if purchased on behalf of client). Availability of Client-furnished office furniture, construction equipment, shop facilities and small tools. Company furnished offices for Client. Labor Relations.All reasonable requests by the Client shall be considered, but where any request is not in accordance with Company policy or procedure, the Project Construction Manager shall request guidance from the Home Office Construction Department.5. Project Construction Manager's File The Home Office Construction Coordinator will establish a Project Construction Manager's file for the Project Construction Manager to provide a collection point for all applicable information concerning field construction. This information is to be reviewed with the Project Construction Manager prior to field move-in.This file shall consist of the following material: Unpriced copy of the contract. Precontract data. Construction approach. Subcontract approach. Heavy lifts. Special procedures related to the job. Budget documents. Job instructions. Code of accounts. Construction Coordination Procedure. Construction schedule (including sub-contract work and sequence or erection). Move-in instructions and previous correspondence. Temporary construction facilities including: Plot plan showing location of field offices, warehouse, fabrication and laydown areas, fenced areas, parking lot, etc. and any accompanying maps which depict the geographic location of the site. Floor plan of office, (Attachment 1) warehouse and other temporary buildings. Electrical power, water, air and other utilities, layout and requirements. Special site clearing, grading and demolition requirements. Scheduled manpower loading showing direct and indirect sub contracts. Job equipment and tool list, job vehicles, office furniture, etc. Organization chart and supervision. Labor information and procedures, labor rate schedule, pre-job conference, etc., (Direct Hire projects only). Client approved local vendor list. Equipment list showing erection weights and method of transport to job site. Special rigging requirements and information such as foundations to be left out, etc. Local building permits and inspection requirements. Project document distribution schedule.The above information will be collected from all sources available to the Manager of Construction. The Project Construction Manager should be assigned and coordinate with the Project Manager sufficiently in advance of the actual field start to permit a thorough review of the Project Construction Manager file, the current status of engineering and procurement, the proposed delivery schedules of engineering and procurement, the CPM and/or other construction schedules, and revisions to the estimate and/or contract up to the point of entering the field.It is incumbent on the Project Construction Manager to satisfy himself as to the nature and extent of all materials assembled by the Project Manager and the Home Office Construction Department prior to his departure to the job site.6. Pre-Construction Check List6.1 Home Office Accounting ProceduresThe Project Construction Manager shall review all job accounting procedures, i.e. purchase order execution, method of payments, Field/Home Office or both, and any other procedures which may be contrary to normal operating procedures and peculiar to his project.6.2 Signatory RequirementsThe Project Construction Manager shall ensure that all signatory requirements are executed in the Home Office prior to departure to the job site.This shall include banking, accounting (internal) and any other requirements for the job. Company Accounting shall advise Construction of these requirements.6.3 Site Computer ApplicationsThe Project Construction Manager shall be briefed and become thoroughly familiar with all computer applications to be utilized in the course of the project.Computer field support requirements shall be listed in detail as part of the Project Construction Manager's file to facilitate reservations and procurement of such equipment and facilities during job set-up phases.6.4 Site CommunicationsThe Project Construction Manager shall review with the Home Office Construction Department the telephone systems for anticipated heavy telephone traffic/computer applications.TWX/telex/telecopier requirements should be reviewed with Construction and Project Management. Approval shall be secured prior to departure.6.5 Site Safety RegulationsThe Project Construction Manager shall be supplied with the pertinent safety regulations pertaining to the job. If the job is on foreign soil, he shall be responsible for acquiring the safety rules and regulations of the country.The Project Construction Manager shall acquaint himself with these facts prior to starting the job.6.6 Site AccountingOn some contracts, certain costs are reimbursable. When this is the case, requirements relative to time sheets, invoices, purchase orders and other information should be discussed with the Client's representative in the field.This may be best accomplished by a joint meeting at the Home Office between the following persons: Project Construction Manager Office Manager Project Manager Project Control Manager Client Representative(s)6.7 Site Vehicle LogisticsThe Project Construction Manager shall verify that the Home Office Traffic Department is aware of and has or shall act on the following: Local site vehicle registration policies. Routing requirements for major equipment. Engagement of agents and drayage contractor for movement of equipment and supplies to the job site. Distribution of shipping documents. Customs, bonding and declaration procedures, where applicable. Road weight and clearance requirements from rail or water sidings into the job site.7. Permits, Licenses and RegistrationsThe Home Office Construction Department shall check with the Client and the Project Manager about the need and responsibility for acquiring building and other permits and necessary licenses.The following is a list of licenses or registrations which may be required prior to start of construction in a particular location: A current registration to do business. A building permit for construction. A current contractor's license. State, Provincial or Governmental registration to erect Power Boilers, Unfired Pressure Vessels and Coded Piping. Local/State/Provincial registrations relative to excavation. If the construction facilities will discharge effluent into streams, etc., proper licenses and permits should be obtained from local, provincial, State and Federal/Governmental agencies.8. Site Staff and Organization ChartsThe Home Office Construction Department will have prepared in the proposal phase an Organization Chart defining the position requirements of personnel to be provided from permanent construction field staff members as well as those to be filled by local personnel.A review shall be held between the Project Construction Manager and the Manager of Construction to: Review qualifications of candidates, including a resume review of unfamiliar candidates. Proper staff loading in relation to job size. Alternate candidates. Family/Marital Status and Bachelor Status facilities. Employment and assignment agreement. Anticipated release dates. Any other information peculiar to the job which may/will affect personnel relations. Anticipated field hire requirements for staff assignments, along with wage rates, benefits, etc.9. Site Time Keeping ProceduresThe Home Office Construction Department will determine whether time cards, clocks or a brass system will be used, taking into account local rules, regulations and local labor practices. The Home Office Construction Department shall advise regarding time card or clock usage at this time. The numbering system for assignment of badges is covered in Section X Attachment 11, of this Manual.10. Expatriate Staff Visas, Permits, etc.The Home Office General Services shall provide the Project Construction Manager with the latest information and service on: Passports. Visas. Work Permits. Furniture removal arrangements. Immunizations.The Project Construction Manager shall relay immediately to the Home Office any information from the site which may affect the travel and entry policy of Company expatriates.11. Mobilization Checklists and ProceduresStraightforward execution of the work in an efficient and timely