Procedure · pre-contract-procedure-cp4-breheny-civil-engineering-ltd-cp4

Sections

Key points

In this procedure

1Purpose and Scope1 part
1–1.1 Purpose and scope
This procedure covers how BCE handles Pre-Qualification Questionnaires (PQQs), Selection Questionnaires (SQs) and Tender Bids. It ensures opportunities are only pursued when they fit the company’s strategy, capacity and risk tolerance, and that bids meet commercial, contractual, programme, quality, health & safety, environmental and carbon requirements. Responses are prepared using the Integrated Management System (IMS) and handed over to the Delivery Team after contract award. The procedure applies to all PQQs, SQs and Tender Bids run by BCE.
Key points
•Covers PQQ, SQ and tender bids
•Ensures alignment with strategy, capacity and risk
•Uses IMS for standardised responses
From the source document(2 clauses)
1Purpose and Scope
No text in source for this clause.
1.1.1This procedure sets out the standard processes for the identification, evaluation, preparation, review, submission and handover of PreQualification Questionnaires (PQQs), Selection Questionnaires (SQs) and Tender Bids undertaken by Breheny Civil Engineering Ltd (BCE).

Specifically, this procedure ensures that:

Opportunities are reviewed and accepted only where risks, capacity and strategic fit with BCE’s objectives and business needs have been considered and approved;

Bid opportunities are evaluated to ensure that commercial, contractual, programme, quality, health & safety, environmental and carbon requirements are clearly understood and can be met by BCE;

Tender submissions are prepared in accordance with the Integrated Management System (IMS), using a structured and standardised approach with clearly defined roles and responsibilities, to ensure submissions are consistent, compliant and controlled; and

Bid information, assumptions and commitments are clearly recorded and effectively handed over to the Delivery Team following contract award.

This procedure shall apply to all PQQ, SQ and Tender Bids undertaken by BCE.
2Opportunity Identification1 part
2–2.2.1 Opportunity identification and bid/no-bid decision
Opportunities come from PQQs, ITTs, EOIs, frameworks, procurement portals and client enquiries. Directors decide whether to bid based on business strategy, available resources, risk profile and contractual/commercial considerations. This ensures the company only pursues suitable work.
Key points
•Multiple sources for opportunities
•Directors make bid/no-bid decisions
•Decision based on strategy, capacity and risk
From the source document(4 clauses)
2Opportunity Identification
No text in source for this clause.
2.1.1Opportunities to secure future work are received through, but are not limited to;

Pre-Qualification Questionnaires (PQQ)

Invitations to Tender (ITT)

Expressions of Interest (EOI)

Frameworks – Select List, Direct Award or Call Off

Procurement Portals

Bespoke Client enquiries / tenders.

2.1.2Bid / No Bid DecisionEditedAdded
No text in source for this clause.
2.2.1The Directors are responsible for deciding whether an opportunity is accepted or declined, taking into account;

Business strategy

Capacity – Pre-Contract and Delivery resources

Risk profile

Contractual and Commercial considerations.
3Bid Preparation5 parts
3–3.1.2 Project set-up and applicability of procedures
The Project Details Database (PDD) creates project numbers and records who’s responsible for preparing the bid. For low-risk, short-duration or framework works, the Contracts or Framework Manager can scale back IMS requirements; they must consult the Head of ESG if unsure and record the decision in the PDD. Any deviations from applicable procedures need formal approval per CP1: IMSM IMS Manual.
Key points
•PDD generates project numbers
•Managers can tailor IMS for low-risk works
•Deviations require formal approval
From the source document(4 clauses)
3Bid Preparation
No text in source for this clause.
3.1Project Set-Up
No text in source for this clause.
3.1.1Project numbers are generated from the Project Details Database (PDD). The appropriate Director assigns personnel responsible for preparing the information required for the Tender Bid.
No text in source for this clause.
3.1.2Applicability of the Company Procedures
For maintenance, framework or multi-project arrangements, or where works are of short duration or low risk, the Contracts Manager or Framework Manager shall determine the applicability and extent of IMS requirements, procedures and controls on the basis of the scope of works, overall and project-specific risks and opportunities, and applicable client and contractual requirements. Guidance from the Head of ESG shall be obtained where proportional application, exceptions, or uncertainty arise. The basis of this determination shall be recorded within the Project Details Database (PPD).

In the relevant PPD column, select “Yes” where the procedures apply to the project and “No” where it does not. Any departure from an applicable procedure shall be formally approved and recorded in accordance with Clauses 1.5–1.8 of the CP1 IMS Manual.
3.2–3.4.1 Tender notification, documents and client finance review
The PDD produces a Tender Notification Form (TNF) to brief the Pre-Contract Team and request inputs. Admin logs tender documents and drawings; estimators keep the drawing register current. The Finance Director carries out client or funding reviews when needed and reports findings to the Commercial and Estimating Directors.
Key points
•TNF informs the team
•Admin and Estimator manage document control
•Finance Director reviews client credit when needed
From the source document(6 clauses)
3.2Tender Notification
No text in source for this clause.
3.2.1The PDD shall be completed by the appropriate Director, generating the Tender Notification Form (TNF), which is issued via email to the relevant personnel and departments, identifying the required inputs.
No text in source for this clause.
3.3Drawing and Document Control
No text in source for this clause.
3.3.1The admin team will book in the tender docs and drawings, this shall be managed in accordance with CP3 Operational control, section 3.0. The Estimator shall maintain oversight of the Drawing and Document Register to ensure that all current information is recorded; this shall be managed in accordance with CP3 Section 3
No text in source for this clause.
3.4Client Financial Review
No text in source for this clause.
3.4.1A financial review of the Client and any funding source is completed by the Finance Director where it is deemed appropriate. Feedback shall be provided following this review to the Commercial and Estimating Directors.
No text in source for this clause.
3.5–3.7.1 Tender launch, carbon assessment and queries
If needed, the Estimator runs a Tender Launch Meeting to allocate tasks and deadlines. For projects with notable carbon impact, Directors must identify decarbonisation opportunities and appoint someone to do a whole-life carbon assessment per the Carbon Management Manual. Any team member can raise Tender Queries (TQs); TQs must be drafted by the responsible person and submitted via the agreed client channel, with responses saved to the project email by the recipient.
Key points
•Launch meeting assigns roles and deadlines
•Carbon assessments required for significant impacts
•TQs managed by the team and recorded
From the source document(7 clauses)
3.5Tender Launch Meeting
No text in source for this clause.
3.5.1Where considered necessary, the Estimator shall convene a Tender Launch Meeting as early as practicable with attendees deemed appropriate. The meeting will be used to discuss the requirements of the Tender Bid and allocate actions and deadlines to the relevant members of the Pre-Contract Team.
No text in source for this clause.
3.6Carbon and Decarbonisation Assessment
No text in source for this clause.
3.6.1Where the potential impact is deemed significant, the Directors shall;

Ensure opportunities for decarbonisation are identified and prioritised

Appoint competent personnel to carry out the whole-life carbon assessment.

