HomeMy WebLinkAbout9218 ALD008188708 129 02-08-2021 CORR BPK OU2 Project Coordinator Designation February 8, 2021
Ms. Beth Walden
Remedial Project Manager
US Environmental Protection Agency
61 Forsyth Street, SW
Atlanta, GA 30303-8909
Waiden.beth@epa.gov
(404)562-8814
RE: DESIGNATION OF PROJECT COORDINATOR AND SUPERVISING CONTRACTOR
OPERABLE UNIT 2
OLIN CORP.(MCINTOSH PLANT)SUPERFUND SITE
MCINTOSH,WASHINGTON COUNTY,ALABAMA
Dear Ms.Walden:
Olin Corporation (Olin) and BASF Corporation (BASF) entered into a Consent Decree (Civil Action No.
1:20cv-00602) with the United States Environmental Protection Agency (USEPA)for the Olin McIntosh
Operable Unit (OU) 2. Section VI 'Performance of the Work' includes the requirement that the Settling
Defendants notify EPA within 10 days after the Effective Date, of the name[s],ti6e[s], contact information,
and qualifications of the Settling Defendants' proposed Project Coordinator and Supervising Contractor.
Olin and BASF have selected Golder Associates to serve as the Supervising Contractor and Mr. Donald
Miller of Golder Associates'Jacksonville Florida office is proposed for the Project Coordinator for Operable
Unit 2(OU-2)of the Olin Corp McIntosh Superfund site.
Golder Associates Inc. is a premier engineering and consulting firm in operation for over 60 years. Golder
has been engaged by PRP groups to conduct CERCLA projects at more than 120 NPL sites, in all 10
USEPA regions since 1980, and has developed a strong reputation for technical excellence in all phases
of the CERCLA process. Golder has been a leader in the design of engineered caps for environmental
remediation,landfill closure and mine tailings management for over 30 years,with such projects numbering
in the hundreds. Golder is also a world leader in the science of materials handling as it relates to
soils/caps/tailings/wastes, and in applying that to the conveyance and geotechnical enhancement of these
materials to meet client-specific demands such as sub-aqueous placement or resistance to erosion. As
referenced in the Consent Decree (Section VI, Paragraph 9, b.), a copy of Golder's quality assurance
system that complies with ANSI/ASQC E4-2004, Quality Systems for Environmental Data and Technology
Programs: Requirements with Guidance for Use (American National Standard) is provided in Attachment
A to this letter. Additional qualifications providing examples of Golder's experience and expertise is
provided in Attachment B to this letter.
Mr. Miller is a professional engineer and has over 30 years of CERCLA experience. He has led Golder's
work on ten NPL sites in EPA Region IV, seven of which have been in the Remedial Design/Remedial
Action phase of the project. For the $12 million capping remedial action at the Picketiville Road Landfill
NPL site, Mr. Miller acted as the Project Coordinator for a group of 13 of parties consisting of private and
public entities. Mr. Miller's CV is included as Attachment C to this letter and presents further details of his
experience and expertise to act as Project Coordinator for OU-2 of the Olin Corp McIntosh Superfund Site.
Mr. Miller commits to dedicating the capacity needed for successful completion of the project.
Golder Associates Inc. is proposed herein for the Supervising Contractor for the Site. While Mr. Miller
(proposed as Project Coordinator)works for Golder Associates, he will not have a role on the project other
than Project Coordinator. He will report on and coordinate activities between the Supervising Contractor,
the Settling Defendants, and USEPA's and the State's Project Coordinators.
We trust that this information is sufficient for your needs. Should you have any questions regarding the
letter, please contact us.
Sincerely,
Olin Corporation BASF Corporation
�Ha:vlik4 '�-;?
it
Keith D. Roberts Step en
Director, Environmental Remediation Senior Remediation Specialist
cc: Donald Miller, Golder Associates—don—miller@goider.com
Director Superfund Emergency Management Division—regular mail
Lisa Ellis, Office of Regional Counsel -Ellis.lisa@epa.gov
Paula Painter, Region 4 Program Analyst—Painter.paula@epa.gov
EPA Cincinnati Finance Center—cinwd—acctsreceivable@epa.gov
Carrie Hunt, Olin Corp.—cahunt@olin.com
Lisa Funderburg, Olin Corp.—LAFunderburg@olin.com
Linda Brenneman, BASF Corp.—Linda.brenneman@basf.com
Laurel Lockett, Carlton Fields-Ilockett@carltonfields.com
Rick Keenan, Golder Associates—rkeenan@golder.com
Attachments
Attachment A—Golder Quality Management Plan
Attachment B—Golder Qualifications Package
Attachment C—Resume for Donald Miller
ATTACHMENT A
Golder Associates Quality Management System
4> GOLDER
QUALITY MANAGEMENT PLAN INTRODUCTION
Southeast Region
Submitted by:
Golder Associates Inc.
5170 Peachtree Road Building 100 Suite 300,Atlanta,Georgia, USA 30341
+1 770 496-1893
GAI_QMP Intro—Rev.A
February 4,2021
February 4,2021 GAI_QMP In" Rev.A
Table of Contents
1.0 INTRODUCTION.........................................................................................................................................1
2.0 QUALITY MANAGEMENT PLAN, SYSTEM AND ORGANIZATION........................................................1
2.1 Golder's Integrated Management System.......................................................................................1
2.2 Quality Management and Organization...........................................................................................1
2.2.1 Quality Policy..............................................................................................................................1
2.2.2 Quality System and Description of Global Procedures(GPs)....................................................2
2.3 Personnel Qualifications and Training.............................................................................................3
2.4 Procurement of Items and Services.................................................................................................3
2.5 Documents and Records..................................................................................................................3
2.6 Computer Hardware and Software ..................................................................................................4
2.7 Planning...........................................................................................................................................4
2.8 Implementation of Work Processes.................................................................................................4
2.9 Assessment and Responses...........................................................................................................5
2.10 Quality Improvements......................................................................................................................5
3.0 PROJECT MANAGEMENT,QUALITY PLANNING AND ASSURANCE..................................................5
3.1 Project Delivery at Golder................................................................................................................6
3.2 Project Management Planning and Scoping Elements....................................................................6
3.3 Project-Specific Quality Management Plan......................................................................................8
3.4 Data Generation and Acquisition Elements.....................................................................................8
3.5 Assessment and Oversight Elements..............................................................................................9
3.6 Data Validation and Usability Elements.........................................................................................10
4.0 DESIGN,CONSTRUCTION AND OPERATIONS....................................................................................10
4.1 Design Control Guidelines.............................................................................................................11
4.1.1 General Requirements..............................................................................................................11
4.1.2 Engineering Design Control Requirements..............................................................................11
4.1.3 Design and Development Planning ..........................................................................................11
4.1.3.1 Activity Assignment................................................................................................................12
4.1.3.2 External Design Interfaces.....................................................................................................12
4.1.3.3 Internal Design Interfaces......................................................................................................12
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February 4,2021 GAI_aMP In" Rev.A
4.1.4 Design Input Requirements and Criteria...................................................................................12
4.1.5 Design Output...........................................................................................................................13
4.1.6 Design Review, Verification and Validation..............................................................................13
4.1.7 Design Changes.......................................................................................................................13
4.2 Construction and Operating Control Guidelines............................................................................13
4.2.1 Inspection and Testing Plans....................................................................................................13
4.2.2 Testing Agencies ......................................................................................................................13
4.2.3 Material, Receiving, Storage and Handling..............................................................................13
4.2.4 Control Special Processes Guidelines......................................................................................14
4.3 Technical Activity Control...............................................................................................................14
TABLES
Table 1: Relationship between EPA QA/R5, Group A,American Standard ANSI/ASQ E-2004 and Golder's
Global Procedure GP1: Project Delivery................................................................................................7
Table 2: Relationship between EPA QA/R5, Group B,American Standard ANSI/ASQ E-2004 and Golder's
Global Procedure GP1: Project Delivery................................................................................................9
Table 3: Relationship with EPA QA/R5, Group C, American Standard ANSI/ASQ E-2004 and Golder's Global
Procedure GP1: Project Delivery.........................................................................................................10
Table 4: Relationship with EPA QA/R5, Group D, American Standard ANSI/ASQ E-2004 and Golder's Global
Procedure GP1: Project Delivery.........................................................................................................10
Table 5: Relationship with American Standard ANSI/ASQ E-2004 and Golder's Global Procedure GPI:
ProjectDelivery....................................................................................................................................11
FIGURES
Figure 1: Quality System Elements......................................................................................................................2
APPENDICES
APPENDIX A
GOLDER'S QUALITY POLICY AND GAIMS MANUAL (INCLUDING ALL GLOBAL PROCEDURES)
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February 4,2021 GAI_0MP Intro Rev.A
1.0 INTRODUCTION
This document has been prepared to describe how Golder's corporate Quality Management System (QMS)
aligns with the quality program established by the U.S. Environmental Protection Agency(EPA)and American
National Standards and is compliant with American National Standard ANSI/ASQ E4-2004.
2.0 QUALITY MANAGEMENT PLAN, SYSTEM AND ORGANIZATION
This section provides clarity on how Golder meets the objectives defined in the EPA Quality Management Plan
(QA/R-2)and the American National Standard ANSI/ASQ E4-2004—Part A for quality systems.
Purpose: To document the overall policy, scope, applicability, and management responsibilities of the
organization'quality system and to document the overall policy, scope, applicability, and management
responsibilities of the organizations quality system. To document how an organization manages its quality
system and defines the primary responsibilities for managing and implementing each component of the system.
2.1 Golder's Integrated Management System
Golder Associates Integrated Management System(hereafter called GAIMS)defines, both for internal users
and clients,the policies and objectives, the responsibility of management and the processes which Golder
conducts its business. GAIMS has been externally accredited to ISO 9001 by Bureau Veritas globally in select
locations. All offices in North America are compliant by following ISO 9001 (Quality Management System),
ISO 14001 (Environmental Management System), and ISO 45001 (Occupational Health and Safety
Management Systems).
Golder's policies are reviewed annually and signed by Golder's Global President and CEO.
Golder's Global Procedures as well as the GAIMS Manual are reviewed annually or more frequently, as
required. These procedures and business processes are reviewed and approved by the global process owner
responsible for their functional area, for example Project Delivery Manual is reviewed and approved by the
Global Director of Project Delivery.
Copies of Golder's Manual, Global Procedures and Quality Policy is attached.
2.2 Quality Management and Organization
The Introduction Section (RI-5)of the manual provides an overview of Golder's Company Profile and quality
system in terms of the organizational structure,functional responsibilities of management and staff, lines of
authority, and required interfaces for those planning, implementing, and assessing all activities conducted.
■ Company Profile ■ Business Planning, Objectives and Targets
■ Context of the Organization ■ Risk and Opportunities
■ Integrated Management System ■ Corporate Policies
■ Control and Distribution ■ Management System Processes
■ Scope ■ Management of Changes
■ Organizational Charts ■ Improvements
■ Roles and Responsibilities ■ Compliance Matrix to ISO Standards
2.2.1 Quality Policy
Quality at Golder is supported by a strong Partner-led culture focusing on Client service, risk mitigation, and
professional excellence. Golder is committed to delivering quality projects and solutions that meet the needs
and expectations of our clients as described in Golder's Global Quality Policy which is included in Appendix A.
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February 4,2021 GAI_DMP Intro Rev.A
Our policies form the basis for continuous improvement the quality of our technical work and our Client service
by supporting innovation and developing and building on our expertise and capability. Golder is committed to
reviewing and improving the effectiveness of GAIMS to enhance our processes, our systems, and to confirm
that Golder's systems is compliant to applicable legal and regulatory requirements.
2.2.2 Quality System and Description of Global Procedures (GPs)
Global Procedures cover operational aspects from areas of governance, health and safety, development of
our people, business relationships, Client service, project delivery, technical excellence, innovation, and
environmental management.
■ Project Delivery Manual (GP1), November 23, 2020, RI-4
■ Management Processes(GP2), January 28, 2020, RL19
■ Calibration and Maintenance of Test and Measuring Equipment(GP3), February 23, 2018, RI-8
■ Management of Human Resources(GP4),January 28, 2020, RL10
■ Management of Health, Safety, Security and Environment(GP5), November 15, 2019, RI-3
■ Information and IT Security(GP10), May 6, 2015, RL1 -Confidential Procedure
GAIMS manual and global procedures (Spiel
Project Delivery Manual (GPI)describes the approach to no.projects are delivered and the
fundamental component to achieve technical excellence and adhering to professional standards of care
within the disciplines in which we operate.Project Lifecycle Stages:Initiation, Planning, Execution,
Monitoring and Control and Closing
Project delivery,I6111I
INRIATING PLAN MON>prqe�
choose the Denne &C
right protect Meeeti
b
AUTHORITYMENE
Figure 1: Quality System Elements
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February 4,2021 GAI_QMP In" Rev.A
2.3 Personnel Qualifications and Training
Purpose: To document the procedures for assuring that all personnel performing work for an organization
have the necessary skills to effectively accomplish their work.
Golder is committed to advance technical development and project management by investing in collaboration,
innovation, education, mentoring,training, succession planning, recruitment, and other activities.
Governing Global Procedures are listed below.
■ Global Procedure GP4: Human Resources provides requirements and guidance for all employees on the
necessary and minimum practices to follow when managing the employee lifecycle (Talent Acquisition,
Pre-onboarding, Onboarding, Performance Development and Succession Management.
■ Global Procedure GPI: Project Delivery Manual, Section 4.2.5 describes the process and requirement
for project teams performing work to have appropriate training and experience. The project manager is
responsible to verity required registrations, certificates, and training requirements.
2.4 Procurement of Items and Services
Purpose: To document the procedures for purchased items and services that directly affect the quality of
environmental programs.
Golder is committed to building strong working relationships with our subcontractors through ongoing
performance evaluations to promote continuous improvement of project service delivery, quality, safety, and
overall efficiency, and ultimately to provide high quality and reliable service for our Clients.
Governing Global Procedures are listed below.
■ Global Procedure GP2: Management Processes governs the Subcontractor Management Program
including Qualification Requirements, Performance Evaluations and Annual Reviews.
■ Global Procedure GPI: Project Delivery, Sections 3.2.7 and 4.2.8 governs the process for selecting,
planning, and acquiring the materials,goods, equipment, systems, structures, and services in support of
a project.
■ Global Procedure GP3: Calibration of Test and Measuring Equipment governs the procurement and
management of company owned, borrowed, or rented equipment.
2.5 Documents and Records
Purpose: To document appropriate controls for quality-related documents and records determined to be
important to the mission of the organization.
Golder's policies, procedures and corporate forms are controlled documents that are maintained and
accessible to all staff on Golder's intranet system.
Governing Global Procedures are listed below.
■ Global Procedure 2: Management Processes, governs the process for managing, controlling, and
retaining corporate system documents for both electronic and hard copy records.
■ Global Procedure GPI: Project Delivery, Sections 4.2.10 and 4.2.12 governs the management of project
documentation including storage,filing, document types, traceability, confidentiality controls, security,
and retention requirements.
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February 4,2021 GAI_QMP InVo_Rev.A
■ Global Procedure GP10: Information Security and IT Security governs Golder's commitment to ensuring
the appropriate level of confidentiality, integrity, authenticity, accuracy and completeness of our
information and the information entrusted to us by our Clients.
2.6 Computer Hardware and Software
Purpose: To document how the organization will ensure that computer hardware and software satisfies the
organization's requirements.
Information Security Policy: Golder is committed to ensuring the appropriate level of confidentiality, integrity
and availability of the information entrusted to us by our stakeholders; including clients, management, our
staff, suppliers, and other business partners.
Governing Global Procedures are listed below.
■ Global Procedure GP10: Information Security and IT Security documents Golder's Information Security
Policy, Procedures and Supporting Documentation describing leadership's direction and position for
protecting its"Information Assets". This procedure is not to be disclosed outside of Golder. A copy of the
history log, table of content and introduction section has been provided.
■ Global Procedure GP1: Project Delivery Manual, Section 3.2.9 defines the process for developing project
specific quality management plans which includes QA/QC activities including the use of project tools
including software, spreadsheets or verification checklist used to meet project, client,or regulatory
requirements.
2.7 Planning
Purpose: To document how individual data operations will be planned within the organization to ensure that
data or information collected are of the needed and expected quality for their desired use.
Governing Global Procedures are listed below.
■ Introduction Section of the Manual describes Golder's approach to developing business plans, identifying
objectives and targets including responsibilities.
■ Global Procedure GP2: Management Process governs the Management Review process and key
objectives which includes strategies, business plans, risk register, reports from legal, outcome of legal
compliance evaluation.
■ Global Procedure GP1: Project Delivery Manual governs the approach to how projects are planned,
executed, monitored, and controlled throughout the project life cycle.
2.8 Implementation of Work Processes
Purpose: To document how work processes will be implemented within the organization to ensure that data or
information collected are of the appropriate quality for their desired use.
Global Procedures cover operational aspects from areas of governance, health and safety, development of
our people, business relationships, Client service, project delivery,technical excellence, innovation, and
environmental management.
Governing Global Procedures are listed below.
■ Introduction Section of the Manual describes the management system, distribution, implementation,
management of changes, and improvements to Global Policies and Procedures.
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February 4,2021 GAI_oMP Intro Rev.A
■ Global Procedure GP2: Management Process governs the Management Review process requirements
including process improvements, review of policies and effectiveness of the Global Procedures.The
procedure also governs management of corporate documents.
■ Global Procedure GP1: Project Delivery Manual governs the approach to how projects are planned,
executed, monitored, and controlled throughout the project life cycle.
2.9 Assessment and Responses
Purpose: To document how the organization will determine the suitability and effectiveness of the
implemented quality system and the quality performance of the environmental programs to which the quality
system applies.
Golder's internal audit program is an inherent element of our quality management system. Golder conducts
internal audits of the Global Procedures annually to assess the level of compliance with the requirements,
support continuous improvement within the organization and to gather data on how critical business
processes are performing.
Governing Global Procedures are listed below.
■ Introduction Section of the Manual describes resourcing, organizational structure, reporting structure and
roles and responsibilities to achieve business objectives for monitoring quality and HSSE management.
■ Global Procedure GP2: Management Process governs the internal audit planning, conducting audits,
identifying, and actioning non-conformations, documentation and reporting results.
■ Global Procedure GP1: Project Delivery, Section 4.2.9 governs quality assurance requirements and
responsibilities.This process provides guidance on how to respond, document and action non-
conforming work products. Section 4.2.8 describes the process for assigning and validating results/data
obtain by defective equipment.
2.10 Quality Improvements
Purpose: To document how the organization will improve the organization's quality system.
The identification of improvement opportunities is integral to several processes including regular business
planning activities, Client satisfaction feedback, lessons learned activities, internal audits, and non-
conformance management.
Governing Global Procedures are listed below.
■ Introduction Section of the Manual describes management of changes, and improvements to Global
Policies and Procedures.
■ Global Procedure GP2: Management Process governs process for identifying, reporting and
management improvement opportunities.
■ Global Procedure GPI: Project Delivery Manual descripts the process for communicating, obtaining and
tracking client feedback and internal lesson learned to identify improvement opportunities.
3.0 PROJECT MANAGEMENT, QUALITY PLANNING AND ASSURANCE
This section provides clarity on how Golder' s QMS meets the requirements defined in the EPA Quality
Assurance Project Plan (QA/R-5)and the American National Standard ANSI/ASQ E4-2004 Part B.
Purpose: To document how Golder's system are leveraged into project-specific planning, management,
implementation, and assessment Quality Control and, Quality Assurance activities.
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February 4,2021 GAI_CRMP Intro Rev.A
EPA projects will have Quality Assurance Project Plan (QAPP)developed and submitted as required,which
will include all required procedures.The QAPP will augment other related procedures, such as a Field
Sampling Plan (FSP), and address sample analysis and data handling for the project scope of work.The
QAPP will include a detailed explanation of Golder's quality assurance, quality control, and chain of custody
procedures for all treatability,design, compliance, and monitoring samples. Golder will develop the QAPP in
accordance with EPA Requirements for Quality Assurance Project Plans, QA/R-5, EPA1240/B-01/003 (Mar.
2001, reissued May 2006); Guidance for Quality Assurance Project Plans, QA/G-5, EPA/2401R 02/009 (Dec.
2002); and Uniform15 Federal Policy for Quality Assurance Project Plans, Parts 1-3, EPA1505/13-04/900A
though 900C (Mar.2005).
3.1 Project Delivery at Golder
Global Procedure 1: Project Delivery Manual governs and describes the approach to how projects are
delivered and the fundamental component to achieve technical excellence and adhering to professional
standards of care within the disciplines in which we operate. The robust and well-established project
management controls and processes enable our project management teams to efficiently manage and deliver
projects through the duration of the contract. Elements of the framework have been adapted to best suit our
business model and the types of projects we deliver.
3.2 Project Management Planning and Scoping Elements
Elements: The elements in this group address the basic area of project management, including the project
history and objectives, roles and responsibilities of the participants, etc. These elements ensure that the
project has a defined goal, that the participants understand the goal and the approach to be used, and that the
planning outputs have been documented.
Golder's Project Delivery Manual describes the project delivery stages and key process,from evaluating and
deciding to pursue an opportunity through the planning, execution, monitoring, and closing of a project.The
processes summarized in this manual are applicable to all Golder regions and operating companies.
Collectively, they outline how opportunities are assessed, proposals managed, and projects planned,
delivered, closed, and evaluated for future improvement.
At Golder, each project is assigned a qualified Project Manager and Project Director who are involved in the
full life cycle of project from inception through to closure. Key responsibilities of the project management team
are to prepare plans and monitor project performance against pre-determined metrics to confirm work is being
conducted in accordance with Client expectations, project scope,schedule,specifications, technical
procedures, quality assurance and quality control (QA/QC)protocols,and health and safety requirements.
■ Confirming written authorization to proceed is received from the Client notifying the acceptance of the
scope of work, schedule and budget prior to starting work.
■ Confirming and documenting project QA/QC metrics, activities and controls for the critical elements of
the project including applicable codes, standards, guidelines,technical procedures and design criteria.
■ Conducting an internal kick-off meeting confirming that all project staff are properly aware of the quality
management requirements, schedule, deliverables and are trained,qualified, and equipped to undertake
the tasks involved in the project.
■ Confirming equipment used in the field and/or used to conduct Golder laboratory testing is calibrated or
validated prior to use as per national or international standards or as recommended by the instrument
supplier.
■ Managing the use of existing data and identification of data gaps. Type and quality of data needed and
level of data quality necessary to meet objectives.
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February 4,2021 GAI_oMP Intro Rev.A
■ Managing deliverables to confirm that all draft and final versions issued to the client have undergone a
technical and senior review.
■ Selecting subcontractors/consultants, laboratories, suppliers, and vendors based on existing sound
working relationships and technical expertise. Golder will remain the party with overall responsibility for
the project delivery and quality management of all elements of work on the project.
■ Communicating quality requirements, as applicable, to subcontractors, subconsultants, laboratories,
suppliers and vendors and overseeing the work to confirm the work is being conducted as per quality and
contractual requirements through work performance observations and feedback.
■ Monitoring and evaluating the effectiveness of the QA/QC program throughout the project life cycle.
Learnings are logged in Golder's internal learning database and communicated to the project team as
required as part of Golder's internal process for continuous improvement.
Table 1: Relationship between EPA QAIR5, Group A,American Standard ANSIIASQ E-2004 and
Golder's Global Procedure GP1: Project Delivery
EPA QAIR5-Group A: American
Global Procedure GP1:
Project Management ' 0. Delivery
Elements A Management System
L ad
Al Title and Approval Sheet 5.2 Management and Document History and Approval, page 7
Organization
A2 Table of Content 5.2 Management of Table of Contents includes sections,figures,
Organization tables and references.
Version Control is documented in the History Log
and referenced in the document header.
A3 Distribution List 5.2 Management of Distribution and Implementation process is
Organization documented in the Introduction Section of the
GAIMS Manual.
A4 Projecb`Task 5.8 Planning Section 3.0, Planning Stage, Key Processes
Organization Section 4.0, Executing Stage, Project Plans
A5 Definition/Background 5.2 Management of Section 3.0, Planning Stage, Key Processes
organization
A6 ProjecUrTask Description 5.9 Implementation of work Section 3.0, Planning Stage, Key Processes
process
A7 Quality Objectives and 5.3 Quality System and Section 3.0, Planning Stage, Quality Planning
Criteria Description Process
Section 4.0, Executing Stage, Quality Assurance
Process
A8 Training/Certifications 5.4 Personnel Qualification Section 4.0, Executing Stage and Key Processes
and training
NA 5.5 Procurement of Items Section 3.0, Planning Stage, Quality Planning
and Services Process
Section 4.0, Executing Stage, Quality Assurance
Process
A9 Documents and Records 5.6 Documents and Section 4.0, Executing Stage and Key Processes
Records Section 6.0, Closing, Document Retention
Process
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February 4,2021 GAI_OMP Intro Re,A
3.3 Project-Specific Quality Management Plan
A project-specific quality management plan may be required for certain client sectors, projects, and task.The
requirement for a project-specific quality management plan is usually part of the Contract. The project-specific
quality management plan defines the acceptable level of quality and describes how the project will ensure this
level of quality in its deliverables and work processes. A typical quality management plan describes the
following quality management components:
■ quality objectives
■ key project deliverables and processes to be reviewed for satisfactory quality level quality standards
■ quality control and assurance activities(e.g., technical reviews, auditing, surveillance activities)
■ quality roles and responsibilities
■ qualifications and training requirements(companies and individuals)
■ implementation of project specific processes,work plans, procedures
■ quality tools (e.g., inspection test plan)
■ plan for reporting quality control and assurance problems
■ file naming and document control
When additional controls are required due to client quality or regulatory requirements, specific projects or work
have project-specific sampling and analysis plans and work plans, as discussed in Section 2.0. Quality
assurance refers to the planned activities that will be implemented to provide confidence that the project
deliverables and services fulfil each project's requirements including completing intermediate peer review of
work-products by qualified personnel, senior review, and approval of draft and final deliverables. Project
quality assurance is provided by technical specialists who are qualified to review a work product. The results
of quality assurance activities are documented.
3.4 Data Generation and Acquisition Elements
Elements: The elements in this group address all aspects of project design and implementation.
Implementation of these elements ensure that appropriate methods for sampling, measurement and analysis,
data collection or generation, data handling, and QC activities are employed and are properly documented.
The requirements of this criterion are confined to the handling, storage, packaging, and delivery of
environmental and geotechnical samples,from the point of collection in field operations,to the applicable
Golder or subcontractor laboratory. Specific requirements will be defined in the project-specific sampling and
analysis and work plans;where specific client requirements do not exist, appropriate controls will be invoked
at the project level.At a minimum, handling, packaging,storage,and delivery protocols must ensure the
identification,traceability, and integrity of samples. Samples will be shipped using chain-of-custody (COC)
procedures from the National Enforcements Investigation Center(NEIC). COC procedures are documented in
EPA NEIC Policies and Procedures Manual (EPA 330/2-9-78-001-R)dated May 1978, revised August 1991.