manner with strict control of cost, time, and quality is essential.Work will be scheduled as far in advance as possible with sufficient flexibility retained to permit adjustment to meet unforeseen circumstances.The appropriate date for the actual start of construction operations in the field will be determined by the Manager of Construction, after consultation with the Client, the Project Manager and the Project Construction Manager. This date should be predicated upon the assurance of a sustainable supply of drawings, equipment, material and subcontract activities to maintain optimum utility of field construction resources. This key information will be reflected by the Project Schedule and Detailed Construction Schedule.11.1 Temporary ConstructionTemporary buildings and installationsTemporary construction buildings and other installations will be planned prior to the start of Construction by the Home Office Construction Department based on economy commensurate with job size and local regulations.Consideration should be given to the location of warehouse, tool rooms, change houses and plan shelters to minimize walking by craft employees.Care should be taken to locate buildings to minimize liability to damage from fires or explosions which might occur in operating units.Whenever possible, the Field Office should be located so that as much of the jobsite as possible is visible from the Project Construction Manager's Office.Temporary buildings erected at the jobsite will be in accordance with drawings and specifications issued by the Home Office Construction Department, which shall be in accordance with any government or local building requirement.After basic building requirements have been met, no changes or additions are to be made unless approved by the Project Construction Manager.Parking lots, temporary roads, and storage areas are to be laid out and properly surfaced before commencement of construction activities. The extent of the required surface shall be reviewed with the Manager of Construction and the Project Manager.Company SignsCompany signs are to be erected at strategic points of the job to direct workmen, vendor deliveries, and visitors to the site offices.Signs may be subject to Client and/or local authority approvalAny signs which are not to be transferred at the completion of the project for use on other jobs are to be effectively dismantled and disposed of (for typical directional sign see Attachment 2).11.2 InsuranceThe processing of all insurance matters in the field shall be handled by the Office Manager who receives instructions from the Director of Administration in the Home Office. These instructions are specific for each job and are issued to the Office Manager as required when the Field Office is established. The Project Construction Manager is responsible for super vising all insurance matters and is to ensure that they are in complete accordance with instructions of the Director of Administration. In no instance will the Project Construction Manager or any member of his staff purchase insurance of any kind unless approved by the Director of Administration. In the event of an accident or loss of any kind, neither the Project Construction Manager nor any member of his staff shall admit any liability. All information relative to possible claims must be directed to Home Office for their consideration and further distribution, as required. No subcontractor or third party equipment will be allowed to start work on the site until copies of his insurance certificates have been received in accordance with Company's and/or Client's requirements. These requirements are laid down in the "Terms and Conditions" which accompany the purchase order. Builder's all-risk insurance is carried on all Construction projects. This insurance may be carried by the Client or by Company.

Builder's all-risks insurance covers machinery, apparatus, materials, equipment, temporary structures and all items which will become part of the finished project. The coverage also applies while such materials are at the jobsite or in transit to the jobsite. If there is any damage or loss applicable to the construction effort, it is important that those in the field having knowledge of such loss report it immediately to the Office Manager. It then becomes his responsibility to report all particulars of the loss to the Director of Administration in The Hague, who will determine if a claim can be filed and issue instructions for its processing. It is imperative that losses be reported to the Home Office immediately, since the collection of a claim from the insurance company can be jeopardized if a claims adjuster is not promptly assigned to survey the damage. Except in an emergency where actions are necessary to prevent further losses, no corrective work involving insurance claims shall be undertaken until authorized in writing by the insurance adjuster or the Director of Administration. In all cases where damages are discovered, photos are to be taken to show actual conditions before corrective work is begun. All corrective work shall be assigned a proper reference code for the purpose of accumulating costs.11.3 Indirect Costs Forecast and ControlSpecial attention should be given to the Indirect portion of the budget which includes the following areas: Construction Equipment and Equipment Rental. Small tools and consumables (mainly on direct-hire jobs). Temporary Construction. Indirect Labor and/or Staff. Transportation. Mobilization and demobilization. Field and Home Office Supervision. Travel, Subsistence and Lodging. Insurance and Payroll Taxes. Repair Parts and Maintenance. Craft Welfare and Fringe Benefits.It is imperative to concentrate on the major accounts of the budget since the cost reporting system emphasizes these areas. This tendency helps in the indirect area as well since the major accounts have a direct bearing on indirect expenditures. Nevertheless, the indirect accounts must be carefully managed to stay within all budgets.11.4 Site Arrival Check ListWhen the Project Construction Manager arrives at the site location he shall take the following steps:Local Rules/Regulations/AuthoritiesReview the project with the Client and establish local rules and regulations, contact local authorities as required in coordination with the Project Manager and the Client.Post Office Box/DrawerSecure a convenient Post Office Box/Drawer and notify the Construction Department of the new job mailing address. The Construction Department shall be responsible for internal distribution of this address.Checking AccountEstablish a checking account with a local bank, which is approved by the Home Office.Field OfficeEstablish a Field Office, either on or off the site as conditions warrant, in order to immediately have available administrative facilities. Temporary quarters shall be provided for if site facilities/occupancy are not immediately available.TelephoneContact the telephone company for immediate service. A rotary number telephone switching system shall be secured for the permanent installation with line requirements specified to handle the anticipated traffic.Notify the Home Office Construction Department immediately of the telephone numbers.Public Pay PhoneA public pay phone shall be provided for personal non-business use.TelexArrange for permanent installation of TWX/telex/telecopier in Site Office if required.Secure the cable/telex address and notify the Home Office Construction Department immediately.RadioPreparation and accommodations shall be initiated for two-way, short wave radio communications, if applicable/permissible.Copies of local FCC/Foreign radio operation requirements shall be directed to the Home Office Construction Department for approval prior to initiating any installation.11.5 Logistics Check ListAll logistic information shall be investigated and reported to the Home Office Construction Department for distribution to Project Management, Purchasing and Project Control. The most accessible public transportation or terminal, whether it be railroad, airlines, etc. On foreign projects, local customs, immigration or entry regulations, and any changes thereto shall be forwarded for distribution to the Personnel Department. Information on Air Freight Deliveries. Information on railroad freight and terminating carrier, and