Professional Documents
Culture Documents
1997 Edition
The questions on this form are intended to evaluate the quality of training session. Please read each statement carefully
and indicate the degree to which you agree or disagree with the particular statement. Only mark one response per item.
Your responses are confidential and will appear only as part of the training session summary showing average values for
everyone participating in the session.
AGREE
2.
3.
4.
job.
5.
What can be done to make this session more applicable to your job:
7.
8.
9.
10.
The quality of the materials and visuals were
acceptable.
What can be done to make the training materials more useful:
AGREE
12.
13.
14.
15.
What can be done to improve the training session exercises and interaction:
INSTRUCTOR EVALUATION:
16.
17.
18.
19.
20.
Table of Contents
INTRODUCTION
General
1-1
SECTION 3
SECTION 4
1-2
ORGANIZATION
General
2-1
2-3
2-4
2-5
2-6
2-7
2-8
2-9
2-10
2-11
2-12
3-1
3-2
3-4
4-1
Introduction
4-1
Definitions
4-2
4-3
Environmental
4-3
4-5
Workers Compensation
4-6
TOC-1
Table of Contents
4-7
4-8
SECTION 5
SECTION 6
SECTION 7
4-9
4-10
4-11
QUALITY
General
5-1
5-1
Quality Commitment
5-2
COMMUNICATION
General
6-1
6-4
7-1
7-1
Press Relations
7-2
7-3
7-6
LEADERSHIP
General
8-1
8-1
8-2
8-2
Lead By Example
8-3
Innovation
8-3
Ethics
8-4
8-5
8-6
TOC-2
8-7
1997 Edition
Table of Contents
8-9
TRAINING
General
9-1
9-1
9-1
On-the-job Training
9-2
10-1
Maintenance Agreements
10-1
10-2
10-4
Jurisdiction
10-4
10-5
Termination Procedures
10-6
Immigration Processing
10-9
10-9
Grievances
10-12
Work Stoppages
10-13
Anti-Harassment Policy
10-14
10-16
10-16
10-17
National Alliance
10-17
10-18
10-23
10-24
10-25
1997 Edition
11-1
11-3
TOC-3
Table of Contents
11-5
11-11
11-13
12-1
12-2
12-5
SECTION 13 CONTRACTS/COMMERCIAL
General
13-1
Prime Contract
13-1
13-1
13-2
Prime Contract
13-3
Contract Responsibilities
13-4
Project Schedule
13-4
Action Checklist
13-5
Contract Changes
13-6
13-7
Verbal Orders
13-7
13-7
Subcontracts
13-8
13-10
13-11
SECTION 14 CONSTRUCTABILITY
General
14-1
Lessons Learned
14-1
14-2
Critiques
14-3
14-5
14-6
SECTION 15 TIMEKEEPING
General
TOC-4
15-1
1997 Edition
Table of Contents
Timesheets
15-1
Overtime
15-1
15-2
Time Monitoring
15-2
16-1
Job Planning
16-1
16-1
Housekeeping Checklist
16-5
16-6
16-7
Jobsite Security
16-8
16-9
16-10
16-12
17-1
18-1
18-1
Business Development
18-2
18-2
18-3
SECTION 19 REFERENCES
1997 Edition
General
19-1
19-1
Contracts
19-1
Construction Manuals
19-1
19-2
Training
19-2
TOC-5
Section 1
Introduction
GENERAL
The purpose of this handbook is to provide the working Superintendent with an understanding of
Bechtel work practices and expectations. This is important because it cannot be assumed that
personnel automatically understand company expectations when they are assigned to a new
position. If expectations are not clearly defined, employees may believe that they have done a
good job only to find out that it was not what their supervisor expected. This type of
miscommunication is inconsistent with Bechtel's continuous improvement principles and 2001
Leadership Model.
The Superintendent has more impact on Bechtel's success than perhaps any other individual in
the organization. In many ways, the Superintendent's efforts are the point at which everything
comes together and we either succeed or fail. The Superintendent's attitude toward Safety &
Health, attention to detail, control of costs and adherence to schedule are often the difference
between a success story and a failure. The Superintendent's positive interface with the client can
create a lasting memory of Bechtel's work on the project and establish a positive relationship that
ensures future work.
This handbook is intended to provide newly assigned Bechtel Construction Company
Superintendents with guidelines on how to successfully execute their duties. Some of the
subjects that are addressed in the handbook include a discussion of the Bechtel corporate
philosophy, Safety & Health, Contracts, Duties and Responsibilities, Cost and Schedule,
Timekeeping and Labor Relations as well as general information on other subjects. Since
specific project requirements vary, it is important that the Superintendent confirm project
requirements when assigned.
The Homework Assignment included in Attachment 1-1 will be used as part of the preparation for
the second day of the BCC Superintendents Workshop.
1-1
Section 1
Introduction
2. Which two types of organizations typically negotiate Local Collective Bargaining Agreements?
3. Based on the research work summarized in Business Roundtable Report C-2, how many
weeks of 60 hour work weeks does it take until the productive hours worked per week are less
than 40?
4. When you are assigned to a new project, what type of question should you ask about Material
Safety Data Sheets (MSDS)?
6. How much of an increase occurred in Workers Compensation Costs between 1980 and
1987?
8.
1-2
1997 Edition
Introduction
Section 1
11. In accordance with Bechtel Management Policy 102, Standards of Conduct, what should
you do if you become aware of any incident or situation involving potentially unethical
conduct?
12. Which provision of the contract typically allows the contractor to obtain additional
compensation and time if the conditions at the construction site are different than those
described in the contract?
13. What is the name of the report that is used to capture construction site experience for use in
future constructability reviews and in the development of corporate best practices?
14. What is the name of the document that authorizes a change in a craft employees basic rate
of pay?
15. Section 16 of this handbook provides a reprint of a Bechtel Briefs article on the subject of
construction site housekeeping signed by S.D. Bechtel. What year was the article first
published?
1997 Edition
1-3
Section 1
Introduction
Safety
Leadership
Review the attachment titled Bechtel 2001 Leadership Model, Explanation of Individual
Attributes/Judgment Qualities and Leadership Skills/Competencies.
o Section 13
Contracts/Commercial
Review the section material and read the case study titled Enforcing the Site Safety Rules
1-4
1997 Edition
Section 2
Organization
Corporate Organization
Bechtel Construction Operations Incorporated (BCOI) is the corporate entity responsible for the
execution of Bechtel construction work. Becon Construction Company, Inc. is a wholly owned
subsidiary of BCOI. A BCOI organization chart is shown in Attachment 2-1.
Bechtel Construction Company
Bechtel Construction Company is chartered to perform Bechtel unionized construction services in
the United States and Canada. The company serves the construction needs of the North
American Regional Execution Unit offices in Gaithersburg, Houston, and San Francisco as well as
Bechtel National Incorporated (BNI). A Bechtel Construction Company organization chart is
shown in Attachment 2-2.
Becon Construction Company, Inc.
Becon Construction Company is responsible for Bechtel open shop work operations in the United
States. An organization chart is shown in Attachment 2-3.
Bechtel EAMS
The Bechtel EAMS organization manages Bechtels international work operations in Europe,
Africa, the Middle East, and Southeast Asia. The Bechtel EAMS organization chart is shown in
Attachment 2-4.
Bechtel Asia Pacific
The Bechtel Asia Pacific organization manages Bechtels international work operations in Asia,
Oceania, and the Pacific Rim. The Bechtel Asia Pacific organization chart is shown in
Attachment 2-5.
Bechtel Latin America
The Bechtel Latin America organization manages Bechtels international work operations in South
America, Central America, and Mexico. The Bechtel Latin America organization chart is shown in
Attachment 2-6.
Bechtel Systems and Infrastructure, Inc. (BSII)
Bechtel Systems and Infrastructure, Inc. (BSII) manages Bechtel government and infrastructure
related work. An organization chart is shown in Attachment 2-7.
2-1
Section 2
Organization
2-2
1997 Edition
1997 Edition
Manager
BLSI
H. E. Livermore
Manager
CR&T
T. L. Horst
President
BCOI
R. D. Couse
Manager
Startup
R. E. Riggs
President
Becon
R. M. McIlhattan
North America
President
BCC
M. A. Hickey
Manager
BESH
S. C. Burkhammer
Manager of
Construction
EAMS
C. D. Wood
Manager of
Construction
Asia Pacific
G. D. Spindle
Manager of
Construction
Latin America
J. G. Torres
International
Manager of
Construction
T. R. Draeger
BSII
Organization
Section 2
2-3
2-4
Gaithersburg
Phone: 301-417-4770
Fax: 301-330-5215
Gaithersburg
Phone: 301-417-4609
Fax: 301-330-5215
Technical
Assistant
M. Fone
Don Carpenter
Rafaat Guirguis
Trent Heidorn
Ty Larson
Steve Novak
Tom Pratt
Dave Ross
Lenny Sevastio
Construction
and MPAG
Coordinators
Gaithersburg
Phone: 301-417-4690
J. Lonergan
Lead Constr
Coordinator
E. Shyloski
C. L. Nolan
Administrative
Support
V. Trivedi
Construction Mgr
Construction Mgr
Proposal Mgr
C. Lamerson
LAO
Coordinator
C. Polock
Gaithersburg
Phone: 301-417-4082
G. Gaudoin
Gaithersburg
Phone: 301-417-3646
BAP
Coordinator
Gaithersburg
Phone: 301-417-4122
Fax: 301-330-5215
J. Honer
Proposal
Coordinator
Phone: 301-417-3560
J. Hollett
EAMS
Coordinator
Gaithersburg
Phone: 301-417-4420
Fax: 301-330-5215
Administrative
Assistant
S. McMahon
President
M. A.Hickey
Gaithersburg
Phone: 301-417-3378
Fax: 301-330-5215
Gaithersburg
Phone: 301-417-4535
Fax: 301-330-5627
T. Manley
Regional LR Mgr
Gaithersburg
Phone: 301-417-4603
Fax: 301-869-5340
J. Hinman
Gaithersburg
Phone: 301-417-3980
Fax: 301-990-3151
E. Tessier
Staffing
Gaithersburg
Phone: 301-417-4250
Fax: 301-990-9174
S. Roark
Staffing
Gaithersburg
Phone: 301-417-4155
Fax: 301-990-9174
F. Fritz
Staffing
Section 2
Organization
1997 Edition
1997 Edition
Houston
Phone: 713-235-4844
Fac: 713-235-1699
L. Putnam
Startup/O&M
Manager
Houston
Phone: 713-235-1516
Fax: 713-235-8580
J. W. Hume
G. Smith
Oak Ridge
Phone: 423-220-2443
Fax: 423-220-2748
Construction Mgr
TBD
Gaithersburg
Phone:
Fax:
Houston
Phone: 713-235-4119
Fax: 713-235-8580
Construction Mgr
C. O. Greer
Houston
Phone: 713-235--3468
Fax: 713-235-8580
Manager
Pelican Island
Shipyard
Construction Mgr
P. Hudson - CR&T
T. Elkins - Contracts
J. Elwood - MI
J. Mathis - BES&H
Support Services
Houston
Phone: 713-235-3641
Fax: 713-235-1699
C. Cappello
Manager
Execution Planning
and Support
Houston
Phone: 713-235-1605
Fax: 713-235-8580
R. E. Keenan
Services Manager
W. G. Henry
Houston
Phone: 713-235-5387
Fax: 713-235-1699
R. A. Lawrence
Manager
Industrial Relations
Construction Mgr
Charlotte
Phone: 704-552-0268
Fax: 704-502-1029
J. P. Piccolo
W. Borger
Houston
Phone: 713-235-4182
Fax: 713-235-8580
East Coast
Operations Manager
Houston
Phone: 713-235-1509
Fax: 713-235-8580
Gulf Coast
Operations Manager
S. A. Harvey
Houston
Phone: 713-235-2906
Fax: 713-235-1643
Special Assignment
M&M Operations Mgr
Executive Secretary
Staffing
T. D. White
President
R. M. McIlhattan
Houston
Phone: 713-235-3238
Fax: 713-235-8580
Organization
Section 2
2-5
2-6
BEWT
London
Phone: 441-81-600-8211
Fax: 441-81-600-8201
P. Murphy
Phone:
Phone: 846-5981
H. Jones
Constr Operations
Mgr M&M, BCIV
Phone:
TBD
Constr Operations
Mgr, P&C
J. McTernan
Phone:
A. Griffiths
Staffing
Phone: 600-8340
J. Pilcher
Staffing
Phone: 600-8217
Phone: 600-8218
K. Derrough
Project Support
Phone: 600-8219
C. Mann
Adminstrative
Budgeting
Phone:
D. Nielson
Phone: 600-8342
J. Carter
Recruitment,
Staffing Support
London
Phone: 441-81-600-8206
Fax: 441-81-600-8210
H. Davies
Staffing/HR
London
Phone: 441-81-600-8205
Fax: 441-81-600-8201
M. F. Ussher
Construction Services
Manager
Construction
Staffing
London
Phone: 441-81-846-5074
Fax: 441-81-846-4497
L. L. Anderson
Construction Operations
Manager Power
Constr Operations
Mgr Sel. & P&C
Phone: 846-3488
M. Morris
Proposals
Phone: 600-8341
J. Harney
Proposals
London
Phone: 441-81-600-8209
Fax: 441-81-600-8210
M. Keen
Construction Proposals
Phone: 441-81-600-8202
Secretary
J. Williams
Construction
Engineer
Phone: 846-5136
M. J. Annetts
Construction
Coordination
Phone: 600-8207
M. Mann
Automation
G. Field
H. Lees
Construction Operations
Support Manager
Warrington Lancashirre
Phone: 441-92-585-7624
Fax: 441-92-585-7584
Bechtel Water
Technology Ltd
Phone:
Fax:
G. Wright
London
Telephone: 441-81-600-8203
Fax: 441-81-600-8210
Manager of Construction
C. D. Wood
Phone: 600-8321
Fax: 600-8210
S. Oliver
Secretary
London
Phone: 441-81-600-8319
Fax: 441-81-600-8210
P. E. Brown
San Francisco
Phone: 415-768-5950
Fax: 415-768-5809
J. L. Yawn
Corporate Safety
Section 2
Organization
BECHTEL EAMS
ATTACHMENT 2-4
1997 Edition
1997 Edition
K. Pulito
Shanghai
Phone: 86-574-676-8427
Fax: 86-574-676-8433
Tianjin
Phone: 8622-532-6904
Fax: 8622-532-6905
Hong Kong
Korea
Japan
Vietnam
Philippines
Gaithersburg
Phone: 301-417-4085
Fax: 301-208-0636
C. R. Rountree
Jakarta
Phone: 6221-515-7000
Fax: 6221-515-3477
J. P. Betts
C. Humphries
Singapore
Phone: 65-339-5022
Fax: 65-339-8090
Construction Manager
Indonesia
Construction Manager
Thailand/Malaysia
Singapre
Safety
Asia Pacific
Construction Manager
Construction Manager
N. L. French
Taiwan
Construction Manager
China
Manager of Construction
G. D. Spindle
Hong Kong
Phone: 8522-970-7232
Fax: 8522-840-1272
Brisbane
Phone: 617-214-7400
Fax: 617-214-7450
J. W. Crowther
Construction Manager
Oceania
Organization
Section 2
2-7
2-8
Construction Manager
R. M. McIlhattan
acting
Venezuela/Caribbean
Phone: 713-235-3328
Fax: 713-235-8580
Construction Manager
TBD
Brazil
Phone:
Fax:
Construction Manager
P. Teller
Chile
Phone: 652-234-4747
Fax: 562-334-2651
Manager of Construction
J. G. Torres
Mexico City
Phone: 525-282-1056
Fax: 525-282-1448
Section 2
Organization
1997 Edition
1997 Edition
Chief Engineer
San Francisco
Phone: 415-768-3537
Fax: 415-768-6167
D. Omichinski
J. Calvey
Oak Ridge
Phone: 423-220-2000
Fax: 423-220-2100
Secretary
J. Stone
Subcontracts
Manager
G. Smith
Construction
Manager
San Francisco
Phone: 415-768-4507
Fax: 415-768-6167
Mgr of Construction
Contracts
D. Douthit
Construction Mgr
Secretary
E. Wolski
San Francisco
Phone: 415-768-8118
G. Madrid
Construction Mgr
Industrial
Manager of Construction
T. R. Draeger
San Francisco
Phone: 415-768-7172
Fax: 415-768-6167
Open
Construction Mgr
BCIV
San Francisco
Phone: 415-768-2175
R. Kaneshiro
Administrative
Assistant
San Francisco
Phone: 415-768-4436
Fax: 415-768-5911
D. M. Bonghi
Personnel Mgr
Safety
Oak Ridge
Phone: 423-220-2438
Fax: 423-220-2107
D. Stevenson
Organization
Section 2
2-9
2-10
Gaithersburg
Phone: 301-417-3330
Fax: 301-990-9174
Field Procurement
A. R. Johnson
Houston
Phone: 713-235-4370
Fax: 713-871-7940
Gaithersburg
Phone: 301-417-4690
Fax: 301-330-5215
Controller Services
J. D. Johnson
Phoenix
Phone: 602-651-2306
Fax: 602-651-2315
London
Phone: 441-81-600-8208
Fax: 441-81-600-8210
G. Field
EAMS Liaison
Construction Contracts
C. R. Amos
J. P. Lonergan
Houston
Phone: 713-235-4934
Fax: 713-235-2030
Hong Kong
Phone: 8522-970-7232
Fax: 8522-840-1272
F. L. Hopple
G. D. Spindle
San Francisco
Phone: 415-768-9310
Fax: 415-768-5911
S. Mateo
Construction
Automation
Houston
Phone: 713-235-5051
Fax: 713-235-8655
J. T. Minor
BAP Liaison
Gaithersburg
Phone: 301-417-3535
Fax: 301-527-8954
F. J. Dykstra
MPAG (HOEU)
Gaithersburg
Phone: 301-417-3908
Fax: 301-990-9174
Gaithersburg
Phone: 301-417-4233
Fax: 301-990-9174
HR & Training
J. G. Nelson
Field Controls
R. Wrightington
Chief QC /Constr
Technologoes
Louisville
Phone: 502-244-2574
Fax: 502-344-2211
H. E. Livermore
Bechtel Leasing
Services, Inc.
Construction Resources
& Technologies
Houston
Phone: 713-235-1517
Fax: 713-235-4852
P. W. Hudson
Field Engineering
Manager, CR&T
T. L. Horst
Gaithersburg
Phone: 301-417-3424
Fax: 301-990-9174
Section 2
Organization
1997 Edition
1997 Edition
V.P & Manager
C. R. Rountree
Gaithersburg
Phone: 301-417-4085
Fax: 301-208-0636
Oak Ridge
Phone: 423-220-2438
Fax: 423-220-2107
D. A. Stevenson
Manager
BSII
V. P. & Manager
North America
V. P. & Manager
Asia Pacific
San Francisco
Phone: 415-768-5950
Fax: 415-768-5809
J. L. Yawn
ES&H Operations
San Francisco
Phone: 415-768-5578
Fax: 415-768-7299
San Francisco
Phone: 415-768-5578
Fax: 415-768-7299
London
Phone: 441-81-846-4869
Fax: 44-81-846-4955
P. E. Brown
Frederick
Phone: 301-624-4036
Fax: 301-695-4448
S. L. Fletcher
Manager
Telecom
Houston
Phone: 713-235-1557
Fax: 713-235-1699
G. Perry
Medical/Process
Improvements
Gaithersburg
Phone: 301-417-3904
Fax: 301-208-0636
C. S. Forbes
Training/Education
San Francisco
Phone: 415-768-8895
Fax: 415-768-5809
K. S. Berg
VP & Manager
Special Operations
Bechtel Environmental
Safety & Health
Santiago, Chile
Phone: 011-562-675-1217
Fax: 011-562-234-4732
M. Gomez
Manager
Latin America
S. A. Kubanis
S. A. Kubanis
VP & Manager
EAMS
V. P. & Manager
Envronmental
Compliance
V. P. & Manager
Envronmental
Assurance
Organization
Section 2
2-11
2-12
Gaithersburg
Phone: 301-417-3976
Fax: 301-990-3151
Houston
Phone: 713-235-4844
Fac: 713-235-1699
Gaithersburg
Phone: 301-417-3991
Fax: 301-990-3151
R. F. Divine
L. C. Putnam
Houston
P&C Support
Supervisor
Regional Manager
R. E. Riggs
Fossil Support
Supervisor
Dept. Secretary
K. M. Murphy
London
Phone: 441-81-600-8206
Fax: 441-81-600-8210
San Francisco
Phone: 415-768-1200
B. Patel
Project Support
Supervisor
San Francisco/M&M
TBD
EAMS
H. Davies
Regional Manager
Gaithersburg
Phone: 301-417-3992
Fax: 301-990-3151
Regional Manager
Nuclear Support
Supervisor
BSII
BSRI
Hanford
NTS
Gaithersburg
Phone: 301-417-3980
Fax: 301-990-3151
E. Tessier
Staffing Manager
Gaithersburg
Phone: 301-417-3989
Fax: 301-990-3151
J. Baldwin Lowber
Department
Administrator
Corporate Manager
R. E. Riggs
Gaithersburg
Phone: 301-417-3991
Fax: 301-990-3151
Section 2
Organization
1997 Edition
1997 Edition
Louisville
Phone: 502-244-2574
Fax: 501-244-2211
G. P. Caneva
Office Manager
Proposal Coordinator /
Tools and Consumables
C. Brown
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
Business Systems /
Technical Services
R. Nevins
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
A. Mirage
Rigging Manager
Organization
Section 2
2-13
Section 2
Organization
EXECUTIVE SUMMARY
EPC-Process Innovation is Bechtels innovative, knowledge-driven, project execution
methodology. It integrates our global project management capabilities, the knowledge of our
technical specialists, and our automated work processes with one primary objective: to deliver
over 30 percent increased value to our customers.