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February 4,2021 GAI_QMP Intro Rev A
Table 2: Relationship between EPA QA/R5, Group B,American Standard ANSI/ASQ E-2004 and
Golder's Global Procedure GP1: Project Delivery
EPA QA/R5, Group B: American Standard Golder
bal Procedure GPI:
. . r 00 Delivery
Acquisition Elements �Ml.
B1 Sampling Process 6.2 Planning and Scoping Section 3.0, Planning Stage, Quality Planning
Design Process
Section 4.0, Executing Stage, Quality Assurance
Process
B2 Sampling Method 6.3 Design of data Section 3.0, Planning Stage, Quality Planning
collection operations Process
B3 Sampling Handing and 6.3 Design of data Section 3.0, Planning Stage, Quality Planning
Custody collection operations Process
B4 Analytical Methods 6.3 Design of data Section 3.0, Planning Stage, Quality Planning
collection operations Process
B5 Quality Control 6.3 Design of data Section 3.0, Planning Stage, Quality Planning
collection operations Process
Section 4.0, Executing Stage, Quality Assurance
Process
B6 InstrumentfEquipment 6.3 Design of data Section 4.0, Executing, Manage Procurement
Testing, Inspection, and collection operations
Maintenance
B7 Instrument/Equipment 6.4 Implementation of Section 4.0, Executing, Manage Procurement
Calibration and Frequency planned operations
B8 Inspection/Acceptance 6.4 Implementation of Section 3.0, Planning Stage, Quality Planning
of Supplies and planned operations Process
Consumables Section 4.0, Executing Stage, Quality Assurance
Process
B9 Non-direct 6.4 Implementation of Section 3.0, Planning Stage, Quality Planning
Measurements planned operations Process
B10 Data Management 6.4 Implementation of Section 3.0, Planning Stage, Quality Planning
planned operations Process
Section 4.0 Executing Stage, Document
Management
Section 6.0, Closing Stage, Document Retention
3.5 Assessment and Oversight Elements
Elements: The elements in this group address the activities for assessing the effectiveness of the
implementation of the project and associated QA and QC activities. The purpose of assessment is to ensure
that the QA Project Plan is implemented as prescribed.
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February 4,2021 GAI_QMP Intro Rev A
Table 3: Relationship with EPA QAIR5, Group C,American Standard ANSI/ASQ E-2004 and Golder's
Global Procedure GPI: Project Delivery
EPA QAJR5, Group C: American
Global Procedure GP1:
Assessment and " '0. Delivery
Oversight Elements
C1 Assessments and 5.10 Assessment and Section 3.0, Planning Stage, Quality Planning
Response Actions Response Process
Section 4.0, Executing Stage, Quality Assurance
Process
Section 5.0 Monitoring and Controlling Stage
C2 Reports to Management 5.11 Quality Improvement Section 3.0, Planning Stage, Quality Planning
Process
Section 4.0, Executing Stage, Quality Assurance
Process
Section 5.0 Monitoring and Controlling Stage
An overview of the corporate audit program is provided in Section 2.9,Assessment and Responses of
Golder's Global Procedure GP1.
3.6 Data Validation and Usability Elements
The elements in this group address the QA activities that occur after the data collection or generation phase of
the project is completed. Implementation of these elements ensures that the data conform to the specified
criteria, thus achieving the project objectives.
Table 4: Relationship with EPA OA/R5, Group D,American Standard ANSIIASO E-2004 and Golder's
Global Procedure GPI: Project Delivery
EPA • . D: American
r .ta Validation and '� Delivery'" �
Usability Elements
D1 Data Review, 6.6 Assessment and Section 3.0, Planning Stage, Quality Planning
Verification, and Validation verification of data usability Process
Section 4.0, Executing Stage, Quality Assurance
Process
D2 Verification and 6.6 Assessment and Section 3.0, Planning Stage, Quality Planning
Validation Methods verification of data usability Process
Section 4.0, Executing Stage, Quality Assurance
Process
D3 Reconciliation with User 6.4 Implementation of Section 3.0, Planning Stage, Quality Planning
Requirements planned operations Process
Section 4.0, Executing Stage, Quality Assurance
Process
4.0 DESIGN, CONSTRUCTION AND OPERATIONS
Elements: The elements in this group address all aspects of Design, Construction and Operations.
Implementation of these elements shall be used in conjunction with the Quality Management system, in order
to provide a suitable and effective quality system to support environmental technology development and use.
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February 4,2021 GAI_QMP Intro Rev.A
Global Procedure GPI: Project Delivery Manual governs the approach to how projects are planned, executed,
monitored,and controlled throughout the project life cycle.
The following is an overview of Golder's typical approach for Design, Construction and Operating Processes.
Typically,these processes and requirement are documented in a project-specific quality management plan
which defines the acceptable level of quality and describes how the project will ensure this level of quality in
its deliverables and work processes.
Table 5: Relationship with American Standard ANSI/ASQ E-2004 and Golder's Global Procedure
GPI: Project Delivery
Design, Operation of Project DeEnvironmental Technology 11
livery Section 3.0, Planning Stage, Quality Planning Process
Section 4.0, Executing Stage, Quality Assurance Process
Design of systems Section 3.0, Planning Stage, Quality Planning Process
Construction/fabrication of systems and Section 3.0, Planning Stage, Quality Planning Process
components
Testing and operation of systems Section 3.0, Planning Stage, Quality Planning Process
Section 4.0, Executing, Manage Procurement
Assessment and response Section 3.0, Planning Stage, Quality Planning Process
Section 4.0, Executing Stage, Quality Assurance Process
Verification and acceptance of systems Section 4.0, Executing, Manage Procurement
Section 4.0, Executing Stage, Quality Assurance Process
4.1 Design Control Guidelines
4.1.1 General Requirements
All engineering design activities that result in (or support)a contract deliverable are subject to the
requirements of this Section, as applicable for the type of design activity. Contract deliverables with design
considerations typically consist of engineering designs (either complete designs,for which Golder has primary
developmental and review authority, or partial designs, design studies, or other documents supporting a
design effort for which others have primary development or review authority)and/or computer software
design. The design control considerations applicable to each category are defined in the following sections.
4.1.2 Engineering Design Control Requirements
Engineering design activities will be performed in accordance with the following sections describing the
planning process,design input and output requirements, design review/verification/validation, and design
changes.
4.1.3 Design and Development Planning
Engineering design efforts will be planned at a level appropriate for the complexity of the design. For complex
designs, design requirements may be specified in the contract, required as a deliverable, or otherwise
provided by the client. If not, design requirements may be specified at the discretion of the Project Manager or
delegate.Although the numerous design phases and comprehensive design packages will not be
contractually required for all design projects,the planning,development, internal/external review, and
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February 4,2021 GAI_QMP Intro Rev.A
configuration management steps identified for each phase will be applicable for each design deliverable. In
any case, design and development planning will comply with the following subsections.
4.1.3.1 Activity Assignment
The number of design phases,the relative level of completeness required in each phase, and specific design
deliverable requirements must be evaluated on a project-by-project basis, and the design process adjusted as
necessary to comply with specific client requirements.
Primary responsibility for the planning, execution, and analysis of design activities resides with the Project
Manager and the assigned design team. Unless other requirements are specifically invoked by contract or
law, a Professional Engineer(PE) registered in the state in which the design will be executed will be a
member of the design team.The design will be reviewed by the project Professional Engineer(PE) at each
phase.
4.1.3.2 External Design Interfaces
The typical design process assumes that external design interfaces may exist through the provision of a
design and associated design input documents, as well as through external reviews of Golder-produced
design packages. The specific external design inputtreview interfaces applicable to each phase of the design
process will be incorporated into the design. Changes resulting from the design interface will prompt revision.
The Project Manager is responsible to communicate design change to the project team.
4.1.3.3 Internal Design Interfaces
The specification of the internal design interface will identify:
■ The assigned design engineers or design engineering team members
■ The individual independent design reviewers or design verification team members(as applicable)
■ The document review record and, as appropriate, other procedures that involve technical interfaces with
other contributing Golder or subcontractor staff.
4.1.4 Design Input Requirements and Criteria
The following will be considered as design inputs.
■ Client quality objectives and requirements
■ GAIMS requirements and standards
■ The intended purpose or use and intended operational lifetime of the proposed structure,system,
component, or facility
■ The range of environmental and other operating conditions that must be met in the design
■ Requirements for operational reliability
■ Requirements for mitigation of environmental and occupational health and safety risks during and after
construction
■ Special considerations or criteria for constructability, maintainability, repair, or replacement
■ Applicable specifications, codes, standards, and regulations that must be considered in the development
of the design, including specific permit requirements
■ Specific design input data
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February 4,2021 GAI_QMP Intro Rev.A
■ A baseline schedule and/or proposed design completion date
■ Specific external design interface(i.e., design input, review, and/or approval)requirements that must be
considered.
Where such requirements are not readily specified in the contract documents, the Project Manager will
request definition or clarification from the client.
4.1.5 Design Output
Requirements for the format, content, and relative level of completion of design output documents will be
specified when initiating the design activity or may be supplied, in whole or in part, by reference to the
applicable contract documents.All design output documents are subject to design verification and review.
Design drawings and other design documents will be controlled.
4.1.6 Design Review, Verification and Validation
Unless other requirements are specifically invoked by contract or law, a PE registered in the state in which the
design will be executed will be a member of the design team.The PE will have responsibility as either a
Design Engineer or a Design Reviewer.All design documents and drawings will be reviewed and verified at
each required phase of the design activity. Individuals performing document review records will be
independent from the development effort represented in the reviewed document or drawing.
In addition to review and verification, the final design will also be validated via the document review record
process.Validation will include confirmation that the overall design meets the client's needs and requirements,
and that subsequent client comments have been satisfactorily incorporated into the design. Although normally
accomplished on the final design, if appropriate or necessary for the project, validation may be accomplished
at earlier stages in the process.
4.1.7 Design Changes
As individual design documents complete applicable review processes, they will be documented as checked
and reviewed with an approval date.
Design changes requested during a particular phase of design development will be documented by the Project
Manager and communicated to the design team members controlling the current phase of design activity.
Where modifications or updates to existing design items are indicated,they will be incorporated into the
current design effort. For projects in which Golder retains responsibility for the design through the construction
process, design changes after initiation of construction will be documented, reviewed,approved, and initiated.
4.2 Construction and Operating Control Guidelines
4.2.1 Inspection and Testing Plans
For projects where Golder is contracted to perform construction services work plans are prepared which are
typically accompanied by an Inspection and Test Plan, inspection checklists, and other documents as
appropriate. These documents will reference applicable codes,technical specifications, manufacturer's
recommendations,and drawings as needed to meet the project quality requirements.
4.2.2 Testing Agencies
Contracted third-party testing agencies and relevant individuals must be qualified including confirmation they
meet all regulatory and/or contract requirements.
4.2.3 Material, Receiving, Storage and Handling
Golder receiving and storage and handling process consisting of specific checklists that document the
handling,storage, preservation, and traceability from time of receipt through the completion of work. This
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February 4,2021 GAI_OMP Intro Rev.A
process is designed to protect the quality of products and prevent damage, deterioration,or loss. Elements
include verification of the packing slip, chain of custody, review of manufacturing specifications,and checking
for the inclusion of a material certificate if required. Further details of the inspection plans are typically outlined
in the project-specific quality management plan.
4.2.4 Control Special Processes Guidelines
Golder employs no work processes that are designated as"special"(i.e., requiring qualification of equipment,
procedures, and personnel as a precondition of use). If such processes are identified in the SOW, appropriate
control methods will be provided in plans governing the activity. The process by which these project-specific
plans are created is detailed within GP1, section 3.2.9, Quality Planning.
4.3 Technical Activity Control
Specific technical field activities will use procedural controls or specifications with a level of detail
commensurate with the activity and as specifically required by the client's SOW.
Specifications and procedures may be included by reference if they are controlled documents(e.g., client
technical specifications, procedures, or drawings); Golder technical or quality procedures; or are in the public
domain, such as ASTM or EPA reference methods. Other types of specifications will be appended to and
controlled as part of the initiating task activities, as necessary,to suit the needs of the particular activity.All
geotechnical or analytical laboratory analyses will be performed in compliance with ASTM or EPA standards,
as appropriate, unless otherwise directed. Current versions of all documents will be assumed to apply unless
otherwise stated.Any clarifications required for the proper implementation of procedures on a particular
project will be communicated in writing to project staff.
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February 4,2021 GAI_OMP InVo_Rev.A
Reference Documents
■ EPA, May 1978, revised August 1991; EPA NEIC Policies and Procedures Manual (EPA 33012-9-78-
001-R)
■ EPA, March 2001; EPA Requirements for Quality Management Plans, EPA QA/R-2(EPA/240/B-01/002)
■ EPA, March 2001; EPA Requirements for QA Project Plans, EPA QA/R-5(EPA/240/13-011003)
■ EPA, February 2006; Guidance on Systematic Planning using the Data Quality Objectives Process, EPA
QA/G-4(EPA/240/B-06/001)
■ ANSI, February 2004; Quality systems for environmental data and technology programs, (ANSI/ASQ E4-
2004)
■ Golder, December 7,2020; GAIMS Manual RL 5; Golder
■ Golder, November 23, 2020; GP1 Project Delivery Manual RL4; Golder
■ Golder,January 28, 2020; GP2 Management Processes RL19; Golder
■ Golder, February 23,2018; GP3 Calibration of Test and Measuring Equipment RLB; Golder
■ Golder,January 28, 2020; GP4 Management of Human Resources RL10; Golder
■ Golder, November 15, 2019; GP5 Management of HSSE RL3; Golder
■ Golder, May 6, 2015; GP10a Information Security RLi; Golder
■ Golder, May 6, 2015; GP10b IT Security RL1; Golder
V GOLDER 15
February 4,2021 GAI_OMP Intro Re,A
Signature Page
Golder Associates Inc.
Madelaine Mackay Brent Waters
Quality System Lead Principal, Business Unit Leader Southeast
Golder and the G logo are trademarks of Golder Associates Corporation.
9ai Qmp IMo�
V GOLDER 16
February 4,2021 GAI_OMP Intro Re,A
APPENDIX A
GOLDER'S QUALITY POLICY
AND GAIMS MANUAL
(INCLUDING ALL GLOBAL
PROCEDURES)
GOLDER
GOLDER �,Ms
GOLDER ASSOCIATES INTEGRATED MANAGEMENT SYSTEM (GAIMS)
Manual
organizational Resources and Processes
OOO
Measurement,Analysis and Continuous Improvement
RLS,07 December 2020
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Table of Contents
1.0 COMPANY PROFILE........................................................................................................................3
2.0 CONTEXT OF THE ORGANISATION..............................................................................................3
3.0 INTEGRATED MANAGEMENT SYSTEM........................................................................................4
4.0 CONTROL AND DISTRIBUTION.....................................................................................................5
5.0 SCOPE..............................................................................................................................................5
6.0 ORGANISATIONAL CHARTS..........................................................................................................5
7.0 ROLES AND RESPONSIBILITIES...................................................................................................6
8.0 BUSINESS PLANNING, OBJECTIVES AND TARGETS................................................................7
9.0 RISK AND OPPORTUNITIES...........................................................................................................8
10.0 CORPORATE POLICIES..................................................................................................................8
11.0 MANAGEMENT SYSTEM PROCESSES.........................................................................................8
12.0 MANAGEMENT OF CHANGE..........................................................................................................9
13.0 IMPROVEMENTS........................................................................................................................... 10
Appendix 1: Matrix: GAIMS documents and ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018
clauses
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DOCUMENT HISTORY AND APPROVAL
The Global Procedures as well as the GAIMS Manual are reviewed annually or as required and a summary of
the key changes is given in the table below. The GAIMS Manual (this document) together with the Global
Procedures constitutes the global GAIMS Manual.
Revision Comment Issue date Approval
level (RL)
1 First version of GAIMS Manual 23 February 2018 Charles Voss
2 Included section on Roles and responsibilities, 06 June 2018 Charles Voss
changes to organisation charts for GAIMS and
HSSE
3 Included matrix for ISO clauses and Golder 19 February,2019 Charles Voss
system documentation, minor editorial edits
4 References to ISO 45001 included, Section 2.0 6 November 2019 Charles Voss
on context of the organisation added, paragraphs
re-arranged, Section 7.0 Roles and
Responsibilities updated, Appendix 1 Matrix
updated.
5 Update of organisational charts, update to scope 07 December 2020 Enrique Fernandez
with respect to IT, update of Section 8 Business
Planning and objectives. Inclusion of change
management section
1.0 COMPANY PROFILE
We are an employee-owned, global organization providing consulting, design, and construction services in our
specialist areas of earth,environment,and energy through technical excellence,innovative solutions and award-
winning client service.Today,our clients represent the world's major industries and drivers of development: Oil
and Gas, Mining, Manufacturing, Power, and Infrastructure.
Employee owned since being founded in 1960,our more than 6,500 people operating from 155 offices worldwide
deliver deep technical understanding, cross-disciplinary thinking,and a passion to help our clients succeed.
2.0 CONTEXT OF THE ORGANISATION
Golder is committed to understanding Client needs and providing solutions which are technically appropriate,
socially responsible and complywith contractual and regulatory requirements.The Golder Associates Integrated
Management System(hereafter called GAIMS) is aligned with these objectives.
GAIMS is the framework of processes and procedures used in our core business areas to achieve the stated
objectives in our policies and strategy.These objectives cover operational aspects from financial performance,
the health and safety of our employees and other stakeholders, management of environmental issues, product
quality, project delivery, client relationships, business operations, and compliance with laws and regulations.
GAIMS serves three primary purposes:
■ Establishes organisation-wide direction and expectations(requirements)
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■ Facilitates process improvement(plan, do, check, act)
■ Promotes better financial performance
The processes and procedures in GAIMS provide employees with detailed instructions defining expectations
and actions to achieve organizational goals.
3.0 INTEGRATED MANAGEMENT SYSTEM
Golder's Integrated Management System consists of Global Procedures (GPs) and Policies. The GPs and
Introduction (this document)combined constitute the global GAIMS Manual, which is the Level One reference
documentation. It defines, both for internal users and clients, the policies and objectives, the responsibilities of
management,and the processes which control the way in which Golder conducts its business. Below the Level
One documentation there may be other documentation as shown in chart below.
GAIMS MANUAL
Introduction, Scope, Policies
Organization Structures
CORPORATE PROCEDURES
GPII 'nojeciDelivery Manual
GP4 Procedure for Management of Human Resx�urcee;
GP2 Procedure for Management Prmesses GP10a:
GPIOb
CORPORATE777
O'
REGIONAL
• r (Optional
OPERATING COMPANY
Organization (Optional
Organization777777
LOCAL OFFICE
(Optional
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ISO 9001, ISO 14001, and ISO 45001 have been adopted as the basis for external certification. The matrix in
Appendix 1 lists the clauses in the three ISO standards and where they are addressed in the GPs, GMPs,tools
and other system documentation.
The leadership teams at the respective levels are responsible for ensuring that appropriate resources are
provided for the management system. The leadership teams at the respective levels are accountable for the
effectiveness of the management system.
4.0 CONTROL AND DISTRIBUTION
The Global Policies, Procedures, Forms, and the Manual are controlled documents, maintained on Golder's
intranet system. The document history and approval are included in the Procedures. All printed copies of the
Global Policies, Procedures, Forms, and the Manual are uncontrolled.
Uncontrolled copies of the Global Policies, Procedures, Forms, and the Manual may be issued to clients or
others interested parties. Such copies may not be complete in terms of content and are by default uncontrolled
documents.
5.0 SCOPE
Based on the services provided by Golderand the analysis of the interests of stakeholders,the scope of Golder's
management system is defined as:
Provision of environmental, ground engineering and construction consulting services
GAIMS is implemented globally, however achieving certification to ISO standards is a business-driven decision
taken locally. The certification is managed under a global multisite audit plan that covers the Golder offices
which are certified.The certified offices are listed on the appendices to the global certificates for ISO 9001:2015,
ISO 14001:2015 and ISO 45001:2018. Not all sites may undertake the full global scope as given above. Loral
documentation will give additional details as required.
Part of the IT support outsourced to an external provider who also holds a certification to several standards,
including ISO 9001 and ISO 27000.
6.0 ORGANISATIONAL CHARTS
The charts below show the organisational structure for the integrated management system (GAIMS)as well as
for the Health, Safety, Security and Environment (HSSE) organisation demonstrating autonomous and
independent reporting to ensure GAIMS and HSSE are both managed, and incidents are resolved without the
interference of business objectives.
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Global HSSE Team
aaaaa...i.M�'�. Regional HSSE 1-oads
1
7.0 ROLES AND RESPONSIBILITIES
The Global Leadership Team will assign the responsibility for GAIMS as follows:
Global Director Project Delivery
■ Resolving quality matters
■ Liaising with the global Director of HSSE on HSSE matters
■ Ensuring that responsibilities and authorities for relevant roles are assigned, communicated and
understood within the organization
Global GAIMS Lead
■ Ensuring the global management system conforms to the requirements of ISO 9001:2015,ISO 14001:2015
and ISO 45001:2018
■ Ensuring that the integrity of the management system is maintained when changes to the management
system are planned and implemented
■ Support and guide the Global Operations team and the Function Leads in developing and maintaining
Global Procedures and Policies
■ Reporting on the performance of the global management system and opportunities to the Global
Operations team and the Function Leads
Regional GAIMS Leads
■ Support and guide Regional Leadership Teams and Function Leads in developing and maintaining
Regional Procedures and Policies
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■ Reporting on the performance of the management system and opportunities for improvement to senior
management in the region
Responsibilities throughout the local organisations can be seen in local system documentation or job
descriptions and organisational charts. Responsibilities are also described in the GAIMS charter.
8.0 BUSINESS PLANNING, OBJECTIVES AND TARGETS
In 2015, senior management held a week-long Destination workshop attended by 160 delegates from across
Golder,representing a diverse cross-section of professionals in our business.The purpose of the workshop was
to identify and confirm the aspirations, behaviours, and goals to take our company to an agreed Destination.
These aspirations, behaviours and goals build upon our core values and current strengths, and address many
of our current weaknesses. They guide us towards a bright and sustainable future.
The Destination work considered key aspects of the company, its context, and its stakeholders (interested
parties):
■ The strengths and weaknesses of the company.
■ Our values.
■ The core service offerings.
■ Business analysis and benchmarking done by an external company.
■ Internal and external issues and drivers and interested parties and their expectations.
■ How we compare to our competitors based on a benchmark analysis prepared by an external party.
A five-year strategic plan was subsequently developed to take us to our Destination. The plan describes the
different objectives of our stakeholders, the tactics to achieve them, and the metrics used to assess our
progress. The strategic plan was developed in a 'bottom up" approach, starting with the operating companies
which were then combined into the global strategy.
Based on the strategic plan a global business plan is set up,which defines the business objectives,the actions
or tactics to achieve, key performance indicators (KPIs) and responsibilities. The business plan contains the
long-term objectives and the tactics to achieve them. It is updated at the beginning of each year.
In addition to the global business plan, there are regional and local (operating company) business plans which
consider the local business context, markets, local interested parties and their expectations and local legislation
under which they operate, objectives, tactics, KPIs and responsibilities.
Strategic goals connected to actions and tactics in the business plans and the strategy have been set up for all
employees in the company.
The global strategy, business plan, tactics and progress on deliverables are regularly evaluated by the Global
Leadership Team (GLT). All regional managers and functional leads participate in the process. As part of the
review process, changes relevant to the business as well as changes to the risks and opportunities are
considered and amendments made as relevant to achieve long-term continual improvement. The status of the
tactics and actions is discussed in the quarterly GLT meetings and disseminated in written and verbal
communications within the company.
The regional managers are responsible for the progress tracking of the regional strategies and business plans.
The responsibility for progress tracking of the operating company strategies and business plans is with the
managing directors or their delegates. Progress is communicated following regional and local communication
plans and progress reports are included in the Management Review meetings.
The status of objectives in personal Scorecards is reviewed as part of career development and performance
reviews.
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December 2019,the Partners of the company were gathered in a global Partner meeting to review the status of
the company and the 2016-2020 strategy, the destination, and the values. The foundation for the next 5-year
strategy was set at the meeting and the destination was updated and refreshed and "Inclusion"was added as
a core value. In 2020, the development of the new 5-year strategy and the subsequent business plans was
initiated, using the same"bottom-up approach"as for the last strategy(see above).
9.0 RISK AND OPPORTUNITIES
Risks and opportunities are assessed at the Enterprise level as part of the business planning process described
above and then quarterly within all operations and business functions.The goal of Enterprise Risk Management
(ERM) is to identify risks that are significant enough to prevent Golder from achieving its strategic objectives;
and develop, deploy, and monitor controls to address those risks. The regional presidents and the leaders of
the business functions contribute to this process.
Risks and opportunities are also considered and addressed in all as part of the decision-making phases of the
project delivery life cycle as described in Golder's Project Delivery Manual.
10.0 CORPORATE POLICIES
The senior leadership of Golder has established a set of corporate policy documents which include the HSSE
and Quality policies. The Policies are released as standalone documents and are communicated and
implemented throughout the organization as part of the staff induction process and whenever there are new or
changes to the supporting procedures and processes.
Copies of the HSSE and Quality policies as well as other policies are available to interested parties through the
company's external website (www.golder.com).
In addition to the corporate policies, local policies are defined as required to comply with local requirements.the
policies are signed by appropriate legal representative(s)and are communicated as appropriate.
11.0 MANAGEMENT SYSTEM PROCESSES
Based on the business planning and the risk and opportunity assessment, business processes have been
identified.The business processes can be divided into a key process—Project Delivery-and several business
support processes as shown in the chart.
Organisational Resources and Processes
Mu,p WMl
Pmlect Delivery
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107 December 2020
Project Delivery describes the life cycle of a project and can be further divided into stages or sub-processes
(initiating, planning,executing, monitoring,and controlling;and closing).Project Delivery as well as the business
support processes are described in the Global Procedures (GPs).
12.0 MANAGEMENT OF CHANGE
Change is managed as part of the business processes, see table below.The aim is to derive optimal outcomes
and mitigate impacts from workplace changes through effective risk management, consultation, and
communication.
Changes are communicated via announcements on GoldNet, Emails and teleconferences/meetings on all
relevant levels.
Functional area Governing Process Process Owner
Company Policies Policy Review Process Management and review of company Chief Legal Officer
policy.
Company Procedures GAIMS Manual Management and review of company Functional Lead
procedures and business processes.
Project Delivery GP1 Proiect Delivery Project lifecycle stages. Global Director of
• Initiation Project Delivery
• Planning
• Execution(and change
management)
• Monitoring and Control
• Closing
Management system GP2 Management Document Management Global GAIMS Lead
Processes Monitoring and Control (Audit,
Complaints,Feedback and Non-
Compliance)
Subcontractors and Suppliers
Test and Measuring GP3 Calibration of Test Leased, Loaned and New Equipment Global Director of
Equipment and Measuring Equipment Project Delivery
Human Resources GP4 Management of Employee Lifecycle Chief Human Resource
Human Resources Officer
Health,Safety and GP5 HSE Manual Identification and management of Global Director of
Environment HSSE,including. HSSE
• Stakeholder Consultation,
Communication and
Participation
• Objectives and Legal
Requirements
• Risk Management
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Functional area Governing Process Process Owner
• Emergency Preparedness
and Response
• Management of Change
• Incident Reporting and
Investigation
• Inspection and Evaluation
Information GP10A Information Protection of Golder information and Chief Information
Management Security Client information in its custody. Officer
GP10B IT Security
13.0 IMPROVEMENTS
The identification of improvement opportunities is an integral part of several business processes in Golder such
as the regular business planning activities, client feedback and lessons learnt activities, internal audits and non-
conformance management and management review. Most of the improvement opportunities identified through
internal audits, client feedback sessions, lessons learned etc. are handled locally or regionally. Global
improvement opportunities identified through the business planning activities are handled through the strategy
and business plans.