railway express deliveries. Terminating truck lines and forwarding yards readily available. Water shipping carriers, access to site and cargo handling capabilities. Offsite warehouse and open storage facilities for any/all equipment if onsite storage is restricted. Onsite and offsite bondable storage requirements for customs clearance on foreign jobs.Any/all customs regulations peculiar to the site location.11.6 Establishing Local SuppliersThe Project Construction Manager shall ensure that accounts are established for local procurement of consumables. (Home Office Purchasing should be solicited for assistance on securing trade discounts if not readily available).11.7 Local Consumable/Services Check ListThe following Consumables/Services where applicable, should be solicited along with competitive written bids/quotations normally supplied on a unit price basis: Lumber. Hardware. Automotive Supplies. First Aid and Safety Equipment. Sand, Gravel, Aggregates and fill material. Ready Mix Concrete. Contract Hauling. Welding Gases and Welding Supplies (direct hire only). Fire Protection Equipment. Any other anticipated consumable supplies involved with field construction.Note: Normal contractual terms of some types of contracts require use of Client supplied vendor lists and Client approval prior to entering into an agreement with vendors.11.8 Local Equipment Rental PolicyThe Project Construction Manager shall ensure that local equipment rental dealers are contacted and arrange for proposals. When negotiating prices for long term rental, the rental purchase option should always be included along with the rental quote. When renting equipment, the contract shall be written so that the vendor/dealer carries insurance for the equipment and the operator(s) while in transit to and from the Company job site. Notify Home Office Construction Department of pending arrangements prior to final commitment so they may notify both Company and local site insurance carriers of the arrangements and verify recognized coverage.11.9 JobcarsJobcars and/or job buses will be assigned by the Home Office Construction Department. Only the Project Construction Manager, Field Superintendent, Site Engineer and Office Manager shall be permitted the use of a site vehicle to commute from home to the job site and back, if a jobcar is assigned to them.An exception may be made by the Project Construction Manager, on a per case basis only, to permit the use of a site vehicle by other than the aforementioned persons for special overtime assignments.Other site vehicles will not be permitted to leave the confines of the jobsite without specific approval of the Project Construction Manager and only on legitimate company business.Vehicles issued by the Client for Company use shall be treated the same as a Company vehicle, unless stipulated otherwise by the Client.11.10 Temporary UtilitiesArrangements for temporary utilities shall be made as follows:ElectricalDuring the pre-move-in stage of the job, the Home Office Construction Department will estimate the consumption of electricity required for construction equipment/tools and temporary facilities and submit quantities and temporary facilities plot plans to the Home Office Electrical Engineering Department. They shall prepare electrical one-lines for the Project Construction Manager's file for site use.Power requirements to support all planned and anticipated needs shall be included in pre-move-in instructions. The source of power should be resolved at that time.If pre-move-in instructions are not available, the Project Construction Manager shall select the most practical and economical supply including the following possibilities: Local utility company where possible. This service should include incoming primary power and primary transformers (pole or ground mounted with secondary breakers). From Client's substation, a joint consultation between Company Electrical Department and the Client should be arranged to work out these details. Portable electrical generation - no site decision should be made on this arrangement due to the magnitude of expense. Most site pre-surveys will determine this approach and provisions should be made in advance for equipment.Utility SelectionAn agreement between the Project Construction Manager, Client and local health authorities should be reached as to which of the following facilities are to be selected.Sanitary Sewage by: Portable toilets (chemical pump out) and/or, Water closet - tie into municipal/Client sewer system and/or, Installation of a sewer system and/or, Sewage treating facility.Potable Water by: Tank transport and/or, Tying-in to existing plant/municipal lines and/or, Drilling a well with treating facility, as required.Raw Water by: Pumping from local river, lake or stream and/or, Utilizing existing Client facility by tapping into existing system and/or, Drilling a well.Consideration should be given to installation of underground fire system loops and hydrants in the job's first stage.Fuel Gas by: Purchasing from municipal mains and/or, By making use of bottle gas and/or, Client's gas main and/or, Petroleum fuel oil furnished by Client.Waste/Trash Disposal by: Contract scavenger-provided dumpsters and/or, Client approved land fill and/or, Client's dump and/or, Incineration.All phases of utility selection shall be approved by the Client and local, State, Provincial and Federal where applicable, particularly involving those methods which could involve Environmental Protection Agency Codes. In most cases, utilities are provided for in a section of the Contract.11.11 Local Testing LaboratoriesThe Project Construction Manager shall ensure that inquiries are made, and service and prices of laboratories in the vicinity are tabulated, for testing/certifying of: Concrete. Soils. Non-destructive examination. Welding and Procedure Qualifications. Welder test and certification.Local fabrication should also be investigated as a location for welder's tests on a lump sum basis (direct hire only).In lieu of locating any of the above facilities, the Home Office Construction Department shall be immediately advised as to equipment and manpower needs to perform these functions on site.In most cases, the welding procedures encompassing all materials at the site will be prepared by the Home Office or Subcontractor, approved by the Client and Authorities when applicable and included in the piping specifications to the field.11.12 Site MedicalThe Project Construction Manager shall ensure that arrangements are made with a local clinic or doctor to provide for injured employees.Arrangements should include: Ambulance. Health inspection, if food services are implemented. Local Hospital and Emergency Room. Pre-file of company insurance benefits. Consideration and pro-rata contribution by subcontractors should be explored for site facilities.Normally, these arrangements are the sole responsibility of Company, however, the use of the Client's existing facility should be explored prior to finalizing arrangements.A local registered nurse may be employed on sites of medium or large size. Medical regulations/insurance requirements shall be given to the Project Construction Manager by the Home Office Construction Department.11.13 Fire FightingRefer to the contract for fire fighting instructions.In lieu of specific instructions, the Project Construction Manager shall determine with the Client who will provide fire fighting equipment and to what extent.Notice shall then be posted in conspicuous places as to the procedures, telephone numbers, alarm signals, etc. Home Office Construction Department is to be notified of these arrangements for their review and concurrence.11.14 Site VisitorsCompany Employees Space within the Field Office/administrative complex should be planned for convenience and privacy of Home Office visitors. Arrangements should be made, if possible, for commercial rates at motels and hotels. Notify Home Office Construction Department of these arrangements.Non-Company EmployeesThe Project Construction Manager shall ensure that the following steps are taken: Determine Client policy relative to visits by non-site employed personnel, including union officials, local authorities, salesmen, etc. A directive shall be published to all Subcontractors, guards, Personnel Department and key supervisors