EPC-Process Innovation is based on the following value-adding principles designed to lower
total-installed-costs, reduce cycle-time, and improve quality and performance for Bechtel projects:
front-end planning and optimization, global supply-chain management, knowledge management,
and cross-functional work execution.
These value-adding principles deliver bottom-line benefits to our customers projects in the form
of cost-savings and cycle-time reduction. Using historical data as a baseline, the breakdown of
cost savings delivered by EPC-Process Innovation is as follows:
COST CATEGORY
SAVINGS
35 %
Home Office
45%
Field Non-Manual
40%
35%
Field Indirects
15%
In addition, significant reductions are estimated in project cycle-time. Together, the cost and
schedule savings give our customers a minimum of 30 percent in added value.
EPC-Process Innovation establishes two new organizational entities: the Project Development
Center and the Multi-Project Acquisition Groups.
The Project Development Center consists of cross-functional world-class specialists dedicated to
project front-end activities. Because the greatest opportunity to influence project cost and
schedule is during the front-end design, the Project Development Centers front-end activities
have a significant influence on project cost and schedule. The Project Development Center is
responsible for: developing standard plants and plant modules with capabilities for rapid
customization, developing project-specific execution plans, selecting the best alternatives based
on minimizing project total-installed-cost and accelerating project schedules.
Multi-Project Acquisition Groups are centralized, cross-functional teams responsible for global
supply-chain management. Because forty to sixty percent of the total-installed-cost on a
traditional project results from equipment, materials, and sub-contracts, Multi-Project Acquisition
Group activities are critical to reducing project total-installed-costs. They are responsible for:
integrating Bechtels work processes with our strategic suppliers, leveraging our global buying
power through use of MPAs, using standard specifications and supplier designs where applicable,
2-14
1997 Edition
Organization
Section 2
COST CATEGORY
SAVINGS
35 %
Home Office
45%
Field Non-Manual
40%
35%
Field Indirects
15%
In addition, significant reductions are estimated in project cycle-time. Taken together, the cost
and schedule savings give our customers a minimum of 30 percent in added value.
We have made significant progress in implementing the EPC-Process Innovation concepts. The
concepts developed by the design team have been translated into real organizations, processes,
and technologies, all supporting real projects.
1997 Edition
2-15
Section 2
Organization
Bechtel prides itself on bringing together the best team possible to accomplish a project, execute
the project, and then disassembling the team at close-out. Although this traditional execution
approach holds an advantage for a single, stand-alone project, it is not the most efficient way to
leverage our resources, particularly in the fast-paced global market.
The changes implemented by EPC-Process Innovation result in a new way to work, transforming
us into a knowledge-based company. In addition, the process through which work is executed
has been optimized. The net result is a Bechtel organization that learns quickly and constantly, is
focused on total cost reduction, and is, ultimately, more responsive to the customers individual
project requirements. The real advantage to the customer is delivered through economies of
knowledge as well as economies of scale; multiple projects are executed using highly skilled
central teams, yet offering the capability for customization when and where it is of real value to
the customer.
The following sections describe the new processes and organizations that have been
implemented to apply EPC-Process Innovation to Bechtel projects:
Section One: The Strategic Capability
This section describes the new core functions and capabilities of the knowledge-based
organizations such as the Project Development Center (PDC) and the Multi-Project Acquisition
Groups (MPAGs) which are implemented by EPC-Process Innovation. It also describes the
functions of the Knowledge Bank, an integral part of both organizations.
Section Two: Project Execution
This section provides an overview of the life-cycle of a typical EPC-Process Innovation project,
beginning with M&BD and ending with maintenance and operations, as applicable, of the
completed plant or facility. The project is divided into three phases: M&BD, Development, and
Delivery. The central role of the Project Management Team in the success of the project is
explained, along with a narrative on the supporting roles of the PDC and MPAGs through each of
the three project phases.
SECTION ONE: THE STRATEGIC CAPABILITY
The heart of EPC-Process Innovation consists of two new organizational structures: the Project
Development Center (PDC) and the Multi-Project Acquisition Groups (MPAGs).
Both the PDC and the MPAGs are knowledge-based, process-focused organizations, that is, they
seek to gather, create, organize, maintain, and disseminate specific knowledge, continuously
learning from customers, the market, the competition, and our projects. These organizations build
a Knowledge Bank, an organization-wide repository of our expertise and experience.
2-16
1997 Edition
Organization
Section 2
Multi-Project Acquisition
Groups (MPAGs)
Knowledge Bank
Together, the PDC, the MPAGs, and the Knowledge Bank, form a new strategic capability to
leverage specialized knowledge across multiple projects, helping our projects deliver a minimum
of 30 percent added value to our customers.
The Project Development Center (PDC)
The greatest opportunity to influence project cost and schedule is during the front-end of a
project. To this effect, EPC-Process Innovation creates a new organization, the Project
Development Center (PDC), consisting of technical experts: process engineers, systems and
layout specialists, estimators, schedulers, materials managers, construction and start-up
personnel. The PDC is dedicated to project optimization activities. The emphasis on front-end
optimization creates efficient design and execution strategies, maximizing the opportunities to
save money and reduce cycle-time for the customer.
PDCs are grouped by industry type and specific market segments. For example, we are
establishing a PDC for Fossil Power, and one for Petroleum & Chemicals. Each PDC may be
further subdivided into specific, technology-based PDC teams: for example, in Petroleum &
Chemicals, PDC teams exist for Delayed Coking and LNG. London has already established a
PDC to service a recently awarded international project. Each PDC is a center of excellence, a
key component of Bechtel strategy, both within the North American Regional Execution Unit, and
across the globe in EAMS and Asia-Pacific.
Each PDC is responsible for:
1997 Edition
2-17
Section 2
Organization
The PDC organization includes the following teams- Process Technology Development: process
technology, process simulation, and environmental; Systems Development: process systems,
control systems, and electrical systems; Plant Configuration: plant layout and
civil/structural/architectural; Project Execution Planning & Support: estimating, scheduling,
execution planning, materials management, constructability, and startup; and, Specialist Groups:
M&QS, Geo-tech, and Fire & Safety. Refer to Figure 2-1 below.
Multi-Project Acquisition Groups (MPAGs)
Forty to sixty percent of our Total-Installed-Cost (TIC) on a traditional project results from
equipment, materials and sub-contracts. EPC-Process Innovation redefines our material
acquisition work processes, eliminating waste in all aspects of the supply chain, while taking
maximum advantage of our suppliers core competencies.
To that end, we formed specific Multi-Project Acquisition Groups (MPAGs), made up of crossfunctional teams, consisting of engineering, procurement, construction, and cost and schedule
personnel, responsible for global supply chain management.
2-18
1997 Edition
Organization
Section 2
Process
Technology
Development
Systems
Development
Plant
Configuration
Project Execution
Planning &
Support
Specialists
Proposal A
Proposal B
Proposal C
Project A
Project B
Project C
Establishing global strategic supplier relationships, leveraging Bechtels buying power across
multiple projects.
Preparing standardized procurement specifications and design information.
Streamlining the material acquisition process to minimize the need for the costly bid-evaluateaward cycles.
Integrating supplier/Bechtel work processes.
Coordinating acquisition activities with the Project Management Team to ensure the lowest
TIC material solution, not just the cheapest material.
Building and maintaining the Knowledge Bank consisting of real-time information databases
for access to vendor information.
1997 Edition
2-19
Section 2
Organization
Using the suppliers knowledge and expertise in conjunction with their standard products to
meet functional requirements at lowest TIC.
Maximizing use of our strategic suppliers across the globe with cost savings derived from
leveraged global purchasing power of equipment as well as bulk materials.
Working with the customer early in the project, so that the customers special requirements
can be integrated with our suppliers as early as possible. On-line, standard, TIC-optimized
specifications will be available for use as a low cost alternative.
Achieving dramatic reductions in cycle-time for obtaining supplier technical data and materials
through the use of Electronic Data Interchange and access through the Knowledge Bank.
Eliminating the traditional, costly, vendor submittal process because of our access to real-time
vendor information.
Currently, the following MPAGs shown in Figure 2-3 have been established:
Electrical
Instrumentation &
Control Systems
Machinery
Civil/Structural
Project A
Project B
Project C
By the end of 1995, two additional MPAGs will be established in the following areas: Heat
Exchangers & Vessels, and Environmental & Safety.
The Knowledge Bank
In addition to the knowledge institutionalized by the establishment of the PDC and the MPAGs,
the Knowledge Bank is Bechtels central repository of on-line knowledge, a systematic process to
capture and disseminate knowledge throughout our organization. It provides accurate information
on demand, when and where it is needed. Both the PDC and the MPAGs are responsible for
loading and maintaining the Knowledge Bank, leveraging our best-practices across all our
projects.
The Knowledge Bank makes the following information available on-line:
2-20
1997 Edition
Organization
Section 2
Final supplier drawings, resident in on-line computer applications, can be copied and
dedicated to a project in a manner of minutes. This accelerates a task that might otherwise
have taken weeks.
Low TIC, quality plants with the shortest schedules.
Best practices and experiences are consistently applied to the work execution, resulting in
shortened schedules and reduced cost.
Minimize routing of actual documents by using on-line tools to provide for routing, document
review, and sign-off.
Reduce the time typically spent searching for the information needed for project execution.
Minimize potential for data and drawing hand-off and transactional errors.
Knowledge-Based Work
Taken together, the PDC, the MPAGs, and the Knowledge Bank, form the integrated core of our
new work processes. Bechtels future as a global EPC company will be defined by the our ability
to maintain the proper balance between creating knowledge and serving our customers projects.
1997 Edition
2-21
Section 2
Organization
EPC-Process Innovation projects are divided into three phases: M&BD, Development, and
Delivery. In each phase, the PMT plays a critical role in the success of the project.
Phase One: M&BD
Phase One, M&BD, consists of marketing activities and tasks that occur before a RFP. EPCProcess Innovation emphasizes the principles of strategic marketing, a shift from a reactive to a
proactive approach for winning customers.
The M&BD organization will continuously track the market by:
2-22
1997 Edition
Organization
Section 2
Understanding customer perceptions, i.e., how customers and prospects rate our reputation,
product/service quality, cost, and customer relationships.
Learning how different customer segments make buying decisions.
Tracking the competition, their objectives, strengths and weaknesses, size and market share.
Recognizing future trends, threats, and substitute products and technologies.
Measuring the effectiveness of our marketing efforts.
The appropriate GIU-specific PDC will support our M&BD efforts by developing optimized
standard plants and plant modules as products to meet future needs.
This M&BD phase integrates our current BD activities with specific product-lines (e.g. Powerline
for Fossil Power, and Petroline for Conoco's Coking Technology, Phillips' LNG Cascade
Technology, etc.) developed, optimized, and standardized by a PDC. During this phase, the PMT
and the PDC work as an integrated team with the primary objective of positioning Bechtel to
secure projects from qualified prospects.
Multi-Project Acquisition
Groups (MPAGs)
Phase
One:
M&BD
Knowledge Bank
Phase
Three:
Delivery
Phase Two:
Development
FIGURE 2- 4 - PHASES OF AN EPC-PROCESS INNOVATION PROJECT
1997 Edition
2-23
Section 2
Organization
During this phase, the PMT works closely with the PDC to develop an optimized front-end
package which includes the following activities:
Developing/screening optimized plants and plant modules to the level necessary to achieve
the lowest TIC.
Developing/screening of a TIC/schedule-optimized project execution alternatives for the PMT,
used to develop the project execution package.
Providing the PMT with a project execution package which includes the project cost and
schedule projections, the project execution plan, and the project technical scope document.
Providing the PMT with a project execution plan which defines customer requirements,
defines exclusions and assumptions, establishes the work breakdown structure, establishes
the EPC methodology basis, and establishes the crafts features basis.
Providing the PMT with a project technical scope document which represents the detail work
in the physical plant prepared as a basis for the project cost and schedule projections.
Includes diagrams, drawings, lists, which define the technical boundaries of the project.
Developing a TIC/schedule trade-off plot which graphically represents the project cost and
schedule expectations along with a confidence rating to meet those expectations.
Depending on the project execution strategy, the PDC will perform conceptual front-end design
activities ranging from 20 to 30 percent of the total engineering effort. For example, if a project is
to be executed in a low-cost execution center, the PDC may complete a higher proportion of
design work than if the work was being executed in a regional execution unit. For some projects
the development phase may be completed when the proposal is submitted for award, whereas,
for others, development may continue on after the project award.
Phase Three: Delivery
Phase Three, Delivery, consists of project detail design, material acquisition, building, and startup and maintenance activities. In this phase, the PMT takes the front-end optimized project, as
defined by the PDC, and establishes a stand-alone Project Execution Team (PET).
Within the PET, the PMT establishes cross-functional teams focused on TIC. Implementing
cross-functional/cost-focused project execution teams involves the allocation of appropriate
portions of the projects cost budget to each team, thus establishing responsibility and
accountability for achieving TIC reduction.
A TIC cross-functional team typically consists of members from numerous engineering disciplines,
construction, cost, scheduling, and materials management. Refer to the diagram shown in Figure
2-5.
In this phase of the project, the PMT is responsible for the following:
2-24
1997 Edition
Organization
Section 2
Engineering
Project Controls
Material
Management
Construction
Startup
Work Scope A
Work Scope B
Work Scope C
Summary
An overview of the EPC-Process Innovation workflow is shown in Figure 2-6 below.
1997 Edition
2-25
Section 2
Organization
M&BD
MPAG
Multi-Project
Acquisition Groups
Supply Chain Management
Supplier Integration
Build and Maintain the
Knowledge Bank
Project Opportunities
PMT
Project Management
Team
as the project
progresses ....
PMT
Project Management
Team
PDC
Project Development
Center
Proposal Support
Project Execution
Proposal Support
Conceptual & Front-End Design
Execution Strategy
Build & Maintain Knowledge Bank
PET
Project Execution
Team
Scheduling
Project Management
Detail Engineering
Construction
Start Up & Turn Over
Material Management
2-26
1997 Edition
Organization
Section 2
During the M&BD phase, the PDC supports the M&BD group to identify and win projects. The
PMT and the PDC work as an integrated team with the primary objective of positioning Bechtel to
secure projects from qualified prospects. The PDC helps with proposal support and optimized
estimates based on the standard reference plants available through the Knowledge Bank.
During the Development phase, the PDC optimizes front-end design and the project execution
strategy for multiple projects. In this phase, the PDC plays a key role in process technology
development, project execution planning, systems and facilities configuration and development.
The PMT manages the project, drawing from the resources in the PDC.
The MPAGs providing global supply chain management, leveraging their expertise across multiple
projects as well. The Delivery phase consists of project detail design, material acquisition,
building, and start-up and maintenance activities. In this phase, the PMT takes the front-end
optimized project, as defined by the PDC, and establishes a stand-alone PET. Within the PET,
the PMT establishes cross-functional teams focused on TIC. Implementing cross-functional/costfocused project execution teams involves the allocation of appropriate portions of the projects
cost budget to each team, thus establishing responsibility and accountability for achieving TIC
reduction.
The PDC and the MPAGs are also responsible for continuously building and maintaining the
Knowledge Bank.
That, simply stated, is the project workflow for an EPC-Process Innovation project.
1997 Edition
2-27
Section 3
3-1
Section 3
SUPERINTENDENT
REPORTS TO:
LEAD SUPERINTENDENT
3-2
1997 Edition
Section 3
1997 Edition
3-3
Section 3
2.
3.
4.
Develop a plan for work crews performing work in your area on how to complete assigned
work, including safety and health concerns, for off hours and weekend work even if you will
not be on site at the time.
TRUE
FALSE
TRUE
FALSE
TRUE
FALSE
Keep a close watch on craft to make sure Bechtel is getting a full days work.
TRUE
5.
Check material pricing locally to make sure the project is not paying too much for field
procured materials.
TRUE
6.
8.
9.
FALSE
Stay current on what's happening in the construction industry and identify new tools and
equipment that will improve construction productivity.
TRUE
7.
FALSE
FALSE
FALSE
TRUE
FALSE
TRUE
FALSE
10. Correct any project worker, including the client, who fails to obey a project safety rule.
TRUE
3-4
FALSE
1997 Edition
Section 3
FALSE
TRUE
FALSE
12. Socialize with craft employees offsite to ensure a harmonious work site.
13. The superintendent is responsible to ensure that project design information is complete and
accurate before it goes to the craft.
TRUE
FALSE
TRUE
FALSE
TRUE
FALSE
16. The Superintendent's number one job is to complete the job with the lowest possible labor
hour performance factor.
TRUE
FALSE
17. Make sure you complete the project with the lowest number of recordable injuries in your
work crews.
TRUE
FALSE
18. Do the right thing for the environment whether or not its covered in the project Environmental
Control Plan.
TRUE
FALSE
19. Accepting small gifts from the vendors, or other non-Bechtel business associates is
acceptable.
TRUE
FALSE
20. If you work with client personnel on a daily basis, keep them advised on the inside story of
what's going on within the Bechtel organization.
TRUE
FALSE
TRUE
FALSE
1997 Edition
3-5
Section 3
FALSE
23. To eliminate waste on non-nuclear projects, the superintendent may elect to waive quality
inspection paperwork that does not add value.
TRUE
FALSE
24. The responsible superintendent should provide a detailed explanation and justification on
termination slips to document the reason for the termination to avoid the potential of the
terminated employee filing a grievance.
TRUE
FALSE
For the following questions, assume you are the Lead Superintendent on the project and
are unable to contact the Site Manager:
25. If a significant emergency condition occurs at the site, immediately call the San Francisco
hotline to report the emergency.
TRUE
FALSE
26. If a craft work stoppage occurs, contact the Shop Steward or Business Agent and report what
has happened.
TRUE
FALSE
27. Immediately terminate any craft employee who appears to be in an intoxicated condition.
TRUE
FALSE
28. If two employees get into a fight on the project, have them sit out the rest of the shift until
emotions cool down and the matter can be investigated.
TRUE
FALSE
TRUE
FALSE
29. Call no shows at home to find out why they didn't come to work.
30. Do not allow state or federal OSHA or EPA inspectors on the site who show up
unannounced.
TRUE
FALSE
31. Sign hazardous waste disposal transporter manifest slips on behalf of Bechtel.
TRUE
3-6
FALSE
1997 Edition
Section 3
32. Do not allow law enforcement officers on the site to arrest employees.
TRUE
1997 Edition
FALSE
3-7
Section 4
OSHA Recordable:
4-1
Section 4
Any injury which requires more than basic First Aid treatment at a First Aid facility or in a
Doctors office. This includes any medications prescribed to treat the injury which is not a
preventative type medication (antibiotics are preventative). A single stitch required to treat an
injury.