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APPENDIX 7
Matrix: GAIMS documents and ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018
clauses
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ISO 9001 ISO 14001 ISO 45001 Document
Title Proc. No.
Clause Clause Clause Tools Title
Context of the organisation 4 4 4
Understanding the organisation and its context 4.1 4.1 4.1 GAIMS Manual, Destination 2020,global and regional
Understanding the needs and expectations of 4.2 4.2 4.2 - strategies, business plans',ARM',Third party SWOT
interested parties analysis(global),local documentation of interested
parties(stakeholders)and their expectations
Determining the scope of the management 4.3 4.3 4.3 - GAIMS Manual
system
Quality Management system and its processes 4.4 GAIMS Manual (all GPI
Environmental management system 4.4 - Management of HSSE(GPS),Global Management
OH&S Management system - - 4.4 Processes(GMPs)
Leadership 5 5 5
Leadership and commitment 5.1 5.1 5.1 - Destination 2020,global and regional strategies,
business plans, policies, individual scorecards, client
feedback
Policy/Environmental policy/OH&S policy 5.2 5.2 5.2 Quality Policy, HSSE policy,Sustainability policy
Organisational roles, responsibilities and 5.3 5.3 5.3 GP5,GMPs GAIMS Manual, ARM, regional and local organisation
authorities charts, Management of HSSE, Global HSSE
Management Processes(GMPs)
Consultation and participation of workers - - 5.4 GP5, GMP212 Management of HSSE,GMP212 HSSE Committees
Business plans Include glehal,several and local lady melP 1murex,Inlerestetl pelves and their needs is Wveretl In the KKel documentation
c AuOmdy and nespon9hdity Mffii;sal l documents
Global Pmmdurea
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Planning 6 6 6
Actions to address risks and opportunities 6.1/6.1.1 6.1/6.1.1 6.1/6.1.1 GP1, GP5 GAIMS Manual, Project Delivery Manual, Management
of HSSE, RDA, PRC4, Restricted countries, ERME,local
risk registers
Environmental aspects - 6.1.2 GP1,GP5, Project Delivery Manual, Management of HSSE, Project
Hazard identification and assessment of risks 6.1.2 GMP201,202, HSSE Management, Occupational Health, High Risk
and opportunities 204,205,208, Travel, Fit for Duty, Project HSSE Management, HSSE
210,211,213, Investigations, Emergency Preparedness and
HSSE Risk tools Response, HSSE Critical Control Management, Incident
and Hazard Reporting, HSSE Risk tools, HSSE plans,
local environmental issue registers,Golder's Sustainable
Development Report (SD) and local communication,
HSSE committee minutes,GoldNet announcements and
local communications
Compliance obligations - 6.1.3 GP5,GMP214, Management of HSSE, Evaluation of legal compliance,
Determination of legal requirements and other 6.1.3 GP10a/b Information Security, IT Security, Strategy global and
requirements regional strategies, business plans,ERM(legal section),
legal registers,records of legal evaluations
Planning action - 6.1.4 6.1.4 GP1,GP5, Project Delivery Manual, Management of HSSE, Project
GMP205, HSSE Management, Emergency Preparedness and
GMP210 response,global and regional strategies,business plans,
HSSE Risk tools individual scorecards, local environmental
programme(s), ERM, local risk registers, HSSE Risk
tools,HSSE plans
Quality objectives and planning to achieve 6.2,6.2.1, - - - Global and regional strategies,business plans,individual
them 6.2.2 scorecards, GAIMS Manual, local programme(s),
management review minutes
Environmental/OH&S objectives and planning - 6.2,6.2.1 6.2,6.2.1 Management of HSSE, global and regional strategies,
to achieve them GP5 business plans, GAIMS Manual, local programme(s),
Planning actions to achieve - 6.2.2 - management review minutes,
environmental/OH&S objectives
Planning of changes 6.3 - - - Business Plans, local programme(s), Management
review minutes,Change management plans°(if required)
Roars Rlek Cmming-(gloLel,regMel)
°Enterpnse Risk Management Incl.Rlak regiNer,nsk summures
°Change management plans on W local.regional or global depending on Wine the change ocara
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Support 7 7 7
Resources 7.1/7.1.1 7.1 7.1 Oracle Project Delivery (project related), Human Resources,
People 7.1.2 - - GP7,GP4, GP5 Management of HSSE,local resource planning,
Infrastructure 7.1.3 - - GP3,GP10a/b Calibration and maintenance of equipment, Information
Security,IT Security,local resource planning,local office
management
Environment for the operation of processes 7.1.4 - - GP4,GMP201, Human Resources, Occupational health, Fit for duty,
204 HSSE Risk tools,HSSE plans,Local office management,
local employee support programmes
Monitoring and measuring resources 7.1.5 - - GP3 Calibration and maintenance of equipment, local
laboratory procedures
Organisational knowledge 7.1.6 - GP4,GP5, Human Resources, Management of HSSE,Training and
GMP206, Competence, Hazard and Incident Reporting, CDPS7,
GMP213, LMS, Technical communities, Knowledge bank, Innovation
Oracle programme, Tech talk podcal Technical bulletins,
Llal project lessons learnt
Competence 7.2 7.2 72 GP4,GP5, Human Resources, Management of HSSE,Training and
GMP206, Competence, HSSE Evaluations, LMS, CDPs, licenses
GMP209 and registrations database (e.g., professional engineer
license)
Awareness 7.3 7.3 7.3 GP4,GP5, Human Resources, Management of HSSE, LMS,
updates on strategy and business planning, Intranet,
bulletin boards, employee surveys, local awareness
initiatives,feedback sessions
Communication TA Project Delivery, Management of HSSE, Project HSSE
Internal communication - GP1,GP5, Management, HSSE Committees, updates on strategy
7.47AAR.4.2 74/741/742 GMP205, and business planning, dashboards,announcements on
GMP212 Intranet,quarterly reports,P&A meetings and callsg,local
staff/office meetings,bulletin boards
External Communication - 7.4.3 7.4.3 GP1, GP5 Project Delivery, Management of HSSE, SO report,
environmental reporting (where relevant), Client
Communication, Golder.com, Social media
Documented information 7.5/7.5.1 7.5/7.5.1 7.5/7.5.1 Global GAIMS Manual, (all GPs),local procedures,
Creating and updating 7.5.2 7.5.2 7.5.2 GP2 Management Processes
Career tlevebpmenl plane
Leammgs Management System mi-eamirl
°Global,regional and laser
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Control of documented information 75.3 7.5.3 7.5.3 GP2 Management Processes
Operation 8 8 8
Operational planning and control 8.1 8.1 8.1/8.1.1 GP1,GP2,GP3, Project Delivery, Management Processes
GP4,GP5, (Subcontractor prequalification), Calibration and
GMP201- Maintenance of equipment, Human Resources,
GMP214, Management of HSSE, Occupational Health, High Risk
GP10a/b Travel,Fit for Duty,Project HSSE Management,Training
and Competency, HSSE Investigations, HSSE
Evaluations, Emergency Preparedness and Response,
HSSE Critical Control Management, HSSE Committees,
Incident and Hazard Reporting, Evaluation of Legal
Compliance, HSSE Risk tools, HSSE plans, Information
Security, IT Security
Eliminating hazards and reducing OH&S risks - - 8.1.2 GP5, GMP205 Management of HSSE, Project HSSE Management,
HSSE Risk tools, HSSE plans
Management of change - - 8.1.3 GP1,GP5, Project Delivery, Management of HSSE, Project HSSE
GMP205 Management, HSSE Risk tools, HSSE plan, Change
Management Plan,ARM
Procurement - - 8.1.4/8.1.4.1/ GP1,GP2,GP5, Project Delivery, Business Processes (Subcontractors),
8.1.4.2/8.1.4.3 GMP205 Management of HSSE, Project HSSE Management,
ARM
Requirements for products and services 8.2 GP1 Project Delivery Manual
Customer communication 8.2.1 - - GPI, GP2 Project Delivery, Management Processes (Client
feedback,client complaints)
Determining the requirements for products and 8.2.2 - - GP1 Project Delivery Manual
services
Review of requirements for products and 8.2.3 - - GP1 Project Delivery Manual
services
Changes to requirements for products and 8.2.4 - - GPI Project Delivery Manual
services
Emergency preparedness and response - 8.2 8.2 GP5, GMP210 Management of HSSE, Emergency preparedness and
response,CRP10
Design and development of products and 8.3/8.3.1 - - GP1 Project Delivery Manual
services
Design and development planning 8.3.2 GPI Project Delivery Manual
crsea Response Plan
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Design and development inputs 8.3.3 - GP1 Project Delivery Manual
Design and development controls 8.3.4 - - GP1 Project Delivery Manual
Design and development outputs 8.3.5 - - GP1 Project Delivery Manual
Design and development changes 8.3.6 GP1 Project Delivery Manual
Control of externally provided processes, 8.4/8.4.1 - - GP1 GP2 Project Delivery Manual, Management Processes
products and services SCDb" (Subcontractor prequalification),Performance evaluation
Type and extent of control 8.4.2 _ _ for global contractors
Information for exlemal providers 8.4.3 GP1 Project Delivery Manual
Production and service provision 8.5 GP1 Project Delivery Manual
Control of production and service provision 8.5.1 - - GP1,GP3, Project Delivery Manual,Calibration and Maintenance of
GP10a/b equipment, Information Security, IT Sammy
Identification and traceability 8.5.2 GP1 Project Delivery Manual
Property belonging to customers or external 8.5.3 - - GPI, GP3 Project Delivery Manual,Calibration and Maintenance of
providers equipment
Preservation 8.5.4 - - GP1, GP10a/b Project Delivery Manual, Information Security, IT
Security
Post-delivery activities 8.5.5 - - GP1, GP2 Project Delivery Manual,Management Processes(Client
feedback,client complaints), Client programme
Control of changes 8.5.6 GPI Project Delivery Manual
Release of products and services 8.6 - - GP1 Project Delivery Manual
Control of nonconforming product 8.7 GP1 Project Delivery Manual
"SCDb:Sub tram rDsUWw
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Performance Evaluation 9 9 9
Monitoring, measurement, analysis and 9.1/9.1.1 9.1/9.1.1 9.1/9.1.1 GP2,GMP208, Management Processes, HSSE Investigations, Incident
evaluation GMP213 and hazard reporting
Customer Satisfaction 9.1.2 - - GP2, Management Processes (Client feedback, client
complaints),Client programme
Evaluation of compliance - 9.1.2 9.1.2 GPS,GMP209, Management of HSSE,HSSE Evaluations,Evaluation of
GMP214 legal compliance
Analysis and evaluation 9.1.3 GP2 Management Processes
Internal audit 9.2 9.2/9.2.1 9.219.2.1 GP2, GMP209 Management Processes, HSSE Evaluations
Internal audit programme - 9.2.2 9.2.2 GP2, GMP212 Management Processes, Guidance to internal auditing,
global internal audit checklists, HSSE committees
Management review 9.319.3.1 9.3/9.3.1 9.3 GP2 Management Processes
Management review inputs 9.3.2 GP2 Management Processes, Management review agenda,
Management review outputs 9.3.3 GP2 Management Processes, Management review minutes
Improvement 10/10.1 10/10.1 10/10.1
Incident, nonconformity and corrective action 10.2 10.2 10.2 GP2,GMP208, Management Processes, HSSE Investigations, HSSE
GMP211, Critical control management, Incident and hazard
GMP213 reporting, NCR database, Leamings Database(Ii
Continual improvement 10.3 10.3 - - Business plans, Process Improvement, local
improvement initiatives, all actions/controls to improve
HSSE
All Management System documentation can be found on the Global GAIMS site(for employees only).
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GOLDER
golder.com
GOLDER QUALITY POLICY J G O L D E R
qp y"p CFO
INTEGRITY CARING INCLUSION EXCELLENCE TEAMWORK OWNERSHIP
We are committed to delivering quality projects and solutions that meet the needs and expectations of our clients.
We are committed to reviewing and improving the effectiveness of our Integrated Management System.
We will provide our people with guidelines and procedures and promote teamwork and global consistency in our
approach to managing and delivering projects.
We will advance technical development and project management by investing in collaboration, innovation,
education, mentoring, training, succession planning, recruitment and other activities.
We will support vibrant technical communities and centers of excellence so our experts and professionals have an
environment for growing and sharing their knowledge.
We will share our knowledge,through our networks,for the benefit of our clients and the betterment of our
technical disciplines. We will open our networks to client and stakeholder interaction and include the innovation
and technical development contribution from our clients in our business.
Technical and professional excellence and quality are embedded in our organization and are part of our
fundamental goals for our long-term strategy.These objectives are an integral part of our commitment to
continually improve our processes, our management system and are in compliance with applicable legal and
regulatory requirements.
This Policy is reviewed annually for continuing suitability and updated as appropriate.
Hisham Mahmoud, PhD, PE
Principal
Global President&CEO
Golder Associates Corporation
January 2021
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J GOLDER
GP1 Project Delivery Manual
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is GOLDER o omaw is unconww if ao.mowea o,pd,W M8
RL4,23 November 2020 GPI -PROJECT DELIVERY MANUAL
Table of Contents
1.0 PROJECT DELIVERY LIFE CYCLE.............................................................................................. 11
1.1 Requirements versus Best Practices.................................................................................. 12
2.0 INITIATING STAGE........................................................................................................................ 14
2.1 Key Inputs........................................................................................................................... 15
2.2 Key Processes.................................................................................................................... 15
2.2.1 ROA Process................................................................................................................. 16
2.2.1.1 ROA Application.......................................................................................................... 16
2.2.1.2 Express ROA.............................................................................................................. 18
2.2.1.3 Intercompany Basic Work Order................................................................................. 18
2.2.2 Project Risk Committee................................................................................................. 19
2.2.3 Conflict of Interest Check............................................................................................... 19
2.2.4 Competitor Analysis.......................................................................................................20
2.2.5 HSSE Requirements......................................................................................................20
2.2.6 Projects Outside Your Home Country............................................................................21
2.2.7 Working in Restricted Countries....................................................................................23
2.2.8 High Risk Travel Assessment........................................................................................23
2.2.9 Contract Review.............................................................................................................23
2.3 Key Outputs.........................................................................................................................24
3.0 PLANNING STAGE........................................................................................................................26
3.1 Key Inputs...........................................................................................................................27
3.2 Key Processes....................................................................................................................27
3.2.1 Define Work Scope........................................................................................................27
3.2.2 Work Breakdown Structure............................................................................................28
3.2.3 Sequence Activities........................................................................................................29
3.2.4 Estimate Activity Durations............................................................................................31
3.2.5 Identify the Critical Path.................................................................................................32
3.2.6 Resource Planning.........................................................................................................37
3.2.7 SubcontractorNendor Procurement..............................................................................38
3.2.8 HSSE Management.......................................................................................................39
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3.2.9 Quality Planning.............................................................................................................40
3.2.10 Procedure to Request a Bond or Letter of Credit..........................................................41
3.2.11 Cost Analysis.................................................................................................................42
3.2.12 Proposal Review/Approval.............................................................................................43
3.3 Key Outputs.........................................................................................................................44
4.0 EXECUTING STAGE......................................................................................................................45
4.1 Key Inputs...........................................................................................................................45
4.2 Key Processes....................................................................................................................45
4.2.1 Contract Negotiations ....................................................................................................46
4.2.2 Project Setup..................................................................................................................47
4.2.3 Basic Work Orders.........................................................................................................47
4.2.4 Project Management Plan..............................................................................................48
4.2.5 Assemble Project Team.................................................................................................48
4.2.6 Kick-Off Meeting.............................................................................................................48
4.2.7 HSSE Management.......................................................................................................49
4.2.8 Manage Procurement.................................................................................................... 50
4.2.9 Quality Assurance..........................................................................................................52
4.2.10 Manage Deliverables..................................................................................................... 54
4.2.11 Manage Communication................................................................................................ 54
4.2.12 Document Management.................................................................................................55
4.2.12.1 Confidentiality................................................................................................................. 55
4.2.13 Manage Invoices............................................................................................................55
4.3 Key Outputs.........................................................................................................................56
5.0 MONITORING AND CONTROLLING STAGE...............................................................................57
5.1 Key Inputs...........................................................................................................................58
5.2 Key Processes....................................................................................................................58
5.2.1 Status Review Meetings................................................................................................58
5.2.2 Control Scope................................................................................................................59
5.2.2.1 Change Orders ...........................................................................................................60
5.2.3 Control Schedule............................................................................................................61
5.2.4 Control Cost...................................................................................................................61
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5.2.5 Control Project Risk.......................................................................................................63
5.3 Key Outputs.........................................................................................................................63
6.0 CLOSING STAGE...........................................................................................................................64
6.1 Key Inputs...........................................................................................................................64
6.2 Key Processes....................................................................................................................64
6.2.1 Final Invoice and Payment.............................................................................................65
6.2.2 Document Retention and Storage..................................................................................65
6.2.3 Client Feedback.............................................................................................................66
6.3 Key Outputs.........................................................................................................................67
TABLES
Table 1: Project Delivery Requirements.................................................................................................. 13
Table 2: Initiating Stage Project Delivery Requirements......................................................................... 16
Table 3: Subject Matter Experts for Foreign Business Risks..................................................................22
Table 4: Planning Stage Project Delivery Requirements........................................................................27
Table 5: Sequenced Activity List.............................................................................................................30
Table 6: Sequenced Activity List with Durations.....................................................................................33
Table 7: Executing Stage Project Delivery Requirements.......................................................................46
Table 8: Monitoring and Controlling Stage Project Delivery Requirements............................................58
Table 9: Closing Stage Project Delivery Requirements ..........................................................................65
FIGURES
Figure 1: Project Management Process Groups..................................................................................... 11
Figure 2:Quick Reference Guide to Project Delivery Processes............................................................ 12
Figure 3: Initiating Stage Flow Chart....................................................................................................... 15
Figure 4: Opportunity Process................................................................................................................. 17
Figure 5: Global Project Locator Tool.....................................................................................................20
Figure 6: Planning Stage Flow Chart.......................................................................................................26
Figure 7: High-Level Components in the Work Breakdown Structure.....................................................28
Figure 8: Complete Work Breakdown Structure for Environmental Site Assessment Project................29
Figure 9:Types of Activity Dependencies...............................................................................................30
Figure 10: Network Diagram for Activity Dependencies in Table 5.........................................................31
Figure 11: Network Diagram Showing Early and Late Start Times and Critical Path Activities..............35
Figure 12: Network Diagram Showing Late Start and Finish Times and Float Activities........................36
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Figure 13: Gantt Chart of Project Schedule and Critical Path Activities..................................................37
Figure 14: Executing Stage Flow Chart...................................................................................................45
Figure 15: Monitoring and Controlling Stage Flow Chart........................................................................58
Figure 16: Closing Stage Flow Chart.......................................................................................................64
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DOCUMENT HISTORY AND APPROVAL
Rev. Description Issue date Approval
1 First Edition 10 January 2018 Charles Voss
2 Rebranding, minor edits 8 March 2018 Charles Voss
3 Definition, Subcontractors and Subconsultants-minor edits 29 April 2019 Charles Voss
Project Delivery Requirements Tables(NCR lists)-minor
edits
Sections 3.2.9 Quality Planning and 3.2.10 Procedure to
request a bond or letter of credit added
Sections 2.2.7 and 2.2.8 Projects Outside Your Home
Country and Working in Restricted Countries-Clarifications
Sections 3.2.7 SubcontractorNendor Procurement and 3.2.11
Cost Analysis-minor edits
Section 3.2.12 Proposal review and approval-clarified that
proposals must be reviewed (as deliverables)and signed by
an approved signatory (if required by OpCo procedure)
Section 4.2.6 Kick-Off Meeting-Addition to Information
Discussed
Section 4.2.8 Manage Procurement:
• Clarification on client pre-authorization and notification
and qualifications, training and certificates-added
• Subcontractor agreement Itask order-revised
Section 4.2.9 Quality Assurance-Additions, Revisions and
Clarification:
• Quality assurance activities
• Management of non-conformances
• Issuing Deliverables
Section 4.2.11 Manage Communication-minor edits
Section 5.0 Monitoring and Controlling Stage:
• Evaluating effectiveness of quality assurance and
HSSE program including entering leamings
4 Included references to Roles& Responsibility documents for 23 November Enrique
Project Managers and Project Directors 2020 Fernandez
Alignment to new global organization structure
Alignment to new CRM(Oracle CX)
Section 2.2.1 ROA Process-Adjusted to reflect the new tool
and process
Section 4.2.8 Manage Procurement-Clarification regarding
responsibilities for managing equipment during projects and
handling material provided by clients
Section 4.2.9 Quality Assurance-Clarification regarding
approval to use electronic signatures
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RL4,23 November 2020 GPI -PROJECT DELIVERY MANUAL
PURPOSE
This manual describes the project delivery process, from evaluating and deciding to pursue an opportunity
through the planning,execution,monitoring,and closing of a project.The processes summarized in this manual
are applicable to all regions and operating companies in Golder Associates. Collectively, they outline how
opportunities are assessed, proposals managed, and projects planned, delivered, closed, and evaluated for
future improvement.
DEFINITIONS
Approved Signatories: Senior staff as agreed by the Operating Company Managing Director and/or local
manager(s) to sign outgoing documents and deliverables on behalf of Golder. The Approved Signatory may
also be the Approved Reviewer and/or the Project Director
Approved Reviewers: Senior staff as agreed by the Operating Company Managing Director and/or local
managers)to review outgoing documents and deliverables on behalf of Golder. The Approved Reviewer may
also be the Project Director(see definition of Project Director below).Approved Reviewers are responsible and
accountable for the technical review of the deliverable.
Authority and Responsibility Matrix (ARM): A risk management tool that identifies the level of authority
required to make operational and business decisions across the enterprise.
Basic Work Order (BWO): An intercompany agreement managing the risks and limiting the liability when
working for another Golder Operating Company.
Business Abroad: Developing or pursuing a business opportunity outside the home country where the
opportunity/proposal manager is employed.
Contract:A formal document detailing scope of work and terms of engagement.
Health, and Safety, Security and Environment (HSSE) Plan: A documented HSSE Plan appropriate to the
risk and containing associated documents pertaining to a project, workplace, or travel event. This may be any
combination of the global risk tools.
Master Service Agreement(MSA):A client Contract that is intended to apply to more than one project
Operating Company (OpCo): A Golder registered company. Golder's operating model consists of seven
regions that include one or more OpCos.
Project Directors: Senior personnel as agreed by OpCo management to provide oversight on a project's
performance (technically and financially) and mentoring to the Project Manager. The Project Director is
accountable for the performance of the project. The roles and responsibilities for Project Directors are detailed
here.
Project Managers: Trained staff as agreed by OpCo management to manage projects. Project Managers are
responsible for the performance of the projects they oversee.The roles and responsibilities for Project Managers
are detailed here.
Project Risk Committee (PRC): Senior management review group consisting of individuals with risk
management, legal, and financial/commercial expertise responsible for review and approval of specific project-
related risks identified in the ARM.
PRC Administrator: Person responsible for coordinating PRC opportunity reviews and documenting the results
of the review.
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Proposal: A formal document in response to a request for service detailing scope of work, schedule, cost,
deliverables, and terms of engagement.
Pursuit Team: Group responsible for developing a specific business opportunity related to a Request for
Proposal (services)or other market intelligence
Risk and Opportunity Assessment(ROA): A formal RDA process completed for all Proposals.
Record of Review: A documented record verifying that a review of a deliverable has taken place including
correspondence,designs, calculations, analyses, and reports.
Restricted Countries: Countries where there is a higher risk for fraud and corruption requiring subcontractors
and subconsultants to undergo an additional due diligence process in these countries.
Subcontractors and Subconsultants: Provide services or materials which are critical to the deliverable and/or
the health, safety, and security of Golder employees or other stakeholders involved in the project or the
environment. Subcontractors/Subconsultants include but must not be limited to laboratories, testing agencies,
drillers, providers for equipment etc.
Trade Sanctions: Commercial and financial penalties applied by one or more countries against a targeted
country,group, or individual that may prevent Golder from pursuing or working on a project.
ABBREVIATIONS
AR:Accounts Receivable
ARM:Authority and Responsibility Matrix
BWO: Basic Work Order
CRM: Client Relationship Management
DSO: Days Sales Outstanding
EF: Earty Finish
ES: Early Start
F: Float
FF: Finish-to-Finish
GPL: Global Project Locator
FS: Finish-to-Start
HSSE: Health, Safely, Security and Environment
ITA: Individual Travel Assessment
JSEA:Job Safety and Environment Analysis
LF: Late Finish
LS: Late Start
MSA: Master Service Agreement
OFAC: Office of Foreign Asset Control
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OpCo: Operating Company
PHRTA: Project High Risk Travel Assessment
PRC: Project Risk Committee
RFP: Request for Proposal
RDA: Risk and Opportunity Assessment
SS: Start-to-Start
WBS:Work Breakdown Structure
WIP: Work in Progress
WMS: Work Method Statement
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1.0 PROJECT DELIVERY LIFE CYCLE
Golder Associates' (Golder's)framework for project delivery is aligned with the principles outlined in the Project
Management Institute's A Guide to the Project Management Body of Knowledge (PMBOK Guide), sixt edition.
Elements of the framework have been adapted to best suit our business model and the types of projects we
deliver.
The life cycle of a project is represented by five stages, called process groups,which provide the structure and
approach for progressively delivering the required outputs:
■ Initiating
■ Planning
■ Executing
■ Monitoring and Controlling
■ Closing
r:
Monitoring and Controlling
Ensure That rmjee[Objectives Are Ma
Figure 1:Project Management Process Groups
This manual provides guidance how these stages should be implemented when delivering projects in Golder. It
is important to note that not all the processes described in this manual may be necessary or appropriate for a
project. The context of a project needs to be understood and considered when applying this manual as the
complexity of projects in Golder varies from the relatively simple, straightforward delivery of a core service to
large, distributed, complex projects with multiple, interrelated tasks involving multiple disciplines, demanding
schedules and budgets, and onerous contractual arrangements.
In Golder, projects are classified using levels 1 to 5, with 5 being the most complex and demanding, and may
need to be reclassified as the scope, schedule, and budget evolve. The higher complexity projects require the
highest level of planning, management and control. Projects are classified at the outset of project delivery during
the Initiating Stage so that the appropriate level of effort in subsequent stages is recognized and provided.
Figure 2 provides a quick reference guide to the processes for each of the project delivery stages and the
section where they are located. This manual leaves the specificity of elements of the processes to the local
Operating Company(OpCo).