prior to job startup. It is Company's policy that NO Company guests shall be admitted to the site without the approval of the Project Construction Manager or his deputy.11.15 Site SecurityThe Project Construction Manager shall determine if guard service is to be provided by Company or the Client.In addition, the following steps should be taken:Existing plant facility Determine the details of security relative to gate passes for motor vehicles entering and leaving the property. Make arrangements for entry passes for key Company supervision and staff. Determine and post in key locations, the Client's security department telephone numbers. Provide the Client's security department with office and home telephone numbers of key Company personnel. Determine the Client policy relative to week-end and night entry.Grassroots facilityDetermine if guard service is to be provided by Company or the Client. A set of site security regulations shall be drawn up by the Project Construction Manager issued to security, Company key personnel and posted on bulletin boards. It is the Project Construction Manager's discretion to issue automobile gate passes.11.16 Permits - Welding, Work and FlameThe Project Construction Manager shall determine and post the policy of the Client relative to welding, work and flame permits. Post the telephone numbers of departments, along with names which can expedite this effort. Post the required alarm system if there is one.11.17 Spoil and Fill MaterialThe Project Construction Manager shall determine arrangements and rules for interim storage of spoil or fill material, disposal of spoil material, the limits of general storage area, and if the Client will permit fencing of the general storage area.11.18 Job PhotographsThe Client's permission must be secured in writing before photo graphs may be taken on the jobsite.Photographs of construction may be provided by Company, or the subcontractor may take photographs with written permission of Company and the Client.Progress photographs should be taken on a monthly basis. Additional photographs may be taken, if warranted, especially in the following situations: serious accident, equipment damage, material damage, material mis-fabrication, etc.Photographs can be invaluable in showing a situation that has since been corrected, as a basis for possible back charge or claim. Photo graphs may be taken by Company or a local commercial photographer.Progress photographs should be taken each month from the same location, so that progress may be compared. Below is an example of the information to be attached to each picture.Job Number________________________Date____________Client____________________________________________________Location____________________________________________________Direction from which view was taken shown on a reduced plotplanBrief description of view _____________________________________One set of the progress photographs will be sent to the Home Office Construction Department in The Hague, and an additional set is kept in the job files on the site.12. Field Start Check ListThe following items are an orderly sequence of steps to implement field work and may be run concurrently at the Project Construction Manager's discretion: The Project Construction Manager shall initiate all activities of site preparation and temporary construction facilities to support the forthcoming major construction effort. It is the Project Construction Manager's responsibility to determine that all relevant facets of this Manual have been recognized/implemented prior to proceeding with actual field work. Establish an all-weather road from access highway into job site. Set up temporary Field Office including a drawing file room. Plans drawn up for temporary facilities are based on the most economical and functional use of convenience, space and aesthetic values to the Client's property. Prior to any material revisions, it shall be the Project Construction Manager's duty to confer with the Client and the Home Office Construction Department for approval. Setup a warehouse with a fenced storage area. Provide for night security watch, as required. Establish S.O.P. (starting out point) hub per the drawings. Set up temporary/permanent type change houses for field labor (direct hire jobs only). Field toilets must be provided prior to hiring labor on site. Arrange for fuel storage, i.e., skid tanks, etc., for equipment refueling, as required (direct hire jobs only). Grade areas for temporary buildings and proceed with foundations and erection. Reinforce floor slabs for Temporary Buildings to a minimum on buildings which are to be removed. Always set floor slab grade for Temporary Buildings six inches (6") above finished site grade elevations. Establish center lines of vital plant construction roads and prepare with all-weather surface. Initiate site grading with particular attention to immediate drainage. Deviation from the final site surface drainage is permissible in most instances to insure immediate water run-off during initial construction stage of the project. Have power utility company route in electricity and provide drops from transformers to temporary power distribution panels. Panels may be constructed of wood materials such as plywood with gang boxes mounted. Bury power distribution cables wherever practical to temporary buildings. Establish site perimeter fencing, usually permanent. Whenever possible, avoid use of an existing plant gate used by Client's personnel. Erect a guard shack at each gate and control access and egress. Establish a personnel gate, route and sign up area for incoming job applicants. A procedure for admitting applicants into the site should be worked out between security and the Office Manager. Contract for and erect a Company sign at the main Construction gate or near the highway. Coordinate the sign lettering and wording and location with the Client prior to contracting the work. Make available on your sign or near adjacent to, provisions for subcontractor signs. A permit may be required to erect a sign on or near a public right-of-way. Determine traffic patterns and alternates for motor traffic within the job site, paying special attention to: overhead clearances, width clearances, anticipated loads and location of warehouse and lay-down yard. As soon as progress permits have telephone communication moved into the Field Office. Clock alleys should be established between the work site and change houses, if space permits, so men may change prior to entering the job site (direct hire only). Do not allow any field effort to start without providing safety equipment. Hard hats are mandatory for all personnel. Other equipment as dictated by the job hazards. Proceed with underground utility piping as soon as site grading permits. If camp/housing facilities are required, this should be worked concurrently to the initial site work.13 Attachment Summary1. TYPICAL FIELD OFFICE FLOOR PLAN- TYPICAL STICK FILE- TYPICAL MAIL BOX

Klick here or image for pdf.

1. EXAMPLES OF DIRECTIONAL SIGNS

Notes to a basic Field Office layout/configurationa) Top key people should preferably be located together in one wing, together with Cost and Planning, for ease of liaison.b) Telex room should be adjacent to, and operated by, the Construction Manager's Secretary. There are often confidential telexes (particularly on long distance jobs) and it is invariably not practical (because of switchboard workload, etc.) for the receptionist/telephonist to handle the telex as well.Other secretaries can be called in as necessary to operate the telex machine should the PCM's secretary have too heavy a work load at any time.Telex should be in lockable separate room for noise point of view and confidentiality.c) A waiting area should be provided, as visitors often cannot get to see the people immediately and have to wait around in corridors.Job photos and information board could also be located in this area.d) Plenty of wall space is required in the conference room to enable fixing of drawings, etc. for Subcontractor/Client discussions.e) Dependent on the type of switchboard a separate switch/junction panel could be required. This could be located in store adjacent store/reception which then may be required to be larger.f) A central entrance is the most practical and preferred layout.

