Procedure · contract-cp5-project-delivery-procedure-cp5

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135

Key points

In this procedure

1Purpose and Scope1 part
1.1-1.3 Purpose and Scope —1 part
Sets out the standard processes for managing and delivering projects at Breheny Civil Engineering Ltd (BCE), from contract award through to completion and the end of the maintenance / defects period. The purpose is to ensure all projects are delivered safely, to the required quality standards, within agreed timeframes, and in compliance with the Integrated Management System (IMS), contractual obligations and legal requirements. The procedure applies to every project undertaken by BCE and ensures all documentation required by legislation and the Company Procedures is aligned before works commence, projects are established consistently with robust SHEQ provisions, delivery follows a standardised approach and projects are completed and handed over to the Client in a controlled, consistent and effective manner.
Key points
•Applies to every BCE project from contract award to end of defects period
•Deliver projects safely, to quality, on time and IMS/contract/legal compliant
•All legislative and Company documentation aligned before works commence
•Standardised approach to delivery, completion and handover
From the source document(4 clauses)
1Purpose and Scope
No text in source for this clause.
1.1.1This procedure sets out the standard processes for managing and delivering projects at Breheny Civil Engineering Ltd (BCE), covering the period from contract award through to completion and the end of the maintenance / defects period. The purpose of this procedure is to ensure that all projects are delivered:

safely;

to the required quality standards;

within agreed timeframes;

and in compliance with the Integrated Management System (IMS), contractual obligations, and legal requirements.

1.1.2This procedure applies to every project undertaken by BCE.
No text in source for this clause.
1.1.3Specifically, this procedure ensures that:

All documentation required by legislation and regulatory obligations, as detailed in the Company Procedures, is prepared and aligned before any works commence;

Projects are established consistently, with robust provisions for the health, safety, and wellbeing of everyone on site and the general public;

Project delivery follows a standardised approach in line with the Company Procedures.

Projects are completed and handed over to the Client in a controlled, consistent and effective manner.
2Handover1 part
2.1-2.3 Handover
Following the Handover Meeting, responsibility for the project transfers to the Delivery Team. The Delivery Team reviews the Contract documentation and tender information and determines the most efficient and effective methodology for delivery, in accordance with the Client's requirements, the Contract, Company policies, procedures and standards and the commitments made within the tender submission. Carbon reduction opportunities and the responsible person(s) are identified by the Contracts Manager during the Handover Meeting and recorded during the Project Team Briefing (Form ). The Delivery Team ensures that any low carbon solutions identified within the tender submission, or during the project, are implemented.
Key points
•Responsibility transfers to the Delivery Team after Handover Meeting
•Delivery methodology aligned to Client, Contract, Company standards and tender commitments
•Carbon reduction opportunities and owners recorded on Form (PTB)
•Low carbon solutions from tender are implemented on site
From the source document(4 clauses)
2Handover
No text in source for this clause.
2.1.1Following the Handover Meeting, responsibility for the project will transfer to the Delivery Team.
No text in source for this clause.
2.1.2The Delivery Team shall review the Contract documentation and tender information and determine the most efficient and effective methodology for delivering the project. This shall be done in accordance with:

the Client’s requirements;

the Contract;

Company policies, procedures, and standards; and

the commitments made within the tender submission.

2.1.3Carbon reduction opportunities and the responsible person(s) are identified by the Contracts Manager during the Handover Meeting and recorded during the Project Team Briefing (Form CP5-F02). The Delivery Team will ensure that any low carbon solutions identified within our tender submission, or during the project, are implemented.
No text in source for this clause.
Documents you'll need
3Project Pre-Start SHEQ Briefing (PPSB)1 part
3.1-3.10 Project Pre-Start SHEQ Briefing (PPSB)
The Contracts Manager and the SHEQ Advisor convene a PPSB attended by the Delivery Team as soon as reasonably practicable after the Handover Meeting. The meeting reviews the significant health, safety and environmental risks (by reference to the ROMP) and any sensitive environmental receptors, agrees mitigation measures, plans effective waste management arrangements (identification, segregation, storage, transportation and disposal) and confirms compliance with all relevant legal, contractual and company requirements. The PPSB agenda (Form ) is completed during the meeting; the Contracts Manager ensures actions are recorded and closed out, and the completed agenda is distributed to all attendees, the Contracts Director, SHEQ Admin and the Project QS.
Key points
•PPSB convened by Contracts Manager and SHEQ Advisor with the Delivery Team
•Reviews significant SHE risks via the ROMP and sensitive environmental receptors
•Agrees mitigation and waste management arrangements
•Confirms legal, contractual and company compliance
•Use Form ; distribute to attendees, Contracts Director, SHEQ Admin and Project QS
From the source document(11 clauses)
3Project Pre-Start SHEQ Briefing (PPSB)
No text in source for this clause.
3.1.1The Contracts Manager and the SHEQ Advisor shall convene a PPSB.
No text in source for this clause.
3.1.2The purpose of the PPSB is to:
No text in source for this clause.
3.1.3Review the significant health, safety, and environmental risks associated with the project by reference to the ROMP;
No text in source for this clause.
3.1.4Review any sensitive environmental receptors that may be affected by the project, assess potential impacts;
No text in source for this clause.
3.1.5Agree appropriate mitigation measures to eliminate or reduce risks;
No text in source for this clause.
3.1.6Plan effective waste management arrangements, including the identification of waste streams and methods for segregation, storage, transportation, and disposal; and
No text in source for this clause.
3.1.7Confirm compliance with all relevant legal, contractual and company requirements to provide protection of both people and the environment.
No text in source for this clause.
3.1.8The meeting shall be attended by the Delivery Team members and held as soon as is reasonably practicable following the Handover Meeting.
No text in source for this clause.
3.1.9The PPSB agenda (Form CP5-F20) shall be completed during the meeting. The Contracts Manager is responsible for ensuring that all actions are recorded and closed out in a timely manner.
No text in source for this clause.
3.1.10The completed agenda shall be distributed to all attendees, the Contracts Director, SHEQ Admin and the Project QS.
No text in source for this clause.
Documents you'll need
4Project Team Briefing (PTB)1 part
4.1-4.4 Project Team Briefing (PTB)
The Contracts Manager arranges a PTB to discuss the construction methodology, project management proposals and delivery arrangements. Where practicable the PTB is held at least 14 days before commencement, and in every case before any works begin on site, attended by the Delivery Team. The PTB agenda (Form ) is completed during the meeting; the Delivery Managers ensure actions are recorded and closed out. The completed PTB form is distributed to all attendees and to the Regional Commercial Director, Contracts Director and Regional Managing QS.
Key points
•PTB arranged by the Contracts Manager with the Delivery Team
•Held at least 14 days before commencement where practicable; always before works start
•Use Form ; Delivery Managers ensure actions are closed out
•Distribute to attendees, Regional Commercial Director, Contracts Director and Regional Managing QS
From the source document(5 clauses)
4Project Team Briefing (PTB)
No text in source for this clause.
4.1.1The Contracts Manager shall arrange a PTB to discuss the construction methodology, project management proposals and delivery arrangements.
No text in source for this clause.
4.1.2The PTB should where practicable, be held a minimum of 14 days prior to commencement of any project but in every instance must take place before any works begin on site. The meeting shall be attended by the Delivery Team.
No text in source for this clause.
4.1.3The PTB agenda (Form CP5-F02) shall be completed during the meeting. The Delivery Managers are responsible for ensuring that all actions are recorded and closed out in a timely manner.
No text in source for this clause.
4.1.4The completed PTB form shall be distributed to all attendees and to the Regional Commercial Director, Contracts Director, and Regional Managing QS.
No text in source for this clause.
Documents you'll need
5Pre-start Surveys1 part
5.1.1-5.1.4 Pre-start Surveys
The Contracts Manager ensures that all required resources, controls and pre-start surveys are in place before commencement. The site is set up in accordance with the Contract documentation, the Integrated SHEQ Plan including the Construction Phase Plan (Form ), the Company IMS and the Company Standards & Guidance Documents and SHEQ and Decarbonisation Policies. Where practicable, pre-start surveys and inspections are undertaken jointly with the Client or their representative and formally recorded, with copies provided to the Client. Any surveys or information supplied by the Client are checked for accuracy at the earliest opportunity, and any errors, omissions or inconsistencies are reported to the Client immediately.
Key points
•All resources, controls and pre-start surveys in place before works commence
•Site set up per Contract, Integrated SHEQ Plan / CPP (Form ), IMS and S&G/Policies
•Surveys undertaken jointly with the Client where practicable and formally recorded
•Client-supplied information checked early; errors reported immediately
From the source document(5 clauses)
5Pre-start Surveys
No text in source for this clause.
5.1.1The Contracts Manager shall ensure that all required resources, controls and pre-start surveys are in place before commencement of the works.
No text in source for this clause.
5.1.2The site shall be set up in accordance with;