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Plannme Processes Eummuse Pmcsaea
3.2.1 Define Work Scu, 4.2.1 Contract Negotiations
3.2.2 Work Breakdown Structure 422 Project Setup
3.2.3 Sequence Activititz 4.23 Basic Work Orders
3.2.4 Estimate Activity Durations 4.2.4 Project management Plan
3151Eentify the Oritid Path 4.2.5 Assemble Protect Team
3.2.6 Resource Planning 4.24 Kick-0R Meeting
3.2.2 Subcontractor Procurement 42.7 HSSE Management
3.28 HSSE Management 4.2.8 Manage Procurement
3.29 Quality Planning 4.2.9 quality Assurance
3.2.10 Procedure to Request a 4.2.10 Manage Deliverabks
Bond or Letter of Coedit 4.2.11 Manage Cnmmuniotion
3.211 Coso Analys¢ 4.2.12 Document Maregemmit
3.2.12 Propmal Renew/Approval 4.2.12A ConfNentiality
4.2.13 Manage Invokes
ratialing P '2.2.1 ROA Process Manitonn¢aM Con15aBInP
2.2.1.1 ROA APpRwtion uratorm a plk�ll
2.2.1.2 Express RCA
2.2.1.31nterw rear,Basic Work Order
2.22"act Rik Commi e, Mnn eandC nirmir Chri p
2.2.3 Conflict of Interest Chad Puscess¢ 6.2.1 Final lnw and Payment
2.2.4 Competitor Analsysis 5.2A Status Review Meetings 62.2 Document Retention and Storage
2.1.5 HME Requirements 522 Control Scope 62.3 Ch..Feedback
2.2.6 Projects Outside Your Home Country 5.2.2A Change Omer
2.22 Working in Restricted Countries 5.2.3 Control Schedule
2.2.8 High Risk Travel assessment 5.2.4 Control Cost
22.9 Contract Review 5,2,5 Control Project Risk
Figure 2:Quick Reference Guide to Project Delivery Processes
For example, some processes require approvals by designated levels of authority (e.g., Approved Signatory,
Approved Reviewer). Please refer to the GAIMS site or contact your local GAIMS coordinator for the list of
authorized personnel in your OpCo.
1.1 Requirements versus Best Practices
The project delivery processes include requirements and recommended best pr ctices. Requirements must be
complied with,while best practices are implemented at the discretion of local management and/or projectteams.
Collectively, the requirements constitute an important component of Golder's risk management system for
project delivery.
Golder audits approximately 5% of new projects each year to assess the level of compliance with the
requirements within the organization. Non-compliance exposes the company to significant risk and increases
the likelihood of poor project performance. Technical and professional excellence and quality are imperatives
in Golder and fundamental to achieving consistent project delivery excellence. The main objectives of project
audits are as follows:
■ Assure the quality of products and services.
■ Assure the quality of project management.
■ Identify business risk.
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■ Enhance project performance.
■ Identify learning opportunities.
A summary of project delivery requirements is provided in Table 1. The table identifies sections within this
manual where requirements are discussed in more detail. The requirements that pertain to each section are
also summarized at the beginning of each section.
Table 1: Project Delivery Requirements
Requirement Project Delivery
Stage Section
ROA completed, reviewed,and approved by authorized approver Initiating 2.2.1
Approval and concurrence for developing Business Abroad is given Initiating 2.2.6
per the ARM.A risk assessment in consultation with the regional
manager/country manager(or designate)responsible for the
business opportunity location was performed as appropriate
Approved Project High Risk Travel Assessment(PHRTA)completed for Initiating 2.2.8
travel to or through International SOS high and extreme security risk
locations and extreme health risk locations
Scope of work, budget, schedule, deliverables, and Contract terms Planning 3.2.1 through
defined in the Proposal 3.2.11
Proposal reviewed and approved Planning 3.2.12
Review/approval of nonstandard or amended Golder Contract Initiating 2.2.9
Environmental risk management plan for site work Planning/Executing 3.2.8,4.2.7
Golder personnel are trained for fieldwork (internally/externally) Planning, Executing 3.2.6, 3.2.7,
including health, safety and environmental training for high risk 3.2.8, 4.2.5,
activities. Registrations/certificates are current 4.2.7
Client Contract signed by both parties Executing 4.2.1
Signed BWO agreement for intercompany work Executing 4.2.3
Properly executed subcontractor agreement Executing 4.2.8
HSSE plan commensurate with project complexity Executing 4.2.7
Approved HSSE Plan for field work Executing 4.2.7
HSSE Plan communicated to field personnel and subcontractors Executing 4.2.7
Completed Individual Travel Assessment (ITA)for travel to or through Executing 4.2.7
International SOS high and extreme security risk locations and extreme
health risk locations
Subcontractors and other stakeholders receive HSSE information or Executing 4.2.7
training
Equipment calibrated at time of use Executing 4.2.8
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Requirement Project Delivery Manual
Stage Section
Test or monitoring results obtained with equipment out of calibration or Executing 4.2.8
service period are properly reassessed
Subcontractors/subconsultants/labs used are in the approved Planning, Executing 3.2.6, 3.2.7,
subcontractor database and have currentlappropriate insurance and 4.2.8
HSSE data
All deliverables sent to the client must be appropriately reviewed. This Executing 4.2.3. 4.2.9
includes draft and final versions of reports,memos, models,databases,
design drawings, presentations, etc. Review is documented per OpCo
requirements
All intermediate work products must be checked by a qualified person. Executing 4.2.9
This includes figures, field documents, calibrations, lab results, data
provided from external sources, tables, etc. Checking documented per
OpCo requirement
All deliverables approved for issue per OpCo/regional requirements Executing 4.2.9
Deliverables under a BWO signed per BWO signing requirements Executing 4.2.3, 4.2.10
Documentation that electronic signatures used for deliverables had Executing 4.2.9
signatory's approval
Filing structure set up as appropriate for the project and all Executing 4.2.12
documentation relevant for the project (including emails) kept on file
(electronic or hardcopy)
Confidentiality and project security requirements identified and Executing 4.2.12.1
implemented
Change orders: changes to the scope of work and budget must be Monitoring and 5.2.2.1
documented,internally reviewed and approved,and authorized by client Controlling
All relevant project documentation archived per OpCo requirements Closure
after project closure (electronic is sufficient), consistent with client
confidentiality requirements
2.0 INITIATING STAGE
The project delivery life cycle starts with the Initiating Stage where we make business decisions about pursuing
a new project opportunity, obtain appropriate authorization to pursue the opportunity, and expend resources to
develop a Proposal. Golder operates in market sectors that reward companies who take reasonable risks and
punish companies who take unreasonable risks. Golder must therefore continuously enhance its ability to
manage risk.Early in the Initiating Stage, Golder requires an assessment of the potential risks and opportunities
associated with a potential project, regardless of size or complexity.
The major processes during the Initiating Stage are shown in Figure 3. The Risk and Opportunity Assessment
(ROA)refers to an umbrella process that can initiate one or more of the other processes shown depending on
the circumstances involved.The relationships between and details about the individual processes are described
in the subsections below.
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INITIATING
Key Inputs Key Processes Key Outputs
RFP ROA APYIieetion Projeco Ouni&Yaur Go/No-Go Decision
• Authority and Home rourun, PRC Conditions and
Responsibility Matrix Monitoring Plan
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Figure 3: Initiating Stage Flow Chart
2.1 Key Inputs
The key inputs for the Initialing Stage are the Request for Proposal (RFP)(or other form of request for services)
and the Authority and Responsibility Matrix(ARM). The ARM is a risk management tool that identifies the level
of authority required to make operational and business decisions across the enterprise. This includes the
approval process for pursuit decisions. The ARM identifies a set of service areas, contract types, financial
commitments, and terms and conditions that require greater scrutiny during the Initiating and Planning stages
and identifies the authority level required for approval to proceed. Each region maintains an ARM that reflects
the specific authority making responsibilities for their operations. They are controlled documents located on the
Global GAIMS Dace.
An RFP is often the first step of a competitive process in which qualified suppliers are invited to submit bids for
construction or for supply of services during a specified timeframe. An RFP typically defines the project
objective(s) and deliverables but does not define or prescribe the scope of work in a great level of detail. It is
typically up to the service provider to describe how it will achieve the project objective(s)and deliverables (i.e.,
the scope of work)as part of the Proposal process (i.e.,the Planning Stage).
The RFP also often includes the Contract provisions or terms and conditions for performing the work, so they
too can be evaluated along with the RFP requirements. list the end of the Contract review process the Contract
provisions are such that they present an unacceptable risk, we can either choose not to submit a bid or take
exception to the Contract provision in our Proposal. The objective is to identify unacceptable issues during the
opportunity evaluation period to avoid spending time and resources attempting to win a project knowing we will
not accept the client's terms and conditions.
2.2 Key Processes
The global project delivery requirements during the Initiating Stage are listed in Table 2 with references to the
subsections where the requirements are discussed.
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Table 2: Initiating Stage Project Delivery Requirements
Requirement Manual Section
ROA completed, reviewed,and approved by authorized approver 2.2.1
Approval and concurrence for developing Business Abroad is given per ARM. 2.2.6
A risk assessment in consultation with the regional manager/country manager (or
designate)responsible for the business opportunity location was performed as appropriate
Approved Project High Risk Travel Assessment (PHRTA) completed for travel to or 2.2.8
through International SOS high and extreme security risk locations and extreme health risk
locations
2.2.1 ROA Process
ROA is the process of defining an opportunity and assessing its potential benefits and risks to Golder so that
an informed decision can be made about whether to pursue work. The ROA is a global Golder process. It is a
tool to assist in decision-making, not make the decision. The ROA should be completed early in the process to
provide adequate time to identify and seek internal reviews and approvals through the completion of the ROA.
All project opportunities must complete a ROA and receive approval to proceed to the proposal stage and to
the preparation of the Proposal.
The ROA is a set of internal processes; the number of processes that are triggered depends on the nature of
the opportunity. In general,the more complex and challenging the opportunity,the more processes are involved.
Golder provides a large suite of services across multiple market sectors. Most of the projects delivered in any
given year are of relatively low complexity involving core services delivered within a home region to existing
clients under favorable contract provisions. In these cases,the process required to obtain approval to proceed
to the proposal stage is simple and straightforward. As the complexity of the opportunity increases and more
risks must be considered and evaluated, additional processes are required.
2.2.1.1 ROA Application
A ROA application has been created which conducts the ROA interview, provides links to the relevant reference
tables, guiding documents, and related sites, triggers the PRC process, manages the ROA approval process,
and links the results back to the originating opportunity record.
The ROA process is triggered by the Client Relationship Management (CRM) system (Oracle CX platform),
which is used to create project opportunities and to assign opportunity/proposal numbers. Information about the
opportunity is entered into the CRM system and once a person is assigned as responsible for completing the
ROA, a notification is sent from CRM initiating the completion the ROA. The flowchart below shows the
opportunity process from initiating to closing the opportunity.
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Simplified Opportunity Flowchart for New Projects
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The ROA interview consists of up to eight processes depending on project complexity:
1. basic opportunity data from Oracle CX
2. health and safety evaluation
3. site location assessment(conflict of interest)
4. project screening
5. opportunity assessment
6. project classification
7. Project Risk Committee(PRC)triggers
8. summary/action items
ROAs can be started,saved,and then completed later.When conditions change,you can create a subsequent
ROA interview that takes precedence over the previous ROA interview.
Once the ROA has been completed, the information is forwarded to an appropriate reviewer to decide whether
to proceed to the Planning Stage. Please refer to your applicable region or OpCo version of the ARM to
determine who has authority to approve proceeding to the Planning stage. An approval to proceed to the
Planning stage, in which the proposal is developed, may include caveats, conditions, and risk mitigation
requirements and documented for retention in the project file. The ROA tool will automatically provide you with
a list of all recommended approvers of the region or OpCo where the project will be located.
2.2.1.2 Express ROA
Project opportunities that do not include any of the trigger conditions for review by the PRC are next screened
to see whether a streamlined version of the RDA process can be used.The streamlined version is intended for
low risk/low complexity project opportunities defined as those that meet al/the following criteria:
■ The work site is in your home country.
■ Golder will not serve as a prime contractor,general contractor, or ConsWction manager.
■ The opportunity is for a client we have done work within the past without problems (e.g., claims, untimely
payment of invoices, poor credit ratings).
■ It is likely Golder's standard terms and conditions,or previously negotiated terms and conditions,will apply.
■ Gross revenue is expected to be less than USD 100,000.
■ A significant part of the work's scope involves core services and will not be performed by subcontractors.
If all the above criteria are met, only the site location assessment(Step 3 of the ROA)and decision to develop
a Proposal(Step 8)are required to complete the ROA process.You will be asked whether the projectwill involve
travel to or through locations rated by International SOS as High or Extreme Security or Extreme Medical risk
(Section 2.2.8). By answering no, you bypass the PHRTA process.
Project opportunities that qualify for the Express ROA are assigned a project classification level of 1 (i.e., low
complexity).
2.2.1.3 Intercompany Basic Work Order
Opportunities to support intercompany Basic Work Orders (BWOs; Section 4.2.3) should only be created if a
second unique project must be created in BST to execute the BWO. This second unique project could be
required by project accounting to support direct invoicing, value added tax, or other legal requirements.
In this case, the BWO opportunity will follow all of the normal processes and approvals outlined in the ARM,
including requiring an approved ROA, possible escalation to the PRC, and subsequent submittal to BST via a
Project Setup Form.
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BWO opportunities must be assigned to the Golder intercompany account that is the owning company of the
original opportunity.
BWO opportunities attached to Golder intercompany accounts are ignored in revenue forecasting reports to
prevent double counting of the potential revenue.
The creation of Golder intercompany accounts is strictly controlled in Oracle CX and are identified by having
both a sector and subseclor value of"Intercompany."
In situations where there is a potential BWO where a second unique project is not required to be created in
BST,a second BWO opportunity should not be created; instead, individual participants should be added to the
Opportunity Team tab.
2.2.2 Project Risk Committee
The ARM contains a list of project-specific attributes or"triggers" that require an opportunity be reviewed by a
PRC. The triggers include:
■ specific types of projects or services
■ construction and operations management above a certain value
■ onerous terms and conditions
■ those that require certain types of guarantees
The list of PRC triggers in the ARM have been integrated into the ROA tool. If a project opportunity involves one
or more of the trigger conditions, the approval process is managed by the PRC. However, the ROA provides
links to and instructions for completing forms for the PRC review process. These include a PRC Submission
Form and a PRC Opportunity Assessment Form, with risk-related information about the opportunity. It should
be noted that not all project-related ARM line items are included in the ROA. The project manager must make
sure that all project-related ARM line items are identified and addressed.
Standing members of the PRC include the regional manager and three other members appointed bythe regional
manager in consultation with the Vice President, Global Risk Management. The members provide risk
management, legal, and financial/commercial expertise. PRC reviews are conducted every two weeks within
each individual region. Opportunities that come to the PRC are reviewed during a 30-minute question and
answer session.The focus is on the key risks involved and the associated mitigation measures.After completion
of the presentations,the regional manager considers the PRC member recommendations and decides whether
to approve a pursuit,what conditions may apply to an approval, and the scope of any monitoring plan.The PRC
issues written meeting minutes to document approval status; assigns a project complexity level;states whether
further PRC approvals are required;and defines the scope,frequency,and persons responsible for any required
monitoring and reporting of project status to the PRC. In these cases, a PRC approver completes the ROA
process. The PRC approver will also include in the RDA any conditions specified by the PRC for approval.
2.2.3 Conflict of Interest Check
A conflict of interest is a set of circumstances that create a risk whereby professional judgment or actions
regarding a primary interest will be unduly influenced by a secondary interest. Primary interest refers to the
principal goals of the activity,such as the integrity of an investigation or analysis. It can occur in situations where
an organization is involved in multiple interests, one of which could (or could be perceived to) possibly corrupt
the motivation of decision making. Examples include conducting a site investigation where we have previously
worked for other clients, and projects where we would be supporting a client in a lawsuit or claim where the
claimants are existing or past clients in other parts of our company. Golder's Global Project Locator(GPL) is a
database to help identify other Golder projects in the vicinity of a new prospect, Proposal, or project. Note: It is
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possible that not all projects appear in the GPL, so best practice is to check with the local office or OpCo
leadership to confirm there are no conflicts of interest.
The GPL tool is accessed from the website https://gpl.golder.mm/and users can search for previous projects
by entering a city or street address (Figure 4). The map shows the project locations and allows users to view
project information by clicking on the location icons.The search results can also be exported to an Excel file for
further analysis. If there are sites near or adjacent to the location of the opportunity, contact the Project
Manager(s) for the project(s)to assess whether a conflict of interest is likely to exist. Involve your local legal
counsel if there are any questions.
In addition to the GPL, best practice is to list external organizations that might have a business interest in the
project being pursued or are involved with or have ownership in adjacent properties. The purpose is to review
current or past Golder projects for the external organizations to identify potential conflicts.
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2.2.4 Competitor Analysis
Part of the Initiating Stage should always include evaluating our position relative to our competitors. It does not
make sense to Commit the time and resources required to pursue an opportunity unless we have a reasonable
chance of winning.
Step 5 in the ROA evaluates the attractiveness of an opportunity based on available resources, client
interactions,etc. However,opportunities that qualify for the Express ROA(Section 2.2.1.2) bypass this step. In
these cases,you are encouraged to use the PRC Opportunity Assessment Form to perform this step.The forth
provides a straightforward process for evaluating our position by scoring ourselves against our competitors
relative to 10 criteria or decision factors. The form can be downloaded from the Forms section on the Global
GAIMS site.
2.2.5 HSSE Requirements
Health, Safety, Security and Environment (HSSE) must be considered for all project opportunities, regardless
of the level of complexity.This should be done early during the Initiating Stage so the HSSE risks,requirements,
and resourcing are known and understood. The type of work activities required, information about the site
conditions,and the Contract terms and Conditions in the RFP should be reviewed to identify the project-specific
HSSE requirements or concerns. Refer to the Global HSSE Manual and the Global Management Process 205:
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Pro act HSSE Management for more information. Where there are unique or complex HSSE project
requirements, seek advice and support from the HSSE professionals in your region.
2.2.6 Projects Outside Your Home Country
There are a number of unique risks that need to be carefully considered as part of the decision process to
pursue an opportunity outside your home country'. This process must be performed in accordance with the
identified approvers within your division's ARM, in consultation with the regional manager or their delegates in
the region/country where the project is located and supported by subject matter experts identified below.
Additional Considerations and Approvals
The regional manager(or their delegate)in the region or OpCo where the project is located must be contacted
to address the following:
■ Ensure there is no conflict with another Golder region or operating company that may already be tendering
on the work or with previous project work for the client.
■ Ensure the pursuit of the opportunity has the approval of the regional or country manager for the country
in which the project is located.
■ Agree with the regional manager or OpCo Managing Director for the project location:
to which office will lead the Proposal
to which Golder OpCo will be contractually and legally responsible to the client
so the proposed Project Manager and Project Director
There are additional foreign business risks that also need to be considered:
■ Ensure there are no Trade Sanctions which preclude working in a particular country or for a particular
client.
■ Determine whether the project will trigger Permanent Establishment (taxable presence) and associated
taxes on the revenue generated.
■ Establish how long we can work in the foreign country before registration is required and verify that existing
regulations allow foreign corporations to do business there.
■ Ensure that the contractual terms and conditions, currency repatriation risks, and tax requirements under
which Golder may have to operate are well understood and can be Complied with.
■ Ensure the work performed in the country is covered by our global insurance program.
The basis for each of the foreign business risks is summarized in Table 3. A list of subiect matter experts who
can assist you in assessing and mitigating these risks can be found on the GAIMS site.
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Table 3:Subject Matter Experts for Foreign Business Risks
6—suelikisk Why is it a risk? Ar-
Advice on potential Office of Governments impose economic Legal Team
Foreign Assets Control (OFAC) sanctions on other governments as an
and Trade Sanction issues instrument to advance foreign policy and
national security goals. Depending on the
jurisdiction, we may have to comply with
the requirements of multiple regimes.
Failure to comply can result in civil and/or
criminal penalties
Insurance requirements While we have a global insurance Legal Team
program, there are some countries that
are excluded from coverage (i.e.,
potential OFAC issues, high risk)and we
may need to obtain locally admitted
coverage for the work being performed.
Failure to address this properly may result
in no insurance coverage, penalties,
and/or breach of Contract
Whether work will trigger Any activity carried out by a business in a Finance Team
Permanent Establishment(taxable country that results in revenue being
presence) generated or value created is likely to be
deemed by local tax authorities as a
permanent establishment. Local tax
authorities will in turn assess corporate
tax on deemed revenue arising in-
country. In most countries, the revenue-
generating entity needs to be formally
registered under certain corporate
identity,typically a branch,representative
office or subsidiary
Whether we have an in-country See description for Permanent Legal Team
entity that is properly registered for Establishment
the work we plan to conduct
Professional registration Working without a required professional Legal Team
requirements license can result in civil and/or criminal
penalties. Failure to have a proper license
can result in noncompliant work and non-
payment.
Immigration or work visa This is a risk based in two primary areas: Host Country (or regional)
requirements 1) proper processing time, meaning that HR
working visas cannot be obtained
"overnight" in most instances and
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Issue/Risk Why is it a risk? Resource
adequate planning and time is needed to
obtain visas. 2) It is improper under any
circumstances to ask an employee to
proceed through a port of entry on a visa
which does not provide for their legal work
status in that country, i.e.we do not allow
employees working on a project to enter
on a "visitor/tourist"visa.
2.2.7 Working in Restricted Countries
The Restricted Countries list contains a list of countries where the risk of fraud and corruption is relatively high
based on corruption perception indices from a number of different international sources. If you are pursuing an
opportunity in one of countries on the Restricted Countries list,you must fill out a 3rd Party Due Diligence Online
form for each subcontractor, agent, and joint venture partner that will be working on the project. A link to the
due diligence form is available on the Global GAIMS/Forms site. If there are no subcontractors, agents, or joint
venture partners involved, or if they have already been reviewed and approved per the 3rd Party Due Diligence
Form within the past year,you do not need to submit the form and no further action is required other than getting
approval for work outside your home country (Section 2.2.6).
A separate 3rd Party Due Diligence Form must be completed for each subcontractor, agent, and joint venture
partner included in the opportunity. The completed online forms are sent to the legal team and you will receive
feedback within 48 hours of submitting your information. You are encouraged to identify all potential
subcontractors,agents, and joint venture partners prior to starting the Planning Stage. If this is not possible,the
due diligence process must be completed before you are authorized to negotiate and sign a Contract to perform
the work. Working in a Restricted Country requires the approval of the Chief Operating Officer (see ARM)
regardless of whether subcontractors are required for the project.
2.2.8 High Risk Travel Assessment
If the project opportunity will involve travel to orthrough locations rated by International SOS as High or Extreme
Security or Extreme Medical risk,you are required to complete a PHRTA.The PHRTA is completed at the ROA
stage to ensure health and security risks and mitigating controls are Considered at the Initiating Stage, prior to
Proposal and project planning. The PHRTA process is described in the Operational Control High Risk Travel.
Following submission of the PHRTA, the ROA can be completed; however, approval is required from the
relevant regional manager prior to the opportunity proceeding to the Planning Stage. Note: If the project is
awarded,the approved PHRTA must be appended to the project HSSE Plan and subjected to regular reviews.
2.2.9 Contract Review
Contract review is the process of examining the terms and conditions under which Golder might Conduct a
project.All terms and Conditions must be reviewed and approved in accordance with the requirements of your
region's ARM. Many Contracts will also include commercial terms that specify reporting requirements (e.g.,
daily, weekly); the minimum amount of people on site; and health, safety and environmental requirements
(reporting, auditing) or construction review. Acceptance of such Contracts will require additional ARM
consideration,written Concurrences, and approvals.
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There are key areas of risk identified in the ARM to be aware of to reduce the chance of one-sided Contracts
that could pass off a disproportionate level of risk on to the consultant. They include:
■ any Contracts that assume"all"risk and"all"losses
■ waiving subrogation rights
■ waiving proportionate liability rights
■ hold harmless clauses
■ a failure to limit liability to the actions of the consultant
■ clauses requiring work to be completed to a"high"or the"best"standard
■ warranty and guarantee clauses
Not only are these Contracts not fair and equitable between a consultant and its client, but they also create a
significant commercial risk to Golder. If a breach of Contract is alleged above and beyond what our insurance
may cover, the additional liability goes back to the company directly and will be paid for out of our profits.
When reviewing a Contract for potential conflicts with insurances, it is always judicious that you seek advice
from Golder's legal department as to the actual interpretation and application of the Contract terms.
If a subcontractor is needed for a Contract, always be aware of the associated risks and necessary ARM
concurrences and approvals necessary for engagement with third parties. It is necessary to flow-down our client
terms and conditions to our subcontractors by way of subcontract or work order or task order, as the case may
be. Our Contract with the client may require Golder to guarantee any subcontractors we use have the same
level of insurance as ourselves. To mitigate any risk, you must obtain evidence of each subcontractor's
insurance policies just as you are required to evidence Golder's.When a large loss arises,courts can often look
to whoever has insurance in place to pay for a loss, so ensuring that your subcontractors carry their own
insurance is a critical component of our risk management strategy.We do not want to be obligated to pay for a
loss caused by someone else.
Another consideration is the issue of ownership of documents that result from carrying out the scope of work.
In general,clients like to own the work products they paid for. These arrangements should be clearly defined in
the Contract prior to the start of work. Golder's concern is that our reports and other documents might be
misused, creating liability for the company.
The review and understanding of nonstandard terms and conditions is essential to mitigate Golder's risk.Terms
and conditions that deviate from standard terms and conditions must be clearly understood by Project
Managers, and the requirements to meet these terms and conditions must be defined to develop the project
scope and minimize risk. All nonstandard or amended Golder Contracts must be reviewed and approved. All
terms and conditions must be reviewed and approved in accordance with the requirements of your region's
ARM. A useful one-rage summary of the terms and conditions to focus on is provided on the PDO SharePoint
site under the Quick Links section.
2.3 Key Outputs
A key output from the Initiating Stage is the decision whether to pursue the project opportunity and prepare a
Proposal during the Planning Stage. The person who has the authority to approve an opportunity go to the
Planning Stage depends on the process that was followed and the decision-making authority in the ARM for
your region or OpCo. For opportunities that follow the ROA process exclusively(i.e.,those that did not trigger a
PRC review), refer to the ARM where the decision maker will primarily depend on the value of the opportunity
(i.e., the gross revenue). For opportunities that trigger a PRC review, the decision is made by the regional
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manager or their delegate, or in certain instances where the global PRC was involved, the Chief Operations
Officer.The PRC process may result in a decision to proceed but with conditions that must be met by the Pursuit
Team. Examples include the participation of the legal department during the negotiating phase if the tender is
successful or the requirement that the project have monthly management reviews over the life cycle of the
project.