BN-CO-105 Site Security Table of Contents1. Introduction 2. Responsibility 3. Site Security4. Site Security Plan 1. Introduction Proper site security arrangements are necessary to protect Company's and client's property. Security very much relates to safety and has a degree of overlap with safety.On construction projects within the fence of an existing plant, usually the client's security and guard arrangements will be applicable also to the construction of the new facilities.However, security relative to Company's site buildings and the documentation contained there-in on any project requires proper attention and measures.This section is to be considered a guide to setting up a security program for construction projects where there are no existing facilities and, thus, own all encompassing security arrangements have to be made by Company.2. Responsibility As for safety, the ultimate responsibility for security on site rests with the Project Construction Manager.The organizational structure of the Company site team, project size and client's requirements/involvement relative to security will determine who in the site organization will handle the day to day security matters. Generally, the Company Safety Manager will have functional responsibility with the administrative responsibility resting with the Office Manager. Alternatively the Office Manager may handle all security matters.3. Site Security

3.1 Guard ServiceAt the start of site activities arrangements have to be made for guard services at the site gate. Guard services can be obtained either by means of a subcontract to a specialized security firm or by hiring personnel locally on Company's payroll. Using a specialized firm usually has preference over hiring own personnel for a number of reasons e.g. experienced personnel can be expected, replacements during vacations and illnesses can be obtained, standard guard/security instructions will be available. Moreover the specialized firm processes all necessary permits/licences and registrations (to be checked!) as maybe required by authorities. When making arrangements for guard services consider: Facilities required e.g guardhouse, movable gate/boom, communications (telephone/portophone) etc. Hours of service i.e. day-service, night-service, 24-hours coverage, week-ends. Patrols, punchclocks, dogs, etc.3.1.1 Guard DutiesThe duties of the guard(s) usually consist of the following (subject to local or project circumstances specific other duties may be assigned): Control of incoming and outgoing personnel, visitors and traffic and maintaining the necessary administration and records related thereto. Control of incoming and outgoing materials, tools, construction equipment, office furniture and equipment and any other materials or consumables, regardless of ownership. Control of firehazards in the working areas as well as in/around offices and shops, after working house. Control of security relative to Company's, client's and subcontractors' offices, after working hours, with respect to "clean disk" discipline and the lock-up of desks, filing cabinets and cupboards containing project information and documentation.3.2 Security Rules and InstructionsAs already said, security has a degree of overlap with safety. The following security rules and instructions shall therefore be read in conjunction with the Company Safety Manual, procedure CO-SP-501 "Field Construction Safety Program".3.2.1 Security RulesSpecifically prohibited on the site, as related to security, are: Bringing and/or carrying of any weapons. Bringing animals (except guard/patrol dogs). Selling or the possession of alcoholic beverages or drugs. Selling, advertisement and distribution of newspapers, illustrated papers, leaflets, tapes, gadgets or promotional campaigns of a political, religious, moral, sexual or subversive nature. Bringing photo and film cameras and audio and video equipment without Company's prior approval. Making or repairing of items for private use/purposes.3.2.2 Security InstructionsThe following are standard security instructions for any project which maybe complemented as required by specific project needs: Security guards will be instructed by Company/client only. They shall have orders to take instructions from no one else. All incoming and outgoing personnel, visitors and traffic shall be controlled in accordance with job specific security instructions. Visitors will be registered as such and receive a visitors pass. The guard at the gate shall warn the person to be visited before granting the visitor entrance to the site. Identification of visitors shall be in accordance with job specific security instructions. Erection of sign board on as well as off site requires the prior approval from Company and local authorities as required. All personnel working at the site shall be property identified and be in the possession of an identification card of badge. Type of identification shall be determined in the job safety/security plan. Such identification card/badge shall be returned to Company upon termination of employment on the site. The guard's authority includes the right to search any person or vehicle before entry or exit and to refuse site entrance to any person not meeting security requirements. Trucks with incoming materials will be checked at the gate and the guard will direct them along the proper roads to the Company warehouse or unloading destination, after consultation with the Company Warehouse Supervisor. All materials, tools and equipment leaving the site require a Company Outshipment Report signed by an authorized person. This also applies to personal tools. As required, job specific security instruction shall prescribe the guards to make rounds after working hours to control particularly: clean desk and lock-up discipline open doors and windows switched on office equipment firehazards lighting switched on or off as required After normal working hours, the guard shall always be informed as to numbers and names of personnel working overtime and the name of the responsible supervisor(s). Modifying, cutting or removing site fencing may only be performed with the written approval from Company. On a regular basis Company's and Client's Safety/Security Officers shall conduct, after office hours, checks in cooperation with the Subcontractor's security representative.3.3 Security of Information and Documentation The Client may have his own procedure on protection of his proprietary information. In such cases Company should strictly adhere to the Client's procedure. Keep in mind that in the conduct of its business, Company is the custodian of confidential information of many Clients as well as its own, and possesses a substantial amount of proprietary information. All confidential information given to, or acquired by subcontractors and their employees relating to the business of Company and Client must be maintained in strict confidence. Every reasonable effort must be made by all concerned to prevent any unauthorized disclosure or use of such information. It is vital to our business and in the interest of the Client that the confidentiality of such information be preserved. Specific guidelines: After office hours, all Company and Client's proprietary information shall be secured in steel filing cabinets equipped with cylinder-type security locks. During lunch hours, all access doors to the offices in which proprietary information is maintained be locked when unattended. Company and Client's proprietary documents shall be destroyed either by shredding or a chemical process. Supervision by Company's Safety/Security Officer is recommended whenever documents are destroyed. Duplication of Company's or Client's proprietary information is only permitted with the written approval of the originator. Distribution of proprietary data is on a "need-to-know" basis only.4. Site Security Plan Prior to the start of field activities a site security plan as part of the site safety plan must be developed. The following is an indicative listing of items that should be considered, and addressed as required, in the development of the security plan: Meeting with client to discuss security and establish requirements. Perimeter fencing arrangements. Number, location and type of entrance gates and parking areas. Establishment of a guard service and determination of coverage (day, night, week-ends, etc.). Security documentations: Guard instructions and duties Gate passes (visitors, cars, etc.) Guard registers and logbooks Security communication facilities. Identification card or badge system and personnel registration requirements. Guard patrol and punchclock requirements. Lines of authority and communication relative to security. Local authorities (addresses, telephone numbers, etc.) in conjunction with safety arrangements. Evacuation procedure (as related to security).