The Contract documentation;

The Integrated SHEQ Plan including the Construction Phase Plan (Form CP5-F01);

The Company IMS; and

The Company Standards & Guidance Documents and Safety, Environmental, Quality and Decarbonisation Policies.

5.1.3Where practicable, pre-start surveys / inspections should be undertaken jointly with the Client or their representative and formally recorded. Copies shall be provided to the Client for their records.
No text in source for this clause.
5.1.4Any surveys or information provided by the Client should be checked for accuracy at the earliest opportunity. Any errors, omissions, or inconsistencies be identified shall be reported to the Client immediately.
No text in source for this clause.
Documents you'll need
6Statutory, Regulatory or Company Documents1 part
6.1.1-6.1.4 Statutory, Regulatory or Company Documents
The Contracts Manager ensures that all relevant approvals, consents, licences, permits and other permissions necessary for successful delivery are obtained (refer to Form for actions). The Contracts Manager reviews and approves the Integrated SHEQ Plan including the Construction Phase Plan (Form ) prepared by the SHEQ Department prior to submission to the Client and ensures it remains a live and dynamic document, regularly reviewed and updated to reflect changes in site conditions, risks, methodology and resources. Prior to commencement the Contracts Manager obtains information on all existing site services from the statutory service companies and, where appropriate, arranges a Utilities Coordination Meeting with minutes issued to all attendees confirming discussions, agreements and actions.
Key points
•Obtain all approvals, consents, licences and permits (Form )
•Contracts Manager reviews and approves Integrated SHEQ Plan / CPP (Form ) before Client submission
•Integrated SHEQ Plan kept live and updated for changes in site/risk/methodology
•Obtain statutory service information; hold Utilities Coordination Meeting where appropriate
From the source document(5 clauses)
6Statutory, Regulatory or Company Documents
No text in source for this clause.
6.1.1The Contracts Manager shall ensure that all relevant approvals, consents, licenses, permits and other permissions necessary for the successful delivery of the project are obtained. Refer to (Form CP5-F03) for actions.
No text in source for this clause.
6.1.2The Contracts Manager shall review and approve the Integrated SHEQ Plan (inc. Construction Phase Plan (CPP)) (Form CP5-F01) prepared by the SHEQ Department prior to submission to the Client.
No text in source for this clause.
6.1.3The Contracts Manager shall ensure that the Integrated SHEQ Plan remains a live and dynamic document and is regularly reviewed and updated throughout the project to reflect changes in site conditions, risks, methodology, and resources.
No text in source for this clause.
6.1.4Prior to commencement, the Contracts Manager shall ensure that information regarding all existing site services is obtained from the statutory service companies. Where appropriate, a Utilities Coordination Meeting shall be arranged. Minutes of the meeting shall be recorded and issued to all attendees to confirm discussions, agreements, and any actions required.
No text in source for this clause.
Documents you'll need
7Contractual & Commercial1 part
7.1.1-7.1.12 Contractual & Commercial
The Delivery Team reads and reviews the entire Contract and all project documentation to ensure full understanding of contract compliance, scope, performance, programme, delivery, commercial, quality, environmental, risk allocation, energy and H&S requirements; bespoke training and guidance is provided by the QS or Commercial Director / Managing QS, referring back to the Commercial Review (Form ) from the tender period. The QS writes to the Client to obtain the VAT status of the project () and produces an initial CVR ("CVR 0") in Coins before commencement to capture core commercial information and project turnover/margin. The QS records, notifies, assesses, values and agrees all Contract Changes / Variations / Compensation Events using the Change/Variation/CE Tracker (Form ) as a live document, ensures Monthly Progress Reports (Form ) are issued to the Client, prepares applications for payment with all required evidence and monitors Client assessments. Monthly CVRs are produced for live projects (quarterly for defects/close-out), reviewed with the Contracts Manager and issued to the CVR distribution group, with the CVR calendar maintained correctly. The QS actively pursues payments via the Debtors Report, and the Delivery Managers attend site together at least monthly to complete the Delivery Manager's Monthly Checklist (Form ).
Key points
•Delivery Team reads/understands the full Contract; refer to Commercial Review
•QS obtains Client VAT status (Form )
•Initial CVR "CVR 0" produced in Coins before commencement
•Changes/Variations/CEs tracked on Form as a live document
•Monthly Progress Report (Form ) issued to Client
•Monthly CVRs for live projects, quarterly for defects/close-out
•QS pursues payments via the Debtors Report
•Delivery Managers complete monthly site checklist (Form )
From the source document(13 clauses)
7Contractual & Commercial
No text in source for this clause.
7.1.1The members of the Delivery Team shall read and review the entire Contract and all project documentation to ensure full understanding of the project requirements with regard to contract compliance, scope, performance, programme, delivery, commercial, quality, environmental, risk allocation, energy considerations and health and safety requirements.
No text in source for this clause.
7.1.2Where required, bespoke commercial / contractual training and guidance shall be provided for the Delivery Team by the QS or the Commercial Director / Managing QS as required. The team should also refer to the Commercial Review (Form CP5-F15) completed during the tender period.
No text in source for this clause.
7.1.3The QS shall write to the Client in order to obtain the VAT status of the project (CP5-F24).
No text in source for this clause.
7.1.4The QS shall produce an initial Cost / Value Reconciliation (CVR) before the project commences, this is known as the “CVR 0”. This shall capture the core commercial information for the project and enable the projected turnover and margin being included in the coins report for the Commercial Director’s use. All CVRs shall be produced within Coins.
No text in source for this clause.
7.1.5The QS shall ensure that all Contract Changes / Variations / Compensation Events, or similar mechanisms are recorded, notified, assessed, valued, and agreed as per the Contract requirements so as to avoid being time barred or penalised due to lack of compliance. The QS shall create and maintain the Change / Variation / CE Tracker / Register (Form CP5-F12) as a live document.
No text in source for this clause.
7.1.6The Delivery Team shall ensure that a Monthly Progress Report (Form CP5-F13), or equivalent format report is issued in writing to the Client. Where required by the Contract, reports shall be issued in advance of meetings.
No text in source for this clause.
7.1.7The QS shall prepare and submit applications for payment in accordance with the Contract, ensuring that all contractual requirements to evidence the claim have been met, such as marked up drawings, schedules and any Client references. The QS shall also monitor that the Client issues their assessment within the timescales prescribed in the Contract.
No text in source for this clause.
7.1.8If required, the QS shall negotiate the assessed value prior to certification and invoice submission. The first application for payment and / or invoice shall include a copy of BCE’s latest TWIMC Insurance Letter.
No text in source for this clause.
7.1.9The QS shall produce a CVR each month for live projects and on a quarterly basis for those that are either in the defects period or where they are not yet in a position to be closed out. CVRs should be reviewed with the Contracts Manager prior to submission. Completed CVRs shall be issued to the relevant CVR distribution group on or prior to the submission date set by the Commercial Director.
No text in source for this clause.
7.1.10The QS shall manage the CVR calendar for each project under their control to ensure CVR periods are correctly set up. This avoids issues of CVRs being flagged as incomplete or not due which happens if the CVR calendar is not correct and a CVR period is missed.
No text in source for this clause.
7.1.11The QS shall actively pursue payments due and regularly maintain the Debtors Report to help avoid any issues with payments being received on time. Note, there are often issues with the first payment on a new project or when the cumulative value exceeds the original Contract / order value, therefore it is recommended that dialogue is opened in advance of the final date for payment to check that the Client has everything they need from us in order to make payment.
No text in source for this clause.