All of the processes in the Initiating Stage include a risk management component. Categories include Contract
risks, technical risks, financial risks, schedule risks, health and safety risks, etc. For project opportunities that
require the company to accept and manage multiple risks, best practice is to prepare a risk register that
documents the risks and the controls that will be put in place to manage them. For small projects with relatively
few and moderate level risks, this step may be informal, but the risk management process should be followed
regardless of the project size. For large, complex projects, the results are often used to develop a risk
management plan. Templates for this and other project management—related plans can be found on the PDO
SharePoint site.
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3.0 PLANNING STAGE
Planning includes activities required to establish the scope of the project, define the objectives, develop a plan
to attain the project scope and objectives, and include this information in the Proposal. The planning process
group has the most project management—related activities(Figure 5)of all the process groups,and we typically
perform them under the tight timelines associated with Proposal preparation. Despite the time challenge, it is
critical that the project management and technical teams who are expected to perform the work are heavily
involved at this stage together with any applicable decision makers identified within the ARM.
An important strategic decision during the Planning Stage is how much to plan the project before being awarded
the work. Planning and Proposal preparation effort is typically a non-recoverable cost for Golder. From a
financial management perspective, the more efficiently we can complete planning, or the more we can delay
planning processes until the project is awarded and the client is paying for the work, the lower the non-
receverable Costs to Golder. However, from a risk management perspective, the more planning we do before
Proposal submission, the more definition we will have about the work and deliverables we are proposing, and
the lower our risks will be. For example, if low planning effort results in inaccurate Cost estimates, an estimate
that is too low may result in a financial loss if we win the work; an estimate that is too high may result in losing
the bid to a competitor. The ARM identifies (by monetary value)who must approve the proposed internal costs
of developing a Proposal, and written approval must be in place and documented prior to internal Costs being
incurred to develop the Proposal.
For some Proposals, the amount of planning effort required is relatively small.This is the case for many of our
routine projects where we know the client and the project scope very well and have successfully completed
similar projects in the past.For other projects,such as our construction projects,the project is almost completely
planned before the Proposal is submitted or bid.This is the case for our higher risk and high Complexity projects
with many different work packages. Templates for many of the key processes in the Planning Stage can be
downloaded from the PDO SharePoint site.
PLANNING
Key Inputs Key Processes Key Outputs
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Figure 6: Planning Stage Flow Chart
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3.1 Key Inputs
The key inputs to the Planning Stage include the statement of work in the RFP (or other form of request for
services),pricing information for the resources that will be used on the project,any conditions for approval if the
opportunity went through the PRC process, and the project opportunity risk register(where appropriate).
The client's RFP typically consists of a project description outlining the basic tasks to be performed, a list of
requirements, the work products or deliverables to be produced, and a timeline for their completion. The RFP
will also describe the Contract terms and conditions under which the work will be performed.This information is
the primary basis for developing a Proposal describing the scope of work we will perform,the resources we will
use,the project deliverables, and the associated cost and schedule.
Project resources may include our employees, subcontractors, equipment, materials, and travel, all of which
come with a cost. You will need to know what the unit costs are for all the resources that will be needed to
complete the scope of work to arrive at a cost estimate for the project.
3.2 Key Processes
The global project delivery requirements during the Initiating Stage are listed in Table 4 with references to the
subsections where the requirements are discussed.
Table 4: Planning Stage Project Delivery Requirements
Requirement
Scope ofwork, budget,schedule,deliverables, and Contract terms defined in the Proposal 3.2.1 through
3.2.11
Proposal reviewed and approved 3.2.12
Review/approval of nonstandard or amended Golder Contract 2.2.9
Environmental risk management plan for site work 3.2.8,4.2.7
Golder personnel are trained for fieldwork (internally/externally) including health, safety, 3.2.6, 3.2.8,
and environmental training for high risk activities. Registrations/certificates;are current 4.2.51 4.2.7
Subcontractors and other stakeholders receive HSSE information or training 3.2.6, 3.2.7,
4.2.8
3.2.1 Define Work Scope
A critical first step in the Planning Stage is to define and document what you are committing to deliver.Whether
a physical product or a service,you need to develop a detailed description of the work that will be performed to
produce the deliverables specified in the RFP. This description is typically referred to as the project scope
statement. Developing a project scope statement is a critical step because it provides a documented basis for
confirming or developing a common understanding among the stakeholders of what is being delivered and the
work required to produce it. In addition to describing the activities and tasks that will be performed,the project
scope statement defines any constraints and exclusions,clearly stating what is(and is not)going to be delivered
and exactly what success will look like at the end of the project(i.e.,the acceptance criteria for the deliverables).
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The project scope statement is the basis for the project team to perform
appropriate planning. Once the project is started, project scope
statement guides the project team's work during execution and Typical work scope:
provides the baseline to validate the acceptability of final deliverables. ■ list of deliverables
It also acts as the baseline for evaluating whether change orders or
additional work is contained within or is outside the project boundaries. • acceptance criteria
If we have a clear definition of what we have included,then we will also m assumptions
know when we are outside of our scope.
■ constraints and limitations
Depending on the complexity of the project or the number of
deliverables proposed,the project scope statement may be under one ■ exclusions and boundaries
page in length or could be multiple pages presented as a composition (what is not included)
of project scopes for different phases, or work areas, of the overall
project. In the latter rase, details on the co-ordination of the different
phases are included as well.
3.2.2 Work Breakdown Structure
The project work scope is typically illustrated in a work breakdown structure (WBS). A project may be large,
complicated, and Confusing, and the purpose of the WBS is to break the project down into groups of related
tasks or work packages. Each work package phase consists of the tasks or activities that,when completed,will
produce or accomplish one of the project deliverables. The level of detail in a WBS varies with the size and
complexity of the project.
The WBS process is easiest to describe using an example project. Consider an environmental assessment
project for a client considering investing in a property where an earlier preliminary investigation indicated the
potential presence of environmental contamination.The project deliverables identified in the RFP from the client
consist of four main components: a plan for completing the site investigation, a field program, analysis, and an
environmental assessment report.These four deliverables Constitute the highest level of the Wli as shown in
Figure 7.
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Figure 7: High-Level Components in the Work Breakdown Structure
The next step is to break down each of the four components into lower level work packages or groups of activities
needed to complete the deliverable. Unless you have experience in delivering a similar project in the past, it
may be unclear what activities ortasks are required to accomplish some of the deliverables.When this happens,
it is a project risk that you should address by bringing in others with the requisite background to make sure that
the scope is completely defined.
s Note'.Tm propelmanagement¢mpv,mllcnotelwnIn the example Me for eased flooding NewCcaauml planningasand .Typical p,opclmanagementaGNl4es Include
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Figure 8 shows additional levels of the WBS that have been added, breaking the work down into more
manageable pieces. When completed, the WBS resembles a flowchart in which all elements are logically
connected.The deliverables are at the top of structures that branch into smaller components below,sometimes
more than once.The activities are at the bottom.
Project WBSs can be used in other ways to identify potential project risks. In general, the larger the number of
items at the lowest level in the WBS, the higher the project risk and the more effort that will be required to
manage the project.A WBS that has a branch that is poorly defined compared to the other branches is often an
indication of a scope definition risk and should be reviewed with the project team to determine whether activities
need to be added or refined.As mentioned earlier, it may be necessary to bring in additional resources if a gap
area is outside the expertise of the existing team.
The lowest level of the WBS hierarchy contains the activities and is the basis for developing a schedule.Creating
the schedule requires two additional steps, activity sequencing and duration estimates,which are discussed in
Sections 3.2.3 and 3.2.4. The two processes can be done separately or in parallel. Both tend to be iterative
processes, and there is typically interaction between the two efforts during the Planning Stage.
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3.2.3 Sequence Activities
After developing the activity list, the Project Manager should determine the sequence of the activities.
Sequencing is the process of identifying and documenting the relationships between the activities in the activity
list (i.e., what needs to be done when; Figure 8). It typically involves more than just placing the activities in
chronological order since you must also consider the dependencies between activities: which ones must be
done before, at the same time,or only after another has been completed.
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There are three types of dependencies:
■ Finish-to-start(FS): sequential activities where one must be finished before you can start the next one.
■ Start-to-start(SS):activities that overlap where the start of one triggers the start of another.
it Finish-to-finish (FF): activities that cannot be finished until others are finished.
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Figure 9:Types of Activity Dependencies
An example of a sequenced activity list is presented in Table 5. The sequential relationship for each activity is
indicated in the"Predecessor'column.For example,Activity 1.2 cannot start until Activity 1.1 has been finished.
Activity 1.3 can start at the same time as Activity 1.1 but cannot be finished until Activity 1.2 is finished.
Table 5: Sequenced Activity List
Activity jr� Predecessor and Type
1.1 Review report
1.2 Conceptual site model 1.1 (FS)
1.3 Site investigation plan 1.1 (SS), 1.2(FF)
2.1.1 Mobilize equipment to site 1.3(FS)
2.1.2 Collect soil samples 2.1.1 (FS)
2.2.1 Mobilize equipment to site 1.3(FS)
2.2.2 Install monitoring wells 2.2.1 (FS)
2.2.3 Collect water samples 2.2.2 (FS)
2.2.4 Permeability tests 2.2.1 (FS)
3.1 Soil analysis 2.1.2 (FS)
3.2 Water analysis 2.2.3 (FS)
3.3 Permeability test analysis 2.2.4 (FS)
4.1 Write draft report 3.1 (FS),3.2(FS), 3.3(FS)
There are several ways to visually represent the sequential relationship between activities, including a network
diagram and Gantt chart.Both are visual representations of activities in a project and the dependencies between
them.
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Figure 10 is a network diagram for the example project based on the activities and dependencies listed in Table
5.A majority of the activities are sequential(i.e., FS activities where the start of an activity requires a preceding
activity to be finished). There are two exceptions. Activity 1.3 Site Investigation Plan is a SS activity that can
begin at the same time as Activity 1.1 Review Phase I Report. It also has a FF relationship with Activity 1.2
Conceptual Site Model, indicating the investigation plan cannot be completed until the conceptual site model
has been completed.
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Figure 10: Network Diagram for Activity Dependencies in Table 5
3.2.4 Estimate Activity Durations
Once the WBS is in place and the activities have been sequenced,the next step is to estimate how long each
activity will take. This will provide the basis for developing the schedule for the project as well as estimating the
budget.
A critical concept to understand for estimating durations is that 'Work" and "duration" are two different things.
Work is the effort needed to accomplish a task and is necessary to estimate the cost. For example, you may
estimate the number or hours to prepare a monthly progress report (work) to be eight hours. However, it is
probably unrealistic to plan on someone having eight straight uninterrupted hours to devote to preparing the
report.The process may also require some intermediate steps such as reviews and approvals that need to be
considered.
Duration is the time needed to get the work done, accounting for everything else that needs to get done after
factoring in competing priorities that are part of most employees' day-to-day reality. Taking everything into
consideration, you may decide to schedule a few hours per day over a week period to prepare the report.The
duration for the activity is therefore one-week, not eight hours.Accounting for inevitable delays and competing
priorities when estimating activity durations is an important risk management step in the project planning process
and best practice for setting a realistic end date for the project.
There are several methods for estimating the duration of an activity:
■ historical data from similar projects
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■ expert judgment from peers, managers, and technical talent in your organization
■ experience-based rules based on experience from past projects
■ relative size or scale assessment
■ further decomposition of an activity into smaller pieces of work that are easier to estimate
Instances where none of these methods are available constitute a scheduling risk.
The Project Manager should consult with discipline leads for estimating the most likely (expected)work effort
and duration of the activities in the WEIS. Accurate estimates require clear, specific information about each
activity; therefore, it is important to document any constraints or assumptions that might affect the estimates.
You also need to consider how an activity will be resourced. This is discussed in Section 3.2.6 but in general,
the more resources you can apply to activities,the quicker they can be completed.Another consideration is the
number of available workdays;you need to consider holidays and availability of staff during vacation season.
A good estimating process can help to identify schedule risk. Duration estimates will be of varying accuracy
from rough order of magnitude to more precise estimates. The activity duration estimates that are considered
to be precise should be separated from those that are uncertain, making the risky parts of the project more
visible.
One method for dealing with activity duration uncertainty and risk is to estimate a pessimistic or worst-case
duration for activities in addition to the most likely value. The worst-case estimate for an activity can be
developed by asking the following types of questions:
■ What can go wrong?
■ What are the likely consequences should any issues arise?
■ Are the staff who will be responsible experienced in the area?
■ Have problems been encountered with this kind of work in the past?
■ Does the activity depend on inputs or resources we do not control (e.g., subcontractors)?
■ Are there aspects of the work that are not well understood?
In addition to providing worst-case duration estimates, the responses to these questions provide useful
information for project risk assessment. The source or root cause of potential delays should be added to the
project risk list.
The pessimistic estimate(tp)is combined with the most likely duration(6)to arrive at a weighted average of the
expected duration (t,):
I.= (56+tp)/6
Once the activities' duration estimates have been developed, they are combined with the dependency
information to calculate the minimum project duration. For larger projects, this is best accomplished using a
computer scheduling tool such as Primavera or Microsoft Project. For smaller projects, calculating the project
duration is a relatively straightforward process that can be performed once you have prepared a network
diagram and duration estimates for the project activities.
3.2.5 Identify the Critical Path
The critical path for a project is the series of activities that determine the duration of the project. This will be
obvious on small, linear projects, but a critical path analysis is required for larger, more complex projects.This
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can be done manually as described below for moderately Complex projects or by entering project information
into project management planning software such as Microsoft Project and Primavera for large,complex projects.
If you have access to project management planning software,you can skip over this section.
The activities on the critical path have no flexibility in when they begin and end. You cannot start a task early
because you are waiting for another task to end, and you cannot finish the task later without making succeeding
tasks late. If any activity on the critical path is late,the entire project will be late. Knowledge of the critical path
allows you to see in advance where bottlenecks in a project may occur and allows you to plan how to avoid or
bypass them before they happen.
To manually determine the critical path, you need the network diagram (Section 3.2.3) and activity durations
(Section 3.2.4). Starting with the first activity, you calculate the early start (ES)time and early finish (EF)time
for each activity from left to right through the network. This is referred to as performing a "forward pass."The
activity durations in Table 6 and the network diagram in Figure 11 will be used to demonstrate the process.
The rules for performing a forward pass through a network are:
1) The early start for any activity without a predecessor is 1.
2) For all activities with a single predecessor, calculate the activity's early start by adding 1 to its
predecessor's early finish.
3) For activities with multiple predecessors,calculate the activity's early start by adding 1 to the greatest early
finish of all its predecessors.
4) To calculate the early finish date for all activities, use the equation EF= ES+Duration-1.
Table 6:Sequenced Activity List with Durations
DurationActivity Predecessor and Type
1.1 Review report - 1
1.2 Conceptual site model 1.1 (FS) 2
1.3 Site investigation plan 1.1 (SS), 1.2(FF) 2
2.1.1 Mobilize equipment to site 1.3(FS) 1
2.1.2 Collect soil samples 2.1.1 (FS) 1
2.2.1 Mobilize equipment to site 1.3(FS) 2
2.2.2 Install monitoring wells 2.2.1 (FS) 2
2.2.3 Collect water samples 2.2.2 (FS) 1
2.2.4 Permeability tests 2.2.1 (FS) 3
3.1 Soil analysis 2.1.2 (FS) 1
3.2 Water analysis 2.2.3 (FS) 2
3.3 Permeability test analysis 2.2.4 (FS) 2
4.1 Write draft report 3.1 (FS),3.2(FS),3.3(FS) 2
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Refer to Figure 11 to follow the process in detail:The first activity planned is 1.1, which starts at the beginning
of week 1. The early finish date is equal to the early start date plus the duration minus 1 (1+1-1=1), which
means Activity 1.1 is planned to be completed at the end of week 1. The successor activity to Activity 1.1 is
Activity 1.2, which is assumed to start the beginning of the following week (week 2). The early finish date is
again calculated by adding its duration to its early start date minus 1 (2+2-1=3).
Activity 1.3 is somewhat different in that it can start at time 1 but it cannot be finished until Activity 1.2 is also
finished (FF relationship). This means it has the same early finish time as Activity 1.2. Two activities can start
following the completion of Activity 1.3: Activities 2.1.1 and 2.2.1. Both have an early start date of week 4.The
early finish date for Activity 2.1.1 is the end of week 4 (4+1-1=4). We then Continue with Activity 2.1.1's
successors(in this case there are two:Activities 2.1.2 and 3.1)and continue calculating the early start and early
finish times as before.This continues until we get to the first merge point,Activity 4.1,which cannot be calculated
until we have calculated the early finish for the other predecessor activities, Activities 3.2 and 3.3. To do that,
we need to go back to Activity 2.2.1 and calculate the early start and early finish for Activity 2.2.2 (week 6 and
week 7 respectively).
There are two successor activities to 2.2.2 (2.2.3 and 2.2.4), which both have an early start of week 8. For
Activity 3.2 we once again take the early finish of its predecessor 2.2.3 (which is week 8), add 1 (so we start at
the beginning of week 9), and add the duration of 1 week to the early start date, and then we subtract 1,which
gives us an early finish of the end of week 9. For Activity 3.3 we take the early finish of its predecessor 2.2.4
(which is week 10), add 1 to get the early start(11),add the duration of 2 weeks and subtract 1,which gives us
an early finish of week 12. Now we can progress to Activity 4.1 by using the latest finish date for either activity
3.1, 3.2, or 3.3. In this case 12,Activity 3.3's early finish, is the latest date for week 12. So, Activity 4.1's early
start is week 13(12+1).The remaining dates are calculated for activities 4.2 and 4.3 to arrive at the project early
finish of the end week 16.
As mentioned above, the critical path for a project is the series of activities that determine the duration of the
project with no flexibility in when they begin and end. Looking at the activities in Figure 11, the critical path
consists of the activities shown in yellow.To avoid bottlenecks on the critical path,you will want to assign these
activities to the best and most engaged resources available to increase the probability of Completing these
activities Correctly and on time.
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Figure 11: Network Diagram Showing Early and Late Start Times and Critical Path Activities
The activities that are not on the critical path represent what is referred to as"slack"or"float"and represent any
flexibility available. The larger the float time,the more flexibility there is for those activities. The amount of float
is calculated using the backward pass performed going from right to left through the network.
Referring to Figure 12,the backward pass starts by inheriting the early finish for the last activity(4.3)and making
it the late finish for that activity. The late start is calculated by subtracting the duration from the late finish and
adding 1(16-1+1=16).This is the opposite process used for the forward pass.The late start for the predecessor
activity(4.2)is calculated by subtracting 1 from the successors late start(16-1=15).
The rules for the backward pass are as follows:
1) Presume that the network's critical path has zero float so that its last activity's late finish (LF) will be the
same as its early finish.
2) To calculate the late start(LS)for all activities, use the following equation: LS= LF-duration+ 1
3) For any activities with a single successor, calculate the activity's late finish by subtracting 1 from its
successor's late start.
4) For any activities with multiple successors, calculate the activity's late finish by subtracting 1 from the
lowest of its successors' late starts.
Notice that Activity 4.3's early start and late start are the same and its early finish and late finish are the same
as well. Generally speaking, this is the rase for all activities on the critical path where the path's float is equal
to zero.
Continue calculating the late finish and late start dates for the remaining activities in the network as you did for
Activities 4.3 and 4.2. Note that in backward pass, when two or more successors merge into a single
predecessor (e.g., 4.1), the lowest late start is used to determine the late finish of the predecessor activities
(3.1, 3.2,and 3.3).
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Once the late start and late finish values have been calculated,the float(F) is calculated as follows: F = LF-EF
or F = LS-ES. The number should be the same whether you use start or finish formulas. A difference greater
than zero indicate tasks that have float. The critical path comprises all activities that have zero float. Note that
there can be more than one critical path. For example, if the duration of Activity 2.1.1 were 7 instead of 1, the
early finish would be 12, the same as Activity 3.3. In this case, the critical path would include Activities 2.1.1,
2.1.2, and 3.1 in addition to those shown in Figure 12.
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As mentioned earlier, you can also use computer scheduling tool such as Primavera or Microsoft Project to
calculate the critical path and floattimes.These tools typically represent the sequence and relationship between
activities in the form of a Gantt chart (Figure 13). A Gantt chart is a bar chart that shows when each activity
begins and ends and how activities depend on each other.The activities with red bars are on the critical path.
Some projects require that the work be completed by a certain time or deadline. Some Contracts may even
assign financial penalties if the scope of work and deliverable are not completed by a specified date. In these
instances,you will need to revisit the duration of the activities on the critical path to see if it is possible to reduce
the time required by assigning additional resources so the work can be completed in a shorter period.
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Figure 13:Gantt Chart of Project Schedule and Critical Path Activities
3.2.6 Resource Planning
While duration drives the project schedule,work drives the project budget. Resource planning is the process of
determining the resources required to complete the work in each of the activities in the WBS based on
constraints and assumptions. Resources include project team members, subcontractors/vendors, equipment,
and materials. Understanding the resources required for activities is essential for resource allocation and the
acquisition of equipment, materials, etc. Resources are mapped against the activities in the WBS. Resource
scheduling requires a Project Manager to work closely with subject matter experts to identify the right level of
competence required to meet the quality requirements for project deliverables.
Inputs to resource planning include the project WBS, activity durations, the project schedule, competence
requirements, and the availability of competent resources. Unless a Project Manager has experience in
managing similar activities in previous projects, it is advisable to consult with discipline leads for the activities in
the WBS to determine the level of effort and the skills and staff required and to complete each activity. There
are often trade-offs between the seniority of a technical resource and the time it will take them to complete a
task or activity.
For internal resources,try to identify staff by name and/or level.Effort estimates done without staffing information
are imprecise, and there is significant resource risk until the project staff are named and committed. Avoid
assigning whoever is available instead of finding the right person for the activity or task. Make sure to confirm
any professional registration or certification required for project personnel is current.
Keep in mind that the availability of technical resources may require activity durations in the schedule to be
revised to reflect differences in the productivity assumed in the original estimate of an activity duration.Also, be
aware that resources that indicated they were available during the Planning Stage may have limited to no
availability by the time a project is awarded. It is advisable to periodically confirm the availability of project
resources during the procurement cycle and have contingencies developed for key staff.
The availability of outside resources and services must also be considered. Do not assume an outside supplier
will be available to start at a certain time, especially for services that are in high demand or are assigned to
critical path activities. Golder requires that projects involve only those subcontractors that are on our approved
subcontractor database (see Section 3.2.7). The process of gathering ARM concurrences and approvals and
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completing the approval process for new subcontractors takes time and should be completed well in advance
of when the time they are expected to be needed. The time it will take to negotiate and complete a subcontract
or work/task order beneath an existing subcontractor Master Service Agreement (MSA) should also be
anticipated and reflected in the project schedule to allow enough lead time to avoid any delay. It may be
necessary to engage subcontractors earlier in the process under a Memorandum of Understanding or legally
binding Teaming Agreement which requires support from the legal department and ARM approval.
It is also important to identify all holidays, scheduled time off, and other time that will not be available to the
project. For international projects, identify any scheduling difference for different countries. This needs to be
done for each person, as well as for outside companies, vendors, etc.
3.2.7 SubcontractorNendor Procurement
Subcontractors/vendors are often required to provide services or materials in support of a project. Most OpCos
have procedures for procuring subcontractor services,and the ARM provides guidance pertaining to the review,
concurrence, and approval for use of subcontractors and vendors, including their payment terms. These
procedures outline how we manage subcontractors and vendors, from prequalification through to work
evaluation after their contribution to the project is complete. The Project Manager should plan procurement in
accordance with their OpCo program and their regional ARM.
In general,the following steps should be taken to identify and select appropriate subcontractors/vendors:
■ Identify services required to be performed by a subcontractor/vendor, due to either a client's request or a
lack of required resources internally.
■ Identify equipment or materials required from subcontractors/vendors to meet the project scope. This
includes a requirement that all test and measurement equipment used on the project has been calibrated
and maintained in accordance with relevant regulatory requirements.
■ Identify Contract flow-down requirements that would apply to a subcontractor/vendor. In particular, identify
Contract flow-downs that are more onerous than your region's subcontractor prequalification standard or
those that necessitate the requirement for ARM concurrences and approvals. If the flow-downs are more
onerous, then additional qualification and/or ARM approvals will be required before work can be
subcontracted. Any request for subcontracts to include more favorable terms and conditions than Golder
has with its client are an ARM trigger to be clearly aware of.
■ When a contract contains specific quality management requirements, subcontractors and suppliers will
work under Golder's quality management system if their quality management system does not meet the
contract requirements.
■ Identify any legal or regulatory requirements,qualifications, certificates,and training requirements that are
relevant for the subcontractor/vendor to comply with and any licenses/registrations that they need to have
for the specific scope of work, product, or service being provided. Identify any need for the 3rd Party Due
Diligence process if retaining subcontractors for work in a Restricted Country.
■ Review the list of prequalified and approved subcontractors/vendors that can provide the required services,
equipment, or materials and meet the flow-down requirements. Project Managers must select approved
subcontractors/vendors for our projects.Subcontractors are approved through each OpCo's Subcontractor
Management Program and with necessary ARM concurrences and approvals.
■ Request Proposals or bids from approved subcontractors/vendors as part of the selection process.
The request for a bid should require that subcontractors/vendors provide sufficient information within a set
timeframe to support the timely completion of the Proposal. This involves two-way communications so that
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subcontractors/vendors are able to request further details from the Project Manager to confirm an accurate and
complete bid. The request for a bid forms part of the negotiations with the subcontractor/vendor and should be
reviewed by the Project Manager to confirm that it captures the required scope and contractual relationship
before it is provided to the subcontractor/vendor. The legal department may be able to provide appropriate
tender-like documentation for this purpose.
The process for subcontractor/vendor selection during the Planning Stage can vary, depending on the type of
service being provided and how critical the subcontractor/vendor's contribution is to the project. Possible
processes are as follows:
■ The bid information may be sufficient to complete and submit the Proposal, and subcontractor/vendor
selection occurs after the project is awarded.
■ Subcontractor/vendor selection occurs before Proposal submission, but Contracts with the
subcontractor/vendor are not signed until after the project is awarded.
■ Subcontractor/vendor selection occurs before Proposal submission, and conditional contracts with the
subcontractor/vendor are signed before project award to provide certainty on their bid package.
■ Subcontractor/vendor selection may require preauthorization from the client.
It is preferred that a Golder Standard Subconsultant Services Agreement be used for Contracts with our
subcontractors/vendors.When a pre-approved subcontractor/vendor list exists,an MSA may already be in place
with each subcontractor/vendor(although this may still need to be reviewed to ensure terms are not onerous
given project conditions), in which instance a work/task order must be issued for the specific scope of services,
budget, and schedule and to ensure appropriate flow-down of client terms and conditions as detailed above.
3.2.8 HSSE Management
HSSE planning appropriate to the project complexity and hazards should be completed and integrated in the
planning process.The project complexity level determined at the ROA stage is a good indicator of the types of
HSSE activities and tools that will be needed to manage HSSE project risks.An HSSE Plan is required for high
complexity projects(level 4 and 5), while HSSE risks in moderate and low complexity projects may not require
one. In the latter case, HSSE hazards must be addressed using a combination of risk management tools such
as a Journey Management Plan, an Emergency Response Plan, and Work Method Statements. Refer to the
Global Management Process 205: Pro act HSSE Management document for information and guidance on the
specific tools recommended for different complexity projects. Make sure to account for HSSE human and
physical resource requirements in the activity plan durations, resource planning, and budget estimates. High-
complexity projects may necessitate a separate activity in the WBS for hazard identification and control. In some
circumstances, it may be appropriate to assign dedicated HSSE resources to the project. The HSSE
professionals in each region are available to help with the HSSE planning required for a project and should be
consulted for higher complexity projects.