4-2
1997 Edition
Section 4
Environmental
Understanding and complying with Environmental regulations and requirements are an extremely
important part of our business today. In recognition of this Bechtel has established a separate
Business Line that pursues and executes environmental work. Every project today has to
recognize and deal with items which impact the environment that used to be considered to be of
no consequence. Examples of these hazards are spills which take place while fueling equipment,
disposal of waste concrete and fluid leaks from construction equipment. The penalties
associated with a failure to comply with regulations which address these subjects can be severe.
The laws are structured so that it is the individual responsible for the work who will be penalized.
Bechtel Policy 107 defines our corporate position in this area and each project should have
procedures to define roles and responsibilities.
Responsibilities
1.
2.
If involved with a subcontractor, review Bechtel's and subcontractor responsibilities with the
Contract Coordinator or Administrator. Make sure that Bechtel's responsibilities are understood
and complied with. Failure to comply with Bechtel's contract requirements can result in costly
delays and expose us to claims. At the same time, however, providing support or services that
are really the responsibility of the subcontractor can also have a negative effect on Bechtel.
Procedural
Each project should have established procedures that outline the specific project requirements for
safe-guarding the environment. During new hire orientation each employee should be instructed
about their Right to Know and other basic information related to environmental issues. It is the
1997 Edition
4-3
Section 4
responsibility of each employee to become familiar with these requirements. If they are not
covered in new hire orientations, ask for the information. The laws which govern these sensitive
issues target the responsible individuals for civil and criminal actions for violating the law and
prohibit the employer from paying fines which may arise from violations.
These procedures should address such items as spill prevention and containment, air emissions,
handling of chemicals, asbestos, PCB's and Hazardous Wastes.
Reporting requirements vary from state to state and should be addressed in the site specific
procedures. Bechtel's corporate philosophies and policies are contained in Bechtel Policy 107:
Environmental Policy.
Zero Accident Philosophy
The construction industry in the United States accounts for about ten percent of the gross
domestic product, having an annual dollar volume of about $450 billion (1992). The industry
employs five percent of the nations work force, yet that five percent experiences a
disproportionate number of occupational injuries. According to the Bureau of Labor Statistics,
twenty percent of all traumatic occupational fatalities and twelve percent of the total number of
disabling injuries, occur in the construction industry.
Studies show that between 1980 and 1987, workers' compensation insurance costs in the United
States doubled. This upward trend is continuing in many states. Depending on the state,
additional annual increases of five to thirty percent are common. In many states, construction
contractors are paying ten to thirty percent of their direct labor costs for workers' compensation
premiums, an amount exceeding their profit margins. These same studies also indicate that it is
not uncommon for those with a poor safety and health performance to pay twice the premium
cost, as compared to those with a good safety and health performance. The National Safety
Council estimated the direct cost of construction injuries and fatalities at two billion dollars
annually. The indirect cost associated with these injuries are four times the direct costs, or eight
billion dollars annually.
Bechtel's dedication to safety excellence has laid a cornerstone for good safety and health
performance on all Bechtel sites and facilities. In the past we developed goals and/or targets for
safety and health performance, which we have attempted to meet or surpass. We accepted that
on every project there would be accidents and people would be injured, but we would still meet
our target goals. This philosophy is no longer acceptable in the Bechtel organizations; we now
operate under the Zero Accident Philosophy.
The Zero Accident Philosophy (ZAP) was started to encourage employee awareness and
stimulate innovation in the work place. The philosophy directly addresses the 2001 strategy of
performing in a manner that exceeds customer expectations. A safe work site is a cost effective
work site, and the savings are passed on to our customers, both internal and external.
Zero accidents, like continuous improvement, is a philosophy that should be followed on a daily
basis and integrated into every work practice. In accordance with the Zero Accidents Philosophy,
we believe that all accidents are preventable. The word accident is an excuse that will no longer
be accepted in the Bechtel culture. The graph shown in Attachment 4-2 highlights the
improvement that BCC has seen in its Lost Work Day Case (LWDC) rate since the Zero Accident
Philosophy was adopted in 1992.
4-4
1997 Edition
Section 4
If shortcuts are taken and worker errors occur, the probability of someone getting injured is
inevitable
A major cause of injury is workers' at-risk behavior
Identify practices and conditions that are safe as well as those that are at risk and could
cause accidents, injuries, equipment, or property damage
Identify specific needs for employee coaching and provide safety/health education
Provide feedback on the effectiveness of recent employee coaching
Check the adequacy of existing job/task methods and procedures
Provide appropriate, on-the-spot corrective action
Team observers focus on body position and movement, safe use of tools and equipment, material
handling and lifting, housekeeping, and the use of personal protective equipment.
Safe Behavior Reinforcement
Consequences or feedback that employees receive regarding their behavior influences whether
that behavior is repeated. Studies show that when behavior is rewarded (positive reinforcement),
the person will tend to produce more of that behavior in the future. The superintendent must be
sure to acknowledge safe behavior to achieve zero accidents on the job.
For example, if a foreman completes a job under budget and ahead of schedule, the normal
inclination is to reward the behavior and compliment the foreman for a job well done. This
reward, however, may in fact reward the foreman for placing workers' in an at-risk condition to get
the job done quicker. To attain zero accidents, the superintendent must ensure that safe
behaviors are being reinforced.
Workers' Compensation
Workers' Compensation (comp) was designed at the turn of the century to remove the conflict
between employer and employee when an injury occurred on the job. Currently state run workers'
comp has five basic objectives:
1997 Edition
4-5
Section 4
Provide sure, prompt and reasonable income and medical benefits to work accident victims, or
income benefits to their dependents, regardless of fault.
Provide a single remedy and reduce court costs, and workloads arising out of personal injury
litigation.
Relieve public and private charities of financial drains incident to uncompensated industrial
accidents.
Eliminate payment of fees to lawyers and witnesses as well as time consuming trials and
appeals.
Promote frank study of causes of accidents (rather than concealment of fault) reducing
preventable accidents and human suffering.
Workers' compensation is "no fault", meaning that even if the employee was injured due to
something he or she did , they will receive compensation. Employers are relieved of the burden
associated with civil suits involving negligence on their part.
Economic losses associated with workers' comp are considered to be a cost of production.
Bechtel pays between five and ten million dollars a year for workers' compensation insurance.
The employer's premium is the basic premium multiplied by the Experience Modification Rate
(EMR).
The basic premium is the manual rate multiplied by each $100 of payroll. Manual rates are set by
state insurance commissions, and class codes address the different crafts. The EMR tailors the
cost to the specific employer. Based on the preceding three years loss history (excluding the
most current preceding year), the EMR equals the adjusted actual losses divided by the expected
actual losses. Losses are adjusted to favor frequency and to recognize the size of the employer.
If frequency and severity are bad, actual losses will be high, which will drive up the EMR. If the
premium paid is insufficient, the actual losses will exceed the expected losses, which will also
drive up the EMR.
There is a significant cost savings associated with good safety performance. To illustrate the
impact of workers' compensation insurance, a recently completed $92 million cogeneration
project, with a $22 million labor bill, had a workers' comp premium of $4 million. If that premium
was reduced by 10%, it would yield a $400,000 improvement for bidding work. This can easily be
the difference between winning and losing a job.
Americans with Disability Act (ADA)
ADA mandates that work locations provide appropriate and reasonable access to people with
disabilities. On construction sites, the Site Safety Representative is the designated subject matter
expert on the specific requirements for ADA implementation at the site. The Superintendent must
be familiar with these requirements and implement accommodations as directed by the Site
Manager and the Site Safety Representative.
4-6
1997 Edition
Section 4
Objectives
Spread ownership for safety and health program effectiveness throughout the Bechtel
organization
Increase employees' consistent use of safe practices in their daily work activities
Optimize the use of continuous improvement practices as the basis for zero accident
initiatives
1997 Edition
4-7
Section 4
14.00
12.00
Overall Bechtel
OSHA Recordable
Rate
10.00
8.00
BCC Recordable
Rate
6.00
4.00
2.00
1989
1990
1991
1992
1989
1993
1990
5.92
1991
3.62
1994
1992
1995
1993
1994
1996
1995
1996
3.92
3.06
2.58
2.72
2.33
2.16
7.33
4.89
3.89
4.11
3.44
2.47
7.19
6.12
5.32
4.31
3.44
3.00
2.66
14.30
14.20
13.00
13.10
12.20
11.80
11.50
6.00
LWDC Rate
5.00
Overall Bechtel
OSHA LWDC Rate
4.00
3.00
BCC LWDC
Rate
2.00
1.00
1989
1990
1991
1992
1989
1.25
1993
1990
0.81
1991
1994
1992
1993
1995
1994
1996
1995
1996
0.90
0.64
0.29
0.41
0.32
0.24
1.59
1.01
0.42
0.62
0.41
0.12
1.90
1.55
1.45
1.14
0.63
0.81
0.55
6.80
6.70
6.10
5.80
5.50
5.50
5.20
4-8
1997 Edition
Section 4
SAFETY CHECKLIST
ATTACHMENT 4-3
SAFETY INSPECTION CHECKLIST REPORT
ITEM
DESCRIPTION
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
YES
NO
COMMENTS:
CORRECTIVE ACTION REQUIRED BY:
ORGANIZATION/GROUP
ACTION REQUIRED BY
DATE:
1997 Edition
4-9
Section 4
4-10
1997 Edition
Section 5
Quality
GENERAL
On all projects, regardless of size, the Superintendent has direct and immediate control over the
work and is responsible for the quality of work performed. Bechtel defines quality as completing
assigned work so that it complies with the requirements of the project drawings and
specifications. The superintendent must seek to avoid rework resulting from inattention to detail or
poor quality work.
Bechtel's reputation depends on completing construction work so that it meets the technical
requirements and expectations of its customers. Every step in the construction process must
comply with design drawings and specifications, and design changes must be approved before
work proceeds. Short cuts that ignore the quality of the work are not acceptable and can have a
serious impact later in the start-up or operations of the project facility. In some cases, quality
problems could jeopardize worker safety or the safety of the general public.
The Superintendent must have a working knowledge of the project drawings, specifications,
codes, procedures and quality commitments associated with the work. Additionally, the
Superintendent must know the capabilities and expertise of the work crews, especially where
unique or specialty tasks are involved.
Project quality commitments are included in the project procedures that describe how the work is
to be performed. These procedures include requirements for inspection and documentation of
critical activities to ensure the work was properly performed. On some projects, independent
inspections may also be performed by Bechtel Field Engineers, Bechtel Quality Control
Inspectors, client personnel, or code inspectors. These inspections are intended to independently
verify that project requirements have been met. The superintendent should review project quality
and inspection requirements prior to starting the work and ensure that quality in built into the
project work rather than assuming that inspectors are responsible for quality compliance.
Project Quality Procedures
In general, project quality procedures include the following requirements:
Bechtel procedures are highly effective tools to ensure the quality of the work performed. All
Bechtel procedures, however, are built on the principal that quality is built into the product by the
5-1
Section 5
Quality
worker rather than inspected in by the inspector. The Superintendent cannot expect that the
Field Engineer or Inspector will make sure that quality commitments are met. The Superintendent
must understand project requirements and ensure that assigned construction craft build quality
into the work performed. Empowering workers to build it right the first time, increases worker
job satisfaction and pride of workmanship, and provides the lowest installed cost. The
superintendent is responsible to ensure that work is performed correctly the first time.
Quality Commitments
Common questions to ask related to quality commitments are:
5-2
1997 Edition
Section 6
Communication
GENERAL
As a Superintendent in the field much of your effectiveness is impacted by your ability to
successfully communicate with employees. Communication is so important that it is one of
Leadership Skills/Competencies in the our Bechtel 2001 Leadership Model residing in the KNOW
section. Effective interpersonal communication is essential to enable people to work together.
The key is authentic dialogue between the Superintendent and his workers. Effective
communication is necessary to:
Informing
Providing direction
Listening
6-1
Section 6
Communication
Take the time to know his employees and how to effectively communicate to each one.
Know the status of planned, active, and completed work
Coordinate the work with other Superintendents and subcontractors to ensure all disciplines
are functioning as a team
Communicate effectively and timely with his/her expectations and rationale to General
Foreman, Foreman, and workers
Meet daily with Field Engineers to review the work in progress, evaluate upcoming work,
review material requirements, and confirm that design commitments are met
Be persuasive in exchanging ideas
Be able to write clearly and concisely
Listen effectively
Must not shoot the messenger for delivering bad news
In addition, the Superintendent must know when to elevate problems or issues to management
for resolution. When issues are brought to management attention, enough time should be
allowed to correct the problem without compromising safety, quality cost, and schedule
commitments.
A ZIPPERING PLAN is normally implemented on projects with a high level of client or customer
involvement to ensure that routine contacts with the client are maintained. This also ensures that
the Bechtel team is recognized as fully cognizant of the daily work plan. Zippering plans typically
include the assignment of particular client/customer personnel to specific Bechtel personnel
where ongoing communication can occur at a similar working level between organizations.
To ensure that the work plan is effectively communicated between appropriate work groups, each
Superintendent should have list of daily contacts that include:
In summary, communication is a major component in the success or failure of any work activity.
The Superintendent/Supervisor must be sure that those receiving directions have a clear
understanding of what is being communicated.
6-2
1997 Edition
Communication
Section 6
COMMUNICATION SKILLS
QUESTIONING TECHNIQUES
Attachment 6-1
The question can be an important tool to the superintendent. By asking questions skillfully, a
superintendent can achieve certain objectives without alienating employees. Fortunately,
effective questioning techniques can be learned and with practice, a superintendent can be
expert in using a broad variety of questions to achieve specific objectives. Lets look at some
example objectives and related questions that might be asked to achieve them.
OBJECTIVE
EXAMPLE
To open a discussion
What is a.....?
To get information
To test ideas
To broaden a discussion
1997 Edition
6-3
Section 6
Communication
COMMUNICATION SKILLS
QUESTIONING TECHNIQUES
Attachment 6-1
DONT:
6-4
1997 Edition
Section 7
Serious injuries
Fires
Work stoppages
Severe storms
Other events that could threaten personnel safety or could damage to site equipment and
structures
This plan specifies certain communications that must be made in the event of an emergency.
The Superintendent must be familiar with these communication requirements and follow them in
the event of a project emergency. Upon arriving at a new project site, the Superintendent should
ask for copies of the site specific emergency procedures to understand emergency reporting and
response requirements.
7-1
Section 7
Press Relations
During or shortly after a site emergency it is not unusual for members of the press to visit the site
to gather information about the emergency for publication. It is also common practice for
members of the press to request specific details about the project and may solicit direct quotes
from Bechtel employees related to the event.
As a result, you need to be aware of Bechtel directives that prohibit jobsite employees from
releasing any information related to the project, and specifically emergency events, to the press
corps or any media service. The Site Manager will have access to appropriate Bechtel personnel
authorized for press releases, and only these employees will provide information to the press.
Attachment 7-2 provides general guidance on planning for emergencies and dealing with the
press during the emergency. Unless specifically authorized to do so:
THE SUPERINTENDENT SHOULD NOT MAKE ANY STATEMENTS TO THE
PRESS REGARDING THE PROJECT OR PROJECT INCIDENTS.
If approached by a reporter or other member of the media, decline all questions and escort the
person to the Site Manager. It may also be appropriate to involve site security personnel if the
media has entered the project illegally.
7-2
1997 Edition
Section 7
Instruction S2.3
Emergency Planning
1.0
PURPOSE
This instruction establishes requirements for the preparation of emergency contingency
plans as required by corporate policy.
2.0
SCOPE
This instruction is applicable to all construction projects under the administrative control of
Bechtel Construction Operations.
3.0
DEFINITIONS
3.1
Emergency Condition
An emergency condition may include:
4.0
REFERENCES
4.1
5.0
RESPONSIBILITIES
5.1
Site Manager
The Site Manager is responsible to ensure that appropriate emergency contingency plans
are in place for the project prior to site mobilization. If plans have not been prepared, the
Site Manager is responsible for preparing the project emergency contingency plans.
6.0
REQUIREMENTS
6.1
1997 Edition
7-3
Section 7
bombings, arson, or sabotage shall be prepared by the Site Manager and approved by the
Construction Manager, the Project Manager and the Senior Bechtel Representative at the
construction site. Contingency plans should be assigned a security classification
commensurate with the information's sensitivity.
6.2
6.3
On projects constructed in the United States and Canada by either Bechtel Construction
Company or Becon Construction Company, Inc., the responsible Construction Company
Vice President shall be notified when the plan is implemented.
6.4
6.5
For international projects, the project emergency contingency plans must be reviewed and
approved as a minimum by the Construction Manager, Project Manager, and the Manager
of Security.
a.
b.
c.
d.
Depending on the location and nature of the project, additional approvals may be
required as determined by the Project Manager and the Manager of Security.
When there are several projects in one country or geographical region, the project
contingency plan should be incorporated as part of a country or region wide
contingency plan.
Embassy refuge contingency plans should be coordinated with designated embassies
in the country prior to implementing the plan
A copy of the approved plans should be routed to the Manager of Security for
information.
6.6
For projects constructed in the United States or Canada, the emergency contingency
plans must be approved by the Site Manager as a site procedure. A copy of the plans
should be forwarded to the Manager of Security for information.
6.7
7-4
1997 Edition
6.8
Section 7
Security will provide the Site Manager assistance in the development of required
contingency plans including:
a.
b.
c.
6.9
In some instances, Security will prepare certain emergency plans. For example, Security
will prepare a Kidnap Plan if that is a high risk threat in the area of the construction
project. The Site Manager should coordinate efforts with Security to determine those
aspects of site emergency planning that require plan preparation by Security.
6.10
The following telephone numbers are available 24 hours a day to report emergency
conditions that occur at the construction site:
6.11
Manager of Security
(415) 768-5146
(415) 768-3840
The Bechtel Security Control Center is available to assist projects as a crisis management
manager when a crisis situation arises. This might include satellite communications,
providing family member hotlines, providing project status reports during the crisis, and
assisting with evacuations. The role of the Bechtel Security Control Center in crisis
management should be defined in the project contingency plans.
1997 Edition
7-5
Section 7
There are of course many other emergency situations that could also be listed. The key to
emergency planning is to determine which emergencies has the greatest potential for impacting a
specific project
7-6
1997 Edition
Section 7
Team Leader
Spokesperson
Field Superintendent
Safety Representative
Project Manager
Construction Manager
Human Resources
Procurement
Legal
Not every emergency will require participation of the full team. Only those with the necessary
expertise need to be involved in the actual management of the emergency. Some emergencies
may only require two members of the team; others may require more.
All the members of the team are important, however, two members are vital to the process. The
team leader and the spokesperson.
The Team Leader
The team leader on the project emergency management team may or may not be the Site
Manager depending on the emergency. The team leader is responsible for controlling the
emergency in the quickest manner possible and minimizing project impacts. The team leader
selects the key people to implement the emergency plan and is the recipient of all emergency
information. The team leader should be a good trouble shooter, be organized, and be willing to
commit the time to bring the emergency under control.
1997 Edition
7-7
Section 7
The Spokesperson
The spokesperson disseminates information about the emergency to the media, customers,
employees, and others as required. The spokesperson should be experienced in dealing with the
media and is typically either assigned by Bechtel Public Relations or by the client. It is important
to identify who this person is prior to an actual emergency. Once an actual emergency has
occurred, there may not be sufficient time to select a spokesperson for the project.
The duties of the spokesperson are to clearly and effectively communicate what is happening on
the project without the appearance of stonewalling or failing to provide complete information
about the incident. The expression No Comment should be avoided whenever possible because
of the potential impression that information is being suppressed. The appearance of stonewalling
the media can occur when:
1. The project team is not prepared
2. The project team does not understand what the media needs and wants
3. The project team does not understand how to get the media to report their side of the story to
the general public and the client
Without the proper preparation and presentation, the media may provide a negative slant to their
initial coverage. Follow-up damage control press releases are often too little, too late. The
damage has already been done.
What the Media Needs
Understanding what the media needs is critical to avoiding the consequences of the wrong story
getting out to the public. The following are some common best practices in dealing with the
media:
DO talk to the media. When confronted, saying something, no matter how little, is better than
saying nothing. Explaining why you can't talk is better than stonewalling. If you don't tell your
side of the story, reporters will get a version elsewhere which may not be accurate or beneficial to
Bechtel.