BN-CO-107 Standard Procedure for Material Control and Warehousing Table of Contents1. Introduction 2. Receipt of Material 3. Material Checking 4. Daily Material Receiving Record 5. Material Receiving Notice (MRN) 6. Equipment not Completely Acceptable 7. Material Delivered to Third Parties 8. Material Certificates9. Material Certificate Register10. Material Receiving Notice Register 11. Over, Short and Damage Report12. Over Short and Damage Report Register 13. Recording of Material Stocks 14. Storage of Material at Site15. Material Issue at Site 16. Access to Company Warehouse 17. Outshipment of Materials - Outshipment 18. Out-Shipment Report Register 19. Other Material Registers 20. Warehouse Purchase Order and Requisition Files21. Vendors Cards 22. Disposal of Surplus 23. Scrap Control and Disposal 24. Special Piping Materials 25. Equipment Protection During Construction 26. Q.C. Procedure 27. Flow Scheme Material Handling Procedure28. Material Control by Means of Computer (Piping) 29. Attachment summary

Material Control and Warehousing1. IntroductionThe purpose of this section on material control and warehousing is to define the standard procedure for receipt, checking, storing, protection and issue of materials for construction as well as to outline the administrative procedures for material control. In addition a procedure is included for piping material control by making use of a computer.The procedures in this section are written for a fairly large job. On smaller jobs, there may not be the same numbers or titles of personnel available as are depicted here. Nonetheless, the same administrative and operating procedures must be followed unless the Project Procedure Manual calls for something different, or if permission is received from Home Office Construction Department to vary from the procedure.2. Receipt of MaterialPrior to arrival of material on site, "advice notices" or other shipping notifications will be received by the Material Supervisor. He will record the volume and nature of the shipment and assign a storage location. These documents will be transmitted by the Material Supervisor to the Warehouse Supervisor with a copy to the related subcontractor(s) (so they can arrange for the off-loading facilities).Upon arrival, the material is off-loaded onto the foundation or at the storage location previously determined, in the presence of one or more checkers.Whenever material arrives on site without advance notification, the Material Supervisor will (if necessary in cooperation with the Project Construction Manager), allocate storage and unloading location without any delay, to avoid demurrage on vendors transport.All truckdrivers will be directed by the guards to report to the warehouse first. If material is to be unloaded at a point other than Company Central Storage the Warehouse Supervisor will direct the trucks to the off-loading location. A Material Checker must be present during off-loading. Truckdrivers delivering a large piece of equipment will be met at the gate by warehouse personnel to guide them to the designated unloading area.3. Material CheckingThe shipment must first be checked to see whether it conforms with "Packing Lists and the Marking, Shipping and Invoicing Instructions" issued to vendors by the Home Office Procurement/Shipping Department, being a part of the Purchase Order. Also the Purchase Order, Purchase Requisition plus attachments for specific instructions on loading, unloading, delivery, required official documentation, material certificates, etc., must be checked. On some projects a Purchase Order has been placed with a Shipping Agent, to what extent the Shipping Agent is involved must also be checked.If the shipment consists of unpacked goods, such as structural steel, pipe, etc., each bundle or piece is checked off the carrier by the Checker. The same applies to boxes, crates or other packed goods.The Checker signs for the goods that are actually received, and not necessarily those shown on the delivery document.Whenever a subcontractor receives Material/Equipment directly, then a copy of the delivery ticket signed by an authorized subcontractor's representative must be retained by Company's Warehouse Supervisor and all administrative work performed as if Material/ Equipment was received in Warehouse and issued to Subcontractor.If it is not possible to check materials during off-loading the Material Checker signs carrier delivery slip for "Material received - unchecked". Materials must be carefully checked as to quantity, specification, and the condition, immediately after receipt. Before signing carrier's freight bill, the Checker should count the number of pieces received and examine for evidence of visible damage. Boxes, crates, and cartons should be carefully inspected before taking delivery. If material is received damaged or not in accordance with packing list or freight bill the delivering carrier should be requested to make inspection of damage or discrepancies, and proper notation must be made and acknowledged by carrier on original and copy of freight bill or packing list.If concealed damage is discovered at a later date, the carrier should be notified immediately and requested to make an inspection. Materials involved in any claim should be set aside and redtagged until inspection is completed and liability has been determined. A signed record is to be drawn up on the result by the parties concerned and an "Over Short and Damage Report" be made. In the event that the vendor is not responsible for safe custody of goods during transit, claims shall be processed against the carrier.The Material Checker is to acknowledge the receipt of the goods only by signing the carrier's copy of delivery tickets together with the copy for warehouse records, showing date of receipt and storage location ("Warehouse row G bin 26" or "Material yard row B").The Material Checker then checks the material thoroughly against the requisition and the relevant Purchase Order to ascertain that the material meets the specifications and is correct in quantity.If there is any doubt as to whether or not specifications are being met the Material Checker must report this to the Warehouse Supervisor for his action.Upon receipt as outlined above, the material will be tagged to the extent necessary, reflecting P.O. number and item number and then stored in the allocated location.All small loose parts such as gaskets, packing rings, bolts, lubricators, gauges, gauge glasses, dripwells, ink, charts, adjusting pins/keys, couplings, spare parts, etc., delivered as part of equipment, should be stored in bins in a separate location in the warehouse and clearly tagged with the item number and P.O. number of the equipment.Any drawings, material certificates, catalogues, operating instructions and manuals relating to equipment are to be marked with equipment and P.O. number and turned over to Warehouse Supervisor for transmittal to the Site Engineering Department.When material arrives at site for which no Requisition or Purchase Order is available, the Material Checker reports this to the Warehouse Supervisor who in turn checks with the vendor, Home Office Purchasing Department, or the Field Buyer to see whether material should have been received. If in order, a Purchase Order number should be obtained.Upon completion of the above exercise, the Material Checker will turn in delivery tickets, freight bills, etc., to the Warehouse Administrator for compiling a Material Receiving Notice. When a carrier demands freight charges for goods that have been ordered on "free at site" delivery, the freight should be paid from Petty Cash Funds and the Vendor backcharged via Project Accounting. This procedure is outlined in the Accounting Procedure.4. Daily Material Receiving Record (Form BN-UC 17 Attachment 1)The Material Administrator will enter all materials received (from information on freight bills or packing lists), in a Daily Material Receiving Record DMRR immediately after receipt.This information should be available from hour to hour for the benefit of the construction forces.Copies of this report will be distributed before 09.00 hours the day after the receipt of materials at site. The description of materials received will be in abbreviated form. Distribution of the DMRR will be in accordance with the "Document Distribution" or "Construction Coordination Procedure".5. Material Receiving Notice (MRN) (Form BN-UC 15 Attachment 2)If no shortages, damages or discrepancies are found, a Material Receiving Notice (MRN) is then prepared to acknowledge the receipt of the material against the relevant Purchase Order. For materials arriving at site not covered by Requisition or Purchase Order a MRN should be made, after obtaining a Purchase Order number, with note in the remarks column "as no P.O./Requisition is available we are listing materials as delivered to site". After receipt of P.O. and requisition, material should be checked against these documents and a revised MRN issued, if required.Material Receiving Notices must be issued and distributed without delay so that payment may be made and advantage can be taken of any terms of payment.For Field Purchase Orders the requisition number should be noted on the MRN. If an Over Short and Damage Report is involved the Over Short and Damage Report number must be noted on the MRN.A separate MRN must be used for each shipmentTwo or more shipments from one vendor must not be combined, even if they are received the same day and are applicable to the same order. Materials from two or more packing lists must not be combined on the same MRN, even if received on the same freight bill. Generally, vendors invoice for each shipment or packing list separately and the Material Receiving Notice is needed to support each invoice.As Material Receiving Notices are made, the requisition or Purchase Order is to be marked up to reflect receipt of the material.The exact storage location is to be noted on the MRN. This document is used to update the stock control system.When the material received must be inspected by a specialist before an MRN is issued, the Warehouse Supervisor will send an equipment check sheet to the appropriate specialist (Pumps, Compressors, Heat Exchangers, etc., Electrical and Instrumentation). A copy of this check sheet must be sent immediately to the Home Office (Expediting Department and Accounting Department). This advises them that material has arrived on site and that a MRN will be issued as soon as inspection is done. After the specialist has inspected the equipment (which must be done within three working days), the check sheet is returned to the warehouse and a MRN issued immediately.When goods being received are fully listed or described upon the packing list, this packing list can be used as an attachment instead of relisting them all on the MRN.The Warehouse Supervisor is responsible that the MRN is checked carefully, location is given, etc. All Material Receiving Notices will be signed by the Warehouse Supervisor.Material Receiving Notices are printed in blocks with a white original, and colored copies, and are to be distributed in accordance with the "Document Distribution List".6. Equipment not Completely AcceptableOccasionally a piece of equipment is received on site with discrepancies which involve correction costs of a minor nature compared with the total Purchase Order value of the item.So that Company or Client may take advantage of discounts available for quick payment and also in order not to antagonize vendors by withholding payment of a large sum because of comparatively minor discrepancies, a "partial MRN" will be completed with the details of the discrepancy stated on an Over Short and Damage Report (OS&D Report) with some indication as to "cost to field" of rectification. This enables the Home Office Purchasing Department to resolve with the Accounting Department how much of the vendors invoice should be paid.The Backcharge to Vendor procedure will be followed to ensure that Company does not absorb any cost relative to rectification.7. Material Delivered to Third PartiesWhen materials are delivered by a vendor to third parties (e.g. motors to pump vendors, panel mounted instruments to panel vendors etc.) the items are received on site "built together". An MRN for each separate component must be issued, e.g. one for the motor and one for the pump.8. Material CertificatesPiping MaterialsEach delivery of piping materials, authority and non-authority, will be accompanied by the proper material certificates.The Material Checker will check the materials against the certificates. Any discrepancies found on manufacturer's symbol, heat numbers, etc., will be notified to the Materials Supervisor immediately for action via the H.O. Inspection/Expediting Department.An O.S.& D. Report will be issued recording the certificate and/or material discrepancies. Materials are stored in a separate location and labelled with the corresponding O.S.& D. Report Number.The O.S.& D Report is cleared upon receipt of the correct certificate or upon replacement of the material as applicable.Under no circumstances will materials be released for construction unless the correct certificate is available.9. Material Certificate RegisterThe register will show: Company Certificate Number Fabricators Code Charge Number Short Material Description Schedule/Pressure Rating Size Quantity Any other information required by contractOn completion of the project, Home Office will produce a certificate register following Client requirements from data accumulated from the material certificate register.10. Material Receiving Notice Register(Attachment 2A)An MRN Register will be maintained by the Warehouse Supervisor.This register must show: MRN sequence number. Date materials received. P.O. number. Vendor. Material Description.11. Over, Short and Damage Report (Form BN-UC 16 Attachment 3)In all cases of materials damaged, lost in transit, short or over shipped by vendor, notation must be made on the Material Receiving Notice and Over, Short and Damage Report (OS&D Report) completed by the warehouse.It is imperative that a clear cross-reference is made, i.e. Material Receiving Notice number on Over Short and Damage Report and Over Short and Damage Report number on Material Receiving Notice.In the remarks column of the Over Short and Damage Report, a note must be made as to the corrective action to be taken. Company Home Office Procurement/Expediting Department is responsible for this action for Home Office Purchase Orders, including update of Computerized Material History file if applicable.In the case of an overshipment on a Home Office Order, this form advises Home Office if the overshipped quantity can be used by field or if it should be returned to vendor for credit.Field makes no disposition of this material, either as to use or return until advised by the Home Office. If to be returned, the Home Office Expediting Department will secure shipping instructions from the vendor and advise the field by means of an AVO or telex authorizing shipment.In some cases, it will be the responsibility of the client to decide if overdelivered items can be accepted. In such cases an Over Short and Damage Report is not required. The Client approves the Material Receiving Notice which should state "Overdelivered quantities will be accepted by Client".When a shipment from vendor is short, the Over Short and Damage Report advises Home Office whether or not materials are needed and the Home Office Expediting Department takes the necessary steps to secure materials or credit from the vendor. If the shortage is caused by loss in transit, and the material is not urgently needed, action should be withheld for a reasonable length of time to allow the carrier to attempt to trace and locate lost items.When materials/equipment are received damaged or not according to specification, a copy of the O.S.& D. Report is forwarded to the Site Engineer for the issue of a Non-conformance Report.When materials/equipment are received damaged, a copy of the freight bill or packing list with acknowledgement of the carrier (see Item 3.0 Material Checking) should be attached to the Over Short and Damage Report.Proper notations on Over Short and Damage Reports advise Home Office of all contingencies involved, what action is needed, and whether action is up to the Home Office or Field Office.Claims for concealed damage can be very troublesome and the importance of careful checking as soon as possible after receipt of material at site cannot be over-emphasized.Whenever an Over Short and Damage Report is cleared, a Material Receiving Notice should be issued covering clearance of the Over Short and Damage Report with reference to both the Over Short and Damage Report and the Material Receiving Notice on which the discrepancy was originally reported.If claims on vendors or carrier involve repairs by field forces (after authorization by the Project Construction Manager or Home Office A.V.O.), costs of materials, equipment and labor must be accumulated and included in a claim (see Backcharge Procedure).Over Short and Damage Reports shall be distributed in accordance with the "Document Distribution List" or "Construction Coordination Procedure".12. Over Short and Damage Report Register (Form BN-UC 22 Attachment 4)The purpose of the register is to maintain a record of all Over Short and Damage Reports to ensure that the Home Office Expediting and Accounting Departments are informed of all reports.This register shall be maintained by the Warehouse Supervisor. Once a month a listing of all open Over Short and Damage Reports shall be mailed to the Home Office Expediting Department with a copy to the Project Construction Manager (and, when required, to the Client's Resident Engineer).All claims on carriers or vendors should be controlled by assigning a Backcharge number and recording it in the Backcharge Register.Over Short and Damage Report Register(Form BN-UC 22 Feb. 80 Attachment 4)Register will show: Over Short and Damage Report sequence number. Date. Purchase Order number. Material Receiving Notice number. Vendor. Description. Material Receiving Notice clearance number. Remarks. Non conformance report, if relevant.13. Recording of Material Stocks (Form BN-UC 46 Attachment 5)All materials received shall be entered on Material Stock Record Cards, which reflect particulars as shown on the Material Receiving Notice, Over-Short Reports and Purchase Orders. The complete description of the material, item number and the exact storage location shall be included.14. Storage of Material at SiteUpon receipt, all material not directly delivered to the works or Pipe Fabrication Shop, should be stored either in the warehouse or material yard.All small materials, instruments, electrical material, tubing, small pumps, etc., must be stored inside warehouse.All large pipe, fittings, valves, etc., will be stored in the warehouse or yard. Materials will not be stored directly on the ground. An underlayer of wood or suitable material should be used.All pipe must be stored by type, size and schedule on sleepers with at least 10 cm slope for water drainage and pipe ends (plain or threaded) checked for satisfactory caps/protection. If not already done by vendors, the Warehouse Supervisor is responsible that all material stored either in the warehouse or yard is properly marked and color coded in accordance with the specification.Hours and materials spent on this marking and coding shall be reported by the Materials Supervisor for backcharge purposes.This color coding must be maintained throughout the storage/ construction period. Each member of the Material Department and Specialist Engineers will be supplied with a copy of the marking and color coding procedure to facilitate the application of correct marking upon the material when received and the traceability of the material throughout the construction period.Corrosion protection is either the Subcontractor's or the Warehouse responsibility. Warehouse Supervisor shall check regularly that this work is properly done.The Materials Supervisor will check on a regular basis the handling and storage of the materials at the subcontractor's shop.15. Material Issue at Site (Form BN-UC 74 Attachment 5A)All materials will be drawn from the warehouse on a Material Requisition which must bear the signature of the Subcontractor's authorized Supervisor or the Company Specialist.A list of authorized signatures should be kept and should show the following: Name of employee (Printed). Function (Title). Signature Specimen.A block of numbers shall be allocated to each subcontractor. Material requisitions shall reflect relative item numbers, quantity, description, drawing and/or Isometric number, and area and/or unit number. These requisitions shall be issued in duplicate, the original for the warehouse, the copy for retention by the drawer of the material.Material requisitions must be checked carefully before material is issued to assure that specific allocation is given, and that subject material has not been previously issued.Whenever material has been previously issued, the Material Administrator should write on requisition: "Material already issued, see previous requisition number . . . . . . . . .".Material should never be issued twice. If delivered by error, the Warehouse Supervisor will collect this material from the Subcontractor.The Warehouse Supervisor will receive from the Site Engineer a copy of all piping iso/drawings and their revisions. All issue of material must be marked with red pencil on these drawings. This is for control purposes and to ensure that no material has been issued twice.Upon receipt of a revision to a drawing or Isometric materials have to be checked against the previous issue of the document. In the event more materials are required, Company should prepare this material and inform the Subcontractor accordingly. Where materials have been deleted, the Subcontractor shall be requested to return this material to the warehouse if not necessary for drawings/ requisitions in hand for issue. The Subcontractor is informed in writing when deleted materials from one drawing/requisition have been allocated to another drawing/requisition.After the relevant materials have been issued, the material requisition is posted in the Materials Stock Record Card.All requisitions received in the warehouse must be filed consecutively according to requisition number and per subcontractor. All finals must be filed together. All partial requisitions must be filed separately.If materials requested on a requisition are not in stock, the Warehouse Supervisor should check if they are on order. If this is the case, the requisition should be filed in an "outstanding requisitions" file. This file should be periodically checked to see if any requisitions can be further completed. If outstanding materials are not on order he will send a photostat copy of the requisition to the Materials Supervisor for further action. Where piping material is required, other than for an iso/ drawing, e.g. for temporary lines, the requisition shall be approved by the Project Construction Manager or his delegate.Under no circumstances will material be issued from the warehouse or storage yard to Subcontractor without the presence of a member of Company's Material Department and use of all required material control documents.16. Access to Company WarehouseThe following personnel have access to the Company Warehouse at all times during working hours. They are requested to notify the Warehouse Supervisor before entering the Warehouse: Project Manager Project Construction Manager Area Superintendent Site Engineer Office Manager Material Supervisor Safety/Security Officer Construction Specialist Client's RepresentativesAll other personnel entering the Warehouse must be accompanied by the Warehouse Supervisor or Material Administrator or any one of the personnel mentioned above.17. Outshipment of Materials - Outshipment Report (OSR)(Form BN-UC 18 Attachment 6)Materials which are shipped from the job site, must be covered by an Out-Shipment Report.This Out-Shipment Report must reflect the Out-Shipment Report sequence number, quantity, item number and full description of the material, together with the Purchase Order Number upon which the material was originally received.Full details of consignee's name and address, reason for the shipment and method of shipment must be given. Out-Shipment reports will be signed by the Materials Supervisor. The Client may request to countersign these reports. The carrier must sign legibly for receipt of the goods and insert the registration number of the vehicle carrying the goods.Out-Shipment Reports must be posted on the Materials Stock Record Cards. If an Out-Shipment Report involves material being sent out for repairs or replacement, a Material Receiving Notice must be made when material is returned/replaced with a note:"This MRN clears OSR no . . . . . . . .. partially/in its entirety", whichever applies. Material Receiving Notices for clearance of Out-Shipment Report must be noted in the Out-Shipment Report Register.Subcontractor's property which is moved from the site on their own Out-Shipment form must first be checked by the Company Warehouse, and a properly completed Company Out-Shipment report must be attached as cover sheet.The Materials Supervisor will sign Out-Shipment Report after obtaining approval from Project Construction Manager.Materials on Company Home Office Purchase Orders should be out-shipped only after obtaining AVO or telex approval from the Home Office Expediting/Purchasing Department. An Out-Shipment Report Register will be maintained in Warehouse by the Material Administrator.18. Out-Shipment Report Register (Form BN-UC 19 Attachment 7)This register will show: Out-Shipment Report sequence number. Date. Name of consignee. Description of material. Remarks (used also for Material Receiving Notice clearance number).A copy of the Out-Shipment Report must be mailed to the vendor. Further distribution of Out-Shipment Reports should be made in accordance with "Document Distribution" or "Construction Coordination Procedure".19. Other Material RegistersBesides a register for Material Receiving Notices, Out-Shipment and Damage Reports, Out-Shipment Reports, the Warehouse will maintain the following registers:19.1 Cable Reel Register(Form BN-UC 13 Attachment 8)This register will show a listing of all cable reels received at site. Includi