As in most cases, there are exceptions to the rule. Be aware that lower complexity projects can have higher
HSSE risks that must be appropriately identified and managed. Examples include local, single-discipline
projects with high risk tasks,such as confined space entry, stack sampling or working at heights,working alone
(lone Golder employee)in remote areas, and small drilling projects.
For some projects, Golder assumes the role of prime/principalAead contractor, whereby Golder accepts
responsibility not only for the HSSE of our own employees but for the HSSE aspects of the project for the client,
subcontractors/vendors,and the public. In this circumstance,ARM concurrences and approvals are necessary,
and it may be determined to be prudent for Golder to have a full-time HSSE professional identified in the HSSE
Plan for the duration of the field work program,and the costs associated with this role should be included in the
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Proposal. For projects where the prime/principal/lead Contractor responsibilities are not placed on Golder, but
Golder engages a subcontractor or subconsultant, Golder assumes responsibility for the HSSE aspects of the
project for our employees and for the subcontractor or subconsultant.
Some RFPs require a draft HSSE Plan to be submitted with the Proposal. Example HSSE documents are on
the PDO SharePoint site.
The Project Manager is responsible for planning project activities to achieve our environmental duty of care.
Environmental impacts are identified by reviewing the activities that will be undertaken to Complete the work.
Controls are designed to manage significant issues in line with Golder, client, and legal requirements.
Environmental permits and/or approvals may need to be applied for before work begins.
3.2.9 Quality Planning
Inspection and Test Planning
For projects where Golder is Contracted to perform construction services where a physical product is produced,
inspection, and test plans will be developed. This includes the inspection of all materials received. To prevent
human error, resources for inspection and testing should be provided throughout the project life cycle. Test
plans should specify:
■ test coverage
■ test methods
■ test responsibilities
Contracted third-party testing agencies and relevant individuals must be qualified including confirmation they
meet all regulatory and/or contract requirements.
Golder has a receiving and storage and handling process consisting of specific checklists that document the
handling, storage, preservation, and traceability from time of receipt through the completion of work. This
process is designed to protect the quality of products and prevent damage, deterioration, or loss. Elements
include verification of the packing slip, chain of custody, review of manufacturing specifications, and checking
for the inclusion of a material Certificate if required. Further details of the inspection plans can be outlined in the
project-specific quality management plan.
Project-Specific Quality Management Plan
A project-specific quality management plan may be required for certain client sectors and job types. The
requirement for a project-specific quality management plan is usually part of the Contract. The project-specific
quality management plan defines the acceptable level of quality and describes how the project will ensure this
level of quality in its deliverables and work processes.The acceptable level of quality is typically defined by the
client. Quality management activities ensure that:
■ Products are built to meet agreed-upon standards and requirements.
■ Work processes are performed efficiently and as required to achieve the objective.
■ Non-conforming products are identified, and appropriate corrective action is taken.
Quality management plans apply to project deliverables and project work processes. Quality Control activities
monitor and verify that project deliverables meet defined acceptance criteria and quality standards. Quality
assurance activities monitor and verify that the processes used to manage and create the deliverables are
followed and are effective.
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A typical quality management plan describes the following quality management components:
■ quality objectives
■ key project deliverables and processes to be reviewed for satisfactory quality level
■ quality standards
■ quality control and assurance activities (e.g., auditing)
■ quality roles and responsibilities
■ qualifications and training requirements(companies and individuals)
■ quality tools(e.g., inspection test plan)
■ plan for reporting quality control and assurance problems
■ file naming and document control
The quality management plan may be formal or informal and the style and detail of the quality management
plan are determined by the requirements of the project. The Project Manager is responsible to identify the need
of a project-specific quality management plan (e.g., by reviewing the contract) and the components to be
covered in such a plan.
Project-Specific Document Management and Retention Requirements
Some clients may identify project-specific requirements for document management and document retention.
The contract should be checked to ensure that these are identified and understood in the planning stage.
Some client-specific requirements for document management and retention may contradict Golders
requirements(e.g., to destroy all documents when the project is closed).
It is important to also identify and understand if client or third-party systems are to be used for the transmission
and storage of documents. Consider also what documents and records must be copied or retained within
Golders IT systems and how this will be managed by the project team.
Therefore,client-specific requirements for management and retention of documents should be reviewed by the
legal department to make sure that they are acceptable for Golder. The agreed approach to document
management should be included in the project-specific quality management plan.
3.2.10 Procedure to Request a Bond or Letter of Credit
Some projects require Golder to obtain Contract security. Asurety bond (which includes bid bond,
contract bond, payment bond, maintenance bond) is issued by an insurance company or a bank to guarantee
satisfactory completion of a project by a contractor. In some jurisdictions,or in some cases, rather than a surety
bond,a client may request a different type of financial instrument such as a letter of credit,a letter of guarantee,
or a letter of indemnity ("letter").
Regardless of the financial instrument, all such client requests must be reviewed by the Project Manager and a
member of the regional legal team. The Project Manager and legal reviewer should determine:
■ the deadline date for the bid proposal
■ the location, duration, and value of the project
■ the specific form of contract security required
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■ default events for each applicable bond/letter(i.e., non-payment of subcontractors,failure to complete the
project)
■ recommended risk mitigation for onerous, nonstandard bond/letter forms
■ recommended risk mitigation for onerous, nonstandard contract language, such as efficiency or extended
warranties; liquidated or consequential damages; and broad form indemnities
■ whether this is a joint venture project
■ any exceptions Golder should include in its bid/proposal to manage the identified bond/letter and Contract
risks
If the legal team reviewer and Project Manager determine the project risks are manageable,the Project Manager
must complete a Golder Bond and Letter of Credit Request Form,and then forward it to the regional and global
bond/letter coordinators indicated on the request form. The coordinators will initiate the approval process and
copy Golder's surety broker for processing bonds or the regional finance director for letters.
The regional bondlletter coordinator will seek the written approval per requirements in the ARM. Upon receipt
of approval (written or email), the regional bond coordinator will notify the surety broker or regional finance
director, as applicable, of approval and copy the global bond/letter coordinator and Project Manager. Upon
notification of approval, the surety broker will forward the original bond directly to the Project Manager and
forward a PDF of the document to the regional and global bond/letter coordinators. Issuance of letters will be
managed by the applicable regional finance director.
Following issuance of the bond by the surety broker, the Project Manager must do the following:
■ If the bid is successful and upon receipt of the award notice, immediately notify the regional and global
bond coordinators and provide them with an updated Golder bond request form with the final bond
information.
■ If the bid is unsuccessful, the Project Manager must destroy the bid bond.
■ Immediately notify the regional and global bond coordinators of any project events that may affect the bond
(e.g., claims, demands, significant increases in contract amount, time delays or increase in project
duration).
■ Notify the regional and global bond coordinators when the project is completed.
3.2.11 Cost Analysis
The cost analysis assigns a monetary value to complete the work in each of the project activities.The estimated
costs of all individual activities in the WBS are aggregated to establish the proposed project cost and budget
estimates. The budget provides a view of how much the project is estimated to cost both from a total and a
periodic perspective.
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Estimating the cost is typically done in a spreadsheet and includes the following steps:
11 Enter the activities, activity resources, and the level of effort information into a costing tool such as
Microsoft Excel.The tool should clearly display the resources assigned to the project,the number of hours
required for each resource,and required disbursements for each activity.
2) Determine the rates of each of the resources. In many OpCos, there are standard labor rates based on
level designation or role. For long-temr and major clients or those for which an MSA exists, there may be
separately negotiated rates. You should consult with your supervisor if nonstandard rates are going to be
used.
3) Estimate the costs for disbursements (including mark-up). Disbursements include external laboratory
services, external equipment rentals, subconsultants, subcontractors/vendors, travel expenses, and
employee expenses.
Costs should be estimated for every activity in the WBS.The following items are often overlooked impacting the
profitability of a project:
■ project management
■ project-specific quality management requirements
■ senior review
■ mobilization and demobilization
■ travel time and health and safety training
■ addressing client edits on deliverables
■ attending client meetings
■ managing subcontractors
The cost estimate is the basis for the project budget. As a best practice, the level of breakdown should be
sufficient to facilitate management of the project and allow for collection of key budget metrics. The project
budget baseline consists of a budget number for each line item in the WBS.
For moderate and high-complexity international projects with multiple operating companies, choose a single
currency for cost estimation purposes and convert all costs to that single currency. International and
intercompany work can have large tax implications,and these costs must be included for each of the resources.
Any payment in a currency outside of the currency detailed in the Contract requires further approval per
requirements in the ARM.
3.2.12 Proposal Review/Approval
All Proposals are considered deliverables and must be reviewed and approved. Any mistakes in the Planning
Stage may have significant impacts on our ability to complete the project according to the schedule and cost
we are committing to in the Proposal.Therefore,all elements of the planning process should be checked starting
with the WBS to verify there are no missing activities needed to achieve the deliverables and that the estimated
effort (labor hours, subcontractor cost, materials, travel expenses, etc.) is realistic. The activity durations,
sequencing,and dependencies should also be checked,and the critical path and Contract terms and conditions
scrutinized to assess the impact of not completing one or more critical path activities.
The Proposal review process must be completed by Approved Reviewers as defined by your OpCo or local
procedure. If required by the OpCo procedure, the Proposal must be signed by an Approved Signatory. Check
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with your GAIMS SharePoint site to locate the list of approved personnel. Your local GAIMS coordinator can
help with any questions.
3.3 Key Outputs
The key output from the Planning Stage is a Proposal that clearly defines the work scope, project deliverables,
acceptance criteria for the deliverables, the budget and schedule for performing the work, and any exceptions
to the terms and conditions in the Contract(Figure 5).
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4.0 EXECUTING STAGE
The Executing Stage is where our technical teams conduct their work and produce project deliverables for our
client. Executing the project includes activities performed to prepare the deliverables defined in the Proposal to
satisfy the project objectives and scope.Templates for many of the key processes in the Executing Stage can
be downloaded from the PDO SharePoint site.
The number of project management activities in the Executing Stage is smallerthan most would expect because
the typical project management functions (e.g., progress tracking and reporting) are completed under the
Monitoring and Controlling Stage. The Executing Stage processes involve project start-up, including but not
limited to opening project numbers and fling systems, managing accounting and invoicing procedures, holding
the project kick-off meeting with the project team, developing information transfer protocols, and conducting
procurement(Figure 14).
The Executing Stage runs in parallel with the Monitoring and Controlling Stage until the project deliverables are
accepted by the client. Once the deliverables are deemed acceptable by the client,the project moves from the
Executing Stage to the Closing Stage. To successfully manage the execution of project work, the Project
Manager needs to proactively identify and avoid issues that may hinder conformance to the plan or mitigate
them before a variance from the plan occurs. The Project Manager must confirm that the project team is clear
on the expectations set out in the plan so that the team is also working to avoid issues that may impact the
execution of project work.
EXECUTING
Key Inputs Key Processes Key Outputs
Contmcr ramrae Negotimions ManagePmouremem Projrd M anagement
Proposal Plan
Pmjat Setup nualiryAssuanre H%E Plan
So ori-MatorC nftmts
BWOs
9asiwoh ONers Manage Peliverahles prOgeX Reports
Appmvetl uelivembles
Proj�ntm.�emem PHn Manage rnmm,noum Filing System
Amernhle PmjeRTeam poo,mem Managanem
Kick-0If Melling Managelmni[es
HSSE Mar,agemem
Figure 14: Executing Stage Flow Chart
4.1 Key Inputs
The key inputs for the Executing Stage are the project Contract and the Proposal documents.
4.2 Key Processes
The global project delivery requirements during the Initiating Stage are listed in Table 7 with references to the
subsections where the requirements are discussed.
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Table 7: Executing Stage Project Delivery Requirements
Requirement
Environmental risk management plan for site work 3.2.8, 4.2.7
Golder personnel are trained for fieldwork(internally/extemally) including health, safety 3.2.7. 3.2.8,4.2.7
and environmental training for high risk activities. Registrations/certificates are current
Client Contract signed by both parties 4.2.1
Signed BWO agreement for intercompany work 4.2.3
Properly executed subcontractor agreement 4.2.8
HSSE plan commensurate with project complexity 4.2.7
Approved HSSE Plan for field work 4.2.7
HSSE Plan communicated to field personnel and subcontractors 4.2.7
Completed Individual Travel Assessment(ITA)for travel to or through International SOS 4.2.7
high and extreme security risk locations and extreme health risk locations
Subcontractors and other stakeholders receive health, safety, security and 4.2.7
environmental information or training
Equipment calibrated at time of use 4.2.8
Test or monitoring results obtained with equipment out of calibration or service period 4.2.8
are properly reassessed
Subcontractors/subconsultants/labs used are in the approved subcontractor database 3.2.6. 3.2.7,4.2.8
and have current appropriate insurance and HSSE data
All deliverables sent to the client must be appropriately reviewed.This includes draft and 4.2.3,4.2.9
final versions of reports, memos, models, databases, design drawings, presentations,
etc. Review is documented per OpCo requirements
All intermediate work products must be checked by a qualified person. This includes 4.2.9
figures, field documents, calibrations, lab results, data provided from external sources,
tables, etc. Checking documented per OpCo requirement
All deliverables approved for issue per OpCo/regional requirements 4.2.9
Deliverables under a BWO signed per BWO signing requirements 4.2.3,4.2.10
Documentation that electronic signatures used for deliverables had signatory's approval 4.2.9
Filing structure set up as appropriate for the project and all documentation relevant for 4.2.12
the project(including emails)kept on file(electronic or hardcopy)
Confidentiality and project security requirements identified and implemented 4.2.12.1
4.2.1 Contract Negotiations
The transition from the Planning Stage to the Executing Stage occurs when there is a signed Contract. Each
regional ARM identifies who can approve a Contract on behalf of Golder, based on the specific project
considerations.
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Proceeding to the Executing Stage without a signed Contract exposes Golder to unacceptable risk and is not
permitted unless you obtain approval to"work at risk" as defined in the regional ARM requirements. The level
of approval required depends on the amount of project budget you are seeking approval for. An approval to
work at risk is also required when a client provides a written authorization to proceed. Ultimately, you are
required to attain a contract signed by the client and Golder before exceeding the expenditure limit approved
via the ARM process.
4.2.2 Project Setup
It is the Project Manager's responsibility to ensure that a project setup form is completed and signed by the
Project Manager and other Approved Signatories per OpCo requirements and submitted to the appropriate
finance and accounting team member for entry into the accounting system. The project setup form must be
accompanied by a signed Contract/notice to proceed and any necessary supporting documentation.
When completing the setup form, it is necessary for the relevant terms of the Contract to be reflected in the
form, such as the billing address, billing type, rates, mark-ups, Contract number reference, special invoicing
requirements,etc.The setup form is the Project Managers means for communicating to the billing staff how the
project is to be invoiced to the client. Contact your local or OpCo finance team for information on the project
setup form.
4.2.3 Basic Work Orders
A BWO is required whenever a Golder OpCo wishes to have another Golder OpCo work on a project. The
Golder OpCo under Contract with the client is referred to as the prime Golder tympany. The second OpCo is
in essence a subcontractor to the prime Golder company.The BWO becomes the Contract between the Golder
prime and subcontractor companies by referencing the appropriate intercompany agreement(Basic Agreement)
that already exists between the different Golder operating companies. The BWO form is used to document the
scope and schedule of work to be performed by the subcontracted Golder company, basic budget information
(labor, travel, and other direct costs), and project information (name, project number, etc.). The BWO must be
signed by Approved Signatories from both Golder OpCos.
While employees from different Golder companies are used to working closely together on projects, it is
important to remember the prime Golder company is the point of contact with the client. Proposals,
correspondence, reports, and other deliverables may only be issued by the prime Golder company. The prime
Golder company is responsible for maintaining a full record of all relevant project documentation delivered to
the client (including communication with client) including documents prepared by the subcontracted Golder
company.
In the event a client wants direct contact with a subcontracted Golder company to discuss contractual,financial,
or technical matters, the client must work through the prime Golder company or execute a separate Contract
between that subcontracted Golder company and the client. Exceptions are allowed for minor things such as
making logistical arrangements(e.g., arranging logistics for a site visit).
All work performed by a subcontracted Golder company under a BWO must comply with the same requirements
as the prime Golder company based on the terms and conditions in the Contract with the client. The prime
Golder company and subcontracted Golder company must agree on which company will be responsible for
reviewing deliverables developed by the subcontracted Golder company. Project reports that are jointly
prepared documents must be issued to the client by the prime Golder company.The report may only be signed
by employees of the prime Golder company, in accordance with the signing authority procedure of the prime
Golder company. Project reports prepared entirely by a subcontracted Golder company must be signed by a
properly qualified professional who performed the work or in responsible charge of the work.This report is then
submitted to the client with a cover letter from the prime Golder company. An alternative to including personal
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signatures on a deliverable is to sign the deliverable(report, letter)using the company name only(no employee
name).
4.2.4 Project Management Plan
The project management plan provides information about the project, its goals, the project team, timing, and
deliverables. It is used to facilitate communication among project stakeholders and document approved scope,
cost, and schedule baselines. Project management plans can be short and to the point for small, medium
complexity projects or more in depth for large, complex projects. Project management plans are typically not
needed for small, straightforward projects. In these cases, the Proposal can often be used as the project
management plan.
The content for the project management plan comes from the Planning Stage where the project scope and
objectives were established and the work that will be done to complete the project deliverables. Products from
the planning process (Sections 3.2.1 through 3.2.12) that ran be included in the project management plan
include the WBS,activities,milestones,schedule,dependencies,resources required,procurement,HSSE Plan,
risk register, and how the project will be executed, monitored, and controlled.
The project management plan should be shared with the project team so that there is clarity on how the project
will be executed. The project management plan may also be shared with the client and, in some cases, the
client may sign off their agreement with its approach.
4.2.5 Assemble Project Team
The process of assembling the project team should be started when we have received confirmation Golder is
being awarded the Contract. This typically involves engaging the appropriate operational managers (group,
division, business unit, or office managers) to confirm that the resources required for the project team are
committed to the project with a high degree of certainty.
If new team members need to be hired, the Project Manager should work with the operational managers and
appropriate regional Human Resources departmenito begin the hiring process and obtain approvals as required
by the ARM. If resources are to be assigned to the project from other Golder OpCos, a BWO will need to be
completed (Section 4.2.3).
Some projects will require certain personnel to have specific professional registrations or certifications. In other
cases, field personnel will be required to have received specific health, safety, and environmental training for
high risk activities (e.g., confined space entry). Project team members performing work affecting quality must
have appropriate training and experience. It is the Project Manager's responsibility to verify that all required
registrations,certificates, and training requirements for personnel are current prior to working on the project.
4.2.6 Kick-Off Meeting
The kick-off meeting with the project team is an opportunity to define the project and establish a common
purpose toward completing the work.Walk the team through the activities in the WBS and the planning process
used to arrive at the schedule and budget. Point out activities that are potential bottlenecks in completing the
project(the critical path activities). Use the opportunity to discuss project risks and the mitigation measures that
will be used manage them.
Consider including the following information as part of the kick-off meeting:
■ list of project deliverables and any acceptance requirements
■ how to access the Office365 project site
■ the list of critical path activities
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■ key milestones
■ HSSE Plan and any training requirements
■ quality management and assurance review requirements
■ the roles and responsibilities and process to address non-conformances and corrective action(per Section
4.2.9)
■ subcontractortvendor management and oversight
■ project-specific quality management and training requirements
■ need to agree on a common file naming convention(e.g., for intercompany projects)
■ any contractual risks and how they are being managed
■ stakeholder-specific considerations
■ communication plan
Empower team members to own their responsibilities and to ask for help when needed. The objective is to
complete the project successfully, and it is up to everyone to do their part and to help one another. Remind
them that teamwork is essential and of the importance to look out for one another, especially when working on
field activities.
4.2.7 HSSE Management
Protecting the health, safety, and security of every employee, protecting the environment, and preventing loss
are a priority on every project.All members of the project team, including subcontractors, must be fully aware
of the identified potential and actual hazards/environmental issues and the applicable controls throughout all
phases of a project(including emergency response procedures). For projects involving field activities, all field
personnel must document they have read and will comply with the HSSE Plan before working on a site. For
projects where an HSSE Plan is not practical,field personnel must document they have read and comply with
the alternative risk management controls for the project (e.g., Journey Management Plan, Work Method
Statements[WMSs]).The required elements for effective management of HSSE risks are outlined in the Global
HSSE Manual and described in more detail in the Global Management Process 205:Project HSSE Management
document.
For projects requiring travel abroad,employees must complete an Individual Travel Assessment(ITA)for travel
to or through International SOS"high"and "extreme"security risk locations and "extreme"health risk locations.
The ITA must be complete prior to initiating the travel. Refer to the Global Management Process 205, Project
HSSE Management document for more information.
Our role and responsibilities for HSSE when Golder is the prime contractor for a project is often confusing. Many
owners and subcontractors misunderstand this role and what it means on their projects. Clarifying our
responsibilities when we have entered into a prime contractor agreement starts with the Contract,and there are
a few things to consider to prevent injuries and incidents on a project and protect Golder's reputation should
something go wrong:
■ Get it in writing. Usually any misunderstanding in HSSE responsibilities starts when there is not a written,
signed agreement about safety roles between the client and the prime contractor.Verbal understandings
or assumptions are confusing at best and they may lead to Golder taking on more responsibility than we
initially agreed upon. To avoid this, consider adding information in the Contract that specifies who is
responsible for what in terms of health and safety.
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■ Identify,address,and correct hazards.One of the most important responsibilities of the prime Contractor
is to identify hazards and establish appropriate corrective actions to prevent incidents and injuries. This
process may require the active participation of our clients and subcontractors as the "experts"in the area
or tasks they are fulfilling, but the ultimate responsibility rests on us as the prime contractor to confirm that
hazards are communicated and understood by everyone and that all corrective actions have been taken.
Is Communicate and coordinate with subcontractors. Subcontractors have an important role to play in
eliminating or minimizing risk to their workers, but it is up to the prime Contractor to Communicate and
coordinate activities with others on the work site, specifically by:
• receiving information from each subcontractor regarding the names of those supervising workers and
those responsible for health and safety activities
• ensuring that subcontractors inform us of all hazards associated with their work and any changes that
may impact the safety of themselves and others
• attending site meetings and soliciting input into the daily Job Safety and Environment Analysis(JSEA)
and toolbox talks with all subcontractors and others who may be impacted by the project or our work
while Confirming compliance with Golder's HSSE Plans and the relevant parts of the local health and
safety regulations
■ Establish an Emergency Response Plan. It is the responsibility of the prime Contractor to create and
communicate the Emergency Response Plan Considering the number of people at the work site, activities
taking place outside of normal work hours, and the types of emergencies that have the potential of
occurring on the project.The duties and responsibilities of each subcontractor and their individual workers
must be included, as well as any training and equipment, including first aid supplies. An emergency
response drill should be conducted according to GMP 205 Project HSSE Management.
■ Maintain accurate and up-to-date records. In the event of an incident on your project, you may need to
be able to prove that certain activities occurred. To protect yourself and Golder from liability or
embarrassment after an incident or when an inspector visits your site, it is important to maintain the
following records:
• site orientation records
• notes from site safety meetings, including JSEAs, WMSs, and toolbox talks meeting attendance
• worker observations and reviews of subcontractors'safety systems and activities
• site and equipment inspection reports
• first aid records
• training records
4.2.8 Manage Procurement
Procurement is the process of acquiring the materials, goods, equipment, systems, structures, and services
required for the Completion of the project. It is the process of implementing the procurement plan to engage the
subcontractor/vendor who meets the selection criteria in a subcontract for the work or goods required.
Su bcontractors/Vendors
Project Managers must use approved subcontractors/vendors for our projects. Subcontractors/vendors are
qualified through each OpCo's Subcontractor Management Program, or equivalent local or regional procedures
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(Section 3.2.7). Check whether the project contract requires client pre-approval or notification prior to the use
of a subcontractor.
Once the bids that meet all requirements set out by Golder and the client in terms of Cost, schedule, and other
potential criteria (i.e., client approvals, project-specific quality requirements, training and qualifications, health
and safety concerns)have been assessed,the subcontractor/vendor can then be engaged in a subcontract with
Golder for the relevant services and/or goods. If we have an MSA with the subcontractor, a work order or task
order is required before a subcontractor can work on a project. The work/task order legally binds the terms and
conditions in the MSA with the authorized scope of work, schedule, and budget. If we do not have an MSA in
place with the subcontractor, a Project-Specific Service Agreement, specifying the authorized scope of work,
schedule,budget and the contract terms and conditions is required. It is also important that any Flow-down terms
that stem from clients, legal or regulatory requirements, and need for licenses, registration, or training are
referenced as part of the work/task order or Project-Specific Service Agreement.The last step is to obtain any
ARM approvals and then obtain signatures from the Subcontractor and Golder signatories. Refer to your
region's ARM for approvals necessary prior to signing a subcontract.
Once the work/task order or Project-Specific Service Agreement is signed by both parties (the subcontractor
should always sign first), the Project Manager should follow the appropriate OpCo process for subcontract
document retention.
Equipment
The Project Manager is responsible for all aspects of calibration and management for equipment used in the
project to Collect data used for deliverables. This includes but is not limited to:
■ confirming that all test and measuring equipment is checked out per the local process
■ ensuring thatthe equipment is safeguarded properly while in use on site,and that the equipment is cleaned
after use and checked back in
■ confirming that all equipment is calibrated or verified (including electrical testing where that is required by
legislation) prior to its use in a project and that all on-site calibration is documented; the calibration
documentation must be kept with the instrument and it is good practice to keep a Copy in the project file
If equipment is purchased for a project, the Project Manager is responsible for ensuring the equipment
coordinator is notified and all relevant documentation necessary for calibration and maintenance of the
equipment is provided. If a new type of equipment(i.e., has never been used before)is purchased for a project
or if changes are made to the type of equipment used on a project, the Project Manager should liaise with the
HSSE lead and equipment Coordinator to support the identification and assessment of any new health and
safety hazards before using the equipment.The assessment must be documented.
If equipment is determined to be defective during the course of the project, the Project Manager must assess
the validity of results obtained since the equipment was known to be in calibration. Tests/analysis associated
with any suspect results should be repeated with properly calibrated equipment. The Project Manager should
make sure suspect or defective equipment is tagged as being but of calibration/service.'
As good practice, it is recommended that external laboratories used in projects provide calibration
records/certificates or similar information for equipment used in the testing.
More details on equipment calibration and maintenance can be found in GP3—Calibration of Test Equipment.