DO tell the truth. Reporters will find out the facts anyway. Be honest and accurate in any
information you provide. There is often an assumption that company employees on the scene
know more than they actually do. It is not a crime to honestly admit that you do not know the
details of what happened. Under no circumstances relate theories or assumptions of what
happened. It may not be the truth.
DON'T say anything "off the record. You must assume that everything you say will be
reported.
DO respond quickly. If you don't respond quickly to the media, the wrong story may be told and
it may be difficult or impossible to erase later.
DON'T say "No Comment. This statement implies guilt. If you don't know the answer, tell the
reporter you don't know but that you will be happy to put him or her in contact with a project
spokesperson who can try to find the answer for them.
DO emphasize the positive and communicate your message. For example, remember to
emphasize the good safety measures taken, the minimal damage because of good project
teamwork, the efforts being taken to minimize the effects of the emergency on the local
community.
7-8
1997 Edition
Section 7
1997 Edition
7-9
Section 8
Leadership
GENERAL
To open any discussion on leadership, it is important to first understand and fully endorse the
Bechtel 2001 initiative and the introduction from Riley Bechtel that states:
"We will always need leadership that builds high-performance teams,
empowers employees, and creates a vision of the future ... and moves team
members to make it a reality by engendering enthusiasm and commitment"
The basis for the Bechtel 2001 Leadership Model is a concept known as "Be, Know and Do" in
which company leaders combine their personal traits (i.e. "BE") with their training and learned
skills (i.e. "KNOW") into their daily leadership actions (i.e. "DO"). A graphic depicting the basic
elements of this model is shown in Attachment 8-1. Under the Bechtel leadership model, the
Superintendent is not only involved in directing the construction work, but is also involved as a
company leader providing the motivating force to assure all related work commitments are met in
a highly professional and proactive fashion.
Control and Discipline
Beyond strict attention to safe work practices, it is important for the Superintendent to ensure
productivity and to effectively communicate with the crafts. This requires that the Superintendent
develop the trust of craft supervisors and the rank and file, which is accomplished by consistently
displaying an understanding of the work and by putting forward the required effort to stay current
with the work in progress.
When dealing with strong organizations such as organized labor, trust can be very difficult to gain
and very easy to lose. The craft will typically endorse a leader they respect. They can, however,
make a job difficult if they feel no allegiance to a supervisor. The keys to gaining this trust
include:
Be in the work area constantly. The Superintendent's presence in the field demonstrates to
the craft that the Superintendent is interested in their work and the results their efforts
achieve. Presence in the work area also reinforces the Superintendent's role as a leader and
will ensure a full understanding of the work progress and problems.
Coach craft Foremen and General Foremen to take ownership of the work, including
coordination with other disciplines, commitment to project work rules, and understanding of
the craft's role in the success (or failure) of the project.
Continually display strong commitment to ethical practices, including promoting proactive
behavior and taking swift action when unauthorized or inappropriate acts are encountered.
Create an environment where continuous improvement and innovation are welcome, where
the rank and file want to suggest methods to improve the work process rather than shelter
good ideas.
Show concern for craft control regardless of discipline. Do not walk by any group of loitering
craft, including subcontractors, without taking action. Deal with the issue promptly or notify the
responsible Superintendent.
8-1
Section 8
Leadership
Administer discipline consistently, fairly and impartially. Do not provide the opportunity for
crews to question disciplinary actions by being inconsistent or partial. Treat all situations alike
and be prompt in administering discipline.
8-2
1997 Edition
Leadership
Section 8
increases the number of players who are willing to commit very aggressive commercial deals. To
respond to this ever increasing level of competition and ensure Bechtel's continued success,
each employee must foster innovation and be willing to take risks.
The Superintendent who recognizes the value of change empowers the team to innovate each
work task and develop new techniques that may increase safety, improve quality, and save on
time and cost. Even small changes that may seem trivial by themselves, can provide real benefit
when applied across the entire company.
In fully endorsing the Bechtel 2001 Leadership Model, the Superintendent must be prepared to
coach employees to work together as a high performance team. This type of team runs on trust
and accomplishes things that could not be achieved working individually. By coaching, the
Superintendent will develop a shared vision with the team in which every team member knows
the goals of the team and commits the effort necessary to achieve those goals.
Questions to ask to gauge leadership effectiveness are:
Do the crews take pride and ownership in their work, understand the project commitments,
and work with a shared vision?
Do craft Foremen and General Foremen accept responsibility for the work including control of
the crews to project work rules?
Is the commitment to safety and quality prevalent across the ranks and do the crafts maintain
a productive work area?
Is innovation a part of the daily work effort, and do the crafts routinely suggest methods to
improve the work process?
Ethics
One of Bechtel's key foundations is the strong and continuous commitment to ethical business
practices. Customer and client recognition of Bechtel's consistently highly professional standards
and ethical business practices is a major contributor to Bechtel being awarded new work. The
continued commitment to these standards is mandatory for all employees, and must be managed
to ensure that unauthorized activities do not harm Bechtel or its customers.
The Superintendent is responsible to enforce business conduct standards over craft personnel as
described by Bechtel Directives, and to control work operations to prevent any misconduct.
Typical activities that can result in harm to the project and severe disciplinary actions for
employees include:
1997 Edition
8-3
Section 8
Leadership
It is the Superintendent's responsibility to protect the project, Bechtel and the client from any
exposure to loss or harm. The Site Manager will ensure that Bechtel's business conduct directive,
including any site specific instructions that are imposed by the project client or property owner, is
reviewed with all employees assigned to the project.
Employee Development and Mentoring
The typical Bechtel project is staffed with a wide range of employees including those with
substantial experience in the industry, those with substantial experience in other fields, and those
who are just beginning their careers. For all Bechtel employees, it is imperative that the career
development process be encouraged and continue.
The effective leader must take actions that assist team members in their personal and
professional growth. This action benefits both the individual and the organization and is essential
for Bechtel's sustained success. Therefore, it is recognized at Bechtel that we must offer the
opportunity to employees where career potential can be developed through continuing training,
assignment rotation, career counseling, and exposure to mentoring by senior employees.
The attributes of training, assignment rotation, and career counseling are all ongoing corporate
programs that are coordinated by the Site Manager. The Superintendent supports these
programs with participation in the mentoring process. This process enables the exchange of
valuable experience between employees and requires no formal program beyond identification of
employee skill and experience level. Appropriate matches between a new hire and a seasoned
construction hand ensure that these important skills and experience are shared.
Participating and supporting the mentoring process is a key element in Bechtel's continued
success. Each Superintendent is encouraged to take the time required for personal and coworker development activities, to provide accurate assessment and appraisal of team member
performance, and to emphasize development rather than evaluation for all team members.
8-4
1997 Edition
Leadership
Section 8
Be
Individual Attributes/Judgment Qualities:
n
n
n
n
n
Integrity
Technical Competence
Management Competence
Self-Esteem/Confidence
Self-Discipline
n Tolerance of Ambiguity/
Uncertainty
n Resilience
n Broad Perspective
n Commitment
n
n
n
n
Continuous Improvement
Leadership Process:
Leadership Skills/
Competencies:
Know
Coaching
Interpersonal Communication
Organizational Communication
Empowering
Motivating Others
Developing Colleagues
Problem-Solving
Decision Making
Teamwork
Planning and Organizing
Performance Orientation
Mentoring
Trust
Effective
Teamwork
Develop Goals/Objectives
(Long-, Mid-, and Near-Term)
Do
1997 Edition
8-5
Section 8
Leadership
You will be given 10 minutes to complete your evaluation of the leadership model elements
assigned to your group. We will then review the results of the evaluation in a group discussion
and attempt to answer the following questions:
1.
2.
3.
4.
8-6
1997 Edition
Leadership
Section 8
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
1
1
1
1
1
1
2
2
2
2
2
2
3
3
3
3
3
3
4
4
4
4
4
4
5
5
5
5
5
5
1997 Edition
8-7
Section 8
Leadership
8-8
Page 8-9
Page 8-9
Page 8-9
Page 8-9
Page 8-9
Page 8-9
Page 8-9
Page 8-10
Page 8-10
Page 8-10
Page 8-10
Page 8-10
Page 8-11
Page 8-11
Page 8-11
Page 8-11
Page 8-11
Page 8-12
Page 8-12
Page 8-12
Page 8-12
Page 8-12
Page 8-13
Page 8-13
Page 8-13
Page 8-13
Page 8-13
Page 8-13
Page 8-13
Page 8-13
1997 Edition
Section 8
Leadership
Integrity
Ethical behavior and honesty are the cornerstones of
professionalism within Bechtel and are necessary for leaders to
earn the trust and respect of their organization. Without integrity,
leaders are frequently perceived as being manipulative and
untrustworthy.
A leader with integrity:
Exhibits high ethical standards of personal conduct
Is honest in every endeavor
Is open and candid with others
Deals fairly with others
Follows through with commitments
Is trusted by others
Technical Competence
Leading a team requires a level of personal competence that
ensures an understanding of the problems and challenges
confronting the work team. Technical expertise is an important
ingredient for credibility. It also enables the leader to effectively
represent the work team in cross-functional activities.
A leader with technical competence:
Is considered highly proficient in his/her field
Has preferably been certified/licensed by a professional body or
licensing board (e.g., Professional Engineer, CPA)
Is knowledgeable about the technical requirements of the task
Demonstrates competence on the job
Self-Discipline
Effective leaders are able to monitor themselves and emphasize
the need for self-control in fulfilling their obligations.
A leader with self-discipline:
Is a self-starter
Responds effectively to a boss who provides autonomy; works
hard to develop skills and earn respect
Tackles the tough issues
Seizes opportunities when they arise;
Recognizes and acknowledges his/her own strengths and
weaknesses; works on self-improvement
Controls his/her ego
Admits mistakes but is not overwhelmed by them
Bounces back from adversity
Develops close relationships with team members; is empathetic
but objective and responsible
1997 Edition
8-9
Section 8
Leadership
Resilience
Broad Perspective
Persistence
Commitment
Commitment is much more than passive loyalty. It means the
leader identifies with the mission, values, vision, and goals of the
organization, is willing to put forth tremendous energy on behalf
of the team, and has a strong desire to maintain membership in
the organization. Committed leaders accept responsibility for the
success or failure of the work team.
A leader with commitment:
Understands and believes in Bechtel's purpose, mission, and
core principles
Willingly exerts efforts to achieve excellence and continuous
improvement
Accepts increased responsibility and is willing to take
appropriate risks to fulfill his/her responsibilities
Is dedicated to the success of the work team; recognizes and
rewards team member contributions
Leads by example; pitches in personally as needed
Delegates appropriately and effectively
8-10
Self-Motivation
Effective leaders are self-directed and self-motivated. They thrive
on challenges and seek added responsibilities in order to make a
difference. They are driven by a need for personal growth and
development.
A leader who is self-motivated:
Is a self-starter; takes initiative
Enjoys working hard at his/her job
Seeks constructive feedback to improve
Learns from own and others' mistakes
Sets challenging goals for himself/herself and encourages
team members to grow professionally
Takes initiative in career development; seeks opportunities for
personal and professional growth
Is able to transfer knowledge gained in a variety of settings to
enhance personal and team performance
Balances professional priorities and personal responsibilities
Respect/Value Others
Leaders must recognize and capitalize on the unique skills,
abilities, and characteristics of each individual team member.
Differences must be seen as assets and opportunities rather than
as limitations. Teams can function effectively only if all
members--regardless of their position or status within the
organizational hierarchy, and regardless of their responsibilities
on the team--respect and value each other.
A leader who respects/values others:
1997 Edition
Leadership
Coaching
To coach the team means to facilitate performance and
development. Coaching is the process of enabling others to act,
of building on their strengths. At its heart, coaching involves
caring enough about people to take the time to build a personal
relationship with them. Coaching is linked closely with
"empowering" and "mentoring."
A leader who coaches:
Takes personal interest in the development of each team
member, including helping with career planning
Accepts the challenge of helping to convert potential into
performance
Encourages team members to develop and attain "stretch
goals"
Communicates clear expectations to members of the team
Teaches effectively
Delegates appropriately
Provides timely and accurate feedback on individual
performance; conducts on-the-job counseling with direct
reports
Uses mistakes as opportunities for professional development
1997 Edition
Section 8
Interpersonal Communication
Effective interpersonal communication is essential to enable
people to work well together. The key is authentic dialogue
between the leader and various team members and among the
latter. In essence, effective interpersonal communication is
necessary to create trust and mutual respect. It is essential for
understanding customer expectations and resolving potential
conflicts.
A leader who communicates well interpersonally:
Demonstrates effective one-on-one communication
Listens effectively; practices active listening skills
Seeks feedback; provides honest feedback, even when not
comfortable
Expresses thoughts clearly; expresses feelings and concerns
with tact
Responds promptly to inquiries from team members
Shares information openly; keeps people informed of relevant
issues
Asks open-ended questions as well as specific, probing ones
Is empathetic
Does not "shoot the messenger"
Organizational Communication
The real purpose of organizational communication is to integrate
a variety of resources that focus on achieving a common goal.
Effective leaders within Bechtel use organizational
communication skills to plan, organize, staff, lead, guide, and
control.
A leader who practices organizational communication:
Communicates intentions and rationale; gives people a sense
of purpose; explains why
Provides information about the direction of the organization and
the major business issues influencing it
Communicates expectations and actively seeks ideas and
opinions from team members
Writes clearly and concisely
Conducts effective, productive meetings and business
presentations
Is persuasive in communicating ideas
Communicates effectively with personnel within and outside of
the organization; understands their expectations
Empowering
Empowering is the process of asking and enabling people to do
what they are capable of doing and causing them to assume
responsibility and accountability. It requires the leader to provide
and/or share resources and authority and drive decision-making
down to its lowest appropriate level, giving team members control
over their work responsibilities.
A leader who practices empowering:
Provides team members with enough authority to do their jobs
effectively, and with appropriate autonomy based on their
experience, expertise, and commitment
Ensures that team members have access to necessary
resources
Encourages team members to arrive at their own solutions to
problems wherever possible
Allows team members the freedom to disagree on issues while
supporting the agreed implementation
Encourages appropriate risk-taking
8-11
Section 8
Leadership
Motivating Others
For the most part, individual team members must motivate
themselves. However, the leader can influence the level of
motivation tremendously by creating a climate where others will
enthusiastically strive to achieve organizational goals. Leaders
can structure work opportunities that tap into a team member's
motivation by seeking ways to align the individual's interests with
the expectations and requirements of the team. Motivating others
is a critical responsibility if Bechtel is to sustain success.
A leader who motivates others:
Clarifies expectations (e.g., results, standards, and priorities)
Works with team members to set attainable goals and
performance standards
Works with team members to clearly define roles and
responsibilities
Gives credit/recognition for accomplishments; provides
rewards in a timely and meaningful manner
Recognizes and rewards team performance as well as
individual contributions
Spends time with team members to clearly understand what
motivates them individually; structures the working environment
to tap into individual motivators
Is fair and consistent
Developing Colleagues
An explicit function of an effective leader is to take actions that
assist team members in their personal and professional growth.
Actions should be directed to the joint benefit of the individual and
the organization. Leaders need to understand that their
obligations to develop colleagues are essential for Bechtel's
sustained success.
A leader who develops colleagues:
Gives assignments that expand and enhance team members'
skills
Is an effective role model; emphasizes self-development;
encourages and coaches others to do likewise
Works with individual team members and with corporate
resources to discuss and develop career plans
Personally communicates commitment to developmental
activities
Knows team members' strengths and weaknesses
Develops strategies for resolving performance problems
Provides accurate assessment and appraisal of team
members' performance; provides ongoing feedback, and
emphasizes development rather than evaluation
Problem-Solving
Effective leaders identify potential problems early and focus on
locating the root causes. Problem-solving requires leaders to
weigh the risks, costs, and benefits of alternative solutions, as
well as the activities necessary to gain the support of people who
will be involved in implementing the chosen solution. Effective
leaders identify solutions with an eye to the goals and objectives
for the group.
8-12
Decision-Making
Effective leaders are required to address issues, make decisions,
and solve problems in a timely manner. Decisions must be
fundamentally correct and effectively implemented. When
leaders approach decisions, they strive to identify alternatives and
choose from them. Additionally, they focus on the processes
used to determine alternatives.
A leader who practices effective decision-making:
Appropriately involves team members in making decision(s)
Looks to the defined mission, vision, and strategies for
guidance
Makes decisions that fulfill current obligations and position the
group to accommodate future demands
Develops a comprehensive set of alternatives before making a
decision
Makes decisions in a timely manner (neither too early nor too
late)
Involves key individuals and groups who will be affected by the
decision
Demonstrates sound judgment
Gains the support of people implementing the decision
Provides feedback on impact of decisions on business
operations
Teamwork
Effective teams within Bechtel are characterized by mutual trust
and respect, open and honest communication, shared
responsibility, and a strong commitment to continuous
improvement. Building and sustaining effective teams involves
effort, coaching, and practice. Team leadership blends
individuals with diverse backgrounds, experience, and
personalities into a productive working group. Teamwork is an
active, ongoing process.
A leader who practices teamwork:
Consults team members regarding plans/decisions that affect
them; solicits information, ideas, and potential solutions
Emphasizes and rewards collaborative, team-oriented behavior;
acknowledges and rewards individual contributions to the
team's success
Helps remove barriers that impede the team
Empowers and enables team members to take initiative and
share responsibility
Conducts team-building activities as necessary to initiate or
rejuvenate teamwork
Conducts effective team meetings
Emphasizes individual development; cross-trains team
members in other areas of responsibility
1997 Edition
Leadership
Promotes a team spirit; builds commitment to the team's
success; emphasizes synergy as a critical product of teamwork
Performance Orientation
Performance orientation means getting things done, managing
time appropriately, balancing a myriad of priorities, and
maintaining a perspective about short-term, mid-range, and longterm goals and objectives. Performance orientation focuses on
meeting quality expectations and completing projects on time and
within budget
A leader who practices performance orientation:
Demonstrates a clear commitment to delivering value to the
customer
Is proactive
Balances priorities appropriately
Manages time efficiently and effectively
Implements and facilitates appropriate change
Completes projects to quality expectations, on time, and within
budget constraints
Achieves short-term and intermediate-term organizational goals
Helps position Bechtel to achieve its long-term objectives
Mentoring
Mentoring involves teaching, advising, and empowering others. It
implies a "master-apprentice" relationship that results in sharing
expertise, guiding professional development, and taking a
genuine interest in another person's career enhancement.
Organizational policies cannot dictate mentoring relationships
since they involve a degree of selectivity and a sense of personal
closeness between those involved. Effective leaders often
develop mentoring relationships with as many trusted and trusting
individuals as they can.
A leader who mentors:
Allows coaching responsibilities to evolve into mentoring
relationships
1997 Edition
Section 8
8-13
Section 8
Leadership
SUMMARY
We will achieve the type of leadership we seek when the three
components (individual attributes/judgment qualities, leadership
skills/competencies, and the leadership process) discussed
above are fully integrated into our organization. We need to do
this in a continuous improvement mode and in a highperformance environment of trust and teamwork.
Continuous improvement has become part of Bechtels
underlying corporate philosophy. Effective leaders constantly
demonstrate their personal commitment to continuous
improvement. They provide a work environment in which team
members are encouraged to share ideas and innovate
approaches. They make sure each member of the team
participates in ongoing improvement efforts directed at
strengthening our customer and performance focus, reducing
waste, and improving our culture.
Such leaders are also concerned with continually improving our
leadership processes. They create and sustain effective
leadership, teams, and decision making. They see their team
members as their customers in the leadership process and they
seek and value feedback from those team members.
Our leaders behavior is a key to Bechtels business success.
8-14
1997 Edition
Section 9
Training
GENERAL
This section of the handbook describes the role of the Superintendent in implementing training at
the construction site. Bechtel is a learning organization which never stops the process of OnThe-Job training of its employees. As a front line supervisor, the Superintendent has a significant
role in training at the construction site.
New Employee Orientation
To be effective, all new employees on the project must understand their job assignment and what
is expected of them. This includes the Craft Superintendent. The supervisor must explain the
requirements of the job and what is expected of the employee on the project. Do not assume that
employees understand what is expected of them.
Construction craft employees are generally given a new employee orientation training session
when they initially report to work. This orientation training typically includes:
Safety Indoctrination
Environmental Awareness Training
Project Work Rule Indoctrination
Site Cleanliness
Owner specific training
Encourage apprentices to attend training classes offered by the local union hall
Post letters from the local apprenticeship coordinators regarding journeyman upgrade training
Encourage apprentices to participate in Apprentice Competitions sponsored by the local
Building Trades Council or International Union and recognize achievements in competitions
Provide work assignment opportunities for apprentices which will broaden their work skills and
help their progression to Journeyman
On-The-Job Training
During the course of the project, construction craft require specific training to perform required
work assignments. The Superintendent is responsible for determining the type of training
required. Examples of on the job training include:
Automation Tools
9-1
Section 9
Training
The Site Manager will establish appropriate requirements to document the training performed.
9-2
1997 Edition
Section 10
Labor Relations
BECHTEL NATIONAL AGREEMENTS
In 1992, Bechtel Construction canceled it's National Agreements with the International Unions
and entered into a new understanding called the National Alliance. This is a partnership
agreement signifying each party's intention of cooperation in all matters pertaining to construction
and maintenance.
BCC has no other permanent contractual relationship with the Building Trades. The National
Alliance is now the umbrella for all site specific agreements, including the NMA, GPMA, the
National Construction Stabilization Agreement, and all Project Agreements. All of these
agreements will continue to be used but the principles of the Alliance will be applied to every
project. A copy of the Alliance is included in Attachment 10-1.
Project Labor Agreements
The typical scope of work for Bechtel Construction in the domestic market can be separated into
two categories, with each category having traditional labor agreements and practices designed
specifically for the work process. The first category to be discussed here involves operating
plants where the Bechtel work includes routine maintenance activities as required to support
continued plant operation, while the second category covers new construction work where the
Bechtel scope is a grass roots effort building a plant from the ground up.
MAINTENANCE AGREEMENTS
In recent years maintenance work has comprised the majority of BCC direct jobhours. There are
three principal maintenance agreements covering all types of industrial maintenance projects.
General President's Project Maintenance Agreement (GPMA)
The GPMA is a single agreement signed at the national level by the fourteen building trades
unions who support industrial maintenance work. It is administered jointly by labor and
management through the GPMA Policy Committee. It is for use on any type of industrial
maintenance project when the facility owner guarantees work to the requesting contractor for a
duration of one year or more. Approval to use the GPMA is granted by the GPMA Committee on
a project by project basis. When warranted, the Committee may grant modifications to existing
local wage/fringe rates and review same on an annual basis.
National Maintenance Agreements (NMA)
The NMA's are individual agreements signed at the national level by each of the fourteen building
trades who support industrial maintenance work. The NMA's are administered jointly by labor and
management through the National Maintenance Agreement Policy Committee (NMAPC). With
the exception of power plant maintenance work for the boilermaker, carpenter and pipefitter, the
NMA's are for use on all types of industrial maintenance projects with a duration of less than one
year. Approval to use the NMA's is granted by each individual national union on a project by
10-1
Section 10
Labor Relations
project basis. The NMAPC can establish reduced wage/fringe rates on specific projects to
compete against non-union contractors.
National Power Generation Maintenance Agreements (NPGMA)
The NPGMA are negotiated and signed individually by the boilermaker, carpenter, and pipefitter
for the exclusive use on power plants requiring maintenance or modification work with a duration
of less than one year. The principle difference between the NMA and the NPGMA is that the
latter provides for the payment of travel and subsistence on power plants located in the remote
regions. Like the NMA, approval to use the NPGMA is granted by each of the individual signatory
national unions.
Note:
Only three unions listed are signatory to the NPGMA. Projects utilizing the NPGMA
may also utilize the NMA for other crafts.
10-2
1997 Edition
Labor Relations
Section 10
An introduction which identifies Bechtel as the contractor; the client; the length of the contract;
and a brief description of the services to be performed.
The normal hours of work.
Guidelines for entering and/or leaving the jobsite.
Absenteeism and tardiness.
Safety and First Aid.
Security.
General.
Reasons/categories for terminations other than reductions-in-force.
Each jobsite should have it's Project Work Rules printed for issue to each employee upon hiring
in, and should include a page for the individual to sign, signifying that he/she has read and
understands the contents thereof. That signed page must be turned in to the Site Manager for
placement into the individual's personnel file.
JURISDICTION
The following guidelines should be observed regarding jurisdictional assignments:
The responsible Labor Relations Representative and the Site Manager, or his designee,
should work in conjunction with one another to make jurisdictional assignments. The actual
assignment, however, shall be the Site Manager, or designees, responsibilities.
When anticipating a controversy, there is a good chance that a settlement can be reached at
one of these steps: discussions with jobsite stewards; with business managers/agents; with
international representatives; or in unusual situations, with general presidents (or their
designees). If there is still no agreement, we have at least built our case to the point that
neither crafts is in a position to object too strenuously when an assignment is made. If the
responsible Labor Relations Representative is not in residence, the representative should at
least be aware of any disputes and meetings at the jobsite level and become directly involved
at the international level.
1997 Edition
10-3
Section 10
Note:
Labor Relations
One point of reminder -- many stewards are not empowered by their business
managers to agree to jurisdictional assignments. Therefore, before attempting to
resolve a problem at the steward's level, be sure you are aware of the steward's
authority.
If a work stoppage occurs over a jurisdictional assignment, Labor Relations must be advised
immediately (covered under Work Stoppage section).
Remember, once a jurisdictional assignment is made, it cannot be changed unless the Joint
Administrative Committee (JAC) rules in the other union's favor or the unions involved
mutually agree to change it. Do not let a contesting union alter your assignment.
Maintenance agreements, such as the GPMA, NMA and NPGMA have unique methods for
handling jurisdictional assignments and disputes. Special attention must be taken when
handling jurisdictional issues covered by maintenance agreements.
Requisition number.
Number and classification of crafts required (Journeymen, Welders, Apprentices, Helpers,
etc.).
Tests required (Welders).
Clearances required (maintenance work).
Other pertinent data.
Date and time required.
Time and date union hall was contacted.
Name of person contacted.
Name of person authorized to place the order (normally Field Superintendent or designee).
Name of Superintendent requesting the crafts.
A reasonable amount of lead time is normally required when placing orders for craft persons.
Three (3) working days prior to the required date is usually sufficient. Only one (1) person, with a
designated backup, should be authorized to place craft Labor Requisitions. A sample craft
requisition form is shown in Attachment 10-2.
TERMINATION PROCEDURES
The proper termination of employees is vital in order to maintain harmonious relations on the
project while avoiding violations of the National Labor Relations Act and other statutory
provisions, such as Equal Employment Opportunity and Affirmative Action, the applicable
collective bargaining agreement and civil law suits.
10-4
1997 Edition
Labor Relations
Section 10
There are three ways to terminate an employee - layoff, voluntary quit, or discharge for cause.
When an employee is considered for termination based on one of these reasons, the following
guidelines should be followed:
Layoff
Craft employees may be laid off for any of several different reasons, including lack of work, job
completion, project shutdown or at the request of a third party, e.g. (a Bechtel client for failure to
obtain site access). Generally, employees who are laid off are eligible for rehire at a later date
with job availability. However, employees laid off at the request of a third party, may have
restrictions placed on their eligibility for rehire. General layoffs due to lack of work, present the
greatest exposure to Bechtel with regard to charges of discrimination, violations of state or federal
statutes, as well as the collective bargaining agreement. Consideration should be given to
EEOC/AA requirements.
Note:
All decisions regarding employee layoffs are the responsibility of Bechtel. Depending
on the size, complexity and duration of the project, detailed layoff procedures may be
required. Labor Relations is responsible for preparing formal layoff procedures when
required.
Voluntary Quits
When an employee voluntarily quits, he or she is eligible for rehire, except in cases of habitual
quits. It is imperative that the correct reason for voluntary quits be recorded, e.g. to take another
job, unsatisfied with job, etc. When the correct reasons are recorded, it assists in identifying
those who habitually quit and it supports our justifications when determining them ineligible for
rehire. It also ensures the correct identification of any troublesome patterns of quits, e.g., leaving
for another job, unsatisfied with job, etc. Further, when a person voluntarily quits, Bechtel will
mark the termination slip as quit, and not layoff.
Discharge for Cause
Employees who violate project work rules are subject to disciplinary action, up to and including
discharge. To ensure that uniform action is taken regarding employee discipline, disciplinary
procedures should be established and followed. These procedures will be distributed to all
employees upon hiring in, with their signed acknowledgment retained in their personnel file folder.
An example of acceptable project specific disciplinary action is included in the Work Rules
Section for review. Any deviations of these procedures should be reviewed by Labor Relations.
Prior to taking disciplinary action against a craft employee, it is recommended that the Site
Manager, or his designated representative initial all discharge slips in addition, a Labor Relations
Representative, in residence on a project, should review the discharge slip if time permits.
Note:
It is recommended that all discharges be reviewed with Labor Relations prior to any
action being taken.
Included below is a checklist which will be followed when initiating an employee discharge:
Clearly state the correct reason for discharge. Refer to the specific job rule by number and
description.
1997 Edition
10-5
Section 10
Labor Relations
Make sure the appropriate union business agent receives a copy of the employees discharge
slip.
If discharging a union steward, check the appropriate union agreement before action is taken.
In most instances, a waiting time is stipulated. If time permits, call Labor Relations prior to
discharging a steward. If time is not available, notify Labor Relations after the discharge.
Do not procrastinate in discharging an employee; take this action immediately once the facts
are established. The longer a person remains on the payroll, the stronger their case
becomes.
When you discharge or layoff an employee, they must be paid in full at the time. Voluntary
quits must normally wait until the appropriate pay day; however, if the employee insists on
being paid on the day they quit, and the payroll department can do so without undue
hardship, consideration should be given to paying at time of termination. It is usually
advisable to pay the individual who is quitting, as opposed to forcing them into being
discharged in order to receive the pay check.
When an employee is discharged, there is always the possibility of a grievance, EEO charge,
or an unfair labor charge being filed. Thus, proper documentation is crucial, e.g., written
warnings, statements from witnesses, time records, photographs, etc. If an employee
receives a written warning for an infraction of a job rule, also send a copy of same to the
appropriate business manager or agent.
Be sure of the facts before discharging an employee.
treated as such.
Ensure that manual employees and the respective union business managers/agents are
thoroughly familiar with Bechtel's termination procedures. Special emphasis should be made
on the reasons for discharge, which reasons result in eligibility for rehire after a specified
period and which result in permanent discharge. This information should be relayed at the
pre-job conference and again in the job work rules given to each employee.
For more information on terminations, see the project Labor Relations Action Plan.
IMMIGRATION PROCESSING
All manual employees must be processed within three days after employment in accordance with
the requirements established under The Immigration Reform and Control Act of 1986; (IRCA).
Processing implementation should be closely coordinated with site management and site
controller personnel.
IRCA processing should also be reviewed with each local union during the pre-job conference to
ensure manual employees are aware that they will have to produce required IRCA documentation
in order to be eligible for employment. Every effort should be made to have the unions confirm
that all referred applicants have the appropriate documentation available when they first report to
the jobsite.
In those cases where it becomes necessary to terminate an employee for failing to produce the
documentation specified under IRCA, the termination slip should be completed as follows:
Check the appropriate box on the Notice of Termination slip (Employment Eligibility) (see
Termination Procedures).
10-6
1997 Edition
Labor Relations
Section 10
Indicate on the termination slip, "Individual did not produce documentation required by INS
regulations".
Title VII of the Civil Rights Act of 1964, which made it unlawful to discriminate in employment
based on race, color, religion, sex, or national origin.
In 1967, age discrimination was forbidden by the Age Discrimination Act.
In 1973, handicapped status was added to the list of prohibited considerations.
In 1974 an employment preference was established for disabled veterans and Vietnam-era
veterans.
Bechtel Construction Company's EEO policy, in accordance with company directives, is stated
below:
"Employment at Bechtel shall be based on individual merit, qualifications and
competence. Personnel policies and practices shall not be influenced or
affected by an applicant's or employee's race, color, religion, sex, national
origin, age, mental or physical handicap, status as a disabled veteran or
Vietnam-era veteran, or other non-job related characteristics. This policy
governs all aspects of employment, classification and assignment, all forms
of compensation and benefits, transfer, training and development, promotion,
layoff, termination of employment or discharge, and all other actions affecting
status of employment. It is the policy of Bechtel that all employees will be
allowed to work in an environment free from unsolicited or unwelcome sexual
overtures or comments."
The federal government and many states have established an agency charged with enforcing the
laws prohibiting discrimination. The predominant EEO agency is the federal government's Equal
Employment Opportunity Commission (EEOC). This agency and similar state agencies
investigate and process charges filed by applicants and employees alleging discrimination filed
under the existing federal and state statutes. The EEOC was created through the enactment of
the Civil Rights Act of 1964. If an informal complaint of discrimination is brought to project
supervision's attention, there are certain steps that can be taken by Labor Relations and/or
Construction Management in an attempt to resolve the matter.
Discuss the alleged discrimination complaint with both sides. Identify the following: the exact
reason(s) for the complaint; who it is against; whether the complaint is of a repetitive nature;
and the proposed solutions to the complaint, as expressed by both sides.
1997 Edition
10-7
Section 10
Labor Relations
Evaluate the alleged complaint objectively taking into consideration; any overtones of
discrimination; if an infraction of rule or policy was committed and whether or not the individual
was aware of rule/policy; and if the complaint was warned verbally or in writing.
Make a decision as soon as the true facts of the situation are ascertained. The decision
should then be relayed to all parties concerned, in a manner aimed at deterring future
allegations of discrimination or actual discriminatory behavior.
Labor Relations has the responsibility for handling manual employee charges of discrimination
formally filed by the EEOC. This includes conducting investigations relative to the charge,
responding to government agencies and working with Bechtel Legal in support of unusual cases.
Governmental agencies having jurisdiction over Bechtel's Affirmative Action obligations are
separate and distinct from the EEOC and the state agencies that handle individual complaints.
The EEOC has no jurisdiction once Affirmative Action requirements are established under the
law. On the other hand, Affirmative Action compliance agencies can and will investigate
individual complaints that come to their attention.
Under the direction of the Office of Federal Contract Compliance (part of the Department of
Labor) various Affirmative Action compliance agencies review government contractors' and
subcontractors' Affirmative Action Plan in effect at construction sites and offices where federal
regulations require such written plans. Labor Relations prepares and implements that portion of
jobsite Affirmative Action Plan which applies to manual employees.
The following is an outline of the activities which Labor Relations and Construction will undertake
in support of Bechtel's policies regarding EEO and AA.
Labor Relations will be the prime contact with the unions regarding EEO and the
implementation of Bechtel's jobsite Affirmative Action Plan as it affects manual employees.
Labor Relations and Construction Management will jointly set the priority list for
implementation of EEO policies and programs and for Affirmative Action Plans on specific
projects.
The Construction Manager, or his designee, will notify each union in writing of Bechtel's
EEO/AA policy on an annual basis, and a regular review of the progress toward
accomplishing the objectives of the jobsite EEO program or jobsite Affirmative Action Plan will
be conducted with the building trades council on a semi-annual basis.
Labor Relations, if necessary, will offer support and assistance to the local unions in their
recruitment of qualified minority and female journey persons and apprentice applicants.
Labor Relations and Construction Management will establish procedures for manual gate
applicants, including referring applicants to unions, maintaining records of applicants, and
initiating direct gate hires if necessary.
To assure that a good faith effort is being made, Labor Relations and/or Construction
Management will maintain documentation of all correspondence, personnel contacts and
meetings pertaining to this Plan.
The Bechtel Corporate Policy on EEO will personally be given to each manual new hire in
writing and will be posted at conspicuous locations throughout the jobsite.
10-8
1997 Edition
Labor Relations
Section 10
GRIEVANCES
A grievance is a complaint or dispute arising out of the interpretation of collective bargaining
agreements, or application of company work rules, or general working conditions and must be
processed through formal procedures as outlined in the appropriate collective bargaining
agreement.
There are two basic types of grievances:
Agreement Interpretation
This type of grievance concerns disputes over the interpretation of a particular provision of a
collective bargaining agreement, and may be filed by either the union or the company.
Individual Grievance
This type of grievance generally involves an employee concern regarding termination, written
warnings, pay, work assignments, promotion, demotion, etc. and is typically filed by the
individual with the complaint through the appropriate union steward or jobsite representative.
Note:
The Grievance time limits in the contract are a subject of collective bargaining and must be
followed. Bechtel will enforce the limits with respect to presentation of a grievance and comply
with them in presenting our response. We will not argue the merits of an untimely grievance. If
time limits are not specified, inform the grievant and/or his representative that Bechtel will
expeditiously investigate the problems and obtain their agreement to our estimated time
requirements. In some instances, extensions to the time limits specified in the agreement may be
requested by the parties. Bechtel will document any agreed upon time limit extensions.
WORK STOPPAGES
Work stoppages are of prime concern to Bechtel and its clients. They must be handled with the
utmost urgency and with careful attention to procedures in order to minimize schedule disruptions,
cost increases and a negative impact on client and union relations. This section provides a brief
summary of the different types of work stoppages which can occur; appropriate steps to take to
1997 Edition
10-9
Section 10
Labor Relations
help minimize work stoppages; as well as proper communications and documentation necessary
to optimize control and response capabilities.
Types of Work Stoppages
Economic
Economic stoppages pertain to strike activity over expiration of collective bargaining
agreements. This type of strike is lawful unless specifically precluded by contractual
language. In most cases the appropriate labor agreement will contain provisions which will
allow work to continue during local economic strikes. However, economic strikes can still
occur as Bechtel or its client may wish to support local negotiations or Bechtel may be working
under a labor agreement which allows for economic strike with proper notification. Labor
Relations and Legal must be notified in the event of a potential or actual economic strike.
Jurisdictional
A work stoppage over a jurisdictional dispute is a violation of both the Taft-Hartley Act and the
Impartial Disputes Board Procedures. Thus, this type of stoppage is a breach of contract and
is illegal.
Grievance
Work stoppages over grievances are usually illegal, except where a grievance procedure in a
collective bargaining agreement permits a strike after certain steps have been exhausted, or
the grievance is over a legitimate economic issue in the contract.
Third Party
Third party work stoppages involve either subcontractor or client employees. These
stoppages can be either legal or illegal, depending upon the circumstances. If a
subcontractor's or client's employee exert pressure on Bechtel's employees through a work
stoppage, and Bechtel's employees are not directly involved in the dispute, then this becomes
a secondary boycott which is illegal.
Minimizing Work Stoppages
Grievances and jurisdictional disputes should be handled quickly and efficiently. As soon as it
is determined that a dispute exists, the responsible Bechtel personnel shall investigate and
take action to resolve the problem.
ANTI-HARASSMENT POLICY
Bechtel is committed to maintaining a work environment that is free of unlawful discrimination and
harassment. In keeping with this commitment, Bechtel will not tolerate harassment of applicants
or employees by anyone, including managers, supervisors, coworkers, other employees,
suppliers, subcontractors, or clients of Bechtel.
Bechtel will not tolerate any breach of this Policy 304 or the Equal Employment Opportunity Policy
(Policy 105). Prohibited are harassment or retaliation as a result of discrimination based on an
applicant's or employee's age, race, color, religion, national origin, physical or mental disability, or
sex. Bechtel will not tolerate harassing conduct that affects tangible job benefits; interferes with
an individual's work performance, or creates an intimidating, hostile, or offensive work
environment. Violation of this policy shall be considered grounds for disciplinary action, up to and
including discharge.
10-10
1997 Edition
Labor Relations
Section 10
Definitions
Harassment
Harassment consists of unwelcome conduct, whether verbal, physical, or visual towards an
individual based on sex, color, race, ancestry, religion, national origin, age, physical or mental
disability, medical condition, veteran status, citizenship status, or other protected group status.
Sexual Harassment
Sexual Harassment consists of unwelcome sexual advances, requests for sexual favors, and
other physical, verbal, or visual conduct of sexual nature. Such conduct constitutes sexual
harassment when:
4 Submission to the conduct is an explicit or implicit term or condition of employment.
4 Submission to or rejection of the conduct is used as the basis for employment decisions
affecting the individual, or
4 The conduct has the purpose or effect of interfering with an individual's work performance
or creating an intimidating, hostile, or offensive work environment.
Sexual harassment may include explicit sexual propositions, sexual innuendo, suggestive
comments, sexually oriented "kidding" or "teasing", "practical jokes," jokes about gender-specific
traits, foul or obscene printed or visual material, and certain types of physical contact.
Responsibilities
Any employee or applicant who feels that he or she has been unlawfully discriminated against or
harassed should promptly report such incidents to his/her supervisor, manager or Human
Resources representative.
All Bechtel employees are responsible for helping to assure harassment is avoided. Employees
who witness harassment should immediately notify their management or Human Resources
representative.
Managers, supervisors, and Human Resources representatives are responsible for investigating
all such complaints thoroughly and promptly. To the fullest extent practicable, Bechtel will keep
complaints and the terms of their resolution confidential. If an investigation confirms that
harassment has occurred, Bechtel will take appropriate corrective action. Bechtel will not tolerate
retaliation against anyone who has reported harassment.
FREEDOM OF EXPRESSION AND APPEAL
All employees have the opportunity to seek information, advice, or assistance from management
or their personnel representative and to communicate freely with these persons regarding all
matters relating to their work, including unwelcome sexual overtures or comments, discriminatory
acts, or employee concerns. Every employee is entitled to appeal any personnel action affecting
his or her employment without fear of censure or reprisal.
ALCOHOL AND DRUG ABUSE POLICY
Bechtel's Alcohol and Drug Abuse Policy is described in detail in Personnel Policy 306.
Superintendents are urged to refer to this policy for further information on this subject.
1997 Edition
10-11
Section 10
Labor Relations
Bechtel will maintain a safe and efficient work environment, protect company operations, and
maintain high standards of job performance. Employees who are involved with illegal drugs or
other controlled substances or who abuse alcohol pose unacceptable risks to safe and
efficient operations. Such employee behavior also may undermine public or client confidence
in safe and efficient company operations. For these reasons, drug-related activity and
alcohol abuse are prohibited.
Violation of this policy may result in disciplinary action up to and including discharge for
misconduct.
Bechtel reserves the right to establish drug and/or alcohol search and screening procedures
consistent with applicable law and where deemed necessary.
Clients may impose drug and alcohol policies as a condition of site access for Bechtel
employees. Employees may be terminated if they fail to comply with such policies.
10-12
1997 Edition
Labor Relations
Section 10
NATIONAL ALLIANCE
ATTACHMENT 10-1
ARTICLE I. ALLIANCE PRINCIPLES
9.1 The ALLIANCE PRINCIPLES incorporated both parties' expectations, values and commitment to work
together as a team, and to develop mutually satisfactory, long-term programs to jointly:
a.
Develop business opportunities and market the value of the ALLIANCE to OWNERS.
b.
Establish an ALLIANCE Administrative Committee which will meet on a regular basis for the
purpose of implementing these PRINCIPLES.
c.
Provide an available, well trained, qualified, productive and cost competitive work force.
d.
Provide a drug and alcohol free workplace and a safe and healthful work environment to all
employees through an effective project screening and accident prevention program.
e.
f.
1997 Edition
10-13
Section 10
Labor Relations
9.3 The Administrative Committee shall also continuously review construction work practices and
conditions of employment to improve the long-term competitiveness and the success of the ALLIANCE.
9.4 The Administrative Committee shall also serve in the Dispute Resolution Procedure, as set forth in
ARTICLE IX, as well as resolve any issue over the interpretation of the ALLIANCE and the
PRINCIPLES.
9.5 The Administrative Committee shall oversee local or regional administrative committees to implement
the ALLIANCE at the project level.
Orientation for all employees on the importance of safety and health and individual responsibility.
b.
Hazard recognition training for craft supervision and the craft work force.
c.
Joint labor-management self-inspection and hazard recognition program allowed by state and
federal regulations.
d.
Utilization of safety incentive awards for excellent safety performance by BCC craft employees.
9.4 Recognizing that measures must be taken to minimize workers compensation insurance losses and
costs, the parties agree that:
a.
Workers compensation orientation and educational sessions and special accident prevention
program will be provided for craft employees.
b.
Programs will be developed to expedite the resolution of claims and reduce costs related with
workers compensation insurance.
c.
10-14
1997 Edition
Labor Relations
Section 10
9.3 Wages and fringe benefits applicable to BCC projects are based on local/ regional collective
bargaining. Unless otherwise agreed to, work preservation, industry promotion, administrative or
similar funds shall not be paid. No discriminatory wage rates or fringe benefits will be applied to BCC
projects. Adjustments to wages and fringe benefits to meet competitive conditions under this ARTICLE
may be made by mutual agreement between BCC and the affected UNION(s) only signatory hereto.
1997 Edition
10-15
Section 10
Labor Relations
ATTACHMENT 10-2
CRAFT REQUISITION
DATE:
REQUISITION NUMBER:
NOTE: Bechtel is an equal employment/affirmative action employer. Please assist us to meet our EEO/AA commitment by giving consideration to the referral
of available qualified minorities, women, handicapped individuals, or disabled and/or Vietnam-era veterans to this project.
TO:
ADDRESS:
CRAFT/TRADE:
STREET:
CITY:
ATTENTION BUSINESS MANAGER:
LOCAL NO.:
STATE:
PROJECT:
STREET:
CITY:
SITE/CONSTRUCTION MANAGER:
ZIP:
FROM:
ADDRESS:
PROJECT NO.:
STATE:
ZIP:
NO. REQD
NO. RCVD
TIME:
NON-SECURITY POSITIONS:
JOURNEYMEN
APPRENTICES
WELDERS
SECURITY POSITIONS (SEE NOTE 1 BELOW):
JOURNEYMEN
APPRENTICES
WELDERS
SECURITY & RADIATION WORKER POSITIONS (SEE NOTE 2 BELOW):
JOURNEYMEN
APPRENTICES
WELDERS
TOTALS:
THE PERSONNEL LISTED ABOVE ARE TO BE DISPATCHED AND REPORT TO WORK AS FOLLOWS:
WEEKDAY:
DATE:
TIME:
NOTES:
1.
2.
All personnel may be required to undergo a security background investigation and/or take a psychological evaluation test. Failure to pass either the
background investigation or psychological evaluation test may result in the employee being terminated for failure to meet job requirements.
All personnel may be required to take and pass a comprehensive safety or radiation worker training course. They may also be required to attend
and pass a respirator training course which includes a physical examination and a respirator fit test. Failure to pass these training courses
(including the physical examination and respirator fit test) may result in the employee being terminated for failure to meet job requirements.
PREPARED BY:
APPROVED BY:
COPIES TO:
DATE:
DATE:
Timekeeping/Payroll
Site Manager
Discipline Superintendent
Training Coordinator
10-16
1997 Edition
Labor Relations
Section 10
1997 Edition
10-17
Section 10
Labor Relations
10-18
1997 Edition
Section 11
Supervisor Awareness
GENERAL
This section outlines the Superintendent's role in evaluating employee performance on the
project.
Annual Performance Summary & Development Review
Superintendents who supervise other non-manual personnel are responsible for conducting
Annual Talent Reviews (ATR) to assess job performance and to develop the employees
effectiveness, productivity, and job satisfaction. The primary objectives of the ATRs are to
facilitate communication between supervisor and the employee so that the employee understands
how their performance is measured, coach the employee on improving job performance and
provide the employee with feedback on how their career growth is perceived by their current and
next level manager.
Performance feedback should be based on how well the employee performed against
specific performance goals set during the course of the performance year.
Employee:
1. Complete your side of the form as directed. If you require more space, please add an
additional sheet(s).
2. When you have completed it, sign and date the form as indicated and pass it to your
manager.
Manager:
1. Review the employees summary and comment as necessary.
2. Using the definitions below, assign a Performance Rating (A, B, C or D) for each of the
Performance Standards shown on the form:
I)
ii)
iii)
iv)
v)
vi)
11-1
Section 11
Supervisor Awareness
11-2
Supervisor Awareness
Section 11
Employee
Number
Assigned
Organization
Manager
Summary of Accomplishments (Summarize your accomplishments vs goals over the last year)
Strengths (Describe your strengths and whether they have improved in the last year)
Development Needs and Plans (Identify performance improvement needs and specific action plans)
Job/Career Interests (List job enhancement opportunities. If interested in job change, list preferences including type
position, desired timing and interest in foreign assignment)
Employee signature
Date
11-3
Section 11
Supervisor Awareness
ANNUAL PERFORMANCE SUMMARY & DEVELOPMENT REVIEW
Employee
Number
Assigned
Organization
Manager
Performance Summary and Trend (Summarize your view of employees accomplishments vs goals in the past year
and comment on performance trend)
Excellence
Communication
Teamwork
Energy
Leadership
Overall Rating
Strengths (Describe employees strengths and how they have changed in the last year)
Job/Career Recommendations (Identify next job/assignment, if appropriate, and timing. Discuss your view of
employees potential and career path)
Reviewing manager
Date
Supervisor Awareness
Section 11
ATTACHMENT 11-2
Employees should periodically receive performance counseling from their supervisor or manager
to ensure that performance standards are understood. Appropriate employee development
should be provided to employees to help them meet current performance standards and to help
them progress in their careers.
When an employee fails to meet established standards or violates company policies, initiation of
a progressive discipline process may become necessary. The objective of the process is to assist
the employee in resolving the problem. If the employee is unable to resolve the problem, the
progressive discipline process requires appropriate documentation to support subsequent
disciplinary actions.
COURSE OF ACTION
Immediate Action
Employees may be terminated for misconduct when they have willfully acted to the detriment of
Bechtels best interest. Grounds for termination include, but are not limited to, theft, dishonesty,
involvement with illegal drugs or other controlled substances, or other serious breach of policy.
When the violation of Bechtel policies is serious enough to warrant termination, action must be
taken immediately. Progressive discipline is designed to accommodate issues where correction is
both desirable and attainable.
Informal Counseling represents the daily supervision of the employee and should carry the
message of need for improvement in a positive manner. If the employee fails to resolve the noted
problem after the Informal Counseling, a Formal Verbal Counseling session should occur.
Similarly, failure to show progress in correcting a problem in a reasonable time frame after the
Formal Verbal Counseling session can lead to a Written Warning, and ultimately to termination if
the problem is not corrected.
The supervisor or manager should allow a reasonable period of time for the employee to correct
the noted problem. For example, it may take an employee several weeks to show progress
toward correcting a performance problem. In the process, it is important for the employee to
understand the severity of the problem and the estimated time for improvement. The time frame
should be stated as "within 30 days" or "within three months". In some instances, earlier action
might be required if the employee fails to show appropriate progress toward correcting the
problem.
Informal Verbal Counseling
Informal Verbal Counseling is performed when the supervisor or manager determines that an
employee:
The supervisor or manager should review the situation with the employee and identify the
appropriate performance or behavior expected. This should occur immediately once it is
1997 Edition, Rev 1
11-5
Section 11
Supervisor Awareness
The supervisor or manager may contact the Site Manager or a Human Resources representative
for guidance prior to conducting the Formal Verbal Counseling session. The supervisor or
manager should discuss and document the session as follows:
Documentation of the Formal Verbal Counseling session should be retained by the supervisor or
manager. If requested, the employee may be given a written statement of results required to
correct the problem.
If the problem is subsequently corrected, the supervisor or manager should destroy the
counseling documentation. A copy of the documentation should not be sent to the Execution
Units Employee Relations Administrator.
Written Warning
If an employee fails to resolve the problem following a Formal Verbal Counseling session, the
supervisor or manager should contact the Site Manager and/or Human Resources representative
to obtain assistance in preparing a Written Warning. The employee is to be given the original
copy of the Written Warning. The Written Warning must identify the following:
11-6
Supervisor Awareness
Section 11
The documentation from the Written Warning is then added to the documentation from the
Formal Verbal Counseling session and is sent to the Employee Relations Administrator. If the
employee corrects the problem, a follow-up memorandum is issued to the employee, indicating
that the problem has been satisfactorily corrected. All related documents in the Employee
Relations file are destroyed two years after the follow-up memorandum.
Final Action
If the employee fails to resolve the problem described in the Written Warning, the supervisor or
manager will take appropriate action after consulting with the Site Manager. When this occurs,
the employee is immediately terminated. The employee should be provided with a Notice of
Termination memorandum describing the failure to comply with the provisions of the Written
Warning.
11-7
Section 11
Supervisor Awareness
SAMPLE DOCUMENTATION
FORMAL VERBAL COUNSELING
EXAMPLE: On <enter date>, I spoke with <enter employee name> about attendance and
punctuality. He/she has been 30 or more minutes late two days a week for the last month and
has missed one day in the same time period without calling in. I told him/her that we require that
he/she be at work on time and that he/she needs to call me if he's/she's going to be absent from
the job. I indicated that we expect immediate improvement. We will discuss this on <enter date>
or earlier if this or any other problem persists.
EXAMPLE: On <enter date>, I talked with <enter employee name> about continued errors on
work packages he/she has been preparing. He/she began having these problems about three
weeks ago and we have discussed the standards of performance for a Field Engineer several
times during these three weeks. Today, I gave him/her a copy of the construction procedure
defining work package preparation requirements and indicated that we expect all Field Engineers
to work to these standards. He/she and I will review his/her progress on <enter date>.
EXAMPLE: On <enter date>, I talked with <enter employee name> about punctuality. He/she
has been late every day for the last two weeks. He/she indicated that his/her child care provider
had switched hours, thus he/she couldn't leave his/her son/daughter with her/him until 7:00 a.m.
He/she asked to be allowed to report 30 minutes late for the next two weeks to allow him/her to
locate another provider. I agreed to this. He/she was told that the project could not allow
flexibility beyond that point.
EXAMPLE: On <enter date>, I talked with <enter employee name> about the importance of
wearing and using proper fall protection when working from elevated surfaces. He/she was
observed on <enter date> working from an elevated surface without a properly secured fall
protection harness. I gave the employee a copy of the project safety rules and we agreed to
review his/her safety performance no later than <enter date>. A repeat occurrence of this type of
safety violation may result disciplinary action up to and including termination.
11-8
Supervisor Awareness
Section 11
SAMPLE DOCUMENTATION
WRITTEN WARNING
DATE:
<enter date>
TO:
FROM:
On <enter dates> you and I discussed your failure to meet the quality standards for
documentation of software for the XYZ department. On <enter dates>, we discussed similar
issues related to other projects.
You have been provided with a copy of the standards. We expect you to work to those
standards, and we anticipate seeing immediate improvement in your finished work. If there are
standards in which you need assistance please let me know.
To ensure proper documentation, please review with me progress on your current assignment
before the close of business on Tuesday and Thursday each week. Failure to show improvement
toward meeting of standards could result in termination of your employment.
<direct supervisor signature and date>
SAMPLE DOCUMENTATION
FOLLOW-UP MEMO - EMPLOYEE MEETS STANDARDS
DATE:
<enter date>
TO:
FROM:
SUBJECT:
Performance Improvement
On <enter date>, you were given a memorandum specifying standards of performance you must
meet for your continued employment with Bechtel. I am pleased to inform you that your
performance has improved and you are now meeting requirements in all areas of performance.
We look forward to your maintaining this improved level of performance. If there is anything I or
the Site Manager can do to assist you, please let us know.
<direct supervisor signature and date>
11-9
Section 11
Supervisor Awareness
SAMPLE DOCUMENTATION
NOTICE OF TERMINATION
DATE:
<enter date>
TO:
FROM:
SUBJECT:
Termination
On <enter date>, you were given a memorandum regarding your failure to meet performance
standards as a construction Field Engineer and indicating that it would be necessary for you to
meet those standards for continued employment with Bechtel. Unfortunately, you have been
unsuccessful in fulfilling those standards.
Please be advised that your employment with Bechtel is being terminated effective this date.
<direct supervisor signature and date>
<Site Manager signature and date>
<employee signature and date>
11-10
Supervisor Awareness
Section 11
SEXUAL HARASSMENT
ATTACHMENT 11-3
It is Bechtel's policy that all employees will be allowed to work in an environment free from
unsolicited or unwelcome sexual overtures or comments.
WHAT CONSTITUTES UNWELCOME SEXUAL CONDUCT?
Intent/Impact
Unwelcome is determined by the recipient of a behavior, not the one doing the behavior.
Therefore, it is the impact of behavior, not the intent of the person who did the behavior that
creates potential legal and financial liability for him or her and the employer.
Sexual conduct is unwelcome when:
The employee did not solicit or invite it and regards the conduct as undesirable or offensive.
The victim's conduct is consistent with the assertion that the sexual conduct is unwelcome.
In some cases, the victim informs the harasser that the conduct is unwelcome. However,
sexual harassment may also be found in situations in which the victim does not inform the
harasser the conduct is unwelcome due to the intimidation, fear of reprisal or any number of
other reasons.
Past conduct of the victim such as occasional use of sexually-explicit language or a former
relationship with a co-worker, does not negate a claim of unwelcome sexual conduct
Types Of Harassment
The unwelcome sexual conduct may include:
Verbal harassment: sexual comment, jokes, innuendoes, stories or sounds, or pressure for
dates or sexual favors
Physical harassment: touching, patting, kissing, following closely, or brushing against another
person
Non-verbal harassment suggestive or pornographic materials, letters, software, facial
expressions, or gestures
Intimidation: grabbing or restraining a person, pulling at clothing, threats, or assaults
Verbal
11-11
Section 11
Supervisor Awareness
Physical
Nonverbal
Intimidation
Show or imply a weapon will be used if person complains about the unwelcome sexual
behavior
Touching or fondling a person sexually
Make a person touch another sexually
Sexual assault
Grab and/or restrain a person
Pull rip, and yank clothing
NOTE: Some of the behaviors on this page are also violations of criminal law.
11-12
Supervisor Awareness
Section 11
Sexual Harassment in the Federal Government: An Update, U.S. Merit System Protection Board,
June 1988, p. 24.
SOME WARNING SIGNS OF SEXUAL HARASSMENT
Since some employees may be reluctant to report sexual harassment incidents, be alert for some
of the warning signs of sexual Harassment:
As a supervisor or manager, you are responsible for setting a business standard of behavior for
employees. Just as you don't wait for an accident before correcting unsafe workplace behavior,
you should also take the initiative to establish a comfortable work environment and minimize the
potential for sexual harassment complaints.
CHECKLIST FOR SEXUAL HARASSMENT INVESTIGATION
Ensure that each investigation is:
11-13
Section 11
Supervisor Awareness
Houston Chronicle
Section B
Monday, Jan 4, 1993
SEXUAL HARASSMENT STATISTICS
The Employment Opportunity Commission says in December that job-related discrimination
complaints reached their second-highest annual total since the 1964 Civil Rights Act became a
law. Of the 70,339 complaints filed in fiscal 1992, nearly 30 percent concern alleged sexual
harassment, a 44 percent increase from 1991.
In April, representatives of women's groups and civil rights lawyers tell a Senate labor
subcommittee about lengthy delays and alleged incompetence among EEOC staffers who
process the complaints, largely filed by women, and cite a backlog of nearly 46,000 cases. In
February, the Supreme Court rules that sexually harassed students may sue their schools and
school officials for monetary damages.
The International Labor Organization says in November that only seven of 23 nations surveyed
have statutes that specifically refer to or define sexual harassment. The agency quotes surveys
that say harassment caused 6 to 8 percent of working women to change jobs."
Associated Press
By Laurie Asseo
October 7, 1992
RULING ORDERING SEXUAL HARASSER REHIRED IS UPHELD
WASHINGTON - The Supreme Court on Monday let stand a ruling that forced Chrysler Corp. to
rehire an employee it fired for grabbing a woman's breast at work. The court, without comment,
rejected the company's argument that a lower court's order harms efforts to combat sexual
harassment in the workplace.
Ronald Gallenbeck, a forklift operator at Chrysler's plant in Beaver Dam, Wis., was fired in
January 1989 after he admitted grabbing the breasts of a woman who was conducting an
inspection at the plant. According to an arbitrator, Gallenbeck was talking on the phone when he
put down the receiver, walked up behind the woman, grabbed her breasts and squeezed them,
returned to the phone and said, Yup, they're real.
After firing Gallenbeck, Chrysler officials said they learned of several other allegations of similar
conduct he admitted to four such incidents.
A local chapter of the Allied Industrial Workers of America challenged Gallenbeck's firing, saying
it was excessive punishment. An arbitrator agreed and ordered Chrysler to rehire Gallenbeck and
give him back pay, minus 30 days.
Arbitrator Jay Grenig said firing was justified for extremely serious offenses , such as stealing or
striking a foreman. However, he said, less serious infractions call not for discharge for the first
offense, but for some milder penalty at correction. Grenig refused to consider the other alleged
harassment incidents, saying Chrysler had not mentioned them when it fired Gallenbeck.
Chrysler sued to challenge the arbitrators ruling, but a federal judge dismissed the lawsuit. The
judge said there is a well established public policy against sexual harassment, but offenders don't
11-14
Supervisor Awareness
Section 11
have to be fired in all cases. The judge deferred to the arbitrator's decision not to consider the
other alleged harassment incidents. The 7th US Circuit Court of Appeals affirmed the ruling.
Appeals courts have issued conflicting rulings on whether courts may overturn arbitrators'
decisions found to violate public policy but not a specific law. Chrysler rehired Gallenbeck on
March 6, 1990, and fired him on the same day, citing his alleged history of sexually harassing coworkers. The company said the action did not make the case moot because it still is contesting
the order forcing it to give him about a year's back pay.
Houston Chronicle
By John Makeig
Section A, Page 27
Wednesday, Dec. 9, 1992
HARASSMENT CASE ENDS WITH AWARD OF $2.8 MILLION
Counseling Firm Loses Suit
"A civil jury awarded $2.3 million in damages Tuesday to a former Union Carbide secretary who
was placed in a mental hospital after telling a social worker that she felt like killing her boss for
harassing her sexually. Including $500,000 in interest, the jury verdict in state District Judge
Richard Bianchi's court means that Barbara Ann Micheletti will receive a total of $2.8 million.
The original lawsuit was against Union Carbide and three of its employees, but by the time the
case went to trail, the sole defendants were the counseling firm of Human Affairs International
and one of its social workers, Deborah C. Starghill.
The case dates to 1986 when Micheletti became a $2,500-a-month secretary for Union Carbide.
Attorney R. Gary Stephens' lawsuit says Micheletti in 1986-87 became the victim of sex
harassment by one of her supervisors.
Are you going to wear your skintight jeans? the supervisor asked her once. Another time
according to the suit, he asked: Are you going to wear your little bitty bikini to the picnic? When
she told another woman at Union Carbide about it, the suit says, Micheletti was informed. It's
OK. He does that to everybody.
Micheletti's immediate supervisor, Michael Rubenstein, told her she should agree with whatever
the harassing supervisor said, because the man and the company weren't used to dealing with an
aggressive, goal-oriented female. The supervisor couldn't get anywhere with her Stephens
said, so he found a way to run her off.
The man repeatedly warned Micheletti that her work and communication skills were
unsatisfactory, and eventually she was placed on probation in November 1987. The suit says
that Union Carbide officials then informed Micheletti she should take advantage of counseling
services.
That caused her to visit Human Affairs, where she was assured that the service was strictly
confidential. The suit says Micheletti met several times with Starghill and informed the social
worker that she was unhappy with Union Carbide and felt like killing her supervisor. Starghill
reported this to Union Carbide, and on Feb. 24, 1988, Micheletti was arrested on a mental health
warrant and placed in Spring Shadows Glen, a psychiatric hospital for eight days.
11-15
Section 11
Supervisor Awareness
During the trail, psychiatrist Fred Fason testified he gave Micheletti the Minnesota Multi-Phasic
Personality Inventory test and found her to be perfectly sane. He questioned that Starghill as a
social worker, was qualified to decide that Micheletti was insane, a threat to others, or in need of
incarceration in a mental hospital.
Jurors agreed with Stephens contentions. They decided Starghill didn't treat Micheletti
maliciously, but they said Human Affairs did damage and defame Micheletti maliciously,
recklessly and negligently. Stephens also argued that Human Affairs conspired with Union
Carbide to eliminate a troublesome employee.
The panel awarded Micheletti $1.1 million in exemplary damages, $720,000 in damages for
humiliation and suffering, $300,000 for lost earnings and $180,000 for harming her reputation and
setting her up for psychiatric care.
Human Affairs' attorney, David Lynch, couldn't be reached for comment.
11-16
Supervisor Awareness
Section 11
11-17
Section 11
Supervisor Awareness
Application;
Hiring
Advancement;
Discharge;
Compensation;
Training
Other Terms, Conditions Or Privileges Of Employment.
DISABILITIES COVERED
1.
2.
3.
4.
An individual with a physical or mental impairment that substantially limits one or more major
life activity.
An individual with a record of a disability.
An individual who is regarded or perceived as disabled.
An individual who has a relationship or association with an individual who is disabled.
ESSENTIAL FUNCTIONS
Supervisors who need to be informed about the necessity for work restrictions/
accommodations;
First aid and safety personnel if the disability might require emergency treatment; and
Government officials investigating compliance.
11-18
Supervisor Awareness
Section 11
Please list any conditions or diseases for which you have been treated in the past 3 years.
Have you ever been hospitalized? If so, for what condition?
Have you ever been treated by a psychiatrist or psychologist? If so, for what condition?
Have you ever been treated for any mental condition?
Is there any health-related reason you may not be able to perform the job for which you are
applying?
Have you had a major illness in the last 5 years?
How many days were you absent from work because of illness last year?
Do you have any physical defects which preclude you from performing certain kinds of work?
If yes, describe such defects and specific work limitations.
Do you have any disabilities or impairments which may affect your performance in the position
for which you are applying?
Are you taking any prescribed drugs?
Have you ever been treated for drug addiction or alcoholism?
Have you ever filed for workers' compensation insurance?
AN EMPLOYER MAY:
1.
2.
3.
4.
5.
6.
7.
8.
Give a physical agility test as long as it is given to all similarly situated applicants or
employees regardless of the disability. However, if such a test screens out individuals with
disabilities, the employer must show that it is job-related. (1620.14(a).)
Ask on a test announcement or application form that individuals with disabilities who require
reasonable accommodations to take a pre-employment test so inform the employer prior to
the administration of the test. (1630.14(a).)
Collect information and invite individuals to identify themselves as disabled in order to
conform with Section 503 of the Vocational Rehabilitation Act. (1630.1(b) and (c).)
Inquire about an applicant's ability to perform both essential and marginal job functions.
(1630.13(a))
Describe or demonstrate a particular job function and inquire whether the applicant can perform that function with or without reasonable accommodation. (1630.14(a))
Ask an applicant to demonstrate or describe how, with or without reasonable
accommodation, the applicant will be able to perform job-related functions, if the applicant
has a known disability which will prevent or interfere with the performance of a job-related
function. (1630.14 (a))
Provide information about the employer's regular work hours, leave policies, and special
attendance needs of the job, and ask whether the applicant can meet these requirements.
Inquire about the applicant's attendance record in prior jobs, provided the questions do not
relate to illness or disability.
11-19
Section 11
Supervisor Awareness
9.
Ask previous employers or other sources about the applicant's job functions and tasks; the
quality and quantity of work performed; how job tasks were performed; the applicant's
attendance record; and other job related issues that do not relate to disability.
10. Require a pre-employment drug test. A drug test is not a medical examination as defined by
the ADA.
HOW TO SELECT THE MOST QUALIFIED APPLICANT FOR THE POSITION
1.
2.
3.
4.
5.
6.
7.
8.
9.
Train each employee and supervisor who is involved in the screening/hiring process.
Carefully determine the functions of the job, including essential functions, in advance.
Prepare job-related questions in advance.
Do not initiate discussion of the disability.
If the applicant raises the issue of the disability, ask follow-up questions that are job-related.
Perform research on various disabilities.
Focus on an applicant's or employee's abilities.
Hire an applicant based first on the applicant's abilities.
Document the interview results.
REASONABLE ACCOMMODATIONS
Making existing facilities readily accessible; job restructuring; part-time or modified work
schedules;
Reassigning the individual to a vacant position, acquiring or modifying equipment or devices;
Adjusting or modifying examinations and training materials;
Modifying policies; and providing readers or interpreters (1630.2(o)(2)).
Nature and cost of the accommodation, taking into account tax credits/deductions, and/or
outside funding.
Size, type and financial resources of the facility where the accommodation would have to be
made (number of people, effect on expenses and resources).
Size, type, and financial resources of the covered employer (overall size of business, number
of employees, facilities, locations).
The covered employer's type of operation, including composition,, structure and functions of
its work force, and the geographic separateness and administrative relationship between the
facility and the covered employer.
Impact of the accommodation on the operation of the facility, including the impact on the
ability of other employees to perform their duties and the impact on the facilitys ability to
conduct business.
11-20
Supervisor Awareness
Section 11
11-21
Section 12
50.0
40.0
30.0
20.0
10.0
0.0
1
10
Week
Productive Work Hours
Reference:
54.0
51.6
51.6
48.0
48.0
42.6
42.6
39.6
39.6
10
39.6
FIGURE 12-1
IMPACT OF EXTENDED OVERTIME ON PRODUCTIVITY
12-1
Section 12
Cost Trends
Labor Reporting
12-2
1997 Edition
Section 12
Ensure that labor cost coding requirements are understood and assist in implementing precoded timesheets.
Ensure that to-date labor costs are recorded.
Utilize jobsite guidelines and procedures for take-offs and reporting installed quantities.
Maintain jobsite inventory system for critical materials.
Subcontracts
Schedule Monitoring
Schedule Development
Ensure that field and home office purchase orders and contracts are prepared.
Report deviations of material purchases and subcontract payments costs to the Site Manager.
1997 Edition
12-3
Section 12
Backcharges
Forecast
Work with Procurement, Accounting, and Engineering in the preparation of each forecast.
Prepare input for forecast presentation and support reviews for Project Management.
12-4
1997 Edition
Section 12
1997 Edition
12-5
Section 13
Contracts/Commercial
GENERAL
Project contracts are the formal agreements which describe:
Prime Contract
The Prime Contract normally refers to Bechtel's contract with the owner or general contractor on
the project and provides the formal definition of the services Bechtel will provide.
As the person who directs Bechtel's direct hire work force, the Superintendent must understand
Bechtel's contract on the project and ensure that all requirements related to direct hire craft work
execution are satisfied. The Superintendent must also monitor the work being performed by
Bechtel to ensure that it falls within the scope of the contract and does not constitute
unauthorized or extra work.
Contractors and Subcontractors
The contracts and commercial terms on Bechtel projects have gotten considerably more
complicated over the past few years. The trend toward more lump sum contracting and shorter
construction schedules tends to reduce contractor and subcontractor profit margins and also
tends to increase the potential for claims. To avoid this situation, it is very important that
contracts and subcontracts be carefully and properly administered.
The Superintendent has daily contact with contractors and subcontractors on the project and as a
consequence has a significant role in ensuring that project contracts and subcontracts are
properly administered. This section of the Superintendents Handbook describes the primary
responsibilities for contract administration on the typical Bechtel project and provides a checklist
of things to remember when dealing with contractors and subcontractors. To keep things simple,
this section will only refer to "contracts" and "contractors" but the requirements apply equally well
to either contracts or subcontracts.
CONTRACTS ADMINISTRATION AND COORDINATION
Contract Administrator
The Contract Administrator has primary responsibility for contract administration on the project.
Some of the primary responsibilities of the Contract Administrator include:
13-1
Section 13
Contracts/Commercial
Contract Coordinator
On some projects, the Contract Administrator is assisted by a Contracts Coordinator to monitor
contractor work and to ensure the contract is properly administered. Contract Coordinators are
typically recruited from the ranks of Field Engineering, Project Controls, and Craft Supervision
and receive specific training on required coordination methods. Some of the typical
responsibilities of the Contracts Coordinator include:
PRIME CONTRACT
It is essential that Bechtel's prime contract with the client be effectively administered for the
project to be a success. Management and implementation of the prime contract is a team effort
led by the Site Manager. Each member of the project team has specific responsibilities to ensure
the prime contract is properly administered. This section of the handbook provides a brief
overview of the Superintendent's responsibilities. Refer to the Bechtel Prime Contract
Management Manual for more information.
Under the terms of the prime contract, the customer generally is obligated to:
13-2
1997 Edition
Contracts/Commercial
Section 13
The following items are generally the responsibility of the Superintendent to ensure the prime
contract is properly administered:
Determine the requirements of the Full Contract through discussion with the Site Manager
Identify any "Notice" requirements that are required to satisfy contract requirements
Identify all customer-supplied materials and equipment
Review the detailed project schedule which establishes the project schedule baseline
Identify any potential impacts to the project schedule baseline
Identify any required material or equipment submittals
Contract Responsibilities
There are four documents that are generally prepared as part of the Contract Administration
program:
For each contractual responsibility, a division of responsibility matrix identifies the job title and
name of the specific individual responsible for the action. These responsibilities are also
subdivided into a Contract Requirements Action List and a Contract Notice Requirements Action
List. These Lists are valuable in preventing items from "falling through the cracks".
1997 Edition
13-3
Section 13
Contracts/Commercial
Project Schedule
The approved project schedule becomes the basis for monitoring the progress, delays, and
impacts on the project.
This schedule documents how Bechtel intends to use the specified time for performing the
work and the duration of the individual work activities. Network diagram schedules will also
illustrate the logic of the work and identify critical paths. Shorter range rolling schedules, such
as the 90-day and 6-month schedules, directly relate to and reference the approved project
schedule.
The work must be monitored and compared with the approved project schedule. A working
record of the schedule, marked up with notes to reflect the start and completion dates for
each activity and other important events is maintained by the project scheduler. Documents
such as Daily Reports and project correspondence will be maintained to document each
activity and event to support Bechtel's rate of progress. Rolling schedules, annotated for
planned versus actual work and restraints, are very effective to "as built" the work.
Prime contracts typically provide for adjustment to the approved project schedule for changes
and excusable delays. It is important that these impacts are properly documented.
Action Checklist
The following is a checklist of Superintendent action items to ensure the project schedule is
properly administered:
13-4
1997 Edition
Contracts/Commercial
Section 13
Contract Changes
Contract changes are normally an unavoidable part of the contracting process and virtually no
contract remains unchanged after the contract is signed and work is begun. Contracts are
typically changed because:
The Superintendent should understand what constitutes a contract change and who is
responsible to process required changes. Changes typically apply to the following situations:
Bechtel encounters a site condition that is different from what was stated in the contract or
represented by the customer, or different from what should have been reasonably anticipated
at the time of bid
Bechtel has received a change notice
The schedule, milestones, or sequence of work is revised by the customer
Bechtel believes it is being required to perform work beyond the contractually required scope
of work
There is a customer mandated change in the method of work performance
The contract usually requires Bechtel to notify the customer of a change within a specified
number of days to describe the increased or decreased costs and the impact on the project
schedule. While failure to provide notice may jeopardize Bechtel's right to additional
compensation and/or time to perform the work, it is only the notice itself that truly has a time
constraint. It is important that the notice is given as soon as the impact is identified. Reasonable
time is permitted to prepare a good estimate.
Supervision responsibilities for contract changes are as follows:
1997 Edition
13-5
Section 13
Contracts/Commercial
13-6
1997 Edition
Contracts/Commercial
Section 13
The subcontractor, in turn, will be expected to perform in kind and maintain the same standards of
housekeeping, safety, quality, and productivity as Bechtel direct hire craft on the project site.
Responsibilities
Contract management on the project is a team effort. Administrative duties may be delegated
throughout the project organization to execute the work and the personnel charged with contract
management responsibilities may have other responsibilities on the project team beyond contract
management.
The Superintendent is typically responsible for the following items in subcontract administration:
Management
Establishing a good relationship with the subcontractors on the project, acknowledging respect for
the subcontractor's work, and supporting the subcontractor with services and project information
required by the contract are the beginnings of successful subcontract management. Additionally,
it is imperative that the following items be documented and submitted to the proper authority:
1997 Edition
13-7
Section 13
Contracts/Commercial
PAGE
OF:
PROJECT:
JOB NUMBER:
CONTRACT:
CONTRACT NO.:
LOCATION:
TO:
FROM:
OF:
OF:
REFERENCE DRAWING(S):
REV.:
DCN/FCR:
SPECIFICATION(S):
REV.:
SCN/FCR:
LOCATION:
INFORMATION
REQUESTED:
REASON
REQUESTED:
REPLY
REQUIRED BY:
IMPACTS:
CONTRACTOR:
DATE:
INFORMATION TO CONTRACTOR
TO:
FROM:
OF:
OF:
REQUESTED
INFORMATION:
RESPONSE BY:
DATE:
13-8
1997 Edition
Contracts/Commercial
Section 13
1997 Edition
13-9
Section 13
Contracts/Commercial
Since the Safety Marshals are required to follow up on the problems they find and make sure
they've been corrected, DeVol returned to the Entry Control Facility work site on at least 3
different occasions trying to close the scaffold safety item. On each subsequent re-inspection,
DeVol discovered that the Baker Masonry craft continued to work with unsafe scaffolding and
reported the problem to Blevins and Tim Fletcher, the Site Safety Representative. From what
DeVol could see, everyone was just ignoring the problem.
During an inspection of the work area this morning, DeVol observed two Baker Masonry
employees standing on an incomplete scaffold installing a wall opening frame. The scaffold had
very poor footing and two other Baker employees stood below the scaffold bracing it to stop it
from tipping over. In frustration, DeVol asked who was in charge and told the Baker Masonry
crew Foreman to stop work because their unsafe use of the scaffold was causing an imminent
danger. At that point, the argument started and DeVol told the Baker crew Foreman he was
going to make sure they were dismissed from the job.
In your breakout groups, discuss Superintendent DeVol's role in following up on this safety issue
and answer the following questions:
1. Was DeVol justified in telling Baker Masonry that he would recommend that they be
dismissed from the job?
2. What did DeVol do wrong in the way he handled the situation?
3. What would you have done?
Some factors to consider:
1. Who was responsible for making sure the safety problem was corrected?
2. Why didn't the Contracts Administrator take action earlier?
3. Did an imminent danger condition exist when DeVol approached the Baker Masonry work
crew?
13-10
1997 Edition
Section 14
Constructability
GENERAL
Constructability, as defined by the Construction Industry Institute (CII), is "the optimum use of
construction knowledge and experience in planning, design, procurement, and field operations to
achieve overall project objectives".
Constructability is an ongoing process of integrating construction knowledge and experience into
conceptual design, procurement, detailed engineering, and field construction operations which
provides the opportunity to reduce project costs and improve project schedules.
The ability to influence project costs and to incorporate construction experience and methods into
a project plan and design is greatest during the very earliest stages of a project. Therefore, the
greatest benefit of the constructability process will be derived with the earliest establishment and
implementation of a constructability plan on a project.
The Superintendent plays a vital role in the successful implementation of the Bechtel's
Constructability Program.
LESSONS LEARNED
The Superintendent can make an important contribution to the organization by sharing
experiences and knowledge with the rest of the company. There are several ways to do this,
including:
The Bechtel Lessons Learned Program has existed for many years. Learned lessons entered
into this program include more than just better work techniques. They also could include:
Ways to communicate better with other project team members (for example, clients,
management, crafts, or other non-manuals)
How to be more efficient in our business practices
Through experience, each of us have learned tricks of the trade which enable us to make the job
easier. These tricks of the trade are the Lessons Learned that are needed to continuously
improve the services we provide as a company.
14-1
Section 14
Constructability
The Bechtel Lessons Learned program was developed to continuously improve our work
processes by retrieving and disseminating Lessons Learned to all projects. Superintendents are
responsible for identifying Lessons Learned from their projects and submitting them to the
program for review and approval. Approved lessons will be entered into the BecWeb and the
On-Line Reference Library (OLRL).
To stay competitive, Lessons Learned must be shared throughout the company. These lessons
are experiences gained from various jobs, which others can learn from, reduce the duplication of
similar errors or give solutions to potential problems. In addition to reporting solutions to problems
encountered, Lessons Learned can also be used as a forum to document methods used to
improve a particular process or way of doing business. Superintendents are urged to draw upon
their experience and pass on "Tricks of the Trade" and other suggestions and ideas for others to
learn from.