3.6.2Assessments shall be conducted in accordance with the requirements of BCE’s Carbon Management Manual (Clause 6.0).
No text in source for this clause.
3.7Tender Queries
No text in source for this clause.
3.7.1Each member of the Pre-Contract Team shall be responsible for identifying matters that require a Tender Query (TQ). TQs should be written by the relevant individual, ready for submission. TQs shall be submitted in accordance with the Client’s requirements using the appropriate method via the communication channel agreed at the outset. Wherever possible this shall be a member of the Admin Department. All Client responses shall be issued to the project number email address by the relevant individual.
No text in source for this clause.
3.8–3.9.2 Contractual, bonds and insurance checks
The commercial lead reviews contract documents early (using Form ) and prepares contract responses or issues TQs if qualifications are not allowed. For bonds or special insurance, the Commercial Director gets broker quotes using Form and informs the Estimator of allowances to include in the tender price.
Key points
•Commercial review early in process
•Broker handles bond/insurance quotations
•Allowances added to tender price
From the source document(6 clauses)
3.8Contract and Commercial Review
No text in source for this clause.
3.8.1The individual providing commercial input into the tender, shall carry out a review of all of the proposed contract documents using (Form CP5-F15). This shall be completed as early as possible and issued to the Pre-Contract Team.
No text in source for this clause.
3.8.2Where appropriate, a commercial and contractual response suitable for issuing to the Client shall be prepared. This is to ensure that the Client is made aware of any aspects of the contract which will require further discussion if our Tender Bid is of interest. Where qualifications are not permitted, such items shall be raised as TQs during the tender period.
No text in source for this clause.
3.9Bonds and Insurances
No text in source for this clause.
3.9.1Where a performance or retention bond is required, the relevant Commercial Director shall obtain a quotation by completing and issuing (Form CP4-F02) to our broker. On receipt of the quotation, the Commercial Director shall advise the Estimator of the allowance required within the tender price.
No text in source for this clause.
3.9.2Where additional or bespoke insurance cover is required, the Commercial Director shall obtain quotations for the required cover from our broker.
No text in source for this clause.
Documents you'll need
3.10–3.11.2 Estimating, programmes and ROMP
The Estimator builds the nett cost from first principles — labour, plant, materials, subcontractors and preliminaries — with input from specialists. The Planner produces compliant programmes and phasing plans. The Estimator, planner, commercial and construction teams complete the Risk & Opportunity Management Plan (ROMP) (Form ) to log risks, opportunities, safety/environmental and carbon items; the pre-contract team continuously updates it during the tender.
Key points
•Nett cost built from first principles
•Planner supplies programme and phasing
•ROMP records risks and carbon opportunities
From the source document(5 clauses)
3.10Nett Cost Estimate – Tender Price
No text in source for this clause.
3.10.1The Estimator shall calculate the nett cost of the project from first principles, making the necessary allowances for labour, plant, materials, subcontractors and preliminaries. Input shall be obtained from the relevant individuals for any allowances to suit their specific requirements.
No text in source for this clause.
3.11Programme and Phasing Plans
No text in source for this clause.
3.11.1The Planner shall produce a programme which is compliant with the contract documentation and any tender requirements. The appropriate Director shall advise whether the programme should be resourced to identify labour and plant requirements, to allow cross check the Estimator’s resource allowances and/or to achieve compliance with the contract and/or tender requirements.
No text in source for this clause.
3.11.2The Planner shall prepare phasing plans, logistics drawings and a programme narrative as required in a suitable format to assist the pricing exercise and where required for submission to the Client.
No text in source for this clause.
Documents you'll need
4Risk & Opportunity Management Plan (ROMP)1 part
4–4.1 Risk & Opportunity Management Plan (ROMP)
The Estimator, working with planning, commercial and construction personnel, completes the Risk & Opportunity Management Plan (). The team considers all tasks, activities and situations to identify the risks and opportunities associated with the project — including significant safety and environmental risks and carbon reduction opportunities. All members of the Pre-Contract Team are responsible for adding items to the ROMP throughout the tender process.

Related form: (Risk & Opportunity Management Plan).
Key points
•Estimator owns the ROMP () but the whole Pre-Contract Team contributes.
•Capture safety, environmental and carbon-reduction items alongside commercial risk and opportunity.
•Keep the ROMP live throughout the tender — add items as they are identified.
From the source document(2 clauses)
4Risk & Opportunity Management Plan (ROMP)
No text in source for this clause.
4.1The Estimator, in conjunction with the planning, commercial and construction personnel, shall complete the ROMP (CP4-F01), considering all tasks, activities and situations to identify the risks and opportunities that may be associated with the project, including significant safety and environmental risks and carbon reduction opportunities. All members of the Pre-Contract Team are responsible for adding items to the ROMP during the tender process.
No text in source for this clause.
Documents you'll need
5Temporary Works1 part
5–5.1.1 Temporary works classification
Temporary works should be identified early and classified using Form , which is incorporated within the ROMP (). Early identification avoids delays and informs cost and programme planning.
Key points
•Identify temporary works early
•Record classification on
•Maintain the Temporary Works Register
•Include in the ROMP () for visibility
From the source document(2 clauses)
5Temporary Works
No text in source for this clause.
5.1.1IdentifiedEdited
Temporary works shall be identified as early in the process as possible. All temporary works identified shall be classified and recorded on (Form CP6-F52) – Classification of Temporary Works) which is incorporated within the ROMP. The Temporary Works Register (Form CP6-F58) is also located within the ROMP, Temporary Works Items contained within the register are prepopulated by completion of Form CP6-F52.
Documents you'll need
6Quality Responses and Submission Management1 part
6–6.1.1 Quality responses and submission management
The Bid Writer handles the quality response: captures ITT requirements, sets deadlines, coordinates reviewers, runs workshops to surface innovation and experience, ensures draft reviews and final compliance with formatting and limits, and gathers feedback to improve future bids.
Key points
•Bid Writer coordinates quality responses
•Workshops capture innovation
•Ensure compliance with ITT format and limits
From the source document(2 clauses)
6Quality Responses and Submission Management
No text in source for this clause.
6.1.1Where required, the quality response requirements are assessed and actioned by the Bid Writer, who;

Captures the requirements as identified in the ITT and sets timescales for completion.

Organises reviewers for comment and/or sign off the quality responses.

Convenes (as required) a quality response review workshop to ensure we maximise the capturing of ideas, innovation and knowledge about our experience that can be included within the response.

Ensures draft responses are reviewed by the appropriate level of staff in sufficient timescales to enable comments and editing of the drafts to take place.

Ensures the final response documents comply with the ITT requirements, including answers to all questions and checks for meeting any page, work or character limits.

Obtains feedback in relation to an ITT’s Quality performance. This information shall be shared with the Pre-Contracts Team for consideration and possible improvement. If pertinent, feedback from ITTs should also be shared with the Contracts / Commercial Teams.
7Sub-contract Enquiries and Quotations1 part
7–7.3.4 Subcontract enquiries and approvals
A nominated person prepares the Subcontract Enquiries Schedule () and suggests subcontract recipients. Check the Subcontract Approvals Tracker; unapproved subcontractors get approval questionnaires (). Enquiries are sent by email with full information; follow-up correspondence is saved to EDMS and the project email. The Estimator reviews returned quotes for compliance and suitability.
Key points
•Use for enquiry schedule
•Check and approve subcontractors via tracker
•Save correspondence to EDMS
From the source document(10 clauses)
7Sub-contract Enquiries and Quotations
No text in source for this clause.
7.1Enquiry Management
No text in source for this clause.
7.1.1The individual responsible for Subcontract enquiries shall be selected by the Director. This person shall prepare the Enquiries Schedule (Form CP4-F07) and circulate a link via email to the Pre-Contract Team. Input shall be provided in order to populate the schedule with their preferred recipients of enquiries for each Subcontract package. The Subcontract Selection Process document should be referred to as an aid to select Subcontractors by checking for suitable options within the relevant region.
No text in source for this clause.
7.2Subcontractor Approval
No text in source for this clause.
7.2.1The approval status of each proposed recipient of an enquiry should be checked within the Subcontract Approvals Tracker. Where a Subcontractor does not have approved status (Approved), they should be sent an approval questionnaire (Form CP4-F08) with the enquiry. The approvals process is detailed within CP5.
No text in source for this clause.
7.3Issuing of Enquiries, Quotation Receipt and Review
No text in source for this clause.
7.3.1Time permitting, the individual responsible for sending enquiries should forewarn the Subcontractor verbally of the impending enquiry, checking that they are able to confirm the following;

They are interested in providing a quotation.

They are able to meet the return deadline required.

7.3.2The enquiries should be sent via a bespoke e-mail containing all information including drawings, documents and specifications relevant to the Subcontract package. The information issued shall be recorded on the document register tab within the enquiries schedule.
No text in source for this clause.
7.3.3All subsequent relevant correspondence following the initial enquiry shall be recorded and saved within the EDMS and distributed to the project email address. The enquiry schedule shall be maintained throughout the tender period, ensuring it is up to date.
No text in source for this clause.
7.3.4The Estimator is responsible for reviewing the returned Subcontract quotations and ensuring compliance with both BCE requirements and the tender information.
No text in source for this clause.
Documents you'll need
8Material Enquiries and Quotations1 part
8–8.6.1 Materials procurement and carbon-conscious buying
Supply Chain assigns a Buyer and Buying Admin logs project details. Buyers should prioritise low-carbon options, local suppliers, recycled content and reduced transport. The Estimator provides a material resource list early. Buyers check quotes for compliance, provide a Materials Schedule () with nett costs two working days before BRATS, and flag long lead times. The Supply Chain Manager maintains the estimating library and term deals.
Key points
•Buyer assigned early
•Consider carbon and local sourcing
•Materials schedule submitted before BRATS
From the source document(14 clauses)
8Material Enquiries and Quotations
No text in source for this clause.
8.1Buyer Appointment
No text in source for this clause.
8.1.1Following the circulation of a TNF, the Supply Chain Manager will assign a Buyer. Buying Admin shall enter all details onto the project tracker.
No text in source for this clause.
8.2Carbon-Conscious Procurement
No text in source for this clause.
8.2.1The Buyer shall incorporate carbon reduction criteria in procurement decisions including:

Low-carbon opportunities – energy efficiency, alternative fuels and lower carbon services

Local suppliers

Materials with high recycled content

Reduced transport emissions

8.3Materials Resource List
No text in source for this clause.
8.3.1The Estimator shall provide the Buyer with a resource list as early as practicable to identify the material requirements for the project.
No text in source for this clause.
8.4Quotation Review
No text in source for this clause.
8.4.1The Buyer shall review the returned material quotations and ensure that each of the products quoted is fully compliant with the tender information and/or the relevant specification(s). Any quotations obtained for market data, or any other reason must be identified as such, so as not to be used within the tender submission.
No text in source for this clause.
8.5Materials Schedule
No text in source for this clause.
8.5.1The Buyer shall submit the materials schedule (Form CP4-F09) with supporting quotations and details to the Estimator at least two working days prior to the Bid Review and Tender Settlement (BRATS) meeting. The proposed costs within the schedule shall be as close to a nett buying figure as possible with all factors considered. Until a BRATS meeting date is agreed, it is assumed to be two working days prior to the tender submission date.
No text in source for this clause.
8.5.2The Buyer shall identify and communicate any significant material lead times, or any other issues that may impact pricing or programme allowances.
No text in source for this clause.
8.6Estimating Library
No text in source for this clause.
8.6.1The Supply Chain Manager is responsible for maintaining the materials section of the estimating software library and term deal agreements.
No text in source for this clause.
Documents you'll need
9Mid-Tender Review Meeting1 part
9–9.1.1 Mid-tender review
If needed, the Estimator runs a mid-tender review to check progress, develop win themes, explore value engineering, and resolve issues affecting competitiveness or delivery.
Key points
•Mid-tender meeting to align team
•Identify win themes and value engineering
•Fix issues early
From the source document(2 clauses)
9Mid-Tender Review Meeting
No text in source for this clause.
9.1.1Where deemed necessary, the Estimator shall convene a mid-tender review meeting with the Pre-Contract Team to;

Review progress with all aspects of the bid

Consider and develop win themes

Discuss value engineering opportunities

Identify and address any issues affecting the proposed project works or the delivery of a competitive tender.
10Bid Review and Tender Settlement (BRATS) Meeting1 part
10–10.6.1 BRATS meeting and price finalisation
The Estimator convenes BRATS (Form ) within a week of the TNF. Attendees include Estimator, Planner, Construction, Commercial, Buyer, Bid Writer and Directors. Before BRATS, the team reviews programme, prelims, cost plan, subcontract suitability and the ROMP (Form ) draft. BRATS reviews scope, contract points, programme, nett cost elements, the ROMP, quality, carbon opportunities and overhead/profit allowances. After BRATS, agree which ROMP items are priced separately versus included in rates, apply overhead/profit, and finalise the tender price. For successful bids, predicted fuel usage is recorded in the PDD for carbon reporting.
Key points
•Convene BRATS using Form (BRATS Template)
•Draft and finalise the ROMP (Form ) through BRATS
•Agree ROMP pricing, margins and overheads
•Record predicted fuel usage in the PDD for carbon tracking
From the source document(13 clauses)
10Bid Review and Tender Settlement (BRATS) Meeting
No text in source for this clause.
10.1Meeting Arrangements
No text in source for this clause.
10.1.1The Estimator shall convene the BRATS meeting (Form CP4-F06) within one week of the TNF being issued.
No text in source for this clause.
10.2Attendees
No text in source for this clause.
10.2.1Attendees typically, will include the Estimator, Planner, Construction and Commercial representatives, Buyer, Bid Writer (if applicable) and Director(s).
No text in source for this clause.
10.3Pre-BRATS Review
No text in source for this clause.
10.3.1Prior to the BRATS meeting the Pre-Contracts Team shall review the following;

Programme – reviewed and agreed between the Planner and Construction representative; ensuring compliance with contract / tender requirements.

Preliminary item durations and allowances (Staff, Site Setup, Time Related Items) – reviewed and agreed with the Planner and Construction representative, for the Estimator to include in the bid prior to the BRATS meeting.

Cost Plan – Comparison of the programme and conquest allowances for labour and plant items.

Suitability of Sub-contract quotes – the Estimator shall ensure that quotations meet BCE’s requirements and expectations, that any attendance requirements have been included within the nett cost, and that fixed price periods are confirmed.

ROMP (Form CP4-F01) - Carry out an initial draft assessment / buildup of ROMP items that shall be reviewed and finalised during the BRATS meeting.

10.4BRATS Meeting
No text in source for this clause.
10.4.1The BRATS meeting (Form CP4–F06) provides a review of the tender bid prior to submission.
Specifically, the meeting shall review as a minimum;

An overview of the scope of works;

Key contractual points;

The programme;

The nett cost estimate – key elements including preliminary, subcontract and materials allowances;

The ROMP;

The quality submission;

Carbon reduction and decarbonisation opportunities; and

Allowances for overheads and profit.