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Material Provided by the Client
If instruments or other material is provided by the client, it is the responsibility of the Project Manager to check
that it is fit for purpose,that it is properly managed and maintained throughout the project, and that it is returned
to the client as agreed. In case the instruments or other material are not fit for purpose, the client must be
contacted and informed about it and actions defined. If the client does not provide relevant information for
equipment provided by the client and used in the project (e.g., certification certificate), this should be
documented appropriately in the deliverable or associated documentation.
4.2.9 Quality Assurance
Quality assurance refers to the planned activities that will be implemented to provide confidence that the project
deliverables and services fulfil the project requirements. During the project, a key quality assurance
responsibility of the Project Manager is communicating the quality assurance requirements to the project
personnel, and monitoring project performance against these project metrics to confirm that project personnel
are conducting their work in accordance with the project scope, schedule, specifications, technical procedures,
and quality assurance requirements.
The review role is a critical step in the management of risk associated with our business. It is Golder's policy
that all deliverables that provide commercial, technical, or legal advice or otherwise attract financial or brand
risk to Golder must be reviewed and the review be appropriately documented. Please refer to the GAIMS site
or contact your local GAIMS coordinator for the list of or requirements for Authorized Reviewers in your OpCo.
Ideally, acceptance criteria for deliverables should be agreed upon with the client before work on the project
has commenced. Acceptance criteria can represent certain essential requirements that must be met within the
final deliverables themselves, or specific conditions that must be met during the process in which those
delivembles are assembled and completed.
Acceptance criteria for consulting services where deliverables are often reports and recommendations are
sometimes a challenge to develop. Golder has an acceptance workflow that documents must go through before
they may be delivered to a client. It is critical that as part of project scheduling time is included for all steps a
project deliverable needs to go through. It is probable that documents will require some rework and approvals
before reaching the final acceptance.
Project quality assurance is typically provided by technical specialists who are qualified to review a work product.
In the case of a technical report that covers work performed involving multiple technical areas and disciplines,
the technical review may involve more than one person depending on the technical nature of a project and the
services being provided.
Design and investigation deliverables must be reviewed against the client needs and requirements specified in
the Contract and work scope in the Proposal. Examples include drawings, model results, and technical
recommendations. The review must verify that the deliverable satisfies the contractual requirements and
relevant acceptance criteria (Section 3.2.1). In some cases, multiple review stages may be required based on
a percentage completion basis(e.g.,construction documentation up to a 33%,66%,and 99%fora major design
and construction project). Drawings and figures with a title block must be initialed by a qualified person. Where
professional seals are being applied to documents, all professionals must comply with the regulations set out
by the governing body for their profession in the jurisdiction applicable to the work.Check your OpCo procedures
to determine the Approved Reviewer requirement for the different types of deliverables.
All intermediate work products such as field logs, tables, and figures must be checked by a qualified second
party. Wherever practicable, all advice provided to a client, whether in meetings, during site visits, telephone
conversations, etc., must be documented, reviewed by an Approved Reviewer, and stored in the project files.
In some cases, report deliverables are provided to the client in draft format.The number and format of reviews
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the client is allowed to conduct on the draft deliverable should have been included as part of the Proposal and/or
project management plan. The documentation describing the acceptance criteria should be sufficiently clear
and specific that there is no doubt as to whether a deliverable conforms. In the case where draft documents are
provided to the client, the documents should not be signed. In addition,a"Draft"watermark should be included
on each page or in the footer.
Deliverables must be approved for issue. This is most commonly done by Approved Signatories signing report
deliverables unless otherwise specified per OpCo procedures. Special requirements apply to the signing of
deliverables prepared under a BWO agreement (Section 4.2.3). If electronic signatures are used, proof of
permission (typically in an email) to use an electronic signature must be obtained and recorded in the project
files. The signature approval should specifically identify the document for which it is approved (e.g., document
name or number, version number). Nonstandard, non-report format submissions (memoranda, standalone
drawings,etc.)must be accompanied by a transmittal letter and signed per OpCo procedures.
After the client has had an opportunity to review the deliverable,the Project Director, Project Manager, and the
client should discuss any feedback the client has on the deliverable and confirm whether the deliverable is
acceptable to the client. The outcome of this discussion should be one of the following:
■ If the client accepts the deliverable, the client should document their acceptance. If this is the final
deliverable for the project, the project moves to the Closing Stage.
■ If the client requests modifications to the deliverable that fall within the project scope in the Proposal, the
deliverable should be revisited, modified, and internally reviewed through the quality assurance process
before being returned to the client for sign-off.
■ If the client requests modifications that fall outside of the agreed upon project scope, a change order
request must be submitted, and client comments must be retained.
While results of quality assurance activities always need to be documented, the level varies depending on the
type and complexity of a project,specific client requirements, or agreements/requirements outlined in a project-
specific quality management plan. If a project-specific quality management plan has been agreed to with the
client and non-conformances related to the quality plan have been identified, these need to be documented,
including corrective actions to be taken to resolve those issues. The documentation should follow the process
outlined in the project-specific quality management plan.
If the work product following the delivery to the client(i.e., after the internal quality assurance process)does not
meet the acceptance criteria, documentation is required to document the nonconformity, any corrective action
taken, and the closeout. The process for this documentation should follow the non-conformance process as
outlined in GP2— Management Processes unless project-specific requirements have been agreed upon in a
quality management plan or confidentiality restrictions apply. Any revisions of the work product must undergo
the internal review process as described above before being issued to the client.
In the event Golder receives material that does not conform to quality specifications, the non-conforming
material must be segregated and identified as 'do not use" until the non-conformance has been resolved
(Section 3.2.9). The Project Manager should follow up to confirm corrective actions were implemented. The
results of the quality assurance activities are consolidated and documented in the Record of Review, which
confirms that the appropriate level of review and sign-off of all inputs and deliverables has occurred and
appropriate documentation is available in the project files.A record of non-conformances must be maintained,
and client communication provided as required per contractual, regulatory,or other established requirements.
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In the event Golder receives data or documents from a client, it is checked and kept safe and if relevant per
agreed confidentiality requirements.The client is advised promptly if data or documents were damaged, lost,or
deemed unfit for use.A record is maintained.
4.2.10 Manage Deliverables
Deliverables being provided electronically should be provided in a password-protected pdf format unless it is a
scanned document,or another format is specified in the Contract.A secure file transfer protocol should be used
to transmit the files whenever practicable.If the deliverable is sent in an email,it should be sent as an attachment
and not be incorporated into the body of an email. Strong password protection is recommended to avoid
alteration. It is also recommended that the document is encrypted during transmission. For information on how
to protect and encrypt documents please see the guidelines on the Business Information Services SharePoint
site.
If a report prepared by a subcontracted Golder company is a complete deliverable, the report must be issued
using the appropriate(subcontracted Golder company)letterhead and only include the signatures of employees
of the subcontracted Golder company.The prime Golder company must then issue the report to the client under
a separate cover letter that is signed only by its employees in accordance with the signing authority policy of
that Golder company. The only exception where an employee from the subcontracted Golder OpCo can sign
Proposals,letters,and reports on behalf of the prime Golder company requires a formal Resolution of the Board
of Directors of the prime company. Contact the legal department for more information.
4.2.11 Manage Communication
Communication refers to the process of creating, collecting, distributing, storing, retrieving, and the ultimate
disposition of project information.This process occurs primarily during the Executing Stage process group when
the majority of project information is generated.
Providing clients, team members, and other stakeholders with regular, consistent communication throughout
the project life leads to greater understanding of project performance and awareness of project status; clients
and other stakeholders who receive timely,relevant project information are much more likely to be satisfied than
those who do not.
Every project has information to communicate throughout its life cycle; the level of effort required to do so will
vary Considerably depending on the complexity of the project and its information distribution requirements. For
low complexity projects, it is expected that the Project Manager will distribute project information.
It is the Project Manager's responsibility to detemline the project communication requirements. For low
complexity projects, these requirements are typically described in the Proposal. At a minimum, the Project
Manager should distribute relevant project information at milestones identified in the project schedule. Client
communication requirements for low complexity, short-duration projects can be as straightforward as an email
or telephone Conversation between the Project Manager and the client.
The project Communication requirements should be reviewed at the start of the Execution Stage to Confirm that
they are still relevant to stakeholders (both external and internal) and reasonable to implement as planned.
Consideration should be given to tracking all documents sent to or received from the client in a documentation
log. The documentation log should include the type of document, the date received/sent, a unique document
number, and where the original is stored.
A primary objective of distributing project information is to keep stakeholders(the client in particular) up to date
on the project's performance. Key project Communications include:
■ project reports and records,managed according to the project communications plan and quality and HSSE
requirements
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■ details of approved changes and resolved issues to be distributed to the client,the project team, and other
appropriate stakeholders(e.g., internal stakeholders such as division,office or regional managers)
■ project performance information as described by the Monitoring and Controlling Stage processes,including
procurement management
■ changes in key personnel
■ feedback from stakeholders
■ lessons learned documentation
Communication should not be one-way. Feedback loops are important to avoid miscommunication due to such
things as language or software barriers. The Project Manager needs to confirm that information has been
received in its entirety and understood by the recipients. This confirmation is particularly important when
communicating information related to project changes. Keeping an open, ongoing dialogue with the client,
project team,and key stakeholders throughout the life of the project helps to ensure that all parties are satisfied.
4.2.12 Document Management
The Project Manager is responsible for establishing the project file structure and for filing all project relevant
documentation. All documents relevant for the project must be filed in a way that they are clearly linked to the
project (i.e., project number and date) and easily retrievable. If relevant, a common file naming convention
should be agreed on for the project, especially for intercompany projects. The regional PDO representative
and/or the local GAIMS lead should be contacted for already existing file naming conventions.
Golder has adopted a common fling structure to organize documents for efficient use and retrieval. Electronic
fling of project documents must follow the high-level folder structure, see Appendix A.
4.2.12.1 Confidentiality
A client will often want all information to be maintained as confidential because the information provided to the
client and obtained through the performance of the work scope may be the basis of transactions or enforcement
action, or may involve trade secrets, etc. Furthermore, maintaining client confidentiality facilitates openness by
the client to provide needed information to complete the scope of work. It is the client's responsibility to clearly
identify what information is considered to be confidential. Confidentiality requirements are typically described in
the RFP and included in the terms and conditions of the Contract.The confidentiality conditions may not include
information that must be specifically disclosed by law.
It is the responsibility of the Project Manager to ensure that the confidentiality requirements expressed by the
client are met.
4.2.13 Manage Invoices
Managing invoices is the process of developing the invoices for the client and working to ensure prompt
payment. As Golder is a consulting firm, our cash Flow relies on billing our clients for work done; therefore,
prompt invoicing of our clients according to Contract temrs is crucial to the financial profitability of a project.
Before initiating the invoicing for a project, it is important that all the inputs are available for reference and are
organized and filed appropriately. These inputs include the Contract(which should include rates, billing cycle,
and any information required to be on each invoice), BWOs, purchase orders,and confirmation of correct client
billing information (e.g., contact name, address, and method of submission). Once these items are in order,
invoicing procedures can be set up, beginning with the Project Manager sharing all the above contractual
information with the finance team.
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The Project Manager is accountable for the correct and timely invoicing of the project according to the terms of
the Contract. The Project Manager should work closely with their billing team to ensure that this task is
performed properly, to facilitate smooth and timely payment from the client.
Examples of things that often hold up payment of an invoice include:
■ incorrect client name
■ purchase order is not referenced
■ invoice exceeds amount in the purchase order
■ no back-up for expenses
4.3 Key Outputs
The key outputs of the Executing Stage are a signed Contract for the project, the project management plan (if
one was required)and HSSE plans,signed subcontractor and subconsultant agreements or task orders,a BWO
for other Golder OpCos working on the project, a fling system for all project-relevant documentation that meets
any confidentiality requirements in the Contract,and deliverables that were properly reviewed and accepted by
the client.
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5.0 MONITORING AND CONTROLLING STAGE
The Monitoring and Controlling Stage occurs concurrently with the Executing Stage and includes activities
required to track, review, and regulate the progress and performance of the project; identify areas in which
changes to the plan are required; and initiate the corresponding changes (Figure 15). It should involve the
activities that are viewed as traditional project management functions, including managing change orders;
controlling the scope, budget, and schedule; reporting progress both internally and to the client; administering
the Contracts and performing quality assurance; and evaluating the effectiveness of the quality assurance and
HSSE programs (i.e., inspections, assessments, audits, and surveillance). Leamings should be logged in the
internal learnings database. The Monitoring and Controlling Stage continues as long as there is work being
executed on the project.Templates for many of the key processes in the Monitoring and Controlling Stage can
be downloaded from the PDO SharePoint site.
All monitoring and controlling must be done to comply with the terms of the relevant Contract(usually the client
Contract,but subcontracts may also be relevant).Many monitoring and controlling activities will not have a direct
Contract compliance component, but the Project Manager should identify in each rase whether it does. The
most significant monitoring and controlling processes that involve Contract compliance are usually scope
change(variations)and project delays (extensions of time).
Continuous monitoring of the project's progress gives the Project Manager insight into the health of the project
and identifies areas that may require special attention. Control includes determining and communicating
corrective or preventative actions,or re-planning, and following up to determine whether the actions taken have
resolved the performance issue.
A Project Manager must be aware of the factors that ran affect the success of a project.Variations do not always
appear as schedule delays or cost overruns; scope creep or inadequate levels of quality can also cause
variations.The key to effective control of project work is accurate and up-to-date information about the progress
of a project. To assume that a project is on track because work is being completed creates the risk of project
failure due to unidentified and uncontrolled variance from the project plan(i.e., the budget and schedule).
Change requests are addressed as part of the Monitoring and Controlling Stage.Traditionally in Golder,change
requests have been called a scope change or variation. However, because these changes are often related to
areas other than just scope, such as schedule, budget, and quality, the term change request is used in this
document.
When a change is identified during the Executing Stage, it is reviewed internally to determine whether it is an
appropriate change to send to the client. If so, the activities performed during the Planning Stage (WBS,
sequencing,duration, resources,etc.)should be revisited and updated.All change orders need to be reviewed
by an Approved Reviewer per your region's ARM before they are issued to the client. These changes are sent
to the client as a change order to obtain authorization to proceed with the change. Once authorization is
received,the aspects of the project affected by the change order return to the Executing Stage activities. If the
change order is substantial enough to possibly change the Complexity level of a project to a high complexity
project, or if the change includes a newly identified ARM trigger which requires a PRC review, the Project
Manager should contact the PRC Administrator in their region to schedule a PRC review.
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MONITORING AND CONTROLLING
Key Inputs Key Processes �� Key Outputs
• ContraR Change Requests
• Projett Management
Plan Status Rev'�ew Meetings
• Risk Management Plan
• Cost baseline Control5wpe
• Schedule baseline
Gmrml Schedule
WmolCwt
faitrol Vmject Risk
Figure 15: Monitoring and Controlling Stage Flow Chart
5.1 Key Inputs
The key inputs for the Monitoring and Controlling Stage are the project Contract,the Project Management Plan
and Risk Management Plan. Low complexity projects may not have a formal Risk Management Plan and rely
instead on a risk register or some other documentation describing the key project risks and mitigation measures
to address them.
5.2 Key Processes
The global project delivery requirements during the Monitoring and Controlling Stage are listed in Table 8 with
references to the subsections where the requirements are discussed.
Table 8: Monitoring and Controlling Stage Project Delivery Requirements
Requirement Manual Section
Change orders: changes to the scope of work and budget must be documented, 5.2.2.1
internally reviewed and approved, and authorized by client
771
5.2.1 Status Review Meetings
The Project Director is responsible and accountable for the regular review of project progress based on the
project plan. If there is a variation between actual progress and the plan, the Project Manager should consider
how the variation will be addressed. An important consideration is how often to gather information and review
progress. Progress data are collected to determine the project's health and decide whether preventive or
corrective actions need to be taken to meet project objectives. For this to be a useful exercise, data need to be
gathered and analyzed at a frequency that facilitates effective preventive and corrective action. For example,
waiting until the fifth month of a six-month project to gather progress data is likely too late for any proactive
action to be taken if the project is not progressing according to plan.
For most projects, progress review should be done every two months or monthly when the project is active. For
projects that experience multiple or critical variances,the frequency of the review should be increased until the
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situation is brought under control. For moderate and high complexity projects,weekly internal progress meetings
should be scheduled. These meetings could include the Project Manager and the technical leads for ongoing
activities to compare actual against planned schedule and budget and any ongoing or potential concerns
regarding resources, HSSE, quality, and so on. PRC-approved projects may require additional monitoring
requirements.
Another important consideration is how often to report progress to the client and other stakeholders. For low-
complexity projects, especially those that last for a few days or a couple of weeks, verbal progress reports or
short email summary reports to the client may be in order(however, expectations should be discussed with the
client beforehand). It is best practice to follow up any verbal progress information provided to the client with a
short email summarizing the discussion.
For projects running for two months or more, clients typically require regular, written monthly (and in some
instances, as often as weekly)reporting on the project status.The frequency and content of progress reporting
to the client should be included as part of the Proposal and budget for the effort required to meet these reporting
requirements.
Regular progress reports to the client typically include items such as:
■ description of work performed in the current period
■ HSSE statistics
■ description of work to be performed in the upcoming period
■ the percentage of work completed by task and total (i.e., status of deliverables)
■ any change notifications in the current period; any predicted change notifications in the upcoming period
■ the budget amount,amount expended,and budget remaining by task and total,including variations notified
and approved
■ the invoicing schedule
■ adherence to, and deviations from, the schedule and upcoming milestones
■ key information transfer requirement dates between the client and Golder
■ status of change orders
■ a summary of key decisions made
5.2.2 Control Scope
Controlling scope is the process of monitoring the status of the project scope so that the Project Manager,client,
and project team always know what the project is to deliver and what the associated work effort, schedule, and
budget are. Scope control should also include HSSE aspects as hazards may change when changes are made
to the scope(see also GIMP 205 Pro act HSSE Management).
The project scope covers all the work involved in creating the project deliverables according to the agreed
specifications—it defines what is to be done and sometimes what is not to be done.The Project Manager should
make sure the project team,client,and stakeholders have exactly the same understanding of the project scope.
Depending on the contractual arrangements existing at the particular time, the client may request a project
scope change after the scope has been agreed to and approved under the ARM where necessary.
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Scope control is carried out from the time the project scope has been approved until the project is closed.
Because change is inevitable, it is necessary to identify and manage project changes as they occur. Project
scope control is a fundamental attribute of good business processes and an essential component of maintaining
trust and good relationships with the client and other stakeholders. It is also important for avoiding internal
problems and the costs of non-chargeable work and overruns.ARM triggers apply equally to a change in scope
as they do fora new pursuit.
Although it is difficult to create an indisputable project scope statement and a complete WBS in a Proposal, it is
practically impossible to control project scope if these planning documents have been poorly prepared or
altogether omitted.
Project scope control involves regularly monitoring actual progress against planned progress, which often
identifies a scope misunderstanding or lack of agreement.Project scope control relies heavily on team members'
understanding that they are responsible for advising the project management team of any change to their work,
such as additional client requests or incomplete or unsatisfactory deliverables by other project participants.
Scope creep—uncontrolled change or the addition of unplanned work to the scope of the project—is a major
source of scope variance and should be avoided. Scope creep can stem from:
■ additions to the scope of work requested by the client
■ lack of clarity within the project team due to poorly defined or poorly communicated scope
■ additions to the scope of work by project team members that go unnoticed by the Project Manager
It is essential for the Project Manager to manage the potential for scope creep, which includes taking note of
any occurrences so that corrective action or changes can be made.
5.2.2.1 Change Orders
A change order is required to address any client-requested change or variance in the project developed by the
project management team for review and approval by the client.The change order discusses new elements or
variations to the approved scope, budget, schedule, project team, and risks, and requests the client provide
authorization to proceed with the change. Before issuing a change order to the client, it must be reviewed by
the Approved Reviewer and ARM approvals must be in place.
The Project Director should become actively involved in the change order process to ensure the accepted
changes are appropriately incorporated into the project management plan. For smaller, less complex projects,
this process is usually managed and executed by the Project Manager.
You may not start working on the scope defined in the change order until you have received written authorization
from the client or you obtain approval to"work at risk"as defined in the regional ARM requirements. The level
of approval depends on the amount of additional budget for which you are seeking approval.
Consistently reporting and vetting change orders can help avoid the following consequences:
■ failing to implement corrective action to address a scope, schedule, or budget variance leading to
uncontrolled change, or scope creep
■ implementing a change that inadvertently disrupts a project
■ mismanaging client expectations through poor change management
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5.2.3 Control Schedule
Every project has a schedule baseline.As the project progresses, adjustments are often necessary to address
unforeseen circumstances. Monitoring the project properly can decrease the chances that schedule issues
become major setbacks.
The schedule control process produces schedule forecasts and project performance measurements (e.g.,
schedule variance and schedule performance index)for the entire project and by WBS components.
Controlling the schedule is essential to confirm that activities are completed on time and that the project is on
track to meet deadlines. Lack of schedule control exposes the project to multiple risks, including delays,
additional costs, damaged relationship with the client,and project failure.
It is essential that at any point during the life cycle of the Project, a Project Manager can answer the following
questions:
■ Will upcoming activities start on time?
■ Did current activities start on time?
■ Is the anticipated activity duration from the schedule baseline still valid?
Team members are often overly optimistic about the schedule, and therefore questions that provide a better,
more realistic understanding of where the team is in terms of schedule need to be asked (e.g.,What work has
been completed on a certain task to date? Do you need any additional information that you do not currently
have to complete that task?). If a team member is given an opportunity to say that things are on track, they will
likely say that things are on track until well after a recovery plan is possible.
5.2.4 Control Cost
Cost control is the process of identifying and mitigating variance from the planned project budget to confirm the
project cost baseline is being met.The planned project budget should have been developed during the Planning
Stage when the cost estimating process was completed. The financial performance of a project should be
monitored to confirm the project is being completed within budget, and that the budget is adjusted in a timely
manner to accommodate changes, if needed. Lack of cost control exposes the project to multiple risks, which
could include exceeding the approved budget by an amount that the client will not cover,damaged relationship
with the client, and project failure.
For smaller, less complex projects, simple means to control costs may be appropriate, such as performing the
following at each project reporting period during project execution:
■ Compare the actual costs incurred (obtained from accounting system) for each WBS line item to the
budget, to show how much budget is remaining. If costs incurred exceed the budget, control has failed,
and corrective action should be taken.
■ Estimate or measure the progress for each budget line item and check that this estimate is within budget
units. Check with activity leads to see whether they can complete the activity for the remaining budget.
In Golder, projects are typically organized by phases and activities (or tasks). This format should reflect the
project's WBS. Once the WBS for the project is in place, the project management team can pull out the main
items from the WBS and summarize them into phases and activities that are entered into the accounting system.
Invoicing type should also be considered while identifying the phases and activities and whether they will tie in
with any milestone deliverables.
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The Project Manager should place equal emphasis and attention on Days Sales Outstanding (DSO)and cash
flow management for all projects. DSO is a measure of work done for which Golder has not yet been paid and
has two components: Work in Progress (WIP)and Accounts Receivable(AR).The WIP is work done that has
not yet been invoiced, while AR is work that has been invoiced but not yet paid by the client. The goal of DSO
management is to convert hours worked into cash in Golder's bank account as quickly as possible; a low DSO
creates a steady cash flow to do the basic things that keep the company financially strong, including providing
training opportunities for our employees, attending conferences for new business, and hiring new staff.A high
DSO means we are taking longer to collect money owed, which decreases our growth opportunities. DSO
management is the responsibility of the Project Manager.
During the Planning Stage for moderate and high complexity projects, best practice is for the project team to
prepare a monthly cash flow forecast. Understanding the timing of activities taking place during the project is
critical for properly forecasting cash inflows and outflows. Forexample,if large mobilization costs will be incurred
at the outset of the project yet billing milestones are expected to happen after a significant amount of work has
been completed, there will be a significant cash flow deficit(net cash outflow) until the first billing milestone is
reached. In this situation, Golder experiences significant financial risk, and has to fund the project from its own
bank account or borrowings.This type of situation is of benefit to the client but is risky for Golder and should be
recognized and mitigated. Negotiating an up-front payment from the client as part of the Contract terms is a
simple, normal,and important way to mitigate this cash outflow risk. Significant cash deficits anticipated during
the course of the project should be brought to the attention of the finance team so that arrangements can be
made to fund the deficit.
To achieve a low DSO and avoid cash flow deficits, WIP should be invoiced as soon as is possible and
acceptable according to the Contract terms. The following process should be followed by the project
management team:
■ Regularly monitor and review the pre-bills and/or the project financial reports and confirm that the period
activities and costs have been captured properly and completely.
■ Confirm that time and expenses are compliant with the Contract.
■ Return marked-up pre-bills to accounting in a timely fashion (i.e., 1 to 2 days).
■ Prepare the draft invoice or pre-bill, billing for earned value, in accordance with the Contract. Review the
invoice to confirm that it adheres to client requirements.
■ Prepare and send the final invoice per direction from the client.This typically includes sending the invoice
in electronic form (pdf) via email to the client representative identified in the Contract, and by mail if
necessary.The invoice mail out should be timed so that it enters the client's accounts payable process,so
it can be paid in the appropriate fimeframe.
■ Confirm that the invoice has been received by the client, approved, and that it has entered their payment
cycle.
Once charges have been invoiced, the invoice becomes receivable from the client and is recorded as AR.
Golder s goal is to convert AR into cash as soon as possible, and therefore our invoicing terms should be"Due
upon receipt of invoice" unless otherwise determined in the project Contract as approved in accordance with
the ARM. The best practices detailed below should be followed by the project management team:
■ If no confirmation of receipt has been received within a week of sending the invoice, call the client to
confirm that the invoice was received and ask if they have any questions or concerns.
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■ If payment has not been received within the contractual payment period, call the client to confirm that the
invoice was approved,and ask about the expected date of payment.
■ If payment has not been received 45 days after the contractual payment date, follow up with the client
again and enlist the help of Golder AR or collections staff.
■ Any AR exceeding 60 days should be escalated to senior management or in accordance with local
collections department protocol. If payment has not been received 60 days after the contractual payment
date, consider stopping work in accordance with the Contract terms. Check the Contract,consult the legal
department, and get approval from the Project Director, Managing Principal, or OpCo President or
Managing Director.
5.2.5 Control Project Risk
A project and the factors influencing it evolve over time;therefore,the risk environment of a project needs to be
regularly monitored. Risk monitoring involves tracking project risks, watching for leading risk indicators, and
detecting new risks.
Control of project risks includes implementing control activities(ideally from the risk management plan)when a
risk occurs or is imminent; it may also include communication by the Project Manager,and when warranted the
Project Director, with the client at the appropriate time either before or once a risk is realized and a response
needs to be or has been triggered.
For most projects in Golder, risk monitoring and control will likely only require the highest risks to be monitored
on a frequent basis. For complex projects, risk monitoring and control may require full-time resources.
For high complexity projects, regular project reviews by the regional PRC are required. Risk reviews involve
meetings or conference calls with the project team to review project performance and identify and mitigate
project risks(HSSE, schedule, budget, etc.)and will be documented in the pursuit's monitoring plan issued by
the PRC.
5.3 Key Outputs
The key outputs for the Monitoring and Controlling Stage are properly executed and approved change orders.