It should also be noted that the Lessons Learned Program should not be used as a dumping
ground for identifying problems. Do not submit a problem statement or existing condition without
offering a suggested solution or opportunity for improvement.
Regional Office Construction Coordinators
Each Regional Office construction organization has personnel assigned as Construction
Coordinators for new construction projects. In some instances, a coordinator may fill a key
project position such as Site Manager, Field Superintendent, Project Field Engineer, or
Superintendent when the project begins. Construction Coordinators play a key role in performing
project constructability reviews prior to site mobilization and in coordinating the implementation of
project lessons learned.
Responsibilities
The Superintendent is responsible for keeping alert to those problems and solutions which
improve construction work processes and for submitting Lessons Learned items to the Site
Manager.
Procedure
As Lessons Learned items are identified, the Superintendent should complete a Project Lesson
Learned Report and submit it to the Site Manager for review. A sample report is shown in
Attachment 14-1.
Special emphasis on submittals will occur each calendar quarter for Construction Projects and at
the end of every outage for Operating Plant Services Projects.
Superintendents should make periodic reviews of Lessons Learned and Best Practices on the
OLRL to determine applicability to their particular project.
CRITIQUES
During the course of a project, formal critiques may be arranged/conducted by Supervision or
Management. The purpose of a critique, is to focus on a particular work activity, identify strengths
and weaknesses, and brainstorm suggestions for further improvement. Craft input on project
14-2
1997 Edition
Constructability
Section 14
critiques is extremely important and should be solicited. Critique input should be used as the
basis for the development of lessons learned.
Critiques should be done upon completion of a major work activity/milestone for Construction
Projects and at the end of every outage for Operating Plant Services Projects. A Critique/
Feedback Form is shown in Attachment 14-2.
Procedure
A formal critique report should be the end result of the critique process and should be submitted
to the Site Manager. Feedback should be solicited from manual and non-manual employees
using at least one of the following methods:
1. Critique Meeting.
2. Critique Questionnaire/Survey (see sample form on next page).
Focus of the critique should include as a minimum:
1. Areas which worked well and improvements over the last activity.
2. Problems encountered.
3. Suggestions for improvement.
Action items should be developed to analyze and address critique items.
1997 Edition
14-3
Section 14
Constructability
DATE:
PROJECT:
JOB NO.:
TITLE:
ORIGINATOR/
PROJECT
CONTACT:
EXISTING
CONDITION:
SUGGESTED
SOLUTION
IMPLEMENTING
COST:
SCHEDULE
SAVINGS:
COST SAVINGS:
ORIGINATOR:
DATE:
SITE MANAGER:
DATE:
CONSTRUCTION
MANAGER:
DATE:
14-4
1997 Edition
Constructability
Section 14
CRITIQUE/FEEDBACK FORM
ATTACHMENT 14-2
PROGRAM/ACTIVITY CRITIQUE
PROJECT NUMBER:
DATE:
PROJECT NAME:
JOB NO.:
PROGRAM/ACTIVITY:
OVERALL RATING OF PROGRAM OR ACTIVITY:
EXCELLENT
GOOD
ADEQUATE
POOR
UNSATISFACTORY
PROBLEMS ENCOUNTERED:
NAME:
DATE:
1997 Edition
14-5
Section 15
Timekeeping
GENERAL
Without accurate timekeeping, there is no basis for controlling the work performed on the
construction project. One of the primary responsibilities of the superintendent is to ensure that
construction craft timekeeping is fair and accurate.
Time and Attendance
Timekeeping control begins with monitoring construction worker time and attendance at the site.
In its simplest form, time and attendance is controlled at a brass alley or timekeeping shack where
the project timekeeper monitors workers entering and leaving the project. The expression brass
alley comes from the practice of issuing workers brass, numbered identification tags as they enter
and leave the project. Workers who arrive late or leave early are noted in the gate log which is
then used to audit project timesheets. The brass identification tags have the secondary benefit of
enabling the timekeeper to quickly determine who is on site in the event of an emergency.
When brass is not physically issued to the craft, the timekeeper monitors workers entering and
exiting the site. Free entry is permitted to and from the site prior to the project start time and after
the project quitting time. The timekeeper enters the names of workers who arrive late or leave
early in the gate log.
On larger projects, the timekeeping staff can be quite large and a number of disputes can arise
about the accuracy of the gate entry logs. To improve the process of controlling construction
worker time and attendance, a number of automated gate entry control systems are now
commercially available.
The Bechtel GateWorks gate entry control system is the Bechtel standard application for
automated site time and attendance control. To use the system, each construction worker is
issued a barcoded identification badge that is slid through the GateWorks gate keeper terminal
at the site entry gate. The system then records the identification number and entry time for each
worker as he or she enters or leaves the site.
The GateWorks system provides sites with the following advantages:
Timesheets
The timesheet is one of the most important documents on any construction project. Timesheet
information feeds every management reporting system and is essential in monitoring construction
costs and productivity in any given time period. Timesheets may also provide the contractual
basis for Bechtel's payment for services on the project. Without accurate and complete time
15-1
Section 15
Timekeeping
reporting, Bechtel's fee may be in jeopardy. For the construction worker, timesheets are of even
greater importance since they determine the amount of compensation in the paycheck.
Bechtels ForeTime electronic timesheet application is used on larger direct hire projects and
permits construction Foremen and General Foremen to directly input their time charges into the
site computer system. Using personal passwords, supervisors enter timesheet information for
their individual crews. Cost codes for work performed are selected from pull down menus
controlled by the project controls department. This reduces the potential of time charges being
made to incorrect or closed accounts.
It is very important that the labor information entered into the system is accurate and complete.
Timesheets must be completed daily for the craft and turned in before the Superintendent leaves
at the end of the shift. On many projects, the craft Foreman or General Foreman is responsible
for completing the timesheets for their crews and submitting them to the Superintendent for
approval. It is the Superintendent's responsibility to verify the completeness and accuracy of the
information before signing and turning the timesheets into the timekeeper or cost department.
Overtime
Overtime is a necessary evil on most jobs. The negative cumulative effect of extended hours on
job productivity is well documented. Extensive overtime drives up costs and leads to quality and
safety problems. Simply put, tired people make mistakes. The Superintendent's job is to make
sure that overtime is only used when absolutely necessary to support the project's objectives.
Avoid the mistake of assuming that overtime is needed because the project is behind schedule.
Depending on how the work fits into the total project schedule this may or may not be true. If the
project is behind schedule for reasons that are out of construction's control, overtime may not
make up lost schedule time. Make sure the need for overtime is clearly understood before asking
for approval to work overtime.
Make sure that you know the process for getting approval to work overtime before hand. On
some projects, client approval may be required and on others, approval of the Lead
Superintendent may be required. On Nuclear projects there are restrictions such as the 72 hour
rule that limit that amount of overtime permitted in a given period. Make sure the rules are
understood and comply with them. Do not use overtime as a way to keep the craft happy.
Change of Rate Notices
A change of rate notice (slip) is required anytime an employee's standard rate of pay is to be
changed. This rule applies whether the pay is being increased or decreased. It is the
Superintendent's responsibility to process the request and obtain supervisor approval (if
required). It is important to be prompt in submitting change of rate slips to avoid incorrect pay
rates in the payroll system.
Time Monitoring
When reviewing and approving timesheets, the Superintendent is responsible for validating the
hours worked, absences from work, special rates for particular work assignments, and the correct
allocation of job hours by cost code. In reviewing timesheets, the Superintendent should:
15-2
1997 Edition
Timekeeping
Section 15
Monitor craft start and quit times to verify that the hours included on the timesheet correctly
reflect the actual hours worked. Craft who start work late or quit early should be docked for
the time missed.
Absences from work may be excused or unexcused. The Superintendent must verify whether
time reflected as an excused absence is valid.
Monitor the work being performed to verify whether particular craft deserve special rates for
special work assignments such as equipment operators, welders, or temporary crew foremen.
Verify that the allocation of job hours by cost code is correct. This is particularly important in
determining the cost performance for the work performed during the payroll period.
On some projects, additional timesheet reviews and approvals are required after Superintendent
approval. In some instances, client approval is also required. The Superintendent must
understand the project specific timesheet review and approval requirements.
1997 Edition
15-3
Section 16
Construction Execution
GENERAL
This section of the Superintendents Handbook describes several areas of interest related to the
execution of construction work at the site.
JOB PLANNING
Prior to executing work on the site, it is very important that the Superintendent has a
comprehensive plan of how the work will be performed. The Job Planning Checklist shown in
Attachment 16-1 provides a listing of the types of items that should be considered prior starting
the work.
TOOL, EQUIPMENT, AND MATERIAL CONTROL
Superintendents must ensure that the required tools, equipment, and materials are available prior
to hiring or setting up crews to perform assigned work. To do this, the Superintendent must be
aware of the contractual requirements as well as the site specific procedures pertaining to tools,
equipment and materials.
Contractual Requirements
At the start of a project, the contract must be reviewed to establish the procedures and
responsibilities for tool, equipment and material control. At this time, the following questions
should be addressed:
Tool/Equipment Control
Procedures for tool/equipment control vary from site to site. The Superintendent must know the
site specific procedures which pertain to the control of tools and construction equipment. The
16-1
Section 16
Construction Execution
following checklist serves as a guide for the Superintendent to help ensure that tools/equipment
are adequately controlled and accountability is maintained.
Ensure the craft are aware of their responsibilities in regard to tool and equipment control.
Know how tools and equipment are issued, returned and tracked.
If applicable, become familiar with automated (PC-based) systems for tracking tools, such as
Tool Hound.
Know the locations of all site tool rooms.
Be aware of the procedures for issue and return of calibrated tools and ensure that craftsmen
respect the sensitivity of these tools. Also ensure that the calibration due dates are not
surpassed.
If applicable, know the location of and procedures pertaining to the contaminated tool room
(Nuclear).
Be aware of any budget constraints in regard to tool/equipment usage.
Ensure that tools and equipment are maintained in a proper and safe manner
If applicable, ensure tool service is documented in the maintenance record.
Tool cribs comprised of recycled and new tools are available from Bechtel Leasing Services, Inc.
(BLSI) which include heavy industrial tools commonly used on Bechtel sites. All recycled tools
are completely refurbished and serviced prior to shipment to the site. Tool cribs come with
adjustable tool bins so the crib can be immediately set up as a tool dispensing trailer.
All tools are barcoded and tool inventories are maintained using the Tool Hound tool inventory
tracking system. Using the same barcoded craft identification badges used for the KRONOS time
and attendance system, tools are issued to individual workers on the project to ensure proper
accountability is maintained. Training materials are provided to train tool crib attendance in
proper tool control procedures and in the use of the Tool Hound software application.
Material Control
Procedures for material control may also vary from site to site. The Superintendent must know
the site specific procedures which pertain to material control. The following guidelines will aid the
Superintendent in controlling and tracking materials.
The Superintendent must know the procedure on how to withdraw materials from the site
warehouse(s) and ensure that the appropriate craft understand their responsibilities in
withdrawing materials.
If applicable, become familiar with the site automated tracking system for materials. The
Procurement Tracking System (PTS) is the standard tracking system used on most Bechtel
construction projects, however, the Superintendent may need to become familiar with the
client material tracking system on NOPS jobs.
Know the location of all site warehouses and laydown areas.
Be aware of any special storage and/or maintenance requirements for applicable materials.
Be aware of any budget constraints in regard to material usage.
Be aware of procedures which govern the surplus and scrap of unused materials.
16-2
1997 Edition
Construction Execution
Section 16
The Superintendent must be aware of the jobsite rules for accessing major equipment and
vehicles.
Be aware of how major equipment/vehicles are to be secured when not in use.
It is highly recommended that a daily vehicle/equipment schedule be utilized by Supervision to
plan the next days usage and to minimize down time.
Superintendents must be cognizant of the rental agreements that exist on their project. Close
coordination with Procurement and/or Field Engineering may be required when renting
equipment.
The Superintendent must be aware of the overall schedule for arrival and departure of rented
equipment.
A Major Equipment Rental Log should be utilized to track information about rented equipment.
This log should contain information such as:
4 Equipment Number
4 Date Arrived
4 Serial Number
4 Date On Rent
4 Description
4 Estimated Date Off Rent
4 Number
4 Rental Months
4 Vendor
4 Date Off Rent
4 Rental Rate
The Superintendent must be aware of the maintenance requirements for rented
vehicles/equipment.
On some projects, special training is required to use client equipment. The Superintendent
must determine the training required and ensure that all craft required to operate client
equipment receive the required training.
Certain equipment such as cranes are required to have periodic and frequent inspections to
comply with OSHA Regulations. Inspection forms as typically included in the project Safety
and Health Action Plan. On some projects, however, the client may require that these
inspections be documented on its inspection forms. In either case, the Superintendent must
ensure that the required equipment inspections are performed and properly documented.
1997 Edition
16-3
Section 16
Construction Execution
Eliminate fire hazards such as accumulated trash, frayed electrical cords or storage of
combustibles near a heat source.
Ensure that access to fire fighting equipment is not blocked.
Ensure that all exits, fire exits and stairways are open.
Work areas should be kept clean and orderly.
Ensure tools, materials and equipment are properly stored.
Ensure that compressed gas cylinders are properly stored.
Ensure all chemicals are stored in properly identified, closed and approved containers per the
project safety action plan.
Ensure electrical cords, hoses and cables are properly routed. These and other items should
be kept out of walkways or wherever they may cause falls.
Equipment and other surfaces should be clean of oil, grease, ice, snow or other slick agents.
Ensure that adequate lighting exists in all work and storage areas.
Newspapers and magazines should be removed from work areas.
For additional housekeeping guidelines, refer to the Employee Safety and Health Practices
booklet.
RIGGING OF HEAVY LOADS
Superintendents should be familiar with safe heavy load rigging practices and must ensure that all
heavy lifting is performed in accordance with these safe rigging practices. Depending on the job
requirements, rigging shall be performed using either client or Bechtel procedures. The
16-4
1997 Edition
Construction Execution
Section 16
Superintendent must become familiar with the applicable rigging procedures which are used at a
particular site.
The following guidelines should be considered when lifting heavy loads and should be used in
conjunction with the applicable site procedures. Where required, the Superintendent shall work
closely in conjunction with a Rigging Engineer and/or Rigging Supervisor.
Rigging Guidelines
Ensure that craftsmen are qualified in accordance with the applicable rigging procedures at
the site.
Be cognizant of the layout of the work area including the layout of all obstacles and
interferences. Check for obstructions in the path of the lifting operation.
Ensure that minimum clearance requirements from existing facilities and utilities are met.
Determine if lifting limitations exist.
Know the verified weight of the component to be lifted and the authorized attachment or lift
points.
Ensure area is secured for lifting.
Verify that rigging equipment is in good working condition and is properly rated for the loads to
be lifted (including required safety factors). Schedule equipment in advance of need date.
Make sure softeners and tag lines are used when required.
Consult a Rigging Engineer when needed. See the Bechtel Field Engineering Manual,
Procedure No. F4.3, Construction Rigging Plans, for more information.
For Nuclear Operating Plant work, compliance to site specific procedures in regard to rigging
of heavy loads may need to be considered. Items such as additional training of riggers and
lifting within a designated safe load path may apply.
Become familiar with the project turnover procedure and know the Superintendent's areas of
responsibility.
The Superintendent should know the project turnover schedule and plan work accordingly.
The Superintendent should know the system and/or facility boundaries associated with the
assigned scope of work. The Superintendent should also know what documents define this
scope.
1997 Edition
16-5
Section 16
Construction Execution
JOBSITE SECURITY
Superintendents must be aware of the provisions pertaining to security on a particular jobsite.
Depending on the type of project, jobsite security may be provided either by Bechtel or the client.
It is the Superintendent's responsibility to ensure that his workers are aware of all security rules
and regulations. They must also realize that violations of the Security Program may result in
disciplinary action up to and including termination, as well as criminal prosecution by outside
authorities.
Most Site Security Programs will include, without being limited to, the following:
Control of access to the jobsite by both manual and non-manual employees, subcontractors
and visitors.
Control of access to the jobsite outside project work hours.
Control of vehicles on and off the jobsite.
Control of the use of cameras.
Control of jobsite tools, equipment and materials on and off the jobsite.
Procedures for investigating and reporting lost or stolen tools, equipment and materials.
Methods for handling labor unrest.
Steps to be taken to communicate emergency messages to persons on the jobsite.
Control of the use and/or possession of drugs and alcohol.
Control of the use of firearms.
1997 Edition
Construction Execution
Section 16
system, electronic mail, On-Line Reference Library (OLRL), the Procurement Tracking System
(PTS), the BETR non-manual electronic time reporting system, and the Tool Hound tool
management system are commonplace applications that the superintendent may need to utilize
on the construction site.
The Superintendent's automation skills must be constantly updated as computer hardware and
software is updated at construction sites. Site training is available on the computer hardware and
software being used at the site.
1997 Edition
16-7
Section 16
Construction Execution
16-8
JOB NO.:
DATE:
BECHTEL
SUB
CREW SIZE:
OTHER
COMMENTS
1997 Edition
Construction Execution
Section 16
BECHTEL
SUB
OTHER
COMMENTS
FORM T_JOBPLN.DOC
1997 Edition
16-9
Section 16
Construction Execution
A BECHTEL POLICY
Good Housekeeping
ALTHOUGH MANY PEOPLE look upon industrial housekeeping merely as a matter of keeping
plants, offices and construction jobsites neat and reasonably clean, the important fact is that such
housekeeping actually reflects orderliness in an organization's affairs from top to bottom.
It is my conviction that good housekeeping is as much a product of orderly thinking as it is of
broom and dust pan. Orderly planning by management, attended by orderly performance of
duties by employees, produces the smooth-working efficiency and the physical neatness that are
the hallmarks of good teamwork.
There is a good saying -- "Accidents don't just happen." Orderliness and safety are born
companions. Mishaps steer clear of workers with neat habits, find it easier to seek out careless
employees in unkempt surroundings. Debris and loose tools invite the ambulance.
In my travels I have visited hundreds of industrial operations of every nature. It has been my
observation that the visible evidence of housekeeping, good or bad, are almost infallible
guideposts to the success of the operation. Those with untidy, disorderly appearance have
proved to be inefficient and wasteful of time, material and effort. Those with a well-kept look have
been the secure, profitable operations producing goods or construction services of high quality
with economy.
I am pleased at the evidence of good housekeeping throughout our operations. It is a credit to
management and employees alike, and it carries out a reputation of ours which has been built up
over the past half century. Good industrial housekeeping is a Bechtel policy -- and a SAFE policy
as well.
[Signed by S. D. Bechtel]
16-10
1997 Edition
Section 17
MEDICAL
EMERGENCY PLANNING
ENVIRONMENTAL
CONTRACTS/COMMERCIAL
17-1
Section 17
Is there an incentive fee agreement and if so, what are the components used for grading?
What are my responsibilities for subcontractors?
Is there a scope book or contract compliance matrix for this project?
How is procurement handled on this project?
What cost and scheduling tools are used on this job and do you understand how to use them?
What is the procedure for dealing with scope changes and delays?
What is the frequency of cost reports?
What is the budget for my scope of work?
How are quantities reported?
What is the backcharge procedure?
Do we share cost and schedule information with our people?
Do we share cost and schedule information with the Client?
TIMEKEEPING:
LABOR RELATIONS
17-2
1997 Edition
Section 17
GENERAL INFORMATION
CLIENT RELATIONSHIPS
1997 Edition
17-3
Section 18
Client Relationships
GENERAL
The Superintendent should apply Bechtel's corporate philosophy in developing relationships with
client personnel. The following excerpts from Bechtel's "Purpose, Mission and Core Principles"
statement will serve as a guideline for the Superintendent in the day to day dealings with client
representatives (our customers).
Business Development
When appropriate, the Superintendent should try to promote future work for Bechtel through
communication with client personnel. This is particularly important when working on a NOPS or
long term partnering assignment. The following guidelines should be considered when
positioning Bechtel for future work.
18-1
Section 18
Client Relationships
18-2
1997 Edition
Section 19
References
GENERAL
The following general references are intended to assist the superintendent in identifying corporate
source documents on specific subjects:
Corporate and Personnel Policies:
Contracts:
Construction Manuals:
19-1
Section 19
References
Training:
19-2
1997 Edition