10.5Price Finalisation
No text in source for this clause.
10.5.1Once all necessary adjustments have been agreed, the relevant aspects of the submission shall be amended accordingly. Agreement shall be made on which items from the ROMP (Form CP4-F01) are included as separate items within the pricing build-up and which are included within the mark-up across the rates. The price shall be finalised by applying the amount agreed for overheads and profit to the nett cost.
No text in source for this clause.
10.6Predicted fuel usage
No text in source for this clause.
10.6.1For successful tenders only, predicted fuel usage for the project shall be calculated and recorded within the relevant section of the PDD. This is to support carbon reporting and performance monitoring.
No text in source for this clause.
Documents you'll need
11Bid Submission1 part
11–11.4.1 Submission and post-submission updates
Where appropriate, the Estimator and Commercial representative prepare a Tender Letter (Form ). The Estimator or Bid Writer submits the tender, PQQ or SQ. The Estimator records financial details and tender status in the PDD. Any tender evaluation updates must be logged and shared with Directors.
Key points
•Prepare the Tender Letter using Form
•Submit via assigned person
•Update PDD with financials and status
•Share evaluation updates with Directors
From the source document(9 clauses)
11Bid Submission
No text in source for this clause.
11.1Tender Letter
No text in source for this clause.
11.1.1Where appropriate, the Estimator, in conjunction with the Commercial representative, shall prepare a Tender Letter (Form CP4-F03).
No text in source for this clause.
11.2Submission
No text in source for this clause.
11.2.1The Estimator or Bid Writer submits the Tender, PQQ or SQ.
No text in source for this clause.
11.3PDD
No text in source for this clause.
11.3.1The Estimator shall record the financial details from the tender submission and update the tender status within the PDD.
No text in source for this clause.
11.4Bid Outcome
No text in source for this clause.
11.4.1Tender evaluation updates, where provided, shall be recorded within the PDD and communicated to the Directors.
No text in source for this clause.
Documents you'll need
12Contract Award1 part
12–12.3.1 Contract award, team appointment and checks
On award or intent to award, the Estimator alerts Directors and updates the PDD. Contracts and Commercial Directors with the Contracts Manager appoint the Delivery Team and log changes in the PDD. The Finance Director may do a further client financial review before acceptance.
Key points
•Immediately notify Directors on award
•Appoint Delivery Team and update PDD
•Optional further client credit check
From the source document(7 clauses)
12Contract Award
No text in source for this clause.
12.1Notification
No text in source for this clause.
12.1.1Upon notification of award or intent to award, the Estimator shall inform the Directors immediately and update the project status within the PDD.
No text in source for this clause.
12.2Project Delivery Team Appointment
No text in source for this clause.
12.2.1The Contracts and Commercial Directors shall in conjunction with the Contracts Manager, appoint the Delivery Team. The PDD shall be updated to confirm the team members.
No text in source for this clause.
12.3Financial Review
No text in source for this clause.
12.3.1Where considered necessary by the Directors, the Finance Director will undertake a further financial review to ascertain the financial standing of the Client prior to contract acceptance.
No text in source for this clause.
13Handover Meeting1 part
13–13.3.2 Handover meeting and system updates
Estimator chairs handover meeting at least two weeks before start (where possible) with Delivery Team, Planner, Estimator, Managing QS and SHEQ rep. Use BRATS (Form ) and PDD as the agenda; discuss scope, programme, ROMP (Form ), contracts, quality, prelims, resources, temporary works and supply chain matters. Once project status is live in PDD, Accounts update Coins and SHEQ are notified to prepare plans.
Key points
•Handover chaired by Estimator
•Use BRATS (Form ) as the meeting agenda
•Review the ROMP (Form ) at handover
•PDD status change triggers Accounts and SHEQ actions
From the source document(9 clauses)
13Handover Meeting
No text in source for this clause.
13.1Meeting Arrangements
No text in source for this clause.
13.1.1A Handover Meeting shall be convened by the Estimator in order to brief the Delivery and SHEQ Teams.
No text in source for this clause.
13.1.2The Estimator shall organise the meeting as early as practicable and where possible, at least two weeks prior to commencement. Attendees to the Handover Meeting should include, but not be limited to the Delivery Team, Planner, Estimator, Managing QS and a SHEQ Representative.
No text in source for this clause.
13.2Agenda and Meeting Content
No text in source for this clause.
13.2.1The BRATS (Form CP4–F06) and PDD information should be used as the agenda for the meeting.

The Estimator shall chair the meeting and discuss the scope of works, programme, ROMP (Form CP4-F01), contract, quality commitments, preliminary allowances, resource levels, temporary works and any key supply chain elements.

13.3System Updates
No text in source for this clause.
13.3.1Once the project status has been changed to live within the PDD, the Accounts and SHEQ teams are notified. Accounts shall change the project status from “tender” to “live” in Coins.
No text in source for this clause.
13.3.2The Contracts Manger shall request SHEQ plans via email to SHEQadmin@breheny.co.uk.
No text in source for this clause.
Documents you'll need
14Contract Documentation1 part
14–14.4.1 Contract Documentation
The Commercial Director concludes all outstanding contract negotiations with the Client and reviews the Order, Letter of Intent or Contract to ensure it is acceptable before issuing copies to the Authorised Signatories for signature. Once signed, the entire contract is scanned and saved within the EDMS and the original is returned to the sender in accordance with their requirements; the fully executed document is then retained and stored as directed by the Commercial Director. The Commercial Director also reviews and agrees any warranties, parent company guarantees and novation agreements, ensuring they are signed and returned in accordance with the sender's requirements.
Key points
•Commercial Director concludes all contract negotiations with the Client
•Order/LOI/Contract reviewed before being issued to Authorised Signatories for signature
•Executed contract scanned to EDMS and original returned per sender requirements
•Fully executed document retained and stored as directed by the Commercial Director
•Warranties, parent company guarantees and novation agreements reviewed, signed and returned
From the source document(10 clauses)
14Contract Documentation
No text in source for this clause.
14.1Contract Negotiation
No text in source for this clause.
14.1.1The Commercial Director shall conclude all outstanding contract negotiations with the Client.
No text in source for this clause.
14.2Approval and Signatures
No text in source for this clause.
14.2.1The Commercial Director shall review the Order / Letter of Intent / Contract to ensure it is acceptable prior to issuing copies to the Authorised Signatories for signatures.
No text in source for this clause.
14.3Document Control
No text in source for this clause.
14.3.1Once signed, a copy of the entire contract shall be scanned and saved within the EDMS and then returned to the sender in accordance with their requirements.
No text in source for this clause.
14.3.2Thereafter, a copy of the fully executed document is to be retained once received and stored as directed by the Commercial Director.
No text in source for this clause.
14.4Warranties, Guarantees and Novation Agreements
No text in source for this clause.
14.4.1The Commercial Director shall review and agree any warranties, parent company guarantees and novation agreements and ensure they are signed and returned in accordance with the sender’s requirements.
No text in source for this clause.
15Bonds1 part
15–15.2 Bonds
The Commercial Director, in liaison with the Finance Director, arranges for the procurement of any performance or retention bond using application Form . The bond schedule is updated on receipt of the completed bond. The Commercial Director maintains the bond schedule, ensuring that bonds are reviewed and released as soon as practicable in accordance with the Contract requirements.
Key points
•Commercial Director, with Finance Director, procures performance/retention bonds using Form
•Bond schedule updated on receipt of the completed bond
•Commercial Director maintains the bond schedule
•Bonds reviewed and released as soon as practicable per Contract requirements
From the source document(3 clauses)
15Bonds
No text in source for this clause.
15.1.1The Commercial Director shall, in liaison with the Finance Director, arrange for the procurement of any performance or retention bond using application form (Form CP4-F02). The bond schedule shall be updated on receipt of the completed bond.
No text in source for this clause.
15.1.2The bond schedule shall be maintained by the Commercial Director, ensuring that bonds are reviewed and released as soon as practicable in accordance with the Contract requirements.
No text in source for this clause.
Documents you'll need

CP4: Pre-Contract

In this procedure

1–1.1 Purpose and scope

2–2.2.1 Opportunity identification and bid/no-bid decision

3–3.1.2 Project set-up and applicability of procedures

3.2–3.4.1 Tender notification, documents and client finance review

3.5–3.7.1 Tender launch, carbon assessment and queries

3.8–3.9.2 Contractual, bonds and insurance checks

3.10–3.11.2 Estimating, programmes and ROMP

4–4.1 Risk & Opportunity Management Plan (ROMP)

5–5.1.1 Temporary works classification

6–6.1.1 Quality responses and submission management

7–7.3.4 Subcontract enquiries and approvals

8–8.6.1 Materials procurement and carbon-conscious buying

9–9.1.1 Mid-tender review

10–10.6.1 BRATS meeting and price finalisation

11–11.4.1 Submission and post-submission updates

12–12.3.1 Contract award, team appointment and checks

13–13.3.2 Handover meeting and system updates

14–14.4.1 Contract Documentation

15–15.2 Bonds