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6.0 CLOSING STAGE
The Closing Stage includes processes to finalize all activities and formally close the project. Closing occurs
after the client has formally accepted the project deliverables. Activities such as storing final documentation,
collecting final invoices and payments, closing procurements with subcontractors,gathering client feedback on
project performance, and completing lessons learned summaries are all closing processes (Figure 16).
Templates for many of the key processes in the Closing Stage can be downloaded from the PDO SharePoint
site.
Occasionally, projects are closed for reasons other than the client accepting the final deliverables. Some
projects end earlier than anticipated because of decisions within the client's organization regarding funding or
the feasibility of the project. Regardless of the timing or reason for the project ending, the applicable closing
processes discussed in this section should be followed.
Although the client has accepted the deliverables atthis stage,the first steps in closing the project are to confirm
that all work packages in the WBS have been completed,that all deliverables listed in the work plan have been
delivered and accepted by the client, and that all contractual requirements with the client have been met,
including final data transfer.
When preparing to close the project, all internal stakeholders should be notified that the project is closing, and
confirmation made that all commitments to internal stakeholders have been completed.
CLOSING
Key Inputs Key Processes Key Outputs
Acoepted melrverebles - Final Payment
Protect Financial Data Flrallmolre one Paymem - Client Feedback
- Lessons Learned
oommenanen•neonane - ArcMvetl Protect files
sma6e
CI1mt Feeilback
Figure 16:Closing Stage Flow Chart
6.1 Key Inputs
The key inputs for the Closing Stage are deliverables that have been accepted by the client and all remaining
financial information and invoices needed to prepare a final invoice for the project.
6.2 Key Processes
The global project delivery requirements during the Closing Stage are listed in Table 9 with references to the
subsections where the requirements are discussed.
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Table 9: Closing Stage Project Delivery Requirements
Requirement Manual Section
All relevant project documentation archived per OpCo requirements after project closure
(electronic is sufficient), consistent with client confidentiality requirements
6.2.1 Final Invoice and Payment
Systematic financial closure provides Golder with complete and accurate project information and prevents
unpleasant surprises such as late invoices from suppliers or subcontractors. Financial closure includes the
following:
■ Check that all timesheets and expenses, including outstanding invoices from subcontractors/vendors and
other Golder operating companies, have been received and correctly entered into the financial accounting
system.
■ Confirm all subcontractor purchase orders (once one exists) are complete and invoices have been
received, recorded in accounts payable, and billed.
■ Confirm that all client invoices, including the final invoice, have been issued and paid.
■ Confirm unbilled WIP is zero or confirmed as a write-off.
■ Apply for and confirm receipt of any holdback, if applicable.
■ Reconcile bonds, if applicable.
■ Request that the project be closed in the financial accounting system.
6.2.2 Document Retention and Storage
Remove and destroy/delete all internal drafts unless retention is required by legislation. Drafts that were sent to
the client must be retained.
All documentation should be stored with the same confidentiality/security controls in place as for the live
Contract.
Project documentation—All documents must be maintained in electronic format or in hardcopy if required by
legislation or if contractually agreed. Confidentiality requirements must be complied with. When it becomes
known that litigation against the company is reasonably anticipated, then all documents that would potentially
be the subject matter of such litigation will be preserved until the litigation is resolved or ceases to be reasonably
anticipated.
Notwithstanding the above,the following is to be retained indefinitely:
■ client brief
■ Proposal documentation
■ Contracts, specifications, conditions, Contract variation, change orders
■ Proposal and/or Contract review
■ draft reports containing clienrs notations/comments
■ final reports
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■ recommendations and advice
■ all correspondence(including incoming and outgoing smalls containing information or advice of a technical,
commercial, or contractual nature)
Where validity/legal standing of documents relies on signing by involved parties,fully signed versions of these
must be retained,whether in copied (hardcopy)and/or scanned (electronic)form, including Contracts, Contract
amendments,change orders, and issued work products (including memoranda)
The following records must be retained. The retention period varies amount the OpCos and begins at the
Contract end date. Check with the legal department in the OpCo where the Contract exists.
■ test data including laboratory worksheets
■ laboratory test reports
■ records of review
■ calibration certificates and reports
■ signed final accounts
■ field information
■ notes of verbal communications
■ subcontractors' Proposals, purchase orders, Contracts, and insurance certificates
■ clienttengineer instructions, minutes of meetings, and site diaries
■ marked-up Contracts or schedules, including draft Contracts or schedules containing client/engineer
feedback
■ engineer's final certificate(if applicable)
■ any joint venture or consortium agreements
Final documentation storage includes the following:
■ Confirm that all hard copy files and electronic files, including annals, are complete and archive them
according to the retention section and local requirements.
■ Confirm that project information is Complete and current in the CRM system and the GPL (see
Section 2.2.3).
6.2.3 Client Feedback
An end-of-project meeting with the client is an excellent opportunity to get feedback on technical and project
management services and to discuss future developments and opportunities. Even if all aspects of the project
did not go smoothly, an open discussion with the client can be a basis for an improved relationship. These
discussions should be documented and shared as part of lessons learned from the project. Client feedback
activities include the following:
■ Verify,address,and document client complaints, including unsolicited feedback.OpCo management must
be informed if legal action is anticipated.
■ Request client feedback on the project to gauge the client's satisfaction, share experiences, and identify
learnings. Feedback can be requested through an electronic survey or in face-to-face meetings. Face-to-
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face meetings are best practice for high complexity projects, major clients, or clients of strategic
importance.
Update the CRM system with information learned about the client,such as drivers and preferences, new contact
details, client feedback data, and possible future opportunities.
6.3 Key Outputs
The key outputs from the Closure Stage are payment of the final invoice by the client,feedback from the client
on our performance in delivering the project scope, any lessons learned by the project team, and the closing
and archival of the project file.
Golder and the G logo are trademarks of Golder Associates Corporation
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GOLDER
golder.com
' GOLDER
GP2 - Management Processes
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Table of Contents
1.0 APPROVED SUBCONTRACTORS..............................................................................................................4
1.1 Management of global subcontractors..............................................................................................4
1.2 Management of subcontractors in project delivery...........................................................................4
1.2.1 Qualification of new subcontractors..............................................................................................4
1.2.2 Registering new subcontractors....................................................................................................6
1.2.3 Subcontractor performance evaluation.........................................................................................7
2.0 CLIENT COMPLAINTS.................................................................................................................................8
3.0 CLIENT FEEDBACK.....................................................................................................................................9
4.0 INTERNAL AUDITS....................................................................................................................................10
4.1 Planning ..........................................................................................................................................10
4.2 Conducting internal audits...............................................................................................................11
4.3 Audit findings...................................................................................................................................12
5.0 MANAGEMENT REVIEW...........................................................................................................................14
6.0 MANAGEMENT SYSTEM DOCUMENTATION .........................................................................................16
6.1 Control of Management System Documentation............................................................................17
7.0 DOCUMENT RETENTION..........................................................................................................................18
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DOCUMENT HISTORY AND APPROVAL
Rev. Version/Description Issue Date
6 Draft 25 Oct 2002 N/A
7 Final Draft 07 Jan 2003 N/A
8 First Edition 14 Mar 2003 EHL BOO
9 Housekeeping 30 Oct 2003 Rob Frazer
10 Complete revision and changes to all flowcharts 15 June 2005 Rob Frazer
11 Minor edits 14 Oct 2005 Rob Frazer
12 Minor edits 14 Aug 2008 Rob Frazer
13 Minor edits 11 May 2009 Rob Frazer
14 Changes to NCR flowchart 31 Mar 2011 Mike Kellestine
15 Housekeeping 20 Sept 2012 Mike Kellestine
16 Changes to Approved Subcontractor flowchart 28 Feb 2013 Mike Kellestine
17 Complete review and changes to all flowcharts. 10 Feb 2015 Charles Voss
Client related processes moved to GP7
18 Removal of business plan and target section 24 Jan 2018 Charles Voss
(moved to Introduction), review of Subcontractor
and Management Review sections.Adaptations for
9001:2015 standard
Rebranding 23 Feb 2018
19 Removal of High-risk NCRs, update MR meeting 28 January 2020 Charles Voss
agenda to clarify ISO 45001 requirements, update
Audit flowcharts to reflect changes in roles
PURPOSE
This procedure describes the way in which the Company controls its operations relating to the Management
Review Meetings; Internal Audits and audit findings (NCRs); Approved Subcontractors; Client feedback and
client complaints; Management System Documentation and Document Retention.
SCOPE
This procedure covers operations in all Company offices.
ABBREVIATIONS
BD—Business Development
CIMSC—Corporate GAIMS Coordinator
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CISO—Corporate Information Security Officer
COO—Chief Operating Officer
HR—Human Resources
HSSE—Health, Safety, Security, Environment
IMS—Integrated Management System
10—Improvement Opportunity
LOCIMSC—Local Operating Company GAIMS Coordinator
LIMSC—Local Office GAIMS Coordinator
LOB—Leamings Database
LM—Local Manager(s)
NCR—Nonconformance Report
OBS—Observation
OpCo—Operating Company(national level)
pSIF—potential Serious Incident or Fatality
RIMSC—Regional GAIMS Coordinator
SCD—Subcontractor Database
TRCR—Total Recordable Case Rate
DEFINITIONS
Improvement Opportunity(10) —Suggestions by Staff Members, GAIMS Coordinators or Internal Auditors to
improve the system and its processes. It requires an evaluation on whether the suggestion is valid and if yes
appropriate Actions are to be documented and when taken, the item is to be closed out.
Management Review Meeting -The purpose of Management review is the review of the performance of the
Integrated Management System by the management team.The review includes an assessment of whether the
management system supports all relevant business functions and whether improvements should be made. As
such, the Management review meeting is where the continuous improvement cycle is closed. The full scope of
the Management review meeting is given in the meeting agenda in this procedure.
Nonconformance (NCR) — nonfulfillment of a requirement and/or failure to comply with required policies,
procedures or practices. (N.B. An error or amendment identified during the internal peer review process shall
not be regarded, or dealt with, as a nonconformance or nonconforming product). NCRs require a Root Cause
Analysis, Corrective Action, and Follow-up to be conducted
Observation (OBS)-The identification of an undesirable situation that if not acted upon to eliminate the cause
may result in an NCR in the future. It requires Root Cause Analysis and Preventive Action to be conducted..
Personnel Records-Personnel records are records pertaining to employees of an organization.These records
are factual, comprehensive and accumulated data and information related to the employee.
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Root Cause Analysis —An analysis to identify why the Non-Conformance or Observation occurred, working
back to the root cause (the fundamental reason, which is the most fundamental aspect of the cause that can
logically be identified and corrected. Determined through the use of the '5 whys'approach). For Improvement
Opportunities, root cause analysis is not required, instead an 'Evaluation'should be carried out.
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1.0 APPROVED SUBCONTRACTORS
1.1 Management of global subcontractors
Global subcontractors i.e.subcontractors that Golder has outsourced services to or that provide global platforms
are managed separately by the leadership team or delegates. For these global subcontractors, a performance
based contract has been established and regular performance meetings are held.
1.2 Management of subcontractors in project delivery
The flowcharts in this section show the management of subcontractors from qualifying new subcontractors to
regular performance evaluation of subcontractors. The section should be read in context with the relevant
sections in the Protect Delivery manual.
1.2.1 Qualification of new subcontractors
The PM is malmnslDlo that only approved suppliers are used for services Net are critical b me NOfrSmPS
delsocatle.
I Suppliers deemed b be crated include but
Checksubcontrot.ruletabase(SCD)I .pprove .s .M.M.Oprovidetbereguimd Ia.not necassadry limited to:
sernces or produces is Subconsultantesubco bactme,
Is Drum,
• External laboratories
Subcontractor manching Me profile nettled for Me protect acope idonfified in delabese — _. . . .
Yes IJo Inn,purchasing pocess including
identification of gowdmwn cnteria,specific
client requirements and subcontractor
contracts s described In the Retest Delivery
Gob Purchasing in Project delivery Manuel
process — —
marl potential new subcontractor based on:
SmxaP =tmatchesclienapmlactrequirements Possible spumes for itlengficalion of new
• compalenceprofile_ subcontractors include but are not limited to:
• business paNrers
• recommantlaeons
Prowde name and contact details of potential new subcontractor to local subcontractor • Internet
coordinator to iodate prequalification and approval process
Combine on mad page
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Prowess hams and contact details 0 poteMiN new subcontractor to local subserbaoun NOMWI PS
coordinator W inifista prequalificnion add approval process
Subsomrector coordinator to gather data for pregualification and approval of new subconbaside,
Re qualification creed must include Me following:
ADaroVdme insurance cover
Evidence of Nnctional beets,solely and ensronment,sted(to be determined by OCMD puestionneims am typicagy used to collect I
-deeded.); the data needed for prequal"ing
Cairopmance wtM Ga pt Dolicyror subcontrecters
MG en can be ipcludetl az per the ncel subcamrecror mentioned pragmm
Evaluate data retained by subcontractor eganst qualification curves
Insurance requireenwas for subcontrecmrs I
will ba determined in pad by Me compact I
Apgovel of new subcmbxmr as par local approval process topers,B!M conditions rot a project
Qualificnim cntaia met and sib iaft ctor aDmgve4 New subcontract..are typealN added to
the SCD at the stage(see reg¢tering of
subcamreMrs)and the status is set o
Moipg mind the Droqualification data has
been received
Subcontractor net approved am nm GOM machining of new sulcMphantors
registered
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1.2.2 Registering new subcontractors
New Subcontractor theme modification cnlere and has been apprwea No s
I New subcontractors may be entered into
BCD Whom approval process or completed.
BMWs most be set to,pendirg°.Mile the
Information to W included and maintained in lire BCD: evaluation process is still ongoing,one raw
• Registers]name and address of Sulecontel subcontractor should not be used in preteens
• Teephone numbers eon contact tleeilsl
• Type of product/sarice;
• Insurance shm s;
• Relevant RSSE diet.;
• Conformance soon Colaers policy for:
Mti Bribery and Corruption
• Pddd..IdMaaspertire alsubcontrectormanp eMpMmm Contract inetmabon such as the existence
,of en hi they also be includetl into one
database
Set areas in BCD depending on the evaluation of the information proolded against the counts
prepualificetion counts above:
([valuation)Pending
• APproved
Mprevetl wont conditions Exception processes to justify toe use of
Do not use(if subcontractor has been found Mi ihenty deficient based on information subcontractors clessiried as,D.not use
proMed) must be described In the local subcentractor
management process
Subcombectors"icIn lave an approved,or approved wuh contl iseers can ba used for
pmjaNs.M axception process may be used 0 justuy subcontractors cI.SanZan. D,not use
Go to Puxhasing in Protect delivery prasess
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1.2.3 Subcontractor performance evaluation
supplier pedormenca evelustion s done follovnng a disk based approach i.e,lox rsk HOTESMI's
"'=11hactors are evaluated less frequently,(a g_eadi 2na yov)than high ride subcontractors
(e.g.argue by
or more frequently).Evaluation raautremdnrs can be given by the client or the local Subconbactms that have not been used in
wbcontrectot management program. the past year,are typically not evaluated.
Tim status for Ussa wbcontrectws can be
act toanactive.
Subcontractors Mich have not been used in to past War can to,maacedee jnMtive'eM ere A subcontractor that.net used fore
typically not included in the pedamance evaluation longer period can he archived.
A new pre'grubbiest.shouN be done
before inactive or amused subcontractors
Subcontractor performance evaluation is to be done considering: ere used again
Welityofwrvicant
Ability to deliver an
Abifity to deliver Heath a safes and performance a
Manahan performance evaluation criteria may he used be per noel subcontractor management
P..
A score is given for the evaluation cdtena
and the performance evaluation 5 I
The resut of the performance evrhuron is to be documented!(e.g.in SCA) documented as pan of the SOD(summery
pa at parosmance).
Subcardracbrs Muse parlmmwissa ae untisfactory can he: If subcontractors have been taken off the
aoxngradea(ware bxerod) SCD,they have to undergo preyueliticatnn,
• marked es,Dr not use' I before adding Uma to the
«taken of ISCD Win
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2.0 CLIENT COMPLAINTS
Written client complaint received
Complaint to be investigated and assessed by relevant Local Managers) and Project Manager
Is action required?
O YES
Involve relevant people into mot cause
FNodher action to be taken. Client to be and identificafien of relevant actions (as
edin vatting (wherever practicable) pe- 'i oGc pre-ed.,r
Invah e lega l c e oaroren_where
req_ireJ are fol as xa legal orocess
Ivlanaoa -on 7-111 to cl ent
Fes _ause and a_tic^s n_=_t to
docunientea {can de done in NCR
database)
Client tole advised of outcome in writing
(wherever practicable)
V GOLDER D-amen„n„wsn ied 0 d� kade�oronW 8
RL19,28 January 2020
3.0 CLIENT FEEDBACK
rooroolrcre[uenro ro ce roenmlea rorimmviewsrwrreys
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Lanmuni[ale res uft o,cleM ft CWkb
-�9evanl slag
-Rdevanl Manayemmr Renew
V GOLDER roumem is urc .I.d 0 amrmroaaea er On. 9
RL19,28 January 2020
4.0 INTERNAL AUDITS
4.1 Planning
Shand Mr infemel earns MgI✓Dsl proressss and am*sloe to Ge debned by(gbfnl GAIMs
leader commands win pt flS4 games and gbgBI 1M5 team.For more iMamaWn 569
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and olMr guiaarc must e oa must,is Oaliordina
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docu menr is Mpr on Me gMtal GIUMS ei a under
!waif resources.The aocunml is reneirea sued
Bases on global swps Me annual audit plan(schedule)is set up far d,mmCMGO by relevant necessary rrvaed on as annual bass
bill Audbglen must wMain'
• a.,—p..a end Was W W addhad push sdessume cane done on regions or OpLo
High level hr m"me(e.g gueder or mono) IML
• Re ur —numberofinWmalaWitm Moire In mind-sire Op(fos,Paos.ma/be We.an
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• AuddresulafrompreviouseWXz - - - -- - ----- -
Rgect dr diem requirements
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For me annual actualsufrcient eTen the
gaader or mn ana be the a w aars)to be eon hided
vaahown.TlndHVlW planning shows,
ersun(a)to he quailed aura dames,fames etc.
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rmNwe act by the regional Hel bass
usu rrafbn vMh Me rgional bdership team
V GOLDER Document is arcorMdled 0 downloaded orprintea 10
RL19,28 January 2020
4.2 Conducting internal audits
lntemW Audits to be conducted by beat internal audibrs el Reached(bidding,OpCia enNor NOTEWTIPa
OMee Levels
TIIe audgods have to be independent from Me areastproceeses they quail
Internal duds 10 EeoganisV Ey rekvaM IMSL
anmor lade aaeknr
Internal sought to be,conducted using clacklisl r Covent,pracaee(es)and requirements d the _____
eadned muds creeds). NMbrs may not auall areas they are respmaiae'
Aude observations to br documented in checklist Findings b be documented in relevant for or modest in dot arall their over work)
database:
NCR Database:Deviations from processes,all Girs,(systemic Issues),aEservations and
improvement opportunities
LDO:Learnings Mactams,incident rite) Enay tun)meem,e can di held m the
beginning is
internal audit(optional)docdocument
rim
are neld,n is recommended m dpsumem mein.
Rude report: mere maybe cases when ita necesssn to move
TO be prepared containing: hem i a I an incident occurred due to a evidence
aadescope
ands,
Internal audilur name
Fillings(NCRa,01 ,bs) Exit covered can be Ma as Me end of the Internal'
ardi1(clWnan,If Nay are held,it is
To be communicated to management at relevant level and relevant stall recommended to doeument them.
upload inhmal and it report to inappropriate frlder
Records to be kept M IMSC: on OpCo GNMS site
------------
completed audit checklists
aWerepord
• NCR,Other,10 meads
aeenummor records entrylexit mead,IT relevant)
LION oa le p 0 Mal Meetings:
IMSC to ensure Met fil Obi,10a are addressed ant elosed ont in a kndab manner(sea
• NCR Member)
FOdw paudittobedonewheredeemednecessary
V GOLDER Documam is uocommdled 0 doermaded or pMMe 11
RL19,28 January 2020
4.3 Audit findings
Atdnnndhg and contlnuous impmeemIts,ent suggestions stall l NOTESITIPs
registered In the NCR database.Canplete the fdlovAng Infametim:
CM. Any staff member can register ontinuous
Type of Finding(Non-conformance.observations,improvement opp., imiaovement suggestions or non-contamtences
client complaint) oNsaa an autla
• Description ofanding(event)
• PM,PM designation,project dassificatbn(tirsleV nsl
The NCR d.WW.is cynical seceans:
• Registemg MeeW firedirg(regon,ollce,
e W,tea etr)
Depending on Me type of finding Me Miming sectlans In its NCR D.cnb'ng be event(what happened)
database ere b ba completed as a minlnum Root cause arelyss testy dd it happen)
Canectee action on failing twist reeds b
be cone b correct iVelmirate the cause/
preventreaccurence)
• Follow up playa to document progress)
To be,completed for Audit Findings • Cbse out(wlsn ectiw taken is deamed
llhpntonfoprnances alpminafa)
• RootcausearWysls
• Conective Action
Closeout The,5 My epaoeCM daub be used far Me ram
Observations: causeanalyis,
• Root cause analysis
• Preventative action 'The blbw-up phase in the NCR database e
• Closeout ogonal and can be used bdocunant progress
Improvement Opportunity: ..made
• Evaluation _
• Action taken It optional to re.Jish,r client warpbiras in Me
Client Co mplalnt NCR data Case.But a mot Cause analysis and
• Root cause are thi s ipenofication ofwmdw scion aid close cut
mustbedone
• Corrective action
• Closeout
FIMSC al e aldi or should Ilalse with relevant s1aR b compete relwant
sectorsan and information.
Continue on next ptge
GOLDER Document is.—.led 0 do»ynloaded orpdnbd 12
13119,28 January 2020
H or9_jltorto in,-estleete d,redeve'aie,st a-iansatan --I
,Fed,enes,':.[ ons user a'd sssew'.Men NC4 re,Cce
an p opr oully addressed
Yes a
IMSC In complete chum tletails,including Reassess-dredlaeand:r- aentiveaction
objeeWeemdencelntloseoutsetlpn antl antl entertollo.-:ua data s an NCR gatabase
claim out Autlfi fincing.
FRmendatlonfor tlooiny ant NCRs_u t c p and da t cst- ied. -Rsshdded N'„ dtmefere.': scRsa �—hinthep te -edinel'm,f6
the tryet elate and If relevantthe moedHe action shoultl be adjusted antl the Itm shoultl be
ed vntbin a 3,3 mi penod
IMSClaprepa-analyst,of relevant audit findings and conediv Jpreverdive ad..far Management Itl 1l,the ltanager at
Review Meetings Rene ing, rcle_e d_ I If1)=ce-a
Go To
Managemen[Review
V GOLDER Divestment is unsonhelad 0 downeaded or causes 13
RL19,28 January 2020
5.0 MANAGEMENT REVIEW
Management Review to be held at least annually at Corporate and Operating Company levels (regional is
optional).
The table below shows the agenda items that need to be covered at least once per year together with input that
is typically used in Golder to facilitate the discussion and to address the agenda items. Due to the nature of the
business and the way Golder is organised, some of the agenda items are typically covered at OpCo or regional
level, not global.
Agenda items Input
Status of action items Minutes from previous meeting(s)
Changes relevant for the business Incl. risks and Strategy/Business plan/Risk register, improvement
opportunities and changes to the environmental opportunities, environmental aspect register
aspects of the company
Progress against company objectives and KPIs Strategy/Business Plan
Customer feedback and complaints Strategy/Business Plan, report from BD
HSSE performance incl. incident and hazard HSSE reports (e.g. dashboard), pSIF reports, TRCR,
analysis, consultation and participation of employees HSSE committee minutes (local/regional)
Process performance and internal/external audit IMS status reports
results Incl. NCR analysis and status of corrective
actions
Resource need Talent acquisition plans
Changes to and evaluation of compliance with Strategy/Business plan/Risk register, report from
relevant legal and other requirements legal, outcome legal compliance evaluation
Relevant communication with stakeholders Sustainability report, local or regional reports as
required
Review of global HSSE and Quality Policies Relevant policies incl. comments collected
It is recommended to align the management reviews with the regular cycle of leadership team meetings in which
reviewing organisational performance is already a topic.
The format of the meeting is optional (i.e. face-to-face, Skype etc.). The outcome of the meeting must be
documented, and records are to be kept(e.g. on the GAIMS 0365 site). The required output is summarised in
the table below together with the documentation that is typically used in Golder. However, the format of the
documentation is optional, i.e. it can be a PowerPoint presentation, meeting notes etc. It is recommended to
use documentation that is already used in the organisation instead of creating new documents.
Conclusion on performance of relevant business Global/regional/local business plan update,
processes and need for changes to the management regional/local reports, minutes, dashboards
system
Implications for the strategic direction of the company Global/regional/local business plan update
V GOLDER o u,uem iu uuu .1.d d du. Wd..1On. 14
RL19,28 January 2020
Resource need Global/regional/local business plan update, revised
talent acquisition plans
Opportunities/suggestions for improvement Report from Process Improvement Steering
Committee
Suitability of global HSSE and Quality policies Revised global policies
Action items and responsibilities Minutes with actions and responsibilities
The outcome of the Management Review meeting must be communicated to relevant staff.
V GOLDER p umen„s uzo„sdied 0 du saae�or Asd 15
RL19,28 January 2020
6.0 MANAGEMENT SYSTEM DOCUMENTATION
Requests for Changes and AddRlons to Documentation: NOmsilriPs
Maybe made by any staff member by notifying the relevant IMSCorprocess ownx.
ChaW requests tote doovmenhdrM assessed by rellavm[Prwess owner ant other rdmrrt
stakeholders
Declslon an lunges to be forwarded to relevant IlVW:
Changes to Corporate Documentation—farwaN to CIIAK
Changes to Regional Documentation—forwak to RIMSC
Changes to operating Company Documemation—forward to LOCI MSC
Changes to Office DxrmantatIon—IIAX rlstelns/Imestigates/acticrss
Person requesdng change notified of derision by relevant IRS[
To enram ou lnuous lmproement,it is
mended to inform other re®onal IMSCt
Relevant IIAK and/or procou owner notifies staff of Improvement/change and GMSC of relevant improvements trade
Implementation of change is Indented!by
process owner In wip rdlon with IMSC
Review ant Approval of Documentation and AmeMments:
Corporate documentadon(and subsequent amendments)to be prepared by Process owner in
nsultatianwith CIMSC
For review and approval by COO(or delegate)
Regional or Operating Company documentation(and subsequent amendments)to he prepared
by Regional/local process owner in consultation with PINK or LOCIMSC
For review,and approval by Regional President or Managing Director(or delegate)
ORice documentation(and subsequent amendments)to be prepared by LIMSC
For review and approval by Office Managers)(or delegate)
V GOLDER Douumenl is urcoMdled 0 amrnloaded orpdnbd 16
3119,28 January 2020
6.1 Control of Management System Documentation
Issue of Documentation and Amendments:
