Integrated Management System 2013

Integrated Management
System – HSEQ
Morisroe Group Ltd

Unit 4 Oaks Court, Warwick Road, Borehamwood WD6 1GS
MANUAL IDENTIFICATION
This document is a controlled copy.
Rev: MA-HSEQ-04
Issued to: Start Pack v5
Issued by: H NAZERALI
Starter Pack CD ROM No. 5
Holders of controlled copies will be advised of any amendments or subsequent issues.
REVISION DETAILS
REV REVISION DETAILS REVISED DATE APPROVED

BY REVISED BY
Redevelopment of QMS.
MA-QM-001-03 DB/HN 01-04-07 B Morrisroe
New Quality Manual
Updated Sections 2, 3.1,
MA-QM-001-04 DB/HN 21-08-07 B Morrisroe
3.3, 3.7, 4.2
Merger Of Environmental
MA-EQM-001-05 manual and Quality DB/HN 03-09-07 B Morrisroe
Manual.
Update to suit ISO
MA-EQM-001-06 DB/HN 14-09-09 B Morrisroe
9001:2008
Update from Stage 1
SpeCC audit
Update from Stage 2
SpeCC audit
Update after Achilles
Audit
MA-HSEQ-001-01 Inclusion of OH&S HN 31-08-11 B Morrisroe
Revisions from Achilles
MA-HSEQ-001-02 HN & DB 03 -12 - 11 B Morrisroe
Audit 2012
MA-HSEQ-001-03 IMS Revisions for MG DB/HN 14-11-12 B Morrisroe
Procedure update –
MA-HSEQ-04 auditing & doc DB/HN 01-11-13 B Morrisroe
referencing
MG Integrated Management System Page 2 of 82 MA-HSEQ-05

CONTENTS
Sectio
Section Title Page Number
n
1 Introduction 5
1.1 Company Profile 5
1.2 Scope of the Integrated Management System 6
1.3 Policy Statement Statements 7
2 Organisation 10
2.1 General 10
2.2 Organisation Chart 12

2.3 Roles & Responsibilities
• Chief Executive
• Managing Director
• Estimating Director
• Operations Director
• Contracts Managers
• Project Managers
• Construction Managers 14
• Section Supervisors
• Engineers
• Company Buyer
• Commercial Director
• HSEQ
• Training Manager
• Office Manager
3 Key Processes 22
3.1 Preconstruction 23
3.2 Procurement 26
3.3 Plant Management 32
3.4 Contract Management 38
3.5 Site Engineering 44
3.6 Commercial Management 47
3.7 Post Tensioning 49
4 Support Processes 50
4.1 Information, Data & Document Control 50

4.2 Quality Management 56

4.3 Environmental Management 58
4.4 Safety Management 61
4.5 Training & Competency 64
4.6 Personnel 69
4.7 Design 70
5 Auditing & Review 71
5.1 Auditing, Monitoring & Measuring 71
5.2 Project Review 76
5.3 Management Review 76

SECTION 1: Profile, Scope & Policies.
1.1 Company Profile

Morrisroe Group Ltd was formed in 2010 by the current management as a parent company for
the trading businesses A J Morrisroe & Sons Ltd & Kingscote Plant Ltd. Following the merger &
acquisition of Houston Cox & Piper Joinery in March 2011. Morrisroe Group now functions as the
operating head company of the Group.
Although not a direct trading company with our various clients Morrisroe Group is the financial
parent and controller of main operating systems for all member companies.
Since the 1980’s Morrisroe Group Companies have established a reputation throughout the
United Kingdom, undertaking contracts for major construction companies and household names.
Our success is attributable to a firm commitment to quality, high safety standards and positive
relationships with our clients.
This Integrated Management system applies only to the following Morrisroe Group companies:
• Morrisroe (known as A J Morrisroe & Sons Ltd) is a specialist concrete frame and civil
engineering business.
• Houston Cox are specialist carpentry, joinery & fit out contractors.
We are committed to exceeding the high standards of safety, quality and environmental
management expected in today’s construction industry and to this end have invested significant
resources in developing a combined Integrated Management System that meets the ISO 9001,
14001 & OHSAS 18001 to UKAS standards.
The CEO Brian Morrisroe has overall responsibility for the IMS. Together with the board of
directors they are responsible for the ensuring resources are available, policies and objectives are
set and communicated and system improvements are implemented.
Coordination & implementation of the IMS is overseen by the CEO and delegated to the company
Managing Directors and HSEQ Team for support.
Health and Safety should never be compromised for other objectives.

1.2 Scope of the Integrated Management System
The Integrated Management System (IMS) set out in this Manual is the means by which Morrisroe
Group companies ensure the following:
• Consistent quality of our delivered product.
• Understanding of our customer expectations and enhancement of their satisfaction
• Compliance with the regulatory requirements affecting our business
• Conformity with our stated H&S, Environmental & Quality Policies
• Our environmental impacts are managed
This IMS is compliant with BS EN ISO 9001: 2008, BS EN ISO 14001:2004 & BS OHSAS
18001:2007 and has been audited and verified as such by Construction Products Certification.
The scope of the certification is for the Construction of Buildings & Civil Engineering.
This IMS covers the following areas:

• All activities at the Head Quarters and within our sites boundary which can impact on the
environment.
• Areas that are under our direct control and where we have environmental liability
• Areas where we can reasonably expect to have control or influence.
• All contractors and sub-contractors
• Our supply chain
The provision of a health & safe working systems and environment, the assurance of quality and
environmental management is fundamental to all the work undertaken by MG Companies. The
IMS has been built from the key processes and support processes undertaken by MG as described
in Sections 3.0 & 4.0 in this IMS.
The roles and responsibilities are set out for the required personnel and procedures established
for the implementation of the IMS.
Exclusions include Section 7.3, Design and Development as design does not fall under our remit
and Section 7.5.2 as we are able to monitor and measure the product provided.
1.3 Policy Statements

The following Policy documents are part of the IMS and are subject to review and approval by
the MG Board. See induction notice board or starter pack for policies
• Environment & Sustainability

• Quality Management
• Occupational Health & Safety
• Corporate Social Responsibility
• Equal Opportunities
• Anti bribery
• Whistleblowing

SECTION 2: ORGANISATION
2.1 General
2.1.1: Outline of the IMS:
This Integrated Manual (and IMS in general) have been developed through consultation with the
workforce and reflect the Key & Support Processes carried out to undertake our business. This
manual covers the following areas:
1. The management roles and responsibilities to ensure commitment and compliance with this
manual and the procedures set out in it (Section 2: Organisation)
2. The processes needed for the Integrated Management System and the criteria and methods
used to ensure the effective operation and control of these processes (Section 3: Key
Processes)
3. The sequence and interaction of these processes (Flowcharts of processes)
4. The means to ensure the availability of the resources and the information necessary to
support the operation and monitoring of these processes (Section 4: Support Processes)
5. The processes used to measure, monitor and analyse these processes and implement action
necessary to achieve planned results and monitor continual improvement (Section 5: Review
& Auditing)
2.1.2 Process Outline:

The IMS is based on the following process model illustrating the relationships between the Client
requirement, product delivery processes, monitoring & measuring and Management Review:
REVIEW &
CLIENT CONFIRMATION
REQUIREMENT OF CLIENT
REQUIREMENT
INTERNAL &
MONITORING EXTERNAL
TRAINING &
& RESOURCING
COMPETENCE
MANAGEMENT
REVIEW
REQUIREMENT
PROCESSING
POLICIES
INCLUDING,
OBJECTIVES
WHENEVER
INTERNAL MEASUREMENT
APPLICABLE,
COMMUNICATION
DESIGN &
CLIENT FOCUS
DEVELOPMENT
PLANNING
LEGISLATION
REGULATIONS
CLIENT DELIVERY OF
SATISFACTION REQUIREMENT

2.1.3: IMS and the other Management Systems:
The Integrated Manual and the Operational Controls – Occupational Safety & Health Document
together set out the Organisation’s Company Management System and ensure the effective
operation and control of its procedures. These documents and the supporting forms, guidance
and systems are distributed through the company via the company Starter Pack CD ROM.
2.1.4: Management of Safety, Quality & Environment:

The Group Board has overall responsibility for our IMS. At a company level each Managing
Director has responsibility for ensuring resources are available, policies and objectives are set
and communicated and system improvements are implemented.
The Group HSEQ Department provide support, coordination and overall implementation of the
IMS. The Group HSE Director has responsibility for updating and reviewing this IMS.
Day to day implementation of the IMS is by the procedure owners.
2.1.5: Documentation:
Our IMS Manual, Forms, guidance etc. are controlled documents distributed through the
company using the Starter Pack CD ROM.

2.2 Organization Charts
See Organisation Structure Charts in the Starter Pack:
Up to date organization charts are to be developed and appended to this IMS. The charts are to
show the hierarchy of responsibility and lines of internal communication for the member
companies, key processes and operations.
Responsibilities and authorities, together with the identity of those responsible for
communicating them throughout the Organisation, are illustrated on the structure chart in this
Manual.
Project Specific organisation charts will be developed as part of the Project Management Plans.
2.2.1 Company organisation:
Organisation charts for the following companies:
• Morrisroe Group Board

• A J Morrisroe & Sons Ltd
• Houston Cox Eastern
• Houston Cox Central
2.2.2. Process organisation
• Occupational H&S
• Environment & Sustainability
• Quality

2.3 Roles & Responsibilities:
Chief Executive:
• Group & Company Strategy
• Group HSEQ Responsibility
• Departmental support & leadership
General Responsibilities • Corporate governance
• Management review
• Resource Provision
Specific Health, Safety Quality & Environmental duties:

• Initiate the effective implementation of the Company HSEQ Policies
• Understanding - Ensure that all levels of management & employees understand the
requirements placed upon them by this Policy
• Ensure the availability of resources essential to establish, implement, maintain and
improve the Occupational health and safety, quality and environmental management
system (IMS)
• Funds & time - Arrange for funds and facilities (including human resources and
technology) to meet the requirements of this Policy
• Availability - Make himself available for HSEQ Commitment as required
• Infrastructure – Ensuring an effective organisational infrastructure is in place to meet the
requirements of this IMS.
• Coordination of activities – Ensure the coordination of HSEQ activities across sites & the
business
• Ensure compliance with legislation
• Compliance with company procedures & discipline for failure to do so
• Communication – HSEQ information is communicated effectively throughout the business
• Undertake annual review of safety as part of annual management review
• Set objectives & targets for continual improvement of HSEQ systems
• Deal with the media as required
• Demonstrate commitment to continual improvement
The CEO has approved this IMS and will approve all subsequent issues.

Managing Director / Chief Operating Officer:
• Company Strategy
• Company HSEQ Responsibility
• Tender Selection
General Responsibilities • Contract Review
• Commercial & Financial governance at company level
• Major Contract Management
• Management review
• Oversight of monitoring & measuring business
performance
• Selection of Project Teams
• Resource Provision
• Set project objectives & targets in line with strategic
HSEQ aims

• Initiate the effective implementation of the Company HSEQ Policies
• Ensure that budgets and tenders are sufficient for the implementation of MG & Client
HSEQ policies & strategies.
• Understanding - Ensure that all levels of management & employees understand the
requirements placed upon them by this Policy
• Ensure the availability of resources essential to establish, implement, maintain and
improve the Occupational health and safety, quality and environmental management
system (IMS)
• Training - Ensure that adequate and appropriate training is made available as required
• Funds & time - Arrange for funds and facilities (including human resources and
technology) to meet the requirements of this Policy
• Availability - Make himself available for HSEQ Commitment as required
• Infrastructure – Ensuring an effective organisational infrastructure is in place to meet the
requirements of this IMS.
• Coordination of activities – Ensure the coordination of HSEQ activities across sites & the
business
• Ensure compliance with legislation
• Compliance with company procedures & discipline for failure to do so
• Accident investigation, reporting & review – Ensure all accidents are appropriately
investigated and the necessary reports made and lessons learnt across the business
• Communication – HSEQ information is communicated effectively throughout the business
• Insurance – Ensure that the appropriate cover is provided and maintained
• Undertake quarterly safety tours of all active sites.
• Undertake quarterly safety management meetings
• Undertake annual review of safety as part of annual management review
• Set objectives & targets for continual improvement of HSEQ systems
• Deal with the media should Contracts Managers require support
• Appointment of a competent site team for the implementation of MG & Client HSEQ
policies & strategies relevant to the project.

Estimating Director/Manager:
• Marketing & Client Liaison

• Tender development & estimating
• Tender Selection
General Responsibilities • Contract Review
• Programme planning
• Selection of suppliers & subcontractors
• Management Review

• Allowance of HSEQ policies and procedures (MG and client) during tender development
and estimating
• Ensure that budgets and tenders are adequate to cover sound methods of working and the
provision of the required welfare facilities.
Contracts Managers:
• Major Contract Management
• Project IMS Oversight ensuring compliance with HSEQ
policies and procedures
• Programme planning incl development of HSEQ Plan
General Responsibilities • Project management & review
• Oversight of Project document & record control
• Site auditing
• Oversight of Project monitoring & measuring
• Managing conformance.
• Selection of Project Teams

• Deal with the media for responsible projects
• Ensure that budgets and tenders are sufficient for the implementation of MG & Client
HSEQ policies & strategies.
• Determine at the project planning stage: -
o The most appropriate sequence and method of works.
o Appointment of a competent site team for the implementation of MG & Client
HSEQ policies & strategies relevant to the project.
o Identify and make provision for work activities involving significant risk
o Coordinate the project teams, safety team, plant & buying departments to ensure
safe systems of work developed and necessary plant, materials, equipment &
personnel available for the works.
o Allocation of responsibilities with contractors, sub-contractors and others.
• Ensure MG Project Start up meeting is carried out.
• Coordinate the working methods and precautions of the MG Project team & Sub-
contractors before work starts.
• Coordinate the Project Team, HSEQ & Training Managers to ensure that sufficient &
suitable training is available as required.
• Ensure site team safety inspection rota is established and implemented
• Ensure MG Project Start up safety meeting carried out.
• Carry out monthly site safety inspections on all active sites.
• Deal with the media where required
Project Managers:
• Project Management & Review
• Control of documents,
• Control of records, method statements, and risk
assessments
General Responsibilities • Development of safe systems of work
• Identifying training & plant/material needs,
• Programme planning, including development of Project
Management Plans
• Managing conformance.
• Selecting & Managing Subcontractors

• Manage the Project team & Sub-contractors during the works.
• Ensure safe systems of work are developed and the necessary plant, materials, equipment
& personnel are available for the works.
• Determine and implement arrangements for site security, offices & welfare provision
where required.
• Carry out Project Start up meeting & delegate roles & responsibilities through project
team.
• Ensure all operatives are inducted and briefed on their safe system of work
• Ensure the necessary systems & personnel are in place for safe day to day management of
the project. Implement relevant HSEQ systems set out in this manual.
• Implement measures determined at the project planning stage, i.e: -
o The most appropriate sequence and method of works including plant
requirements.
o Identify and make provision for work activities involving significant risk.
o Ensure that sufficient & suitable training is available.
o Ensure MG & Client quality standards are met
o Ensure environmental issues are addressed
• Establish and implement the site team safety inspection & TBT rota.
• Raising and closing out NCRs
• Carry out frequent site safety inspections (not recorded) and regular (as per rota)
recorded safety inspections.
• Carry out frequent recorded project team coordination meetings.

Construction/Site Managers:
• Management of Construction Activities
• Day to day management of site activities
• Management of workforce
General Responsibilities • Development of safe systems of work
• Implementation of Safe systems of work
• Identifying training & plant/material needs,
• Implementation of project programme and work sequence
• Managing conformance

• Task briefings relevant to work activities
• Monitoring on site quality issues
• Maintenance of records and registers
• Monitoring subcontractor performance
• Managing work environments and dealing with external factors that may affect product
requirements
• Ensure safe systems of work are developed and implemented and that the necessary
plant, materials, equipment & personnel are available for the works.
• Ensure all operatives are inducted and briefed on their safe system of work
• Manage the safe day to day operations of the project. Implement relevant HSEQ systems
set out in this manual and agreed at project meetings.
• Cooperate with the PM in executing the project HSEQ plans and coordinate construction
operations.
• Manage measures determined at the project planning stage, i.e: -
o Safe systems of works including plant requirements.
o Manage provisions for work activities involving significant risk.
o Ensure that sufficient & suitable training is carried out.
o Manage logistic issues on site
o Ensure MG & Client quality standards are met
o Ensure environmental issues are addressed
• Carry out site team safety inspection & TBT rota.
• Carry out Daily Activity Briefings
• Carry out frequent site safety inspections (not recorded) and regular (as per rota)
recorded safety inspections.
• Participate in project team coordination meetings

Section Supervisor:
• Ensure work gangs are fully briefed on their safe system of works each day as part of the
Daily Activity Briefing.
• Be familiar with their safe system of works for their operations and ensure it is up-to-
date and relevant to the operation in hand.
• Identify significant risks in their works and ensure that systems, materials, plant,
equipment & personnel are available.
• Supervise work operations in line with Common HSEQ Standards and OHS Opperational
Controls
• Implement MG work safe policy.
• Feedback safety critical information to the Construction Manager.
Engineer/Technical manager:
• Project Management & Review
• Control of documents & records: drawings, bending schedules, concrete information
• Addressing quality & information issues with the site team & client
• Coordinating conformance
• Coordinating site based monitoring and measuring equipment & calibration
Company Buyer:
• Sourcing & Procuring plant/material needs,

• Project support
General Responsibilities • Control of documents for inspections etc,
• Control of records
• Control & Maintenance of plant & equipment
• Raising & closing complaints
• Managing Supplies
• Specific Health, Safety Quality & Environmental duties:

• Have an understanding of the application of the Management (HSW) Regulations 1999 and
the Provision & Use of Work Equipment Regulations 1998 to the Company's operations. Also
an appreciation of the Lifting Operations & Lifting Equipment Regulations 1999 and general
knowledge of the Construction (HSW) Regulations 1996 and relevant special Regulations and
Approved Codes of Practice.
• Ensure that all work equipment is adequately maintained and inspected.
• Organise & arrange suitable rotation of plant and equipment for the inspection and
maintenance regimes to meet the legal requirement set out in the legislation above.
• Ensure so far as is reasonably practicable that all plant & equipment sent to site from the yard
& suppliers is in a safe condition and is accompanied by the necessary inspection, thorough
examination & maintenance documents.
• Liaise with site supervisors regarding the inspection & maintenance regimes for MG plant &
equipment.
• Sourcing materials in accordance with MG and Client Environmental & Quality requirements

Commercial Manager:
• Commercial Management of Projects
• Preparing tender and contract documents
General Responsibilities • Advising on legal and contractual issues
• Ensuring projects run to budget
• Valuing completed work and arranging for payments
• Calculating and pricing variations
• Selecting and appointing subcontractors

• Ensure adequate funds in budget for training, safety equipment and
• Ensuring subcontractors complete Pre Qualification Questionnaires and review
Company Planner:
• Project programming
• Tender preparation
General Responsibilities • Construction programme review and development
• Tender RAMS and logistics
• Client tender reviews and pre tender meetings

• Ensuring sufficient time given to plan under CDM Regs
• Ensuring sufficient time allowance for safe construction of projects
• Ensuring the most appropriate sequence and method of works.
• Developing tender RAMS and logistics to submit to client

HSEQ Director:
• Safety, health & environmental team management

• Oversight of Quality, Safety & Environmental Managers &
General Responsibilities Systems
• Oversight of company document & record control
• Management Review
• Implementation of Management review HSEQ actions
• Company Management System development
• Oversight of Monitoring & measuring HSEQ performance
• Set objectives and targets for improvement of HSEQ
management system

• Support all levels of management on matters of safety.
• IMS establishment, implementation and maintenance
• Ensuring compliance with CDM Regs
• Implementation of the HSEQ Policies
• Report to the Managing Director the findings of inspections audits & reviews
• Reporting to the board HSEQ objectives & targets performance.
• Report HSEQ performance to the board at quarterly meetings
• Report HSEQ performance to PM’s at quarterly HSEQ meetings
• Liaise with the Managing & Operations Director to undertake reviews, audits/inspections
and monitoring of the health & safety systems and their performance in line with the
arrangements set out in this Manual.
• Report on the performance of IMS to Managing Director for review and improvement of
the IMS.
• Ensure corporate social responsibility
• Provide guidance on current legislation and advise on the implications to the business.
• Report accidents under RIDDOR
• Ensuring Occupational Health Screening (employing external service)
• Oversee the Project Team, Safety & Training Managers to ensure that sufficient & suitable
training is available as required.
• Develop HSEQ newsletters

HSEQ Manager:
• Safety, health & environmental management
• Project HSEQ Support
• Implementation of HSEQ actions
General Responsibilities • Company Management System development &
implementation
• Site inspections, audits & reports

• HSEQ Assurance
• HSEQ Control & Auditing
• Monitoring & measuring
• Ensuring compliance with CDM Regs
• IMS establishment, implementation and maintenance
• Visit all company work places and carry out a HSEQ inspection / audits.
• Produce HSEQ reports following site HSEQ inspections / audits.
• Advise site management on possible breaches of legal requirements and the
arrangements in this manual.
• Support Project Teams as necessary with advice, paperwork or training
• Develop and assist in the development of safe systems of work
• Advise on training requirements & undertake safety orientated briefings of site staff
• Accident investigation & reporting
• Liaise with HSEQ Director and Company Directors to develop HSEQ and training strategy.
• Report HSEQ performance to Managing Director, HSEQ Director, and Project Managers
• Implement HSEQ and training strategy
• Liaise with operational staff (Operations/Contracts Director, Contracts Managers, Project
Managers & Engineers) to advise and arrange training as necessary for the use of specific
and general work equipment.
Training Manager:
 Liaise with HSEQ Director, Managing & Operations/Contracts Directors to develop training
strategy.
 Implement training strategy
 Develop & implement Action plans for training strategy
 Liaise with operational staff (Operations Director, Contracts Managers, Project Managers &
Engineers) to advise and arrange training as necessary for the use of specific and general work
equipment.
 Manage (update, review and audit) training database
 Produce regular reports on operative competence, training gaps and need for training.
 Produce annual report on company performance against HSEQ & training strategic aims and
objectives.
 Demonstrate commitment to continual improvement

Office H&S Coordinator:
• Will liaise with the HSEQ Director to ensure the requirements of the following
regulations are met in the head office.
o Management (HSW) Regulations 1999
o Health & Safety (DSE) Regulations 1992
o Workplace (HSW) Regulations 1992
• Ensure that all office staff has access to the necessary health & safety information &
training for their works.
• Work with the Safety Manager to ensure all office staff working with display screen
equipment is assessed.
• Will manage the head office fire plan. Ensuring that fire detection equipment, alarms &
extinguishers are tested on a regular basis and in good working order.
• That Head Office staff are familiar with the fire emergency procedures including raising
the alarm and evacuation.
All persons listed who have a bearing on quality are to be competent in the tasks they complete
by means of education, training, skills, and experience. Suitable and sufficient training shall be
provided internally through MGs Zero Harm initiative to include Zero Defects. Other external
training required will be provided as per the training matrix set out annually.
Alternative arrangements / deputies:

Should one or more of the above personnel not be available at any time, responsibilities will be
shared amongst the team as delegated by said person until he/she has returned to continue
his/her duties; or alternative arrangements have been made to place someone to carry out their
duties to ensure no deviations of HSEQ policies and objectives. It shall be the responsibility of a
director of the organisation to decide the latter.

Business Continuity:
Senior Management Incapacity
In the event that the Managing Director or other member of the board is suddenly unable to
carry out his duties (i.e. in death or serious illness) an emergency board meeting will be
convened with the specific agenda of redistributing the duties and responsibilities across the
remaining board members. The board will meet at regular intervals – no less than once per
month to monitor the business performance and day to day issues while legal issues (i.e. Last
Will & Testament in relation to share holdings etc) are resolved and a plan for the business
developed.
Premises or facilities disruption
The company operates a number of off site data management and backup systems to provide
cover in the event that the main business premises are damaged by fire, flood or inaccessible for
any other reason.
The following personnel are principal contacts/ controllers for this data and will coordinate
arrangements for access, premises and general contingency in the event the premises are
inaccessible:
AJM:
Financial Director – Gerry Marapao
Huodini Pilapil – IT Manager
Robert Thompson – HSE & Training Manager
Houston Cox Central:

Managing Director – Andy Beckett
PA to Managing Director - Becky Spencer
Receptionist - Katia Dodd
Houston Cox Eastern:

Managing Director – Mark Crisp
Office Manager – Clare Fincham
The company operates a number of large site based offices which have sufficient space and
services (i.e. internet) to permit the continuation of principal head office operations including,
payroll, company ledger and procurement.
Head office Secuirty

All head offices of the Morrisroe Group will have as a minimum, lockable doors with keys
available only with senior management, and alarm system.
Senior Management will have responsibility to open and close the head office each day and set
and disarm the alarm system.

SECTION 3: KEY PROCESSES
3 Key Processes
3.1 Preconstruction
3.2 Procurement
3.3 Plant Management
3.4 Contract Management
3.5 Site Engineering
3.6 Quantity Surveying
3.7 Post Tensioning

3.1 Preconstruction & Estimating:
Enquiries:
See flow diagram for key stages of this operation:
Enquiries are normally received formally. Any informal enquiries i.e. by telephone are passed to
the Managing Director or the Estimating Director for review. All enquiries are dealt with by the
Preconstruction & Estimating Department.
Whenever possible, the following information is obtained from the enquirer:
• Client’s details
• Scope of the works
• Nature of the project (including contract conditions (HSEQ details)
• Project location
• Start date and duration
• Budget
This information is reviewed against the Organisation’s technical ability and wish to accept the
business. If the Organisation finds the enquiry of interest, the enquirer is asked to provide the
tender pack for the project and the Organisation may issue an Expression of Interest.
Tenders are normally received containing:
1. A full set of drawings

2. A Bill of Quantities
3. The project specification
4. Contract conditions (HSEQ details) and duration
5. Any other relevant information
For the majority of contracts the Estimating Director and the Managing Director or Operations
Director will be invited to attend a prequalification interview to establish suitability & interest in
the project.
Following the prequalification interview an enquiry package is received from the Client, and the
Preconstruction, Managing & Operations Director meet to decide whether or not to commit to the
project and submit a tender.
Should the decision be ‘no’, then all documents are returned by the Estimating Director to the
Client. If the decision is ‘yes’, then the contract is allocated a unique reference number and entered
in the Estimating book. A member of the estimating team prices for BoQ production and gives to
the planner to programme.

Estimating process:
1. Control of estimating documents received:
a) Drawings, Specifications and other documents received with the enquiry are checked
against the issue sheets by a member of the Preconstruction department.
b) Any discrepancies are noted on the issue sheet and the Client is notified in writing.
c) The Preconstruction department either; develops and maintains a register of all
drawings and specifications issued or uses the original issue sheet as a 'master'
register.
d) Any subsequent document issues are checked against their respective issue sheets and
noted on the 'master' register. These are then incorporated into the enquiry document
and the revised pages or drawings stamped 'Superseded'.
2. The Preconstruction department carries out a full review of the documents and develops
tender and pricing notes and a list of queries to be raised with the Client.
3. During the review, the Preconstruction department identifies the need for any Specialist or
any design requirements.
4. Dependent on the type of bid required, the Estimating Director develops a Bill of Quantities
prepared from the specification and drawings and then analysed, or the Bill of Quantities
provided with the enquiry documents is analysed and a price is determined, or should the
return be in lump sum format, a lump sum is determined. Should it be required to develop
Bills of Quantities, this will either be done by one of the estimators within the company or a
Chartered Surveying practice selected from the list of Approved Subcontractors.
5. Once the above procedure is complete, material and sub-contract prices are obtained by the
estimating department from companies on the approved lists. The tender buyer will assist
with obtaining material prices.
6. A mid bid interview is quite often arranged to raise queries, and enquire on logistics, craneage
requirements, access to site, site set up for temporary cabins and welfare, etc.
7. Concurrently the company planner develops a Tender Programme from the information
available. A Tender Method Statement is also developed jointly with the Safety Team &
provisional resources for plant, equipment & personnel are established and details forwarded
to the Buying Department to obtain quotations. The provisional resources are cross-checked
with the Estimator and any adjustments made.
8. The Estimating Director prepares the tender and produces the preliminary requirements in
conjunction with the relevant Operations Team. Any mid-bid addenda are incorporated into
the documents.
9. Any fine tuning to the bid is now carried out, a tender review is held with the Managing
Director on large value projects, and the tender completed and submitted together with
supporting documents:
• Programme
• Method Statement
• COSHH (generic)
• QMS (generic)
• SMS (generic)
• Insurance details
• AJM Contract conditions
Post Tender:
1. Should the tender bid be of interest to the Client, a post-tender meeting is usually arranged.
Prior to this, those involved will meet to review the bid, decide strategy and prepare any
additional information required by the Client. If the tender is unsuccessful then all documents
are disposed of by the Estimating Director.
2. Attendance at the post-tender interview is usually at the discretion of the Client and will
depend on the relative importance and complexity of the package. Some or all of the following
will usually attend:
• Managing Director
• Estimating Director
• Commercial Director
• Operations Director
• Company Planner
• Contracts Manager
• Project Manager
• HSEQ Director/Manager
3. After this meeting any amendments to the tender are made and submitted to the Client. There
may be more than one cycle to this process.
4. Should the contract be awarded an in-house hand-over meeting is held. The meeting is chaired
by the Estimating Director. Attendance of this meeting would include the Operations director,
commercial manager, project manager, contracts manager, construction manager, HSEQ
director and manager.
The prime function of the meeting is to hand over a working package to the Project Team and
to discuss in depth the tender bid and any areas that may cause concern. Notes are taken and
actions placed.
The working package consists of the following:

• Enquiry Document
• Tender Bid
• Tender Programme
• Tender resources level
• Method Statement
• Bill of Quantities
• Project specific safety, quality & environmental standards expected
• Relevant correspondence, with priced addendums.
Notice is given to key departments within the company of new contracts via email or internal
memos.
5. If the contract is not awarded the tender build ups and other documentation are archived at
Head Office by the Estimating Director together with the tender drawings for a period of time
until knowledge of the structure is built, then documents are disposed of.

6. The final estimating function is the bulk buying of materials in liaison with the Operations
Director or Contracts Manager, Commercial Director and Buyer. This is followed through until
placing of orders by the Buyer. Also key sub-contracts are awarded to various sub-contractors
by the Commercial Manager with guidance of the Operations Director.

3.2 Procurement:
Sustainable Procurement Policy
The procurement system at MG is underwritten by a recognition that the products & services we
buy have an effect on our environment and that we can influence environmental performance
through our procurement choices.
Scope of the MG procurement policy:

We aim to incorporate the following environmental principals into our purchasing:
 Reduction in the amounts purchased – reductions in over-ordering
 Selection of durable, repairable or refillable products rather than single use disposable
items
 Selection of recycled material or material from renewable sustainable resources
 Selection of products that can be recycled either on site or off site
 Selection of products with minimal or no packaging
 Selection of local products & services – reducing global emissions from transport and
contributing to local regeneration.
 Selection of water & energy efficient models to reduce consumption rates
 Choosing products made by companies with accredited environmental management
systems.
In addition to these principals the Buying Dept & HSEQ Team undertake monitoring & measuring
of specific elements of our supply chain to set targets for environmental performance. Details of
the targets, monitoring & performance are on a separate document.

3.2.1 Bulk Buying & Hire
1. Following the award of a contract there will be a pre-start meeting where, amongst other
points, the Buyer and Operations/Managing Director will review the quotations received at
tender stage for bulk order placement.
2. The Buyer, in liaison with those other relevant personnel, may obtain further quotations
and/or clarifies any queries arising from the review referred to above.
3. In due course the Buyer completes a recommendation for award, which is based on
commercial and logistical considerations. This is forwarded to the Managing Director,
Financial Director, Estimating Director, Contracts Manager and Project Manager assigned to
the particular project.
4. After approval of recommendation an order is raised for particular supply.
5. Orders will be accompanied by a full specification and terms and conditions for the supply.
This will be processed by the attachment of relevant sections of the Project Specification and
commodity specific terms and conditions and possible reference to the quotation of the
supplier, as appropriate.
6. The Buyer distributes the copies of the Orders to:

Managing Director
Contracts Manager
Project Manager
Commercial Director
Accounts department

3.2.2 Buying General Items
Once work has commenced on site, regular supplies of materials and equipment will be required.
1. Supplies are instructed on Material / Plant Requisition Forms by any site personnel as
authorised by MG personnel of Senior Works Manager level and above. The Buyer seeks
quotations for the supplies from sources on the Approved Suppliers list, as defined on the
company database, which is held on the cost management system.
2. Any amendments to requisitions are carried out by verbally advising the Buyer who amends
the requisition and signs it accordingly.
3. The Buyer places orders with the selected suppliers and issues a written order instruction
confirming requirements. Distribution of these orders is limited to the relevant Commercial
Director and Accounts personnel unless the order warrants approval and / or further
distribution.
4. The Buyer liases with the relevant site personnel to expedite delivery of the goods ordered in
accordance with the contract programme.
5. There are ongoing quality and performance control checks on all suppliers. This is in the
format of verbal and written comments from relevant site personnel.
6. On occasion, the Principal Contractor may wish to inspect the goods at source and/or the
manufacturing process. He normally indicates this requirement to the Site Manager who, in
liaison with the Buyer as appropriate, arranges to visit the supplier. The Principal Contractor
normally makes his observations on the visit to the Site Manager. These are passed through
the Buyer as appropriate to the supplier together with any necessary corrective action
requirements.
7. Should it be necessary to verify purchased products at the supplier’s premises prior to release
to site, details of the inspection and method of release will be defined in the order terms and
conditions.
8. In certain instances the Buyer places minor sub-contracts from drafts prepared by the
Surveyor and passed to the Buyer.
9. Where necessary the Buyer will assist the Estimating Director at tender stage in obtaining
material and hire quotations.
10. Receipt of items on site:

All goods and services are recorded by the issue of a delivery ticket and or works record sheet,
which details supplied material, plant or service. This is to be checked and receipt is to be
acknowledged by signature of an authorised MG employee. Persons authorised to sign for
receipt of goods or services are determined by the relevant Project or Contracts Manager and
are logged in the start up meeting agenda.
A copy of the delivery ticket is returned to MG head office to substantiate receipt. If deemed
necessary site keep a copy of these delivery tickets.

3.2.3 Order Placement
It is an immediate requirement for MG to negotiate and formulate trading agreements with

suitable companies for our basic requirements, which are not contract specific and do not offer
commercial savings if orders are placed on an individual basis. This will establish a supplier base
for use on all MG works. The advantages of forming our own core supply base can be summarized
as follows:
1. MG will commit themselves to particular suppliers and will therefore be in a position to

negotiate more commercially attractive rates.
2. By MG committing to suppliers we will expect that suppliers commit themselves to us, forming
in effect, partnering arrangements. Our closer trading relationship will ensure that we have
greater stability on prices and we should not encounter major supply problems.
3. Continuing commitment to our supply base should enable our suppliers to achieve an ongoing
performance improvement in respect of rates.
4. MG will form stronger trading relationships with our suppliers and the level of service will
improve.
5. We will reduce our supply base without increasing our costs. This action will greatly reduce
our administration costs.
6. We can have greater confidence in the submission of our tenders that there will be no
fluctuations in the rates at which we have bid for works.
7. Trading agreements, hopefully fixed for a minimum 12-month period, will be negotiated for
the following commodities:
1. Timber & plywood
2. Reinforcement mesh
3. Reinforcement accessories
4. Waterproofing/joint materials
5. Scaffold - purchase
6. Insulation materials
7. Building materials – Cement/sand/admixtures/bricks etc.
8. Small tools/consumables
9. PPE
10. Engineers supplies/fixings
11. Lifting gear
12. Safety equipment
13. Office stationery/computer consumables
14. Should it become apparent that this list needs to be expanded the necessary action will be
taken.
15. It is not the intention to offer exclusive supply agreements to any company; this would restrict
us if a particular company encountered unforeseeable problems, excluding us from
approaching their competitors.

16. Bulk orders will be placed on the basis of these trading agreements for the supply of
commodities to MG yard for distribution (in small consignments) to sites and for non-contract
specific works. These orders will be standing orders and the specific order number for each
supplier will be quoted for each particular instruction, the order number will be suffixed with
the date (four figures 2108 for 21st August negating the year of instruction) and the initials of
the authorized site representative who requested the supply, such as in the case of the yard;
Pat Pollard. A ledger of these bulk orders will be formed and an analogued hand written
confirmation of all particular instructions will be kept. New individual order numbers will not
be issued for each instruction relating to these bulk orders.
17. The bulk orders placed will not have line item detail; the agreements will refer to schedules,
which will confirm agreed rates and items which can be supplied against any specific bulk
order. These schedules will be available for review by anybody within the shared ‘F’ drive (file
name – Purchasing – bulk orders) but will be accessible as read only, variations must be
actioned by the Buying Department. Any items not contained within the schedule cannot be
supplied or any variation in rates cannot be actioned unless specifically agreed in advance
with the Buying Department. Once any variation is agreed the schedule will be updated as
appropriate.
18. The issue of a separate order number will cover any special “one off” items, which are unlikely
to be a repeat requirement.
19. The Buying Department is to be made aware of any new contract award as soon as official
confirmation is received.
20. As the Buying Department will have assisted in the submission of the tender bid copies of all
of the contract documentation and quotations received at tender stage will already be in the
Buying Department.
21. The following additional information is however to be given at the time of notification of
award:
a. A priced copy of the Bill of Quantities/Schedule of Rates
b. Any changes to the documentation from tender stage.
c. Confirmed contract programme and contract commencement date.
d. Confirmation of MG personnel - Contract Manager, Senior Site Engineer and Construction
Manager as a minimum – in control of the contract.
22. Shortly after the award the Contract Manager is to arrange for a Material Requisition listing
all major materials together with relevant programme dates to be prepared. The Material
Requisition should be accompanied with all relevant specification clauses and drawings.
23. At this time the Buying Department will arrange for the placement of all necessary bulk orders
for each particular contract based on the information on the Requisition. The orders will be
placed where possible utilizing the trading agreements in force. As in the case of non-contract
specific bulk orders one order for each particular company will be placed for any particular
contract. A contract specific ledger of these bulk orders will be formed and an analogued hand
written confirmation of all particular instructions will be kept. New individual orders will not
be issued for each instruction relating to these bulk orders.
24. Copies of all contract specific bulk orders will be given to the Contract Manager. These bulk
orders can be either managed by the Buying Department or at site level (as is currently the
case with concrete and reinforcement only). The orders will be managed in the same format
as non-contract specific in the issue of a suffix to the order number of the order date and the
initials of the person requesting the materials at site level i.e. Contract Manager, Works
Manager, Foreman etc. If site do take on the responsibility of controlling the call off of
materials against these bulk orders however, the analogued ledger of instructions must be
completed at site level. This is necessary to substantiate all deliveries especially in the case of
lost delivery tickets.
25. The issue of an individual order number will cover contract specific special “one off” items.
26. The issue of a delivery ticket will substantiate all deliveries to sites. Goods delivered are to be
checked by an authorized person for quantity and any discrepancies are to be noted (any
damage if applicable is also to be noted) on the delivery ticket. The delivery ticket is to be
subsequently signed by the authorized person who is also to print his/her name. In addition
to signature/printed name the delivery ticket is also to have a record of the intended purpose
for the goods received i.e. particular site, yard stock, overheads etc. to enable the associated
costs to be distributed.
27. All delivery tickets will be forwarded to the Accounts Department. Costing of the delivery
tickets can be effected by access to the Buying Office costing system “Opera”. Individual orders
will be costed; bulk orders will refer to an “agreed schedule” which will require access to the
shared drive to enable costing of delivery tickets relating to these orders. Costs can then be
entered on the cost management system.
28. Any delivery tickets, which cannot be costed, are to be brought to the Buying Department at
this time. They are not to wait for the corresponding invoice to arrive. Costs should be known
and entered at time of delivery.
29. Subsequent received invoices will be cross-referenced to individual delivery tickets and costs
should relate.
3.2.4 Tender Submissions
1. Copies of all tender documents are to be passed to the Buying Department upon receipt.
Documents are to be accompanied by a list of materials (both billed and if required a full list
of temporary works requirements which are not billed), plant requirements and Sub-contract
services, which are required by the Preconstruction Department for the formation of a
schedule of rates to enable submission of our bid.
2. Tender packages are to include all relevant specifications and drawings and are to have a
detailed programme of works and an indication of the proposed contract commencement
date.
3. The Preconstruction Department are to indicate if there are any preferred bidders for any
aspect of the works and these companies, if specified, will be added to the list of companies
who will receive an enquiry.
4. The Preconstruction Department should endeavour to give the maximum time period for the
submission of enquiries and return of tender quotations and must state the latest permissible
return dates for quotations.
5. All tender submissions will be logged by the Buying Department and a separate contract file
will be created.
6. Copies of all quotations will be given to the Preconstruction Department upon request.
7. Should MG be successful in the award of any contract the tender documentation and received
quotations will form the basis for subsequent order placement.

3.3 Plant Management
3.3.1 On-Hire to Site
1. A requirement for plant on site is identified by the Project Manager or Construction Manager.
2. A member from the authorised site personnel contacts the Plant Manager using the
Material/Plant Requisition Form to request the delivery of:
• Plant Required
• Quantity Required
• Date Required
3. Plant Manager places the order with the Yard Manager for Internal Hire or an External
Supplier found on the Approved Suppliers List for External Hire.
4. The required quantity of plant requested is delivered to Site on the date requested.
5. A delivery ticket is signed for by the Storeman and Driver to confirm delivery of the goods and
a copy is sent to Head Office Buying Department for records.
6. Details of plant delivered to site are recorded on the computer by the plant manager.
3.3.2 Off-Hire From Site

1. A requirement for less plant site is identified by the Project Manager or Construction Manager.
2. A member from the site project team notify the Plant Manager using the Material/Plant
Requisition Form or telephone call/email to request the Off-Hire of:
• Type of Plant/equipment
• Quantity of Plant/equipment
• Date of Off-Hire Required
3. Plant Manager raises an off hire ticket for internal verification and filing.
4. Plant Manager forwards the request to the Yard Manager for internal plant or the External
Supplier for external plant.
5. Confirmation of the off-hire dated is communicated to the authorised person(s) and the
person(s) collecting the plant from site by the Plant Manager.
6. Collection of the plant being returned takes place as soon as is practical by MG transport, or
where necessary by external transport.
7. Details of plant & quantities being returned are recorded on a “Material Transfer” ticket or
email by the site Storeman, and faxed/emailed to the plant manager at head office.
8. Plant returned to MG yard will be counted and checked by yard personnel. Details are
confirmed by the yard manager and faxed to the plant manager at head office.
9. Details of plant returned from site are recorded on the computer by the plant manager.
3.3.3 Plant Notification & Inspection
1. To keep track of all plant on site and at the Yard, a weekly ‘What’s Out Where’ report is issued
from the Plant Manager to site. This report provides the plant type, quantity, date of deliveries,
and Product ID of each item of plant on site.
2. Upon delivery of the ‘What’s Out Where’ report, it is the responsibility of the Storeman to
ensure all records are accurate and notify the Plant Manager of any anomalies.
3. All Plant is inspected upon entering the Yard and prior to leaving the Yard by Yard Operatives.
Certificates are provided with details of the next inspection due date. The same applies for
External Suppliers Plant provided.
4. All plant on-site is stored in the Store or in an assigned location on site. It is the responsibility
of the Storeman to ensure any delivered plant stays on site until off-hired. If plant goes
unaccounted for, the Plant Manager must be notified immediately and further action will be
taken with regards to replacement or investigation.
5. On a weekly basis, all site storemen / supervisor complete a weekly power tool safety
checksheet contained in the starter pack. The check sheet ensures that sites are formally
inspecting the tools and returning ones with any damage or faults and are aware of the PAT
expiry for all their hand held tools so that they don’t exceed their use by date.
6. The Storeman must ensure that plant which has passed its use by date / is damaged or faulty
from the corresponding inspection is off-hired to the yard and replaced by an inspected and
passed item.
3.3.4 Yard Operations
1. The MG Kingscote Yard stores and distributes owned and hired goods to and from MG
construction sites.
2. Upon buying department receiving a requisition from sites, a Works Order is placed from
Head Office to the yard.
3. Goods are located in the yard by yard operatives from the works order and stored ready
for loading on vehicles.
4. The Works Order is returned to Yard Manager stating goods in the yard available for
dispatch.
5. A delivery ticket is produced at yard.
6. For goods requiring conformance certificates, the relevant certificates are located, checked
to ensure goods are within conformance date and stored with the delivery ticket.
7. Materials are loaded onto delivery vehicles with 2No copies of delivery ticket held by the
driver – 1No to be issued to site & 1No for site to sign which will be returned to the yard
for filing with a copy sent to the plant department.
8. Materials are off hired on site and checked by the site operative who is issued a copy of the
delivery ticket and any relevant conformance certificates.
9. When the signed copy of the delivery ticket returned to the yard, a copy is faxed to head
office buying department.
10. For return of goods from sites to the yard, the site contacts the yard to request collection
of goods
11. Site store the goods required for off-hire and complete a material transfer note. A copy of
this note is given to the driver collecting the goods.
12. The goods are bought back to the yard where they are counted against the transfer note.
13. The yard produces a reports sheet from the goods returned, noting over / under returns
and any damage. This report is sent to the buying department in head office for subsequent
charges / credit notes to be administered.
Goods requiring certification:
PAT Testing:
1. Tools are returned from site and are stored in a dedicated area in the yard
2. These tools are collected by Plant hirer who check and PAT test them
3. The tools are then returned to the Yard with their newly issued PAT certificate ready for
delivery when required.
Lifting equipment/accessories:
1. Lifting equipment/accessories are returned from site and are stored in a dedicated area in
the yard
2. These goods are collected by a Tool Hirer who check and test them
3. The goods are then returned to the Yard with their newly issued lifting conformance
certificate ready for delivery when required.
4. Lifting straps that have expired certification are cut up and disposed of.
Skips:
1. Skips are returned from site and are stored in a dedicated area in the yard
2. These skips are collected by Conquip who check and test them
3. The skips are then returned to the Yard with their newly issued certificate ready for
delivery when required.
In the event that goods that have been tested and returned to the yard fail to be dispatched to site
within their conformance, the goods will be sent out for retesting prior to dispatch.
Refurbishing materials:
1. Goods that require refurbishment (i.e PERI Panels) are returned to the Yard.
2. These goods are stored in a dedicated area separate from refurbished materials.
3. Goods are refurbished in shed and stored in refurbished area ready for dispatch.
External sales & hire:

1. Goods are delivered to the yard by external suppliers.
2. The delivery ticket is checked & goods are counted.
3. Goods are stored ready for delivery.
Off hiring external goods (PERI & HARSCO GASS)

1. Goods are bought back to the yard from site / collected from site
2. These goods are counted and the delivery ticket checked
3. The external goods are returned to supplier
4. Damages / missing items are communicated to the plant manager and a reconciliation is
carried out on site to return missing items / explain damage items. Any associated costs
are charged to the site.
Off hiring external goods (Other)

1. The external goods are returned to supplier who collect directly from site
2. Damages / missing items are communicated to the plant manager and a reconciliation is
carried out on site to return missing items / explain damage items. Any associated costs
are charged to the site.
3.4 Contract Management:

Outline:
Contract Management (to include pre construction management and company planner)
responsibilities extend into five areas:
1. Tender Development
2. Project Mobilisation/Establishment
3. Project Management
4. Construction Management
5. Post-completion items.
Personnel Involved:
The function of Contract Management may be undertaken by various members of the Operations
Team; Director; Contracts Manager; Project Manager or Site Manager, or a combination of these
to suit the type and size of the Project.
3.4.1 Tender Development – (See also Commercial Process)
1. Operation & Commercial Team Liaison

The Operations Team liaises closely with the Preconstruction Team during the tender
development phase of the project. During this period issues such the Tender Programme, outline
methods of construction and proposals for carrying out and completing the work will be
discussed and agreed. Post Tender meetings will also be attended jointly to outline strategies to
the Main Contractor and resolve any queries which may arise.
2. Tender Acceptance
If the tender is accepted, the Preconstruction & Operations Team will have a Handover Meeting
to ensure the rest of the Contract Team appreciates the nature of the work. Handover meetings
do not work to a specific agenda or format but cover issues such as the agreed programme, site
restraints, resourcing and any other matters peculiar to that contract.
3. Project Management Plan – Construction Phase Plan where PC

Following tender acceptance and handover to the Operations Team the Contracts &/or Project
Manager are to develop a project HSEQ plan, or Construction Phase Plan where appointed as
Principal Contractor.
The scope of this plan is to provide an overview of the project as a whole; the MG works to be
carried out; the systems used to control the project and the safety, quality & environmental
objectives specific to the project. Additionally the HSEQ Plan will identify the principal supplier
used by MG and any subcontractors and their competencies that we may use. As an appendix the
plan will include the QA forms we propose to use on the project.
Where a CPP is required in line with CDM Regulations 2007 the plan will include additional
elements for the control of security, welfare & offices; subcontractor contractor guidance
including competency, emergency & fire plans, management of design, information flow and
communication.

3.4.2: Project Mobilisation & Establishment
1. Establishment of Project Operations Team – (see also Training section for details)
The Project Operations Team will be selected and formed during the Tender Development &
Project Mobilisation phases. The teams will be selected by the Operations Director & Contracts
Managers. As the team is formed the Contracts & Project Managers will assess the teams’
strengths & weaknesses in line with the proposed works and schedule any additional training
that may be required.
2. Project Safety Quality & Environmental Objectives

The Contracts Manger or Project Manager with support of HSEQ department will develop a
Project Specific HSEQ Plan setting out the Project Quality Safety & Environmental Objectives and
outlining the documents to be shared with the client.
3. Programme development
From the Tender Programme the Contracts Manager/Project Manager with the Company Planner
develops the more detailed Construction Programme. In developing this Programme the
Contracts Manager liaises with the Buying & Plant and HSEQ departments concerning the logistics
of carrying out the work. A copy of this programme is passed to the Quantity Surveyor.
4. Placing of material orders – (see also Procurement for details)

The Operations Team Manager liaises with the appropriate departments (Procurement &
Commercial) involved in the placement of Orders for material purchases including any elements
proposed to be sub-let.
5. Placing sub contract order for services – (see also Commercial Management)
The operations team will liaise with the preconstruction team to determine subcontract
operational & budgetary requirements - including HSEQ capability, in relation to the tendered
works. Sub-contractors are selected & appointed in accordance with MG Procedure set out in this
IMS. Director sign off/authorisation is required for high risk or high value works.
6. MG Welfare, Office & Security establishment – (see also Information, Data & Document
Control)
• The MG site requirements are established at Tender stage in line with the anticipated levels
of management, operatives and site-specific details for security, welfare etc. Rental or
provision for the occupation of sufficient cabin space is made either through the client or
buying dept in liaison with the Operations Team. The QS is kept informed of the details.
• The site facility is set up with the necessary services (water electricity & drainage/sanitary
provision as well as communications and specialist equipment including broadband internet
& telephone connections as required.
• The Operations Team will set up the office filing system including HSEQ notices and legal
posters (HSWA) in the initial phases of the project in line with the programmed works and
what office space is available. As the works progress and the office is fully established the MG
filing system will be completed in accordance.
7. MG delegation of duties & organisation – (see Start Up Meeting Agenda)

Prior to the commencement of significant works and at the earliest available opportunity the
operations team will carry out a Start Up Meeting Agenda. The meeting is to be chaired by the
Contracts Manager & HSEQ Manager. The aim of this meeting is for the senior managers of the
project to communicate to the Ops Team the requirements of the job in terms of Organisation,
Safety & Quality & Environmental objectives. These principals are set out in the HSEQ Plan. In
addition the meeting is to establish roles and duties for completing all of the necessary registers
and checks and site standards.
3.4.3: Project Management
This section details the Project Management processes and responsibilities undertaken by the
Contracts & Project Managers.
1. Programme Development, Safe Systems of Work & Environmental Management

From the detailed Construction Programme & Project Management Plan the Operations Team
liaises with the HSEQ departments to further advance the Tender Stage Method statements and
develop construction phase safe systems of work & environmental objectives.
It is the responsibility of the Project Manager to ensure that safe systems of works (method
statements, risk & COSHH assessments) are developed and in place prior to the commencement
of works on site. Method Statements etc. are to be developed in line with the IMS and operational
controls.
The Project Manager is also responsible for the overall implementation of the Environmental
Objectives and Controls set out in the HSEQ Plan & Method Statements. The PM must also make
available to the ops team the site accident and spillage response plan.
2. Information flow
The senior member of the Ops Team reviews existing information against the programme
requirements and prepares and issues Schedules of Information Required to the Main Contractor
as and when appropriate. It is the responsibility of the Project manager to ensure that the
Construction Manager and Senior Engineer review all drawings, schedules and instructions.
The Client will from time to time issue further drawings, schedules and instructions concerning
the work. These are received (& recorded), reviewed and distributed by the Operations Team in
accordance with the Document Control system See Information, Data & Document Control.
3. Production monitoring – (See also section 5.2 Project Review)

The Operations Team constantly monitors progress on site, incorporating the likely effects of
drawing and schedule revisions received from the Client, supply of materials, plant & labour and
weather issues. Progress report are developed comparing this with the Construction Programme
(or other working Programme) and taking the necessary action to ensure proper progress.
If required progress cannot be maintained the Contracts Manager discusses the reasons with the
Commercial Director who may then issue appropriate notice of delay to the Client.
4. Client Liaison & communication

During the construction phase the Operation Team works in close liaison with the Main
Contractor to ensure the works proceed to programme in the agreed phasing and sequence.
Regular site meetings are often held by the Client and attended by the Contracts Manager/Project
Manager and other members of the project team as required.
The Ops Team also co-operates with the Client to overcome construction and progress difficulties
so that these have the minimum effect on the agreed programme and resources. Where it is not
possible to proceed as planned, the Contracts Manager/Project Manager is responsible for putting
positive proposals to the Main Contractor with a view to reducing or minimising the effects of any
delays.
5. Operation Team Management:

The project team hold regular meetings to discuss such topics as:-
a. Safety, Health and Welfare,
b. Programme and progress,
c. Labour requirements,
d. Information required,
e. Plant and materials requirements,
f. Safe Systems of work (Method statements, RA’s & COSHH)
g. Quality matters,
h. Environmental issues
i. Training.
6. Contract Surveying – (See Also Quantity Surveying)

The Contracts Manager/Project Manager regularly discusses the following matters with the
Quantity Surveyor:
a. Costs of Labour, Plant and Materials to date,
b. Variations and delays,
c. Dayworks,
d. Sub-contract accounts,
e. Valuations and
f. Labour rates, bonuses, overtime, etc.
Actions to be taken in regard to the above are agreed between the Contracts Manager and the
Quantity Surveyor.
Documents generated by the contract are controlled in accordance with document control
procedures set out in Section 4: Information, Data & Document Control.
7. Handovers – (See Handover forms)

Prior to handing over the works or part of them the Operations Team is responsible for
ascertaining that the works have been completed in accordance with the agreed specification.
Completion of As Built Surveys and corresponding NCR’s and sign offs will be undertaken as part
of the Project review process and are the mechanism by which the completed product is handed
over to the client.
After completion of works on site the Contracts Manager is responsible for dealing with any
matters which arise in connection with the works until the issue of the Certificate of Making Good
Defects.
Post completion of projects, an Operating & Maintenance manual will be issued to the client which
shall include, but not be exhaustive to the following:
• Scope of works
• Materials Used
• As Built surveys
• Test and commissioning data
• Spare and replacement parts
• Controls and fault finding
• Operation and maintenance
• Residual risks
• Guarantees/warranties
3.4.4 Construction Management:
This section details the Project Management processes and responsibilities undertaken by the
Construction Managers & Senior Engineers (collectively called the Site Manager) who act in this
capacity.
1. Daily management
The Site Manager liaises daily with the Project Manager, Section Foremen and Engineers
regarding progress, quality, labour and safety & environmental matters.
2. Safety, Health and Welfare – (see also Operational Controls OHS – safe system of
works)
• The Site Manager takes responsibility for on-site Safety, Health and Welfare matters and
ensures that all operations carried out on site comply with the Company's Safety Policy and
objectives set out in the HSEQ Plan.
• Site managers are required to participate in the safety inspection rota and accompany the
visiting Safety Manager on the scheduled safety inspections.
• In addition the Site Manager must ensure that a suitable & approved safe system of work is in
place for all activities carried out. The site manager must also ensure that the operatives
undertaking works on site have been briefed on the approved safe system of work prior to
commencement.
• Permit systems: Supervisors have a day to day responsibility for the operation and control of
a variety of permit controlled works. This includes hot works, TW permits for loading &
striking, confined spaces, electrical and excavations.
3. Environmental Management
Site Managers are responsible for the on site implementation of the environmental objectives &
controls set out in the HSEQ Plan and environmental sections of method statements. Typically
this will relate to issues such as the storage of COSHH materials, waste management (segregation
etc), control of pollution (noise, dust, water)
4. Labour Resources
The labour requirements are discussed by the Contracts Manager/Project Manager and
Construction Manager and labour resources managed from site to site or recruited to the
business.
5. Plant & material management – (see also Procurement Section)

The Site Manager liaises regularly with the site Storeman & plant manager regarding his plant
and materials needs. Requisitions are submitted to the Buyer by member of the project
management team.
6. Role of storeman
A storeman will be established on jobs of sufficient scope. A job description has been developed
for the storeman and is detailed in the Stores Aid Memoir.

Receipt of items on site:
• All goods and services are recorded by the issue of a delivery ticket and or works
record sheet, which details supplied material, plant or service.
• This is to be checked and receipt is to be acknowledged by signature of an
authorised MG employee (established at site level).
• Persons authorised to sign for receipt of goods or services are determined by the
relevant Project or Contracts Manager.
• A copy of the delivery ticket is returned to MG head office to substantiate receipt.
• If deemed necessary site keep a copy of these delivery tickets.
Material & product delivery checking

Each delivery is checked off against the call-off sheet and any discrepancy noted at the time
is recorded on the delivery ticket. Any subsequent discrepancies are brought to the
attention of the Supplier by the Site Manager or his delegate.
Specific materials & products

Materials/products delivered to site that are required for a specific use are tagged or
suitably marked to provide traceability to a drawing, specification or other document.
7. On site training – (See also Training Section)

The Site Manager will arrange & carry out "tool-box talks" as part of the Project Toolbox talk rota
and in response to issues identified. The need for training of operatives in the use of plant, tools
and equipment is identified on a schedule of Tool box talks issued by the training manager and
agreed at site level. In addition TBT’s will be identified and given as part of the ongoing
management of the project. Attendance at these talks varies with the size and nature of the
project.
The site manager will work closely with the Operations & HSEQ Teams in identifying any external
training that is required to undertake site works safely & efficiently.
The site manager will have daily informal meetings with the section foreman to detail HSEQ and
production related targets and issues that have arisen over the current / previous day and
strategize a plan to move forward.
8. Site inspections
The Site Manager regularly inspects completed work in consultation with the project team. Any
work not conforming to the required standard is noted for resolution.
9. Labour returns etc.

The Site Manager is responsible for the timely completion of the following:-
a. Labour Returns as required
b. Plant Returns as required
c. Daywork Sheets
d. Daily/Weekly Allocation Sheet as required
These responsibilities may be delegated to others as agreed at site level. Copies of some of these
forms are passed to the Quantity Surveyor by the Site Manager.

3.5 Engineering & Technical – Quality Control on site:
Control of quality at site level is set out in the Project HSEQ Plan and is the responsibility of the
Project Manager. Duties are typically delegated throughout the project team and relate to the
specification and type of works, this is also set out in Project HSEQ Plan. The key processes are
set below.
1. Drawing Management: See also Information, Data & Document Control.

Control of drawings and construction specific information & details is critical to the successful
operation of the project and compliance with the client specification. Ultimate responsibility for
the management of the information flow will reside with the Project Manager. However the
engineering team will likely undertake day to day management of drawings.
Upon receiving the drawing, it is stamped with the corresponding date and filed on clips in the
site office. The drawing register (REF in the Starter Pack) is completed for control and future
reference. Superseded drawings are removed from the drawing clips (when suitable) scored
through with pen and marked S/S and dated. Additional uncontrolled copies may be made for
reference at any time. Many projects now operate to an online collaboration system which
automatically date stamps the drawing. Control of drawings will be via the online collaboration
and monitored by the project management team.
2. Queries and Questions: See also Information, Data & Document Control.
The project team are likely to identify & raise queries and questions from the information
supplied from the client. To resolve these issues the following forms are available as templates
for requests for information (RFI), confirmations of verbal instructions (CVI), Site instructions
(SI) and Temporary Works Request (TWR). To ensure an audit trail is established and that such
queries can be traced documents issued to the client should be accompanied by Document
Transmittal Forms (DTF’s). On many projects now information is distributed between companies
using web based servers where drawings are downloaded and queries raised on digital forms.
Where this is the case this should be outlined or at least stated in the Project Management Plan.
The following links will refer to the appropriate form found in the SP:
S.I: Instructions issued by Client / Principle Contractor

RFI: Request for information from Client / Principle Contractor
CVI: Confirmation of verbal instruction from Client / Principle Contractor
TWR: Temporary Works Request to Client/ Principal Contractor / Sub Contractor
DTF: Form completed upon submittal of document to Client / Principle Contractor / Sub
Contractor
3. Process & Quality Control checks & records.

Various check-sheets and process control documents are used to ensure conformity and
compliance with the specification and QA management systems. These include both engineering
checks such as falsework and formwork inspections and also installation checks for items such
as floors, carpentry & joinery.
These checks are developed as part of the HSEQ Plan and detailed therein.

4. As Built Surveys and NCR’s
The Site supervisor having completed an as-built survey of work completed by others (if
appropriate) discusses the findings with the Site Manager before submitting these to the Main
Contractor.
5. Control of monitoring & measuring equipment

All equipment used for measuring product/service conformance that requires calibration will be
calibrated and against measurement standards traceable to international or national
measurement standards.
Where no such standards exist the basis for calibration or verification will be recorded.
A record of all calibration activities will be kept. These details will be split between site and yard
where the equipment is owned by MG. All measuring equipment will have the following records
• Unique identity of the equipment

• Date of calibration
• Degree of error
• Name of calibrator
• Date of next calibration
The calibration status of all calibration equipment is clearly identified. All calibrated equipment
is protected from damage and deterioration during handling and maintenance and storage.
The on site responsibility for the control of measuring equipment such as surveying equipment
resides with the Site Supervisor or Senior Engineer. Where measuring equipment is hired to site
from an external supplier it is the responsibility of the senior engineer to ensure that the
calibration details or certificates are included and are in order. It remains the responsibility of the
senior engineer to ensure that measuring equipment on site is made available for regular
calibrations as scheduled by the hire firm or MG yard.

3.6 Commercial Management & Quantity Surveying:
Introduction:
The commercial aspects of our projects are controlled and managed by the Quantity
Surveyors/Commercial Managers. They support the Project Team and with the Project &
Contracts Managers ensure that the project is delivered within budget.
The MG QS’s fulfill a number of business support functions including:
• Preparing tender and contract documents, including bills of quantities with the architect
and/or the client;
• Conducting feasibility studies to estimate materials, time and labour costs
• Undertaking costs analysis for repair and maintenance work;
• Undertaking costs analysis for variations
• Support in completing cost value reports
• Performing risk and value management and cost control;
• Advising on procurement strategy;
• Identifying, analyzing and developing responses to commercial risks;
• Issuing PQQs to potential subcontractors for return.
• Selecting, approving and appointing subcontractors
• Providing advice on contractual claims
• Valuing completed work and arranging payments
Specifically the Quantity Surveyors are responsible for valuing works completed as part of our
contracted works and the selection, appointment & commercial management of our sub-
contractors. The following sections; 3.6.1 & 3.6.2 outline the procedures for sub-contractor
management & project valuation & reporting.
3.6.1 Project Valuation & Reporting
Quantity Surveyors are responsible for assessing the value of the works and reporting the
commercial performance at the monthly Cost Value Meetings and Project Reviews.
Valuation will include all costs and sales and incorporate various accruals as required to give an
accurate representation of the overall commercial performance of the project.
The Senior Project Team will attend the monthly Cost Value Meetings held at each site, in
addition the HSEQ Director, Operations Director and Commercial Manager will attend.

3.6.2 Subcontractor Management
Subcontractor management (Commercial) follows the following process:
1. Selection
2. Approval
3. Appointment
4. Management
Subcontractor Selection:
1. The Project Management Team (incorporating the QS & HSEQ Manager) will review our
existing suppliers register and carry out market research to identify suitable contractors for
the specification.
Subcontractor Approval:
2. A register of Subcontractors will be maintained, this will include PQQ info for reference during
approval process. During tendering subcontractors will be given a status based on the info
provided: Approved, Pending, Not Approved. Only Pending or Approved contractors can be
appointed for works.
3. Subcontractors are approved according to the criteria listed below:

a. Experience and past performance.
b. Specification or novation by the client.
c. Financial stability
d. Insurance cover
e. Completion of MG Prequalification Questionnaire
4. Approval of subcontractors is by Commercial and HSEQ Managers and is noted in the contract
order.
Subcontractor Appointment:
5. The QS and project team will appoint suitable subcontractors following an assessment of their
tender against rival bids. The QS and Project Team typically grade subcontracts for their risk,
value and complexity. Low risk/value/complexity contracts are let on Short Orders, more
complex and higher risk/value contracts are let on a Long Order that requires a start up
meeting/interview known as the 39 steps.
6. Contractors appointed on a Long Order will be further assessed in the 39 Steps process prior
to appointment. This is a detailed review of the HSEQ, Specification, Programme & Commercial
requirements of the works, and is to be signed off by a senior manager in the subcontractor
organisation. On completion of the 39 Steps an appointment form will be completed by the QS
for final sign off and approval by a Director. Payment of the subcontractor will not be
authorised until this appointment form has been signed off.
Subcontractor Management:
7. Subcontractor performance will be monitored by the Project Team and reported in the
monthly Project review meetings. If any ongoing monitoring highlights that any particular
supplier is failing to meet their requirements, their approved status will be revoked and no
further orders will be placed with this company until a review has taken place.
8. As subcontractor’s insurances can expire during their contract with MG, it is the
responsibility of the finance department to check insurances prior to making payments each
month. If the insurances are due to expire in the following month, a copy of insurances will
be requested for filing.

3.7 Post Tensioning:
Post tensioning may be carried out by A.J. Morrisroe & Sons Ltd on some projects. Inspection and
testing is carried out by A.J Morrisroe & Sons Ltd, the Principal Contractor or external post
tensioning consultants when required. The Inspection & Test Plan template is used to carry out
such inspection and testing.
The relevant risk assessment and method statement can be located in the Starter Pack.
See Post Tensioning Quality Plan for further details.

SECTION 4: SUPPORT PROCESSES
4.1 Information, Data & Document Control

The master copy of the IMS is held on the Organisation’s computer system and is maintained by
the HSEQ Dept. Approval of this document is by the MG Board.
All hard and any other electronic copies issued will be controlled by maintaining the Starter Pack
Issue Sheet.
All documents received by the Organisation are date stamped on receipt by an assigned
administrator.
4.1.1 Control of Information, Archiving & Technical Libraries (Central

Procedures):
Starter Pack (SP)

The Starter Pack is the principal location for controlled procedures and documents. The SP is
issued electronically, with a controlled copy issued by the HSEQ Team as required. It is the
starting point for any piece of work that needs to be carried out. The Starter Pack is updated by
the HSEQ Team and a new copy is issued. For the contents of the Starter Pack, see the Contents
Guide. The starter pack is issued a revision. All documents contained within are controlled copies
under that revision therefore individual unique document numbers are not necessarily assigned
to documents in the Starter Pack. Other departments, i.e procurement, finance, etc will maintain
their own control of records which are standard proformas printed from the software that they
use in their departments.
Two versions of the SP have been developed to accommodate the two principal divisions of the
business – Houston Cox Eastern & Central, A J Morrisroe & Sons Ltd. These companies provide
different services in the construction industry and so have slightly different requirements for
checks sheets and site based QC. The majority of the other processes are controlled and executed
in an identical manner and so work under the same IMS. The company management system and
policies remain the same and basic architecture of the SP is identical between the AJM & HC
variations. The branding is different.
Information, specifications & standards

The Organisation maintains a library of British Standards, reference books, product literature and
other publications containing industry specific information. This library is not exhaustive and
additional Standards & Specifications may be required as part of specific contract/operational
needs. The library will be reviewed on bi-annual basis by the HSEQ team or as per contract
requirements. The procurement of Standards & updates will be made on a case by case basis. Such
documents of external origin will be identified and their distribution controlled.
The Organisation subscribes to a number of construction specific magazines in order to remain

up–to date with industry changes. Additionally, the Organisation’s trade association provides
advice and support in relation to industry, statutory and regulatory changes.
IT Security & Protection of Electronic Data.

All electronic information that is held on the company IT systems is backed up automatically daily.
Each operating company currently uses a different system for this. In addition a weekly database
override will be made.
All data is stored on the MG HQ Server. In the event of a server failure, all data can be recovered
from our server provider who maintains daily backups of our system and is based off site.
It is the responsibility of individuals to back up their electronic data on the ‘f-drive’ on a regular
basis, decided by them.
The integrity of the computer system and the data held on it is maintained by running background
virus protection software and firewalls.
Company laptops, hard drives and servers used are all password protected as a minimum
standard (upon issue) and remote access and data extraction or destruction can be carried out
as required in the event of loss or theft.
Protocols for the control of IT, including firewall protection and anti virus controls are Managed
by the IT Manager.
Control of records:
The company is to ensure the following records are kept for a minimum period of 12 years (unless
otherwise stated) or as required by statutory, regulatory and/or contractual requirements, which
ever is the longer, in order to demonstrate conformity to the requirements and effective operation
of the Integrated Management System. Responsibility for maintaining documents as follows:
1. Management Review records ) Quality Manager - 4 years

2. Quality Audit reports ) Quality Manager - 4 years
3. Staff training records ) Quality & Training Manager
4. Client complaints ) Quality Manager
5. Non-conformance records ) Quality Manager
6. Tenders ) Estimating Director
7. Letters of Intent ) Estimating Director
8. Contracts ) Preconstruction l Director
9. Purchase Orders ) Buyer - 6 years
10. Delivery Notes ) Accounts - 6 years
11. Drawing Registers ) Archives – Site Specific
12. Drawings ) Archives – Site Specific
13. Project files ) Archives – Site Specific
14. Laboratory test results ) Archives – Site Specific
15. Inspection records ) Archives – Site Specific
16. Hand-over Certificates ) Archives – Site Specific
17. Design output approvals ) Archives – Site Specific
18. Client satisfaction records ) Archives – Site Specific
19. Site Diaries ) Archives – Site Specific
20. As Built Surveys ) Archives – Site Specific
21. Post Tensioning technical details ) Archives – Site Specific
22. Operational & Site HSEQ documentation ) HSEQ Manager
23. Accident Records ) HSEQ Dept- 3 years from date of last
entry
24. Safe system of works Records ) HSEQ Dept
25. LOLER Records ) HSEQ Dept
26. Medical Records – CoSHH related ) HSEQ Dept - 40 years
27. Occupational Health Surveillance Records ) HSEQ Dept - 40 years
28. Typical H&S records ie. RAMS ) HSEQ Dept
29. Project Environmental Info incl waste certification) Archives – Site Specific
Whilst in use and being archived, records shall remain legible, identifiable and traceable.
Archived documentation shall be retained in the Yard in a secure container.
Archiving:
All contracts or agreements signed by the Organisation and clients are stored in the Organisation’s
secure filing cabinet at MG HQ and are the responsibility of the Commercial Director.
On the completion of a project all quality related records are archived in the Organisation’s secure
archive facility at the yard in Ampthill.
Control of the Issue (& Amendments to) the IMS

It is the responsibility of the HSEQ Director to ensure that the IMS contains at least the
following:
• Issue Number
• Revision number
• Date of Issue
• Record of who holds a copy
• Signed Policy Statement
• Organisation Structures
• Processes
• Management Responsibilities
• Indication of how each Paragraph of the Standard will be addressed
• List of Quality Procedures
HSEQ department will issue controlled copies of the IMS to appropriate personnel. When the IMS
is amended or updated, the HSEQ department will revise the Date and Revision Number, complete
the amendment sections and ensure all obsolete controlled copies are removed from circulation
by overwriting function within the programme built.
Any amendments to the IMS will be recorded in the IMS Update List. Information included will
be the date of creation, reference and changes made to the manual. All IMS documents issued via
the starter pack are deemed approved by the HSEQ department.

4.1.2 Control of Information - Site Procedures:
Project documents are stored electronically in a standardised filing system and are kept on site
throughout the duration of the contract.
Control & Issue of Operating Procedures – Project HSEQ Plan:

Operating procedures will not only reflect the processes involved in running a successful
Operations Department, but also the associated support procedures such as purchasing, contract
review, maintenance of test equipment and document control. It is the responsibility of the
Project Manager to produce and review all Operating Procedures, in close liaison with all relevant
Managers.
The Project Manager will ensure that each Procedure is legible and includes at least:
• Title
• Revision Status
• Person Responsible for Issue
• Approval of procedure
• Purpose
• Scope of works
• Risk assessments to include but not be limited to:
o Hazards
o Preventions
o Residual risks
o Protection of customer and 3rd party property
o Potential impact to the public and other 3rd parties
• Review & Update Record
• Responsibilities
Superseded documents will be marked as such or record of status shall be evident in a dedicated
log sheet.
Details of Processes Covered:

Each procedure should indicate:
• Title
• Issue Number
• Revision Number
• Date of Issue
• Page Numbers
The master copies of all Operating Procedures will be held by the Project Manager who will ensure
that the revision number is sequenced by one following amendments. The Project Manager will
issue any revised Operating Procedures to the personnel concerned and will retrieve the
superseded copies or arrange for the old copies to be stored securely.
Single documents are not limited to one process, however, should numerous processes be
covered in a single document, this must be noted in an index or log sheet.

Control of Drawings:
All drawings will be provided to, or be accessible to site staff by the Client / Principle Contractor
/ Plant Provider. Upon receiving the drawing, it is stamped with the corresponding date and filed
on clips in the site office. Superseded drawings are removed from the drawing clips (when
suitable) scored through with pen and marked S/S. The drawing register is completed for control
and future reference. Additional uncontrolled copies may be made for reference at any time. As
per section3.5(1), online collaboration systems may be used in lieu of this method.
Control the Issue of Site Instructions (S.I’s)/ Request For Information (R.F.I’s) /
Confirmation of Verbal Instruction (C.V.I’s) / Temporary Works Request (TWR) /
Document Transmittal Files (DTF’s)
• S.I’s/ R.F.I’s/ CVI’s / TWR’s / DTF’s will include:
• Document Number
• Title
• Date of Issue
• Date of Reply Request
• Instruction / Information request
• Signature of Responsible Manager
The following links will refer to the appropriate form found in the SP:
S.I: Instructions issued by Client / Principle Contractor

RFI: Request for information from Client / Principle Contractor
CVI: Confirmation of verbal instruction from Client / Principle Contractor
TWR: Temporary Works Request to Client/ Principal Contractor / Sub Contractor
DTF: Form completed upon submittal of document to Client / Principle Contractor / Sub
Contractor
Manufacturer Supplied Information:

All Manufacturers' Handbooks, Maintenance Manuals, Parts Lists for Plant and Test Equipment
and associated documents will be considered to be UNCONTROLLED documents and will not form
part of the Quality System Documentation as it will rely on the quality of manufacturing
companies which is out of MG’s control.
Memorandums & Safety Notices:

Occasionally due to the nature of the business, memorandums and safety notices may also be
issued by the HSEQ Team, Company Buyer. When issued they will be complied with if appropriate
by Project Managers, and a copy filed by the HSEQ team for reference to compliance in internal
audits / inspections.
Communication:
A newsletter will be published by the HSEQ team and distributed across the company on an ad
hoc basis. Information and news is typically communicated on a regular basis with meetings
between senior management and employees. When newsletters are produced, they will be
produced in conjunction with the Commercial, Operations and Procurement departments to
advise on recent company developments including new employees, plant purchases, safety,
quality & environmental alerts etc.

Superseded Documents:
Whenever an Operating Procedure, Document, Form, Drawing or section of the IMS is re-issued,
all copies of the superseded document are replaced. The superseded document is marked
Superseded or logged and is retained for reference. Obsolete documents are not to be used.
Obsolete documents may be retained as part of the Quality System when they are required for
Quality records purposes.
Labour Documents:
Upon a new employee starting on site, the following Starter Documents are completed:
• Induction Checksheet
• Training Details (included in Induction Checksheet)
• Eligibility to work details
• Employment Details
A copy is kept on site in the following corresponding folders:
• Inductions & Individual Training Files
• Employment Details & Records
A copy of all Employment Details are sent to MG HQ for further processing. Further information
regarding employment details including the CIS / PAYE scheme can be found with the Finance
Director as they do not bear relation in the Integrated Management System.
A Weekly Timesheet is completed by each site on a weekly basis (either on a timesheet log or by
the online Aurora system) and is copied to MG HQ. This timesheet contains each site employees
attendance and is used by the Finance Department of payroll and the Site for monitoring their
Labour count.

Document Reference:
The HSEQ Integrated Manual is referenced for the following reasons:
• To make document identification precise and controllable
• To assign responsibility for document origination/upkeep
• To clearly indicate revision and issue status
• To be prepared for computerised document control systems
• To provide a simple structure for the quality system
The IMS is referenced using the following system:
XX-XX-XX
DOCUMENT TYPE
RESPONSIBILITY
REVISION STATUS
Document Type: Responsibility:
MA - Manual HSEQ - HSEQ
Revision Status:
01 - First Revision
02 - Second Revision
All other departments have a document reference set up at their own discretion and do not
necessarily follow the same reference guide as the IMS. Control of documents will be agreed
within each department and conformance will be measured in internal audits.
Documents within the starter pack are controlled via the starter pack revision and issue.

4.2 Quality Management
Quality Objectives:
Quality objectives are established as part of the Quality Policy, but may also be part of a project
requirement. Project specific requirements will be determined in the Project HSEQ Plan &
Inspection Test Plan.
We are committed to continually improve both our quality performance and the enhancement
of Client satisfaction. To achieve this we will maintain and regularly review the effectiveness of
our Integrated Management System. We will set objectives as part of our annual Management
Review and communicate these to the company.
It is the commitment of the Management to ensure the below objectives are carried out on a
continual basis:
1. Understand Client needs and expectations and fulfil them with the aim of achieving Client
satisfaction
2. Communicate throughout the Organisation the importance of meeting Client needs and legal
requirements
3. Ensure compliance with all relevant English and EU legislation and regulations
4. Establish the Quality Policy and its objectives
5. Ensure the availability of resources, including human resources; management, training and
guidance
6. Ensure all personnel understand the requirements of this Quality Policy and abide with the
contents of the IMS
7. Undertake a programme of internal auditing to monitor and measure processes and the
effectiveness of the
Quality Management System
8. Undertake a Management Review of the Quality Policy & IMS in order to ensure its continuing
suitability
9. Communicate findings of the Management Review to all staff
10. Constantly monitor quality performance and implement improvements when appropriate
The Company’s Directors with support of the HSEQ department, shall establish, document,
implement and maintain the quality management system and continually improve its
effectiveness in accordance with the requirements of the International Standard BS EN ISO
9001:2008.
Quality implementation:
Effective implementation of the quality administration system is monitored on an informal basis
as part of the Organisation’s day to day operations. Every member involved in the processes of
the Quality Management System operates to its policy.
Quality Communication:
The Quality Management System will be effectively communicated to the necessary staff through
internal training sessions and meetings. These will be in a company induction & familiarisation
session and then through programmed updates for all management & supervisory staff. SP record
sheet will record who has been issued a copy of the. A detailed procedure is provided in Section
4.5
Quality Training:
To ensure that the significance of the Quality Policy is recognised throughout the company,
internal training sessions will be developed and carried out. The aim of these is to communicate
the core procedures and any new procedures identified over review meetings, audits and in the
Management Review meetings. A record of those who have attended one of these training
sessions will be maintained in the head office by way of an issue log.
Measuring & Auditing:

All employees involved in the Quality Management System will be audited and their quality output
measured on a regular basis in accordance with the processes in Section 5.
Compliance:
A member of the HSEQ Team deals with instances where the quality administration system is not
correctly implemented. Persistent breaches of the quality administration system are dealt with in
accordance with the Organisation’s disciplinary procedures. Such breaches are taken into account
when reviewing:
1. The overall operation of the Organisation’s quality administration systems
2. The IMS, to ensure that it is up-to-date and accurately reflects the working practices of the
Organisation
3. Staff training requirements
4. Communication and distribution of an updated IMS
Feedback:
The effectiveness of the Quality Management System is communicated throughout the
Organisation by means of processes employed in Section 4.

4.3 Environmental Management
This section is to be read in conjunction with the IMS Operational Controls –
Environmental & Sustainability Procedures document.
4.3.1 Environmental Objectives:

Environmental objectives are part of the Environmental Policy and established through the
annual management review process and may also be a project requirement. Project specific
requirements will be determined in the Project HSEQ Plan.
We are committed to continually improve both our environmental performance and the
enhancement of Client satisfaction. To achieve this we will maintain and regularly review the
effectiveness of our Integrated Management System. We will set objectives as part of our annual
Management Review and communicate these to the company. Additionally we commit to the
following:
 Keeping abreast of and complying with legislation, regulations and codes of practice
on environmental matters relevant to our activities.
 Reducing the environmental impacts of our activities by identification of
significant environmental impacts and adopting reasonable controls.
 Setting annual environmental objectives and targets, and monitoring performance
against these objectives and targets.
 Making use of opportunities to minimise waste and to reuse or recycle materials.
 Communicating our environmental policies, plans and performance to the public and
other interested parties.
 Training employees and promoting environmental awareness and commitment.
In addition, specific Environmental objectives and targets will be established and programmes
developed for their implementation by the HSEQ Team. These objectives, targets and
programmes will be controlled outside of this manual.
implement and maintain the environmental management system and continually improve its
effectiveness in accordance with the requirements of the International Standard BS EN ISO
14001:2004.
Standard Environmental Objectives for MG sites:

 Site specific environmental objectives to be set out in HSEQ Plan
 Spillage Plans & CoSHH details for all relevant materials to be available on each site
 Environmental Controls for site works to be specified in Method Statements Section 6.
 Specific Method Statement & Controls must be developed for muck away activities.
4.3.3 Environmental Aspects & Impacts:

MG environmental aspects and impacts (as defined in the Standard S3.6 & 3.7) are identified by
the HSEQ Team and recorded in a register. The significant aspects and impacts are assessed and
operation controls and programmes developed and implemented for the reduction of the impact
and improvement of environmental performance. The environmental management procedure for
assessing aspects & impacts is kept at head office by the HSEQ Team.
4.3.2 Legal compliance:

The environmental management procedure for monitoring legal compliance and other
requirements is operated & maintained by HSEQ team at head office.
4.3.4 Emergency Preparedness & Response:

The HSEQ Team will develop relevant contingency procedures for environmental emergencies &
incidents. These will be reviewed in line with changing legislation and MG Aspects & Impacts.
These procedures will be distributed through the company via the Starter Pack & additional
updates as required.
4.3.5 Control of records:

MG maintains in an organized fashion all the necessary documentation that is required by ISO
14001. See below index of Environmental Records ( MG/RE001)
Record Person Retention Location File Method

Responsible minimum
Legal and other requirements HSEQ Life of MG HSEQ Office Most recent
Manager first
Identification and Significance HSEQ Duration HSEQ Office Date Order
Determination of Manager of project
Environmental Aspects
Objectives and Targets HSEQ 5 years HSEQ Office Date Order
Manager
External Stake holder HSEQ Dept 3 years HSEQ Office/Site Date Order by
Communication Record Office site
(suppliers, contractors etc)
Management Review Records HSEQ Dept 4 years HSEQ Office Date Order
Emergency Preparedness HSEQ Dept Duration HSEQ Office/Site Date order
Response of Project offices
Training Records HSEQ Dept 3 years HSEQ Dept By Name and
course
Maintenance log Project Duration Site Offices Date Order
Managers of Project
Weekly environmental Project Duration Site Offices Date Order
Checklist Team of Project
Permits, licenses and other HSEQ Dept Life of MG HSEQ Dept Issue date
approvals
Hazardous material spill/other Project team 3 years HSEQ Office Date Order by
incident reports site
Monthly Site Inspection/Non HSEQ Dept Duration HSEQ Office/Site Date Order
conformance report of Project offices
Complaint Reports HSEQ 3 years HSEQ Office Date Order by
Dept/Project site
teams

4.3.6 Environmental Training:
To ensure that the significance of the Environmental Policy is recognised throughout the
company, internal training sessions will be developed and carried out. The aim of these is to
communicate the core procedures and any new procedures identified in the Management Review
meetings.
Additionally external specialist training sessions will be carried out where required. A record of
those who have attended one of these training sessions will be maintained in the head office.
4.3.7 Environmental Communication:

The IMS will be effectively communicated to the necessary staff through internal training
sessions, meetings, and newsletters. These will be in a company induction & familiarisation
session and then through programmed updates for all management & supervisory staff. A detailed
procedure is provided in Section 4.5
4.3.8 Measuring & Auditing:

All employees involved in the IMS will be audited and their performance reviewed on a regular
basis in accordance with the processes in Section 5.
4.3.9 Compliance:
Persistent breaches of the IMS are dealt with in accordance with the Organisation’s disciplinary
procedures. Such breaches are taken into account when reviewing:
1. The overall operation of the Organisation’s environmental management systems
2. The IMS, to ensure that it is up-to-date and accurately reflects the working practices of the
Organisation
3. Staff training requirements
4. Communication and distribution of updated Aspects & Impacts, environmental objectives and
targets as well as our performance against those targets
4.3.10 Feedback:
The effectiveness of the IMS is communicated throughout the Organisation by means of processes
employed in Section 4.

4.4 Occupational Health & Safety Management
This section is to read in conjunction with the IMS Operational Controls – Occupational Health &
Safety Procedures Document.
4.4.1 OH&S Objectives:

We commit to document, implement, maintain and continually improve the effectiveness of our
O H & S Management System and will set objectives as part of our annual Management Review
and communicate these to the company through our HSEQ management meetings.
The management has a continuing commitment to:

1. Understand the implications of health & safety legislation on our work activities and to meet
these requirements as a minimum standard.
2. Assess our work processes and systems with the aim of identifying hazards to health and
risks and meeting our responsibilities as an employer to do all that is reasonably practicable
to prevent accidents, injuries and damage to health.
3. Provide suitable & sufficient controls of the health and safety risks arising from our work
activities for both our employees and others affected by our activities.
4. Provide information, supervision and training as is necessary to enable the safe performance
of our work activities.
5. Consult our workforce and engage with them on ensuring that our working practices are
appropriate & suitable and innovate to find industry leading solutions.
6. Appoint competent people to assist us in meeting our statutory duties including, where
appropriate specialists from outside the company.
7. Communicate throughout the Organisation the importance of good health & safety making all
persons aware of their OH&S obligation.
8. Ensure compliance with all relevant English and EU legislation and regulations and other
OH&S requirements to which we subscribe
9. Undertake a programme of internal auditing to monitor and measure processes and the
effectiveness of the Safety Management System
10. Undertake a Management Review of the Safety Policy & SMS in order to ensure its continuing
suitability
implement and maintain the occupational health and safety management system and
continually improve its effectiveness in accordance with the requirements of the Standard BS
OHSAS 18001:2007.
4.4.2 Legal Requirements:

Identification and access to legal and other OH&S requirements will be via a number of methods,
including but not limited to HSE information, seminars, meetings, BSi, newsletters, and training
courses.
MG HSEQ team shall implement and maintain a legal register and incorporate applicable legal and
other requirements to which we subscribe into our operational controls and communicate these
requirements to our workforce and other interested parties.
MG shall review legal requirements with changing laws in April and October and other
requirements on an ad-hoc basis and ensure information is kept up-to-date and communicated
as per the communication methods detailed in our operational controls.
4.4.3 OH &S Operational Controls & implementation:

OH&S Operational Controls will be developed and implemented in line with our overarching
OH&S strategic objectives. These Operational Controls will be filed under a separate cover and
reviewed on at least an annual basis.
Effective implementation of the safety administration system is monitored on an informal basis

as part of the Organisation’s day to day operations. Every member involved in the processes of
the Safety Management System operates to its policy.
4.4.4 OH&S Consultation, Communication & Engagement:

A procedure for communication, participation and consultation is established, implemented and
maintained as detailed in MGs operational controls 3.4
The OH&S hazards and the IMS will be effectively communicated to employees at all levels,
contractors, visitors and external interested parties by one or more of the following means:
• Project HSEQ plans,
• Risk assessments & Method statements,
• Location control Sheets,
• Daily Activity Briefings,
• General & zone specific notice boards,
• Meetings,
• Safety alerts and internal training sessions.
These will be in a company induction & familiarisation session and then through programmed
updates for all management & supervisory staff. A detailed procedure is provided in Section 4.5
4.4.5 Occupational Health Screening:

Occupational health screening will be carried out in induction on induction forms which is
reviewed by a supervisor/foreman who will ensure that operatives only carry out works that they
are able to do. In the event of uncertainties, the HSEQ dept will be contacted for advice.
Additional occupational health and safety screening will be carried out by an external body
(appointed by the HSEQ team as required dependant on work activities) who will send an
occupational nurse to screen employees and provide occupational health data to the HSEQ
department for review and if required, further action.
4.4.6 Safety Competence, Training & Awareness:

To ensure that the significance of the OH&S Policy is recognised throughout the company, internal
training sessions will be developed and carried out. The aim of these is to communicate the core
procedures and any new procedures identified in the Management Review meetings. A record of
those who have attended one of these training sessions will be maintained in the head office.
Safety competence, training and awareness will include, but is not limited to inductions, method
statements, risk assessments, daily briefings, toolbox talks, common standards and internal
training will include relevant information to ensure employees are aware of their H&S
responsibilities, the importance of conforming to the H&S policy and management system,
consequences of departure from specified procedures, and consequences and benefits of their
work activity and behaviour.
4.4.7 Measuring & Auditing:

Measuring and auditing will be in accordance with the processes in Section 5. Reports of
performance of the Safety Management System will be presented to top management for review
and used as a basis for improvement as detailed in section 5.
4.4.8 Control of monitoring & measuring equipment

All equipment used for measuring performance that requires calibration will be calibrated and
against measurement standards traceable to international or national measurement standards.
Where no such standards exist the basis for calibration or verification will be recorded.
A record of all calibration activities will be kept. These details will be split between site and where
the equipment is owned by MG at the Yard. All measuring equipment will have the following
records
• Unique identity of the equipment

• Date of calibration
• Degree of error
• Name of calibrator
• Date of next calibration
The calibration status of all calibration equipment is clearly identified.

All calibrated equipment is protected from damage and deterioration during handling and
maintenance and storage.
The on site responsibility for the control of measuring equipment such as surveying equipment
resides with the user. Where measuring equipment is hired to site from an external supplier it is
the responsibility of the user to ensure that the calibration details or certificates are included and
are in order. It remains the responsibility of the user to ensure that measuring equipment on site
is made available for regular calibrations as scheduled by the hire firm or MG yard.
Records of calibration certification shall be retained as required.
4.4.9 Incident investigation:

The HSEQ Team will carry out H&S incident investigation in accordance with its Accident &
Incident Investigation and Reporting Procedures.
4.4.10 Emergency Preparedness & Response:

The HSEQ Team will develop relevant procedures for H&S emergencies & incidents and response
to emergency situations.
MG will respond to actual emergency situations and prevent or mitigate associated adverse OH&S
consequences in line with its emergency response and accident & incident investigation and
reporting procedures.
When planning its emergency response, MG will consider the needs of relevant interested parties,
i.e neighbours and emergency services.

Emergency response shall be planned and periodically tested as required by law and shall take
into account the needs and involvement of relevant interested parties.
Emergency preparedness and response will be reviewed in line with changing legislation and if
required, after periodical testing or occurrence of emergency situations.

4.5 Training & Competency
It is company policy to ensure all A J Morrisroe & Sons Ltd (MG) employees are given
appropriate vocational and health and safety training to assist them to carry out their duties in a
competent manner.
Legal Requirements:
Section 2(2)(c) of the Health and Safety at Work Act 1974 places a duty upon the employer to
provide such information, instruction, training and supervision as is necessary to ensure, so far
as is reasonably practicable, the health, safety and welfare at work of employees. This duty
requires that appropriate training is given in all aspects of safety at the workplace and during
any working activity.
UKCG Compliance:
The UK Contractors Group have set a minimum supervisor training standard which MG will
adhere to; this includes:
Supervisors to demonstrate sufficient knowledge of health and safety gained at a construction
specific course of at least two days duration.
Supervisors to demonstrate having attended training which includes an
understanding of behavioural issues, leadership and effective intervention skills.
Training Standards:
Each MG employee fits in to a set occupational group and we shall ensure that all members of that
occupational group are hold a basic level of competence and over their employment with MG
undergo a targeted level of training.
There are a range of training regimes in operation as detailed below.
4.5.1 Induction Training
1. Site
Each new member of staff is inducted to site using:
a. The Induction Presentation in the SP. This hyperlinked copy is to be amended to suit
the individual site.
b. A Method Statement briefing relating to the tasks they will undertake on site.
Each Induction Check Sheet is completed by the new employee and filed in Starter Folder 22.
Each Method Statement briefing is signed off by the new employee on the back of the Method
Statement and filed in Folder 21.
Each employee will then be briefed on a Method Statement and Risk Assessment relevant to
the scope of works they will be undertaking.
If an employees scope of work changes during a project, they are to be briefed on a relevant
Method Statement & Risk Assessment.
2. Head Office
Each new member of staff is inducted to the company using the Induction Starter Guide in
the SP and a briefing relating to the tasks they will undertake, decided by their direct line
manager.
4.5.2 Minimum competencies
MG have a set standard of minimum competencies in the MG Training Standard which must be
adhered to when starting new employees or promoting employees. The minimum competencies
also detail target training employees will undergo through their employment at MG.
4.5.3 Safety & Environmental Awareness Training
Site operatives will be briefed on a regular basis to ensure they are aware of the current systems
of work, safety alerts, issues identified in inspections and general information relating to daily
activities/programmed works. The core on these briefings will be the Daily Activity Briefings
carried out by the section supervisors.
Additionally there will be re-inductions, ToolBox Talks, Method Statements & safety alert
training. Whichever action is taken, the appropriate register will be signed off by the operatives
and filed in the appropriate Starter Folder:
• Re-Inductions — Folder 22
• Tool-Box Talks — Folder 23
• Method Statements — Folder 21
Any Safety, Environment & Awareness and personal training that takes place is recorded in the
Training Matrix and filed in Folder 22 for reference of individuals' personal training.
Toolbox Talk Rotas are active on every site. They are developed by site management and detail
which Toolbox Talk is to be given on which date and by whom. The HSEQ Team encourage each
site to give at least one Toolbox Talk a week.
4.5.4 Improvement Training
Improvement training is employed to ensure employees' skills are developed on a continual

basis. The most common forms of improvement training are:
Vocational Training:
• NVQ's for CSCS and CPCS Cards. The CSCS Procedure is found in the SP
Skill set training:
• Working @ Height, Scissor Lift (IPAF), PASMA, and Kwikstage (IPAF), etc
• CSM and IOSH
Improvement training is dictated by the MG Training Standard and the scope of training is
detailed in MG’s Training Topics.
MG employees will undergo a formal vocational and skills appraisal on an annual or when
required, project based basis.
Annual appraisals tend to focus on managers and supervisors and are recorded in the training
matrix.
Project based appraisals generally focus on site operative training and follows the procedure in
section 4.4.6.
The Training Manager develops an end of year Action Plan setting out goals and targets for the
following year(s) on a short, medium and long term scale. This is reviewed on a yearly basis.

4.5.5 Training History
Each employee’s training history is stored in a secure database with access available to only the
HSEQ dept. This database holds in particular:
• All CSCS and CPCS qualifications.
• All Short Course information, which currently include those listed under improvement
training.
• All First Aid qualifications.
• All miscellaneous specialist course qualifications.
• Recordings of courses or tests booked.
If at any time individual(s) training records are required by MG employees, the database can be
queried and the requested training information sent. This information is provided by the
Training Manager and all individuals personal details are kept confidential.
Training Providers
Training Providers will be selected by the Training Manager based on, but not limited to, the
following:
• The provider supplying courses that meet the required legal standard, MG & Client
standard
• Experience
• Reputation
• Meeting with providers
• Providers hold accreditation from reputable bodies
• Attending courses
• Discussing courses with delegates for feedback
• Flexibility of providers personalising courses to MG requirements
• Evidence that delegates have put training provided into practice
• Price
4.5.6 Staff Skills Appraisal
Over the course of employment, employee performance shall be reviewed by their managers. In
accordance with the MG Training Standard, relevant skills training shall then be provided,
generally in accordance with contract manager approval.
Where ad-hoc on-site courses are required, the project manager shall determine which
employees are to attend the course based on skills required by employees and ability to carry
out the task in hand.
Where employees are being promoted, contracts managers are to ensure the necessary skills for
that individual are provided as per the MG Training Standard.

4.4.7 Ordering Training Courses

The following action is required if any improvement training is required:
1. Manager identifies training need for 1 or more person(s) through perceived weakness or
request.
2. Manager contacts Training Manager with training requirement
3. Training Manager researches and contacts Training Providers and confirms details of course
with Provider and requesting Manager.
4. Training manager seeks final approval with senior management for final approval of course,
costs, personnel, etc
5. Training Manager completes requisition for course and sends it to the Company Buyer for
processing.
6. Training course takes place on specified time, date, location.
At the end of each site contract, Starter Folders 21, 22, and 23 are returned to Head Office so
that each individuals training during the duration of the project can be archived.

4.6 Personnel
4.6.1 New Personnel
All new personnel will complete an employment contract when joining MG.
These contracts are completed on site or in Head Office and are submitted to the finance
department for storage in the personnel files.
4.6.2 Eligibility to Work
MG will confirm eligibility to work in accordance with the Immigration, Asylum & Nationality
Act 2006.
We will follow the most up to date guidance as issued by the UK Border Agency. The current
guidance as issued by the UK Border Agency is:
Summary Guidance for Employers - December 2010
When starting with MG and when necessary for review, all employees will be required to
produce the relevant documentation in accordance with the IAN act 2006. These records are to
be retained for at least 2 years after the individual has left the organisation.
4.6.3 Equal Opportunities
Morrisroe Group is committed to a policy of equal opportunities
We will always do what is right and fair with respect to individuals to ensure that there can be
no discrimination on grounds of race, colour, disability, religious belief, age, ethnic or national
origin, political opinion, gender, sexual orientation, sexuality, family or marital status, economic
status or trade union membership or non-membership.
We will apply this policy to all our stakeholders, i.e. employees, members, prospective members,
clients and customers, and in each and every activity in which we are engaged. We encourage all
our employees and members to adopt the principles of equal opportunities and to this end the
company is committed to encouraging best practice.
Should an issue arise, it should be notified in writing to the CEO (Brian Morrisroe), who shall
take the appropriate action including, if necessary, invoking the Disciplinary Procedures of the
company.

4.7 Design
The design role usually undertaken by MG is predominantly in relation to elements of the project
that are under our direct control; i.e. temporary works designs for falsework & formwork; ground
works shoring systems or reinforcement design. MG does not undertake design & build projects
and does directly employ designers or operate a design department. Where we have a design
input or responsibility we assume a management role over the design process and outsource the
design works to an agreed approved supplier for falsework design, reinforcement design, ground
work shoring design etc.
The following procedure is generic to cover the scope of our design responsibilities. Where we
undertake a more specific design role this will be detailed in the Project HSEQ Plan or in a separate
procedure.
1. Design activity is planned at the project planning stage, particularly when specific
responsibility has been agreed.
2. The client may issue a concept design brief which is then further developed, or the
Organisation may attend a design briefing, after which the design brief is confirmed to the
client in writing.
3. The form of design output is agreed at the outset and normally consists of working drawings
and a specification. Design Brief is written up by the site team and sent to TW designers. An
entry of design is then placed in the site TW register.
4. Design is returned and reviewed by the site management team. If suitable, a request for
Construction Issue will be requested. If not suitable, designers will be contacted to amend to
suit.
5. Evolution of the design is periodically discussed with the client and any suggestions or
changes to the design are incorporated in the design program as appropriate.
6. Design changes are recorded in the site TW file and are circulated to all relevant staff.
7. All design output is checked and approved before issue, a record being made on the working
drawing or specification with the approver’s initials and the date.
8. Design output may also be formally approved in writing by the client.
9. The design is verified by checking any structural calculations and approval of any associated
drawings by either the Organisation or the client.
10. Appointed TWC & TWS will be responsible for management of temporary works on site as per
the TW policy.

SECTION 5: AUDITING & REVIEW
5.1 Auditing, Monitoring & Measuring

The Organisation monitors, measures, analyses and improves its processes in order to:
1. Demonstrate conformity of its activities

2. Ensure conformity to the Integrated Management System
3. Ensure compliance with any legal requirements
4. Ensure customer requirements have been met
5. Continually improve the effectiveness of the Integrated Management System
5.1.1 Internal Inspections
1. All projects undergo a range of HS&E inspections & audits to ensure conformity with our
systems and monitor and measure performance. The following regimes will be carried out on
all projects as a minimum. Should a different regime be followed on specific projects this will
be set out in the HSEQ Plan or Construction Phase Plan.
a. Weekly site inspections by the project team – PM, CM, Snr Eng.
b. Fortnightly HS&E Inspections by visiting HSQE Manager
c. Three monthly project HSEQ review by visiting HSEQ Manager & PM.
d. Quarterly Directors Tour Audits
2. More frequent HSEQ inspections may be organised by the HSEQ Director or HSEQ Manager
depending on the importance of the activities being audited.
5.1.2 H&S, Environmental & Quality Audits
1. Health & Safety, Quality & Environmental Audit programmes are maintained by the HSEQ
Team ensuring that each section of the Integrated Management System is reviewed at least
annually.
2. H&S/Environment/Quality Audits will be organised by the HSEQ Manager depending on the
importance of the activities being audited and results of previous audits.
3. The audit plan is reviewed & if required, updated on a 6 monthly basis to keep the project list
current.
4. Internal IMS Audits are carried out according to the following procedures:
5. During the course of each month, the HSEQ Team consults the Internal Audit Plan and
establishes which, if any, parts of the Integrated Management System are to be audited during
the coming month.
6. The HSEQ Team notify the person(s) responsible of the department/site that will be audited
and a date is confirmed.
7. The HSEQ Team reviews previous audits and N.C.R’s (if applicable)
8. The HSEQ Team refers to the IMS and determines the activities to be audited.
9. The HSEQ Team advises any personnel concerned that a HS/Quality/Environmental Audit is
being undertaken and answers any questions they may have regarding the audit.
10. The HSEQ Team selects a representative number of records to be audited on a random basis.
11. The audit findings are reviewed with the senior manager (i.e. Project Manager etc) and the
report completed.
12. The HSEQ Team proceeds to the Monitoring and Measurement of Processes stage.
5.1.2 Monitoring and measurement
MG has taken its ability to meet their Clients requirements as the basic measurement of Client
satisfaction. An indication of Client satisfaction is reliant on the number and the nature of non-
conformities experienced. It is this information that is used to measure and analyze the Integrated
Management System.
MG’s processes contain audits and reviews on a regular basis as supported in contract
management and management review, which are intended to confirm at each appropriate stage
that the product conforms to the client’s requirement.
All observations noted during internal audits, whether positive or negative, are recorded on the
Quality Audit Checklist and subsequently administered accordingly via meetings, memorandums
and NCR’s.
In addition, external audits are carried out on an annual basis to ensure the Integrated
Management System is being managed appropriately and meets the 9001:2008, 14001:2004 and
18001:2007 requirements.
At each audit, the previous audits NCR’s will be used as a starting point for measurement.
NCR resolutions are used to measure improvement and client satisfaction. New NCR’s will be
issued for improvement if applicable.
All findings and reports will be fed back into the company by means of NCR’s, memorandums,
meetings and newsletters.
All Audits will be recorded in the Internal Audit Plan to monitor sections that have or have not
previously been audited.
Client satisfaction & focus is monitored and fed back to our operations teams through a number
of ways. These include various meetings, seminars and workshops with our clients held at all
levels from top management through to site operative.
Feedback is distributed to the senior management teams through pre-construction & tender
review meetings, monthly project review meetings and project debriefing sessions on completion
of a project.
Monitoring & measuring issues specifically relevant to environmental management will be

detailed within the specific environmental programmes; for example monitoring of waste
materials, fuels & power supply, recycling etc.

Monitoring and measurement of HS&E Performance through fortnightly inspections
The HSEQ Team assesses HS&E Performance during the fortnightly HS&E inspections & SMS
Audits. The inspections follow a formal inspection routine covering 30+ points. The performance
on each heading is scored and amber or red colour coding assigned where standards are not met.
5.1.3 Reporting Non Conformance & Escalation
This procedure defines the responsibility for handling and investigating site non-conformances,
for taking action to mitigate any impacts caused, and for initiating and completing corrective and
preventive action.
H&S, Quality & Environmental Audits:
1) HSEQ audits will be carried out on sites which have a duration of longer than 6 months. An audit
will be carried out at the site at least once through the contract duration (with a maximum gap of
18 months).
2) Projects less than 6 months will undergo standard fortnightly/monthly HSEQ inspections as
required by AJM / Client for HC projects.
3) Head office audits will be scheduled such that there is no duration greater than 2 years
between audits.
4) Whenever a non-conformance is suspected or detected, the Project Manager is notified. The
Project Manager, either alone or in conjunction with other staff members, makes the
determination of a non-conformance with reference to the specification of standard as
required.
5) The Project Manager shall confer with the affected staff/managers on actions to mitigate any
impacts caused by the non-conformance and for initiating and completing corrective action.
6) The non-conformance report issued by the principle contractor/client/MG found in the SP
must be completed; the fields as follows:
i) NCR Identified (Date identified & person(s) who have identified non conformance)
ii) Corrective Action Proposed & Date of predicted completion.
7) The report should be submitted to those responsible for flagging the non-conformance
8) If the proposal is approved, the affected staff/manager is responsible for ensuring that the
correction is completed as agreed upon. If the proposal is declined, a new proposal must be
submitted. The declined proposal must be filed in Starter Folder 18 for future audits.
9) Any corrective action taken to eliminate the causes of actual and potential non-conformance
shall be appropriate to the magnitude of the problems.
10)Once corrective action has been completed, the non-conformance report must be completed
by stating the action taken.
11)A copy of the complete report should be submitted to those responsible for flagging the non
conformance, the original filed in Starter Folder 18: Handover & NCR along with the log sheet
updated.
12)The Project Manager will confer with the affected staff/manager to take all necessary steps to
ensure that the non conformance does not recur.
13)The Project Manager shall record any changes to the documented procedure for preventive
action if that is warranted
14)The affected staff/manager is responsible for ensuring that the preventive action is completed
as agreed with the Project Manager.
HSEQ Inspections & Audits:
1) HSEQ inspections are scheduled for a fortnightly basis.

2) Each inspection will be site based and include on site HSEQ documentation.
3) Where issues are found they will be escalated in the following manner:
a) Red Items: High Risk - Immediate risk of harm or major attention required to reach
standard / unresolved item
b) Amber Items: Medium Risk – Effort to achieve standard with one or more concerns
c) Green items: – Compliant with the standard
4) Red items: – items that are high risk and must be resolved immediately or within 24 hrs are
to be identified in the covering email copied into the HSEQ Director & Operations Director
5) Generally NCR’s generated from the HSEQ audits will be resolved identically to the IMS.
However where there is a system failure that breaches legal requirements or poses an
immediate safety or health risk the activity relating to that non-conformance will be
suspended whilst the non-conformance is resolved.
5.1.4 Analysis of data
HSEQ data is to be analysed in order to identify trends and opportunities for preventive and/or
improvement actions. HSEQ Data will be collected from the following sources:
1. Client Inspections reports, audits, tours and feedback

2. Project HS&E Inspections & scores
3. Type & Frequency of high priority items identified during inspections & audits
4. Accident & near miss information
5. Project performance reports
6. Occupational Health and Safety Screening
7. H&S, Environment & Quality Audits
8. Client satisfaction records
9. Product and/or service conformity records
The HSEQ Director will collate and analyze the project HSEQ data and report to the board at the
quarterly meetings as per the meeting schedule. Findings will be discussed at the board meeting
and actions to improve considered and means/methods of implementation agreed.
5.1.5 Improvement
Continual improvement
The effectiveness of the Integrated Management System is continually reviewed and improved
through the Management Review process set out in Section 5.6 and by:
1. The application of the H&S, Environmental and Quality Policies

2. The application of the H&S, Environmental and Quality objectives
3. HSEQ Audits
4. Analysis of data
5. Corrective and preventive actions
6. Circulation of Management Review Minutes
Corrective action
Corrective actions include:
• The action taken to correct any activities not meeting the requirements of the Integrated
Management System or agreements with clients is recorded on a Non-conformance
Report.
• Addressing Customer Complaints and Supplier Problems.
• Fixing problems identified at Review, feeding into checklists to prevent recurrence.
• Follow up on the previous Review actions.
• Revising risk assessments appropriate to the magnitude for new or changed hazards prior
to implementation.
Preventive action
Preventive actions include:
• The action taken in order to prevent recurrence of any activities not meeting the
requirements of the IMS or agreements with clients is similarly recorded.
• Implementing suggestions to improve the IMS.
• Implementing a set of actions to improve the IMS.
• Revising risk assessments appropriate to the magnitude for new or changed hazards prior
to implementation.

5.2 Project Review
All live projects are reviewed throughout their lifespan at a number of levels.
1. Pre Start HSEQ meeting

2. During the project construction programmes are developed and updated as necessary by
the Operations Team to reflect agreed targets, the changing circumstances of the project,
client requests & follow on trades. These programmes are discussed with the client at
Progress Meetings and are circulated to project management staff.
3. Weekly progress reports are developed by the Operations Team and issued to head office
and clients; to record progress on each current project; to identify any projects that are
behind schedule and to facilitate planning additional resourced as required. Progress
meetings.
4. Regular (fortnightly) progress meetings with the client to discuss programme etc.
5. Coordination meetings carried out on a regular basis by the operations team to discuss the
project.
5.3 Management Review

The Organisation undertakes Management Reviews at a number of levels.
1. Monthly review meetings for live contract - Cost Value

2. Weekly review of secured & potential contracts
3. Quarterly HSEQ meetings
4. Annual Management Reviews
5.3.1 Quarterly HSEQ Meetings

The quarterly HSEQ meetings are attended by the Contracts & Project Managers from each live
project. The meetings follow a broad agenda covering Safety, Environment & Quality providing a
forum to discuss the following:
a) recent safety inspections including client inspections
b) Directors Safety Tours,
c) recent internal quality audits
d) safety environment or quality alerts
e) training issues
Importantly they provide an opportunity to review processes and make interim amendments to
the IMS between the Annual Management Review. The meetings are chaired by the HSEQ Director.
Minutes are produced and circulated to all attendees.
5.3.2 HSEQ Team Meetings

The HSEQ team hold regular meetings to discuss the findings of site inspections, audits, current
operational issues, HSEQ performance and any accidents of events that have occurred. These
meetings are also used to discuss strategy in between the more formal meetings.
5.3.3 Annual Management Review

An Annual Management Review is carried out at the end of each year and addresses in addition
to general matters the following:

1. Non-conformance records
2. Status of preventive and corrective actions
3. Management Information trend analysis
4. Follow up actions from earlier Management Reviews
5. Changes in the Organisation’s operational environment that could affect the Integrated
Management System, including requirements for additional or revised resources
6. The Organisation’s HSEQ Policies, objectives and goals in order to determine whether they
remain relevant to the requirements of clients and management
7. The overall operation of the Organisation’s quality administration systems in order to
determine their continuing suitability and effectiveness
8. Plans for continual improvement
9. Staff training and competence requirements
10. Environmental issues
11. Safety Issues
The annual Management Review is chaired by the HSEQ Director & Managing Director.
Review input
Records made available in order to facilitate the Management Review include, but are not limited
to:
1. Results of Quality Audits

2. Feedback from clients
3. Management Information records
4. Staff suggestions
5. Previous Management Review records
6. Non-conformance records including Client complaints
7. Client satisfaction survey records
8. Laboratory concrete test cube failure results
9. Environmental issues
10. Health & Safety Issues
11. Training Issues, achievements & plans
Review output
The findings of every Management Review are recorded and kept in accordance with the
procedures set out in Section 4.2.4 and include details of:
1. Actions agreed to improve the IMS and its processes

2. Actions agreed to improve the service that the Organisation provides to its clients
3. Actions agreed to meet revised resource requirements
4. Corrective and preventive actions taken and planned
Proposed changes are reviewed and, where appropriate, adopted by the Board after taking into
account all relevant information.
When adopted, changes are made to the controlled copy of the IMS and the appropriate personnel
are notified of the change.
Feedback & communication

The effectiveness of the Integrated Management System is communicated throughout the
Organisation by means of processes employed in Section 4. In short this will be via the company
newsletter.

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Integrated Management

Morisroe Group Ltd

This document is a controlled copy.

Issued to: Start Pack v5

Issued by: H NAZERALI

Starter Pack CD ROM No. 5

Holders of controlled copies will be advised of any amendments or subsequent issues.

REV REVISION DETAILS REVISED DATE APPROVED

MG Integrated Management System Page 2 of 82 MA-HSEQ-05

1.1 Company Profile 5

1.2 Scope of the Integrated Management System 6

1.3 Policy Statement Statements 7

2.2 Organisation Chart 12

3.3 Plant Management 32

3.4 Contract Management 38

3.5 Site Engineering 44

3.6 Commercial Management 47

3.7 Post Tensioning 49

4.1 Information, Data & Document Control 50

MG Integrated Management System Page 3 of 82 MA-HSEQ-05

5 Auditing & Review 71

5.1 Auditing, Monitoring & Measuring 71

5.2 Project Review 76

5.3 Management Review 76

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1.1 Company Profile

Health and Safety should never be compromised for other objectives.

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This IMS covers the following areas:

1.3 Policy Statements

• Environment & Sustainability

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2.1.2 Process Outline:

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2.1.4: Management of Safety, Quality & Environment:

Day to day implementation of the IMS is by the procedure owners.

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2.2.1 Company organisation:

Organisation charts for the following companies:

• Morrisroe Group Board

2.2.2. Process organisation

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Specific Health, Safety Quality & Environmental duties:

MG Integrated Management System Page 10 of 82 MA-HSEQ-05

Specific Health, Safety Quality & Environmental duties:

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• Marketing & Client Liaison

Specific Health, Safety Quality & Environmental duties:

Specific Health, Safety Quality & Environmental duties:

Specific Health, Safety Quality & Environmental duties:

MG Integrated Management System Page 13 of 82 MA-HSEQ-05

Specific Health, Safety Quality & Environmental duties:

MG Integrated Management System Page 14 of 82 MA-HSEQ-05

• Sourcing & Procuring plant/material needs,

• Specific Health, Safety Quality & Environmental duties:

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Specific Health, Safety Quality & Environmental duties:

Specific Health, Safety Quality & Environmental duties:

MG Integrated Management System Page 16 of 82 MA-HSEQ-05

• Safety, health & environmental team management