7.1.12The Delivery Managers shall attend site together at least monthly and complete the Delivery Manager’s Monthly Checklist (Form CP5-F04) to ensure that high standards are being maintained throughout the duration of the works.
No text in source for this clause.
Documents you'll need
8Drawing & Document Control1 part
8.1.1 Drawing & Document Control
The Delivery Managers ensure that a full set of drawings and documents stamped "For Construction" is in place before any orders are placed or works commence on site. Where this is not possible, written instruction is obtained from the Client authorising work to proceed on the latest information issued at the Client's risk. Drawing and document control is managed in accordance with CP3: Operational Control — Section 3.0.
Key points
•Full set of "For Construction" drawings/documents required before orders or works
•Written Client authorisation required to proceed on latest information at Client's risk
•Managed per CP3: Operational Control Section 3.0
From the source document(2 clauses)
8Drawing & Document Control
No text in source for this clause.
8.1.1The Delivery Managers shall ensure that a full set of drawings and documents stamped “For Construction” is in place before placing any orders or commencing work on site. Where this is not possible, written instruction shall be obtained from the Client authorising work to proceed on the latest information issued at their risk. Drawing and document control shall be managed in accordance with Procedure CP3 – Section 3.0.
No text in source for this clause.
9Programme1 part
9.1.1-9.1.5 Programme
The Delivery Team, with the Planner, develops the construction programme from the tender programme. Each programme carries a unique identification reference (BCE contract number, drafter initials, three-digit sequential number with a C for Construction, e.g. 05595 / AB / C001) and is submitted to the Client for acceptance within Contract timescales; once accepted it is baselined. A narrative accompanies each programme explaining changes and highlighting any impact on completion dates or key milestones. A programme tracker / register (Form ) is maintained throughout the project. Revised programmes reflecting actual progress and incorporating variations or unforeseen issues are submitted to the Client at intervals set out in the Contract, or at least monthly where no interval is specified. The QS submits any extension of time requests in accordance with the Contract.
Key points
•Programme developed from the tender programme by Delivery Team and Planner
•Unique programme ID format, e.g. 05595 / AB / C001
•Programme baselined once accepted by the Client
•Programme tracker/register (Form ) maintained
•Revised programmes at Contract intervals or at least monthly
•QS submits extension of time requests per Contract
From the source document(6 clauses)
9Programme
No text in source for this clause.
9.1.1The Delivery Team in conjunction with the Planner, shall develop the construction programme from the tender programme. Each programme shall carry a unique identification reference including the BCE contract number, the programme drafter’s initials and a three-digit sequential number with a C for Construction e.g. 05595 / AB / C001. The programme shall be submitted to the Client for acceptance within the Contract timescales. The appropriate members of the team will be responsible for providing further information, attending meetings and / or workshops as required in order to obtain programme acceptance / approval. Once accepted, the programme shall be baselined as a target for comparing against subsequent programme revisions.
No text in source for this clause.
9.1.2Where practicable, each programme should be accompanied by a narrative explaining the changes made since the previous version and highlighting any changes to completion dates or key milestones along with any other relevant information.
No text in source for this clause.
9.1.3A programme tracker / register (Form CP5-F12) should be prepared and maintained throughout the project as a record of the key information relating to each programme revision.
No text in source for this clause.
9.1.4Revised programmes to reflect the actual progress and incorporate any changes to the original plan, including variations or unforeseen issues, shall be produced and submitted to the Client at intervals as set out within the Contract, or at least monthly where no interval is specified.
No text in source for this clause.
9.1.5The QS shall submit any extension of time requests to the Client in accordance with the Contract requirements.
No text in source for this clause.
Documents you'll need
10Risk and Opportunity Management Plan (ROMP)1 part
10.1.1 Risk and Opportunity Management Plan (ROMP)
The Delivery Managers, with the Delivery Team, review the tender ROMP (Form ) and transfer information from the Tender ROMP tab to the Project ROMP tab. New risks and opportunities identified during the project are added; the Delivery Managers identify items requiring close management and allocate them to a member of the Delivery Team. The ROMP is reviewed and updated as a team at least monthly. Risks that pose a significant risk to life, the environment or the business are escalated to a Director for approval of control measures; the escalation process is defined in CP2: Corporate Governance Section 2.0 Risk Management (clause 2.26).
Key points
•Tender ROMP (Form ) transferred to Project ROMP tab
•New risks/opportunities added during the project
•Key items allocated to Delivery Team members for close management
•ROMP reviewed and updated by the team at least monthly
•Significant risks escalated to a Director per CP2: Corporate Governance §2.26
From the source document(2 clauses)
10Risk and Opportunity Management Plan (ROMP)
No text in source for this clause.
10.1.1The Delivery Managers, in conjunction with the Delivery Team shall review the tender Risk and Opportunity Management Plan (ROMP) (Form CP4-F01). The information from the Tender ROMP is transferred to the Project ROMP tab. During the course of the project any new risks and opportunities identified should be added. Using the ROMP, the Delivery Managers will identify the items that require close management and allocate them to a member of the Delivery Team to ensure the most effective outcome possible. The ROMP shall be reviewed and updated as a team at least monthly. Risks that pose a significant risk to life, the environment, or the business shall be escalated to a Director for approval of control measures. The escalation process is defined in CP2 Section 2.0 Risk Management Clause 2.26
No text in source for this clause.
Documents you'll need
11Cost Plan1 part
11.1.1-11.1.4 Cost Plan
The QS, with the Contracts Manager, reviews the tender cost plan, the Estimator's pricing information and the programme and develops and maintains a Project Cost Plan focused on delivering the project cost-effectively and efficiently while meeting safety and quality standards. The Cost Plan is reviewed and updated throughout the project and used by the Delivery Team to monitor and manage cost and value. The QS checks actual costs against planned costs for Labour, Plant and Staff and reconciles regularly to identify cost overruns early. The Contracts Manager ensures the Engineer undertakes materials reconciliations on significant activities to prevent overuse or waste, with trends or significant disparities against tender allowances fed back to the Estimating and Commercial Directors.
Key points
•Project Cost Plan developed from tender cost plan, pricing and programme
•Cost Plan reviewed and updated throughout the project
•QS reconciles actual vs planned Labour, Plant and Staff costs regularly
•Materials reconciliations on significant activities by the Engineer
•Trends/disparities fed back to Estimating and Commercial Directors
From the source document(5 clauses)
11Cost Plan
No text in source for this clause.
11.1.1The QS in conjunction with the Contracts Manager shall review the tender cost plan, the Estimator’s pricing information and the programme and develop and maintain a Project Cost Plan. The emphasis of the Cost Plan should be to deliver the project in the most cost effective and efficient manner possible whilst providing the works to the standards required in terms of Safety and Quality.
No text in source for this clause.
11.1.2The Cost Plan shall be reviewed and updated as required throughout the project and the Delivery Team shall ensure that it is utilised throughout the project to monitor and manage both cost and value.
No text in source for this clause.
11.1.3The QS shall check actual costs with planned costs for Labour, Plant and Staff, and cross reference / reconcile these on a regular basis so as to identify cost overruns as early as possible to allow for corrective action to be taken where possible.
No text in source for this clause.
11.1.4The Contracts Manager shall ensure that materials reconciliations are undertaken by the Engineer on significant activities to ensure that materials are not being overused or wasted. Any trends or significant disparities with tender allowances should be fed back to the Estimating and Commercial Directors.
No text in source for this clause.
12Sub-contracts2 parts
12.1.1-12.2.9 Sub-contracts — Approval and Procurement
Approval (12.1): All subcontractors and suppliers must have completed a Supply Chain Approval questionnaire (Form ), vetted and approved by the Head of ESG or Nominated Representative, the Accounts Supervisor and a member of the Commercial Team (Commercial Director / Managing QS pre-contract, otherwise the Project QS). Approvals are uploaded to Coins by the Accounts Supervisor and remain valid unless monitoring identifies serious SHEQ/performance non-conformance or expired insurances. Coins status codes apply: APP (Approved) is required to work on a project; DNU (Do Not Use) must not receive enquiries; AAPP (Awaiting Approval) is not yet approved. Procurement (12.2): The QS produces and maintains a Subcontract Procurement Schedule (Form ) aligned with the construction programme, issues further enquiries as needed and produces comparisons on nett allowances (excluding overheads, profit and risk). The Delivery Managers select subcontractors on best overall value, considering previous performance and BCE exposure, with a financial review where appropriate. The QS writes to the Client for written approval of selected subcontractors where required. Pre-Subcontract Meetings (Form ) are held for all packages deemed necessary and incorporated into the Subcontract Agreement. The QS ensures all subcontractors hold approved status and that an IR35 assessment is completed before issuing any LOSC Offer of Engagement, Contract for Services or Order. The Contracts Manager agrees the subcontract programme and issues start notices. The QS issues all Subcontract Agreements/Orders, selecting the appropriate form (with guidance from Managing QS / Regional Commercial Director for "Low Risk" forms). Coins orders must be created before issuing Subcontract Agreements, and signed Agreements/Orders must be returned before work starts on site.
Key points
•Approval via Form ; vetted by Head of ESG, Accounts Supervisor and Commercial
•Coins statuses: APP required, DNU never enquire, AAPP awaiting approval
•Subcontract Procurement Schedule (Form ) aligned to programme
•Comparisons on nett allowances excluding overheads, profit and risk
•Selection on best overall value with financial review where appropriate
•Client written approval of subcontractor where Contract requires
•Pre-Subcontract Meeting (Form ) incorporated into the Agreement
•IR35 assessment before any LOSC engagement
•Coins order before Agreement; signed Agreement before site start
From the source document(16 clauses)
12Sub-contracts
No text in source for this clause.
12.1Approval
No text in source for this clause.
12.1.1All subcontractors and suppliers employed shall have completed a Supply Chain Approval questionnaire (Form CP4-F08), which must be vetted and approved by the Head of ESG or Nominated Representative, Accounts Supervisor and a member of the Commercial Team. If the approval process is completed during pre-contract stage, the commercial approval will be completed by either a Commercial Director or Managing QS. Otherwise, it will be by the QS for the project.
No text in source for this clause.
12.1.2Once approved, a copy of the completed form together with all information should be retained by the Accounts Supervisor and uploaded to Coins within the subcontractor’s company information.
No text in source for this clause.
12.1.3Approval of subcontractors and suppliers shall remain valid unless monitoring of the subcontractor / supplier identifies serious non-conformance relating to SHEQ or general performance and insurances which have expired.
No text in source for this clause.
12.1.4All approved supply chain partners will be added to the supply chain database, which is held on Coins and is maintained by the Accounts Supervisor. All approved subcontractors shall be assigned the status of “APP / Approved” within Coins. Any subcontractor or supplier with a status other than “APP” must not work on a project. A status of “DNU” means Do Not Use and these subcontractors and suppliers must not be sent an enquiry. “AAPP” means Awaiting Approval and this means that they have begun the approval process but have not yet obtained Approved status.
No text in source for this clause.
12.2Procurement
No text in source for this clause.
12.2.1The QS shall produce a Subcontract Procurement Schedule (Form CP5-F16) and shall review and update it throughout the project. The schedule shall be used to support the efficient and timely engagement of subcontractors and shall be aligned with the construction programme to identify the appropriate start dates and lead in periods for each proposed Subcontract package.
No text in source for this clause.
12.2.2The QS shall be responsible for issuing any further enquiries for Subcontract packages as may be required and ensure that a comparison of Subcontract quotes / tenders for all Subcontract packages is produced. Comparisons shall be carried out by utilising the nett allowances (excluding overheads, profit and risk) from our tender.
No text in source for this clause.
12.2.3The Delivery Managers shall be responsible for selecting the Subcontractor to deliver each package based on the best overall value. This shall include consideration of previous performance on other BCE projects and our exposure to the particular company to ensure they have the capability to deliver the works successfully. Where appropriate, a financial review of the proposed Subcontractor shall be undertaken to confirm they are of sufficient financial standing to fulfil their obligations.
No text in source for this clause.
12.2.4Where required by the Contract, the QS shall write to the Client to obtain their written approval of the selected subcontractor prior to engagement.
No text in source for this clause.
12.2.5The Delivery Managers shall hold Pre-Subcontract Meetings with Subcontractors for all packages deemed necessary and (Form CP5-F23) shall be completed and incorporated into the Subcontract Agreement.
No text in source for this clause.
12.2.6The QS shall ensure that all Subcontractors hold approved status prior to engagement. In addition, before issuing an Offer of Engagement, Contract for Services or an Order with any LOSC, an IR35 assessment shall be completed.
No text in source for this clause.
12.2.7The Contracts Manager shall ensure that the subcontract programme is agreed with each subcontractor and issues the required start notices in accordance with the terms of the subcontract order.
No text in source for this clause.
12.2.8The QS shall prepare and issue all Subcontract Agreements and Orders and must select the form of Subcontract appropriate to the situation. Where a “Low Risk” form is proposed, this should be carefully considered, and guidance should be sought from the Managing QS or Regional Commercial Director where there is any uncertainty.
No text in source for this clause.
12.2.9Coins orders must be created prior to issuing Subcontract Agreements. Ensure that all Subcontractors have signed and returned their Subcontract Agreement / Order prior to starting works on site.
No text in source for this clause.
Documents you'll need
12.3-12.6 Sub-contracts — Payment, Performance, NCRs and Final Account
Payment (12.3): The QS issues all payment notices and pay less notices per the relevant Subcontract Agreement, using a payment assessment template/tracker that details the original order value, the Subcontractor's applied amount and the BCE assessment. Once agreed, the QS creates a payment certificate in Coins at the earliest opportunity so payment can be authorised and processed onto the weekly "Outstanding Subcontractor Payments" register. Performance Review (12.4): The Delivery Managers complete regular Coins performance reviews for each Subcontractor; exceptionally good or poor performance triggers a review at the earliest opportunity and notification to the Contracts Director and Regional Commercial Director, with sufficient commentary to explain scoring and improvement areas (see BCE/Coins Subcontractor and Supplier Review Guide). Non-Conformance (12.5): The Delivery Managers issue NCRs (Form ) to Subcontractors where required and ensure each NCR is investigated, actioned and closed out to BCE's satisfaction within the relevant period (see CP3: Operational Control NCR Procedure). Final Account (12.6): The QS ensures each Subcontractor signs a Final Account Statement once the final account value is agreed; retention is not released until the signed statement is returned and all completion obligations are satisfied, including test results showing compliance, commissioning certificates and H&S file documentation.
Key points
•Payment notices and pay less notices per Subcontract Agreement
•Payment assessment template/tracker details order, application and BCE assessment
•Payment certificates created in Coins; weekly outstanding payments register
•Regular Coins performance reviews with commentary
•Exceptional good/poor performance escalated to Contracts and Regional Commercial Directors
•NCRs issued via Form and closed out per CP3: Operational Control
•Signed Final Account Statement required before retention release
•Retention release also requires test results, commissioning certificates and H&S file docs
From the source document(9 clauses)
12.3Payment
No text in source for this clause.
12.3.1The QS shall ensure that all payment notices and pay less notices are issued to all Subcontractors in accordance with the terms of the relevant Subcontract Agreement. For each package, a payment assessment template or tracker shall be used which outlines the details of each payment so that it is clear to those that are approving the payment. This should contain a detailed build-up of the original order value, the build up to the Subcontractor’s applied amount and the BCE assessment.
No text in source for this clause.
12.3.2Once a payment assessment has been completed / agreed, the QS shall create a payment certificate within Coins at the earliest opportunity. This will allow the payment to be authorised as required and processed to appear on the weekly "Outstanding Subcontractor Payments" register which is circulated by the Accounts Department.
No text in source for this clause.
12.4Performance Review
No text in source for this clause.
12.4.1The Delivery Managers shall complete regular performance reviews in Coins for each Subcontractor engaged on the project. Where a Subcontractor or Supplier demonstrates exceptionally good or poor performance in any aspect of the scoring criteria, a review shall be completed at the earliest opportunity, and the Contracts Director and Regional Commercial Director shall be notified. All reviews should be accompanied by sufficient commentary so that the reasoning for any high or low scoring and areas for improvement can be ascertained. See BCE / Coins Subcontractor and Supplier Review Guide.
No text in source for this clause.
12.5Non-Conformance
No text in source for this clause.
12.5.1The Delivery Managers shall ensure that Non-Conformance Records (NCRs) (Form CP3-F01) are issued to all Subcontractors where required. They shall also ensure that all NCRs are investigated, actioned and closed out to our satisfaction within the relevant time period. See NCR Procedure section in CP3.
No text in source for this clause.
12.6Final Account
No text in source for this clause.
12.6.1The QS shall ensure that each Subcontractor signs a Final Account Statement once the Subcontractor’s final account value has been agreed. Retention shall not be released until the signed statement has been returned and any completion related obligations have been satisfied, including the provision of test results showing necessary compliance, commissioning certificates, and documentation required for the H&S file.
No text in source for this clause.
Documents you'll need
13People1 part
13.1.1-13.1.5 People
The Delivery Team ensures that all personnel engaged on the project, including Company employees, labour-only subcontractors and domestic subcontractors, are suitably qualified, trained and competent for the tasks they perform (competency requirements per CP6: SHEQ SHEQ). All personnel sign in and out of site daily — the Daily Briefing (Form ) records operative attendance and the Sign-in Register (Form ) records Delivery Team attendance. Where a Manager in the Delivery Team changes, the outgoing Manager completes the Change of Manager Checklist (Form ) to brief the incoming Manager. A Return-to-Work Interview (Form ) is completed on the day of return for a General Foreman, General Operative or Plant Operative returning after illness or injury that may affect their ability to work safely; the Contracts Manager arranges an occupational health referral if needed. Breaches of H&S or environmental requirements are managed in accordance with Disciplinary Process and the Company disciplinary procedures.
Key points
•Personnel must be qualified, trained and competent (CP6: SHEQ SHEQ)
•Daily Briefing () records operative attendance
•Sign-in Register () records Delivery Team attendance
•Change of Manager Checklist () on handover between Managers
•Return-to-Work Interview () on day of return for at-risk roles
•Breaches handled per Disciplinary Process
From the source document(6 clauses)
13People
No text in source for this clause.
13.1.1The Delivery Team shall ensure that all personnel engaged on the project, including Company employees, labour-only subcontractors, and domestic subcontractors, are suitably qualified, trained, and competent to undertake the tasks for which they are employed. For competency requirements see CP6 SHEQ.
No text in source for this clause.
13.1.2The Delivery Team shall ensure that all personnel sign in and out of site on a daily basis. The Daily Briefing (Form CP6-F51) shall serve as means of recording operative attendance, and Delivery Team attendance shall be recorded using the Sign in Register (Form CP6-F66).
No text in source for this clause.
13.1.3Where a Manager in the Delivery Team changes, the outgoing Manager is to complete the Change of Manager Checklist (Form CP5-F14) in order to effectively communicate information regarding the project to the incoming Manager.
No text in source for this clause.
13.1.4Where a General Foreman, General Operative or Plant Operative returns to work following illness or injury that may affect their ability to safely undertake their duties, a Return-to-Work Interview (Form CP5-F21) shall be completed on the day of return. The interview shall confirm fitness to work and identify any reasonable adjustments required. Where necessary, the Contracts Manager shall arrange an occupational health referral.
No text in source for this clause.
13.1.5The Contracts Manager shall ensure that any breaches of health, safety or environmental requirements on the project or in any premises are managed in accordance with S&G 052 Disciplinary Process and the Company’s disciplinary procedures.
No text in source for this clause.
Documents you'll need
14Site Offices, Welfare and Storage1 part
14.1.1-14.1.7 Site Offices, Welfare and Storage
The Contracts Manager ensures suitable welfare, accommodation and storage facilities are provided for the operational team in accordance with CDM 2015 and Company standards, giving the Plant Department at least two weeks' notice where units are required. Where on-site facilities are not reasonably practicable, suitable arrangements are made at an appropriate nearby location (further guidance in Workplace Health, Safety and Welfare Operations). Where facilities are provided by the Principal Contractor or Client, the Contracts Manager assesses them against legal and BCE requirements and raises improvements; if the Principal Contractor refuses, BCE provides facilities to meet its CDM duties. The Delivery Team plans and prepares the site per the Construction Phase Plan, considering layouts (offices, welfare, storage), plant/pedestrian segregation, traffic management, environmental constraints, refuelling and hazardous substance storage, mobile phone zones, emergency procedures, First Aid and underground/overhead services. Welfare, office and storage facilities are fully established within seven days of commencement, and the Site Set-Up Checklist (Form ) is completed by the Delivery Team.
Key points
•Welfare, accommodation and storage per CDM 2015 and Company standards
•Minimum two weeks' notice to Plant Department for units
•Nearby off-site facilities where on-site is not practicable ()
•Assess and improve PC/Client-provided facilities; BCE provides if PC refuses
•Plan site per CPP: layouts, segregation, traffic, environment, refuelling, comms, emergencies, First Aid, services
•Facilities fully established within 7 days of commencement
•Site Set-Up Checklist (Form ) completed by Delivery Team
From the source document(8 clauses)
14Site Offices, Welfare and Storage
No text in source for this clause.
14.1.1The Contracts Manager shall ensure that suitable welfare, accommodation and storage facilities are provided for the operational team in accordance with the requirements of CDM 2015 and Company standards.
No text in source for this clause.
14.1.2A minimum of two weeks’ notice shall be provided to the Plant Department where welfare or accommodation units are required.
No text in source for this clause.
14.1.3Where on-site facilities are not reasonably practicable, suitable arrangements shall be made at an appropriate nearby location. Further guidance is provided in S&G 044 Workplace Health, Safety and Welfare Operations.
No text in source for this clause.
14.1.4Where facilities are provided by the Principal Contractor or Client, they shall be assessed by the Contracts Manager to ensure they meet legal and BCE requirements. Where facilities are inadequate, the issue shall be raised, and improvements sought. Where the Principal Contractor refuses, BCE shall provide facilities as required under its CDM duties.
No text in source for this clause.
14.1.5The Delivery Team shall plan and prepare the site in accordance with the Construction Phase Plan, considering:

Layouts (offices, welfare, storage)

Plant / pedestrian segregation

Traffic management

Environmental constraints

Refuelling and hazardous substance storage

Mobile phone zones

Emergency procedures

First Aid; and

Underground / overhead services

14.1.6Welfare, office, and storage facilities shall be full established within seven days of commencement of works, in accordance with CDM requirements.
No text in source for this clause.
14.1.7The Site Set-Up Checklist (Form CP5-F03) shall be completed by the Delivery Team.
No text in source for this clause.
Documents you'll need
15Plant1 part
15.1.1-15.1.8 Plant
The Delivery Team submits plant requests to the Plant Department for all plant required for the project; all Plant Requests are addressed to the Plant Hire Desk before project commencement, and as soon as a need is identified, using the Plant Module on Coins. The Plant Hire Desk ensures a Pre-Delivery Inspection (Form ) is completed by the Foreman Fitter or nominated representative and issued to the Delivery Team. A delivery pack may accompany plant items containing Operational Manuals, and Test Certificates, Service History and Declaration of Conformity are emailed to the Delivery Team via Coins or made available on the Coins site plant workbench. All defects, problems or concerns are recorded on the Coins Dispatch/Return Note or Initial Plant Inspection Report (Form ) and reported immediately to the Plant Department. The Delivery Team must not hire or off-hire externally hired plant without authorisation from the Plant Hire Desk; all off-hires must be notified immediately via the Coins "off hire request" function (or by phone) and an off-hire number obtained. The Contracts Manager issues NCRs to the Plant Department using Form as required; the Plant Department actions and resolves them per CP3: Operational Control.
Key points
•Plant requests via Coins Plant Module to the Plant Hire Desk
•Pre-Delivery Inspection (Form ) by Foreman Fitter
•Test Certificates, Service History and Declaration of Conformity supplied via Coins
•Defects/issues recorded on Dispatch/Return Note or Form and reported immediately
•No external hire/off-hire without Plant Hire Desk authorisation; off-hire number required
•Plant NCRs issued via Form and resolved per CP3: Operational Control
From the source document(9 clauses)
15Plant
No text in source for this clause.
15.1.1The Delivery Team shall submit plant requests to the Plant Department for all plant required for the project. All Plant Requests are to be addressed to the Plant Hire Desk prior to project commencement and as soon as a need is identified using the Plant Module on the Coins ERP system.
No text in source for this clause.
15.1.2The Plant Hire Desk shall ensure that a Pre-Delivery Inspection (Form CP6-F17) is completed by the Foreman Fitter or nominated representative and issued to the Delivery Team.
No text in source for this clause.
15.1.3A delivery pack may also accompany the plant items and should contain the following:
No text in source for this clause.
15.1.4Operational Manuals
No text in source for this clause.
15.1.5The following documents should be emailed to the Delivery Team allotted within Coins or made available upon request via the Coins site plant workbench;

Test Certificates

Service History

Declaration of Conformity

15.1.6All defects, problems or concerns relating to any item of plant shall be recorded on the Coins generated Dispatch / Return Note or Initial Plant Inspection Report (Form CP6-F18) and reported immediately to the Plant Department.
No text in source for this clause.
15.1.7The Delivery Team are not permitted to hire or off-hire any externally hired plant without authorisation from the Plant Hire Desk. BCE’s Plant Hire Desk must be notified of all off hires immediately via the "off hire request" function within Coins or by telephone if internet access is unavailable. When plant is off-hired then an off-hire number must be requested from the Plant Department or the external supplier.
No text in source for this clause.
15.1.8Where required, the Contracts Manager shall ensure that NCRs are issued to the Plant Department using (Form CP3-F01). The Plant Department shall ensure that all NCRs are actioned and resolved within the relevant time period and in accordance with Procedure CP3.
No text in source for this clause.
Documents you'll need
16Materials1 part
16.1.1-16.1.9 Materials
The Buyer sources and orders all materials for the project; the Delivery Team may recommend suppliers but does not engage with them directly unless requested by the Buyer. At project handover the Estimator provides the Buyer with the ROMP-adjusted resource list. Materials take-offs are undertaken by the Delivery Team at the earliest opportunity and issued to the Buyer with total anticipated quantities to obtain the most competitive rates; orders are raised for total quantities and called off as required (quantity changes are accepted by the supplier, product line changes require re-negotiation by the Buyer). The Buyer produces a project materials schedule in consultation with the Delivery Team to plan requirements, manage lead times and coordinate deliveries in line with the construction programme, and ensures site set-up orders are placed at commencement without prompting. Delivery Managers are consulted on contentious, non-compliant or off-specification materials; the Contracts Manager makes the final accept/reject decision. Where a term deal order already exists in Coins, additional non-term deal products are added as separate lines rather than raising a new order; the Buyer arranges the first material call-off, then responsibility for subsequent deliveries transfers to the Delivery Team (Buyer re-engaged to support issue resolution). The Buyer resolves invoice queries for orders raised by them or via their area purchase card within one week of receipt where possible; purchase cards are used for reactive needs per the Purchase Card Instructions on the EDMS.
Key points
•Buyer sources and orders materials; Delivery Team does not engage suppliers directly
•Estimator provides ROMP-adjusted resource list at handover
•Take-offs issued to Buyer with total quantities for best rates; called off as required
•Project materials schedule used to plan lead times and deliveries
•Site set-up orders placed at commencement without prompting
•Contracts Manager makes final call on contentious/non-compliant materials
•Additional non-term-deal products added as lines to existing term deal Coins orders
•Buyer resolves invoice queries; purchase cards per EDMS instructions
From the source document(10 clauses)
16Materials
No text in source for this clause.
16.1.1The Buyer shall be responsible for sourcing and ordering all required materials for a project. The Delivery Team should notify the Buyer if they have any supplier recommendations that they wish to be considered, however, they shall not engage directly with suppliers unless requested to do so by the Buyer.
No text in source for this clause.
16.1.2At project handover, the Estimator will provide the Buyer with the ROMP adjusted resource list.
No text in source for this clause.
16.1.3Materials take-offs are to be undertaken by the Delivery Team at the earliest opportunity and issued to the Buyer. Take-offs shall include total anticipated quantities for the material category to ensure that the most competitive rates can be obtained, this is to based on the information at the start of the project. Orders shall then be raised for the total quantities and called off as required. Changes to quantities are accepted by the supplier, however, changes to product lines will need to be re-negotiated with by Buyer.
No text in source for this clause.
16.1.4The Buyer shall produce a project materials schedule in consultation with the Delivery Team. The schedule shall be used to plan material requirements, manage lead times, and coordinate deliveries in line with the construction programme.
No text in source for this clause.
16.1.5The Buyer shall ensure that all site set-up orders are placed at the commencement of the project without prompting.
No text in source for this clause.
16.1.6The Delivery Managers shall be consulted on any materials proposed for use that are contentious, non-compliant or represent a departure from specification. The Contracts Manager shall make the final decision on whether such materials are accepted or rejected.
No text in source for this clause.
16.1.7Where a term deal order already exists within Coins for a particular supplier, any additional non-term deal products shall be negotiated and added as separate lines to the existing order. New orders shall not be raised in these circumstances. The Buyer shall arrange the first material call-off, after which responsibility for coordinating subsequent deliveries shall transfer to the Delivery Team. Where issues arise, the Buyer shall be re-engaged to support resolution.
No text in source for this clause.
16.1.8The Buyer shall be responsible for resolving any invoice queries associated with orders raised by them personally or any purchase made within their area from site using their purchase card. Wherever possible, invoice queries should be responded to within one week of receipt.
No text in source for this clause.
16.1.9Purchase cards shall be used to collect materials for reactive needs. Guidance on their use is provided in the separate Purchase Card Instructions document, available to BCE employees on the EDMS.
No text in source for this clause.
17Site Administration1 part
17.1.1-17.1.2 Site Administration
The Contracts Manager ensures that site administration items are maintained, updated and dealt with as set out in the procedure, covering documentation, communications, records and progress information required to run the site. All Delivery Notes are returned to the Accounts Department on a weekly basis and segregated by order number to facilitate efficient and accurate data entry into Coins.
Key points
•Contracts Manager maintains and updates required site administration items
•Delivery Notes returned to Accounts weekly
•Delivery Notes segregated by order number for accurate Coins data entry
From the source document(3 clauses)
17Site Administration
No text in source for this clause.
17.1.1The Contracts Manager shall ensure that the following items are maintained, updated, and that they are dealt with as below:Edited
(See table below)
17.1.2All Delivery Notes shall be returned to the Accounts Department on a weekly basis and shall be segregated by order number to facilitate efficient and accurate data entry into Coins.
No text in source for this clause.
18Project Completion1 part
18.1.1-18.1.6 Project Completion
Prior to completion of the works, or any agreed sectional completions, the Contracts Manager arranges a joint inspection with the Client and any other required parties to confirm all works have been completed in accordance with the Contract and that all defects have been raised and remedied. The Contracts Manager ensures all contractual completion requirements are satisfied, including sign-offs from the Highways and Drainage Authorities' Inspectors and provision of any required project documentation, and completes the Completion Requirements Checklist (Form ) to confirm readiness for formal completion. Photographic records (photos, CCTV sewer surveys, video footage or drone surveys) are taken wherever possible before handover and documented and agreed with the Client as a record of the condition of the works at handover. On completion the Contracts Manager ensures the predicted carbon contribution is compared against actual within BCIRT, and the Head of ESG publishes business- and project-level reports on how carbon was managed on the Company's premises and projects.
Key points
•Joint completion inspection with the Client to confirm works and defects
•All contractual completion requirements satisfied including authority sign-offs
•Completion Requirements Checklist (Form ) completed
•Photographic/video/CCTV/drone records taken and agreed with Client at handover
•Predicted vs actual carbon compared in BCIRT on completion
•Head of ESG publishes business- and project-level carbon reports
From the source document(7 clauses)
18Project Completion
No text in source for this clause.
18.1.1Prior to completion of the works, or any agreed sectional completions, the Contracts Manager shall arrange a joint inspection with the Client and any other parties required. The purpose of the inspection shall be to confirm that all works have been completed in accordance with the Contract and that all defects have been raised and remedied.
No text in source for this clause.
18.1.2The Contracts Manager shall ensure that all contractual completion requirements have been satisfied, including sign-offs from the Highways and Drainage Authorities’ Inspectors along with the provision of any documentation required in relation to the project.
No text in source for this clause.
18.1.3The Contracts Manager shall complete the Completion Requirements Checklist (Form CP5-F17) to confirm that all completion activities have been undertaken and that the project is ready for formal completion.
No text in source for this clause.
18.1.4Photographic records of the nature, condition and extent of the completed works shall be taken wherever possible. Such photographic records can consist of photographs, CCTV surveys of sewers, video footage of the works or drone surveys. These photographic records should be taken before the works are handed over to the Client, or any other user. The photographic records shall be documented and agreed with the Client as a record of the condition of the works at handover.
No text in source for this clause.
18.1.5Upon completion of the project, the Contracts Manager shall ensure that the predicted carbon contribution for the project is compared against the actual within BCIRT.
No text in source for this clause.
18.1.6The Head of ESG shall publish reports, at a business and project level upon completion detailing how carbon was managed on the Company’s premises and projects.
No text in source for this clause.
Documents you'll need
19Health and Safety File1 part
19.1.1-19.1.5 Health and Safety File
The Contracts Manager ensures the Delivery Team obtains and collects the information required for the Health and Safety File throughout the works. As the project approaches completion the Contracts Manager notifies the SHEQ Team by email and requests production of the H&S File, confirming the required content and completion date — done in advance of Completion and in accordance with the Contract to avoid delay to the Client's grant of Completion. The requirement for an H&S File is recorded in the relevant section of the PDD. The Delivery Team provides all information required, and the SHEQ Team produces the H&S File (Form ) for review and acceptance within two weeks of the Contracts Manager's request; once accepted by the Contracts Manager the file is issued to the Client.
Key points
•Delivery Team collects H&S File information throughout the works
•Contracts Manager requests H&S File from SHEQ Team in advance of Completion
•H&S File requirement recorded in the PDD
•SHEQ Team produces H&S File (Form ) within two weeks of request
•Issued to the Client once accepted by the Contracts Manager
From the source document(6 clauses)
19Health and Safety File
No text in source for this clause.
19.1.1The Contracts Manager shall ensure that the Delivery Team obtains and collects the information required for the Health and Safety file throughout the progress of the works.
No text in source for this clause.
19.1.2As the project approaches completion, the Contracts Manager shall notify the SHEQ Team by email and request that a Health and Safety File is produced for the project. The Contracts Manager shall confirm the required content and completion date for the Health and Safety File to the SHEQ Team. To avoid any delay in the Client’s granting of Completion this will be done in advance of Completion, and in accordance with the requirements of the Contract.
No text in source for this clause.
19.1.3The requirement for a Health & Safety File is to be recorded in the relevant section of the PDD.
No text in source for this clause.
19.1.4The Delivery Team shall provide all information required to produce the Health and Safety File, including, but not limited to;

“As Built” Drawings.

Method Statements.

Manufacturers’ information.

Operating and Maintenance Manuals.

19.1.5The SHEQ Team shall produce the Health and Safety File (Form CP5-F19) for review and acceptance within two weeks of the Contracts Manager’s request. Once accepted by the Contracts Manager, the file shall be issued to the Client.
No text in source for this clause.
Documents you'll need
20Completion Certificate1 part
20.1.1 Completion Certificate
Once the Delivery Team is satisfied that all Completion or Sectional Completion requirements have been met, the QS shall request a Completion or Sectional Completion Certificate from the Client in writing using Form .
Key points
•QS requests Completion or Sectional Completion Certificate in writing
•Request only after all completion requirements have been met
•Use Form
From the source document(2 clauses)
20Completion Certificate
No text in source for this clause.
20.1.1Once the Delivery Team is satisfied that all Completion or Sectional Completion requirements have been met, the QS shall request in writing a Completion or Sectional Completion Certificate from the Client (Form CP5-F18).
No text in source for this clause.
Documents you'll need
21Final Account.1 part
21.1.1 Final Account
The QS prepares and submits the final account to the Client in accordance with the Contract, agrees it with the Client and claims and pursues any monies due to the company. Where agreement cannot be reached, the matter is escalated to the Regional Commercial Director or Regional Managing QS for resolution.
Key points
•QS prepares and submits final account per the Contract
•Agree the account with the Client and pursue monies due
•Escalate disputes to Regional Commercial Director or Regional Managing QS
From the source document(2 clauses)
21Final Account.
No text in source for this clause.
21.1.1The QS shall prepare and submit the final account to the Client in accordance with the Contract. This shall be agreed with the Client and any monies due to the company shall be claimed and pursued. Where agreement cannot be reached, the matter shall be escalated to the Regional Commercial Director or Regional Managing QS for resolution.
No text in source for this clause.
22Maintenance / Defects Certificate1 part
22.1.1-22.1.3 Maintenance / Defects Certificate
The Contracts Manager ensures all defects are rectified and that a final inspection is carried out with the Client at the end of the Defects or Maintenance Period, with a written record of final acceptance obtained from the Client. The QS then applies for the Defects or Maintenance Certificate and, upon issue, applies for the release of any retention and remaining monies due under the Contract, continuing to pursue all outstanding payments until received.
Key points
•Contracts Manager ensures all defects are rectified
•Final inspection with Client at end of Defects/Maintenance Period
•Obtain written record of final acceptance from the Client
•QS applies for Defects/Maintenance Certificate
•QS applies for release of retention and remaining monies
•QS pursues all outstanding payments until received
From the source document(4 clauses)
22Maintenance / Defects Certificate
No text in source for this clause.
22.1.1The Contracts Manager shall ensure that all defects are rectified and that a final inspection is carried out with the Client at the end of the Defects or Maintenance Period. A written record of final acceptance shall be obtained from the Client.
No text in source for this clause.
22.1.2The QS shall apply for the Defects or Maintenance Certificate and, upon issue, shall apply for the release of any retention, and any remaining monies due under the Contract.
No text in source for this clause.
22.1.3The QS shall continue to pursue all outstanding payments from the Client until such time as all monies have been received.
No text in source for this clause.
23Defects Period CVRs1 part
23.1.1 Defects Period CVRs
During the Defects or Maintenance Period the QS produces CVRs on a quarterly basis at the quarter ends of 31 March, 30 June, 30 September and 31 December. Quarterly CVRs continue until the Close Out CVR can be produced, which follows receipt of all monies and resolution of all matters including any contentious items with Subcontractors or Suppliers.
Key points
•QS produces quarterly CVRs during the Defects/Maintenance Period
•Quarter ends: 31 Mar, 30 Jun, 30 Sep, 31 Dec
•Continue until the Close Out CVR can be produced
•Close Out CVR follows receipt of all monies and resolution of all matters
From the source document(2 clauses)
23Defects Period CVRs
No text in source for this clause.
23.1.1During the Defects or Maintenance Period, the QS shall produce CVRs on a quarterly basis at the Quarter ends of 31st March, 30th June, 30th September and 31st December. Quarterly CVRs shall continue until such time as the Close Out CVR can be produced. This will be following receipt of all monies and resolution of all matters including resolution of any contentious matters with Subcontractors / Suppliers.
No text in source for this clause.
24Customer Satisfaction1 part
24.1.1-24.1.2 Customer Satisfaction
Contracts Managers establish and monitor measurable Key Performance Indicators (KPIs) to assess Customer Satisfaction and support continual improvement. KPIs tracked include Repeat Business (percentage of returning customers over a defined period), Customer Complaints & Resolutions (volume, nature and resolution time of complaints), and NCRs (frequency and severity of quality-related issues). Customer satisfaction data is reviewed at project completion and summarised at Management Review to identify trends, improvement opportunities and actions to enhance customer satisfaction.
Key points
•Contracts Managers establish and monitor Customer Satisfaction KPIs
•Repeat Business — percentage of returning customers
•Customer Complaints & Resolutions — volume, nature and resolution time
•NCRs — frequency and severity of quality-related issues
•Data reviewed at project completion and summarised at Management Review
From the source document(3 clauses)
24Customer Satisfaction
No text in source for this clause.
24.1.1The Contracts Managers shall establish and monitor measurable Key Performance Indicators (KPIs) to assess Customer Satisfaction and support continual improvement.
No text in source for this clause.
24.1.2The following KPIs will be tracked:

Repeat Business: This metric measures the percentage of returning customers over a defined period. It helps gauge Client retention and satisfaction based on repeat orders or contracts;

Customer Complaints & Resolutions: This KPI tracks the volume, nature, and resolution time of customer complaints. By analysing this data, BCE can identify recurring issues and ensure that complaints are addressed promptly to maintain customer satisfaction;

NCRs: This KPI measures the frequency and severity of quality-related issues reported during projects. By monitoring NCRs, BCE can identify areas where quality can be improved, ensuring that corrective actions are taken to prevent recurrence.

Customer satisfaction data is reviewed at project completion and summarised at Management Review to identify trends, improvement opportunities and actions to enhance customer satisfaction.
25Performance Evaluation1 part
25.1.1-25.1.2 Performance Evaluation
Delivery Managers ensure project performance is monitored and evaluated throughout the project lifecycle. Performance is reported on a quarterly basis for projects selected by the Directors, with the Delivery Manager Quarterly Review (DMQR) agenda (Form ) completed by the Delivery Managers prior to the meeting and presented to the Directors. Lessons learnt during the DMQR are recorded on the lessons learnt database and shared with all employees.
Key points
•Delivery Managers monitor and evaluate project performance throughout the lifecycle
•Quarterly reporting for projects selected by the Directors
•DMQR agenda completed using Form and presented to Directors
•Lessons learnt recorded in the lessons learnt database and shared company-wide
From the source document(3 clauses)
25Performance Evaluation
No text in source for this clause.
25.1.1The Delivery Managers shall ensure that project performance is monitored and evaluated throughout the project lifecycle. Performance will be reported on a quarterly basis for projects selected by the Directors. The Delivery Manager Quarterly Review (DMQR) agenda (Form CP5-F22) will be completed prior to the meeting by the Delivery Managers and presented to the Directors.
No text in source for this clause.
25.1.2Lessons learnt during the DMQR will be recorded on the lessons learnt database and shared with all employees.
No text in source for this clause.
Documents you'll need

Tables & figures

All tables, charts and diagrams extracted from the source PDF.

Page 12 — Site Administration item maintenance and update procedures

CP5: Contract

In this procedure

1.1-1.3 Purpose and Scope —1 part

2.1-2.3 Handover

3.1-3.10 Project Pre-Start SHEQ Briefing (PPSB)

4.1-4.4 Project Team Briefing (PTB)

5.1.1-5.1.4 Pre-start Surveys

6.1.1-6.1.4 Statutory, Regulatory or Company Documents

7.1.1-7.1.12 Contractual & Commercial

8.1.1 Drawing & Document Control

9.1.1-9.1.5 Programme

10.1.1 Risk and Opportunity Management Plan (ROMP)

11.1.1-11.1.4 Cost Plan

12.1.1-12.2.9 Sub-contracts — Approval and Procurement

12.3-12.6 Sub-contracts — Payment, Performance, NCRs and Final Account

13.1.1-13.1.5 People

14.1.1-14.1.7 Site Offices, Welfare and Storage

15.1.1-15.1.8 Plant

16.1.1-16.1.9 Materials

17.1.1-17.1.2 Site Administration

18.1.1-18.1.6 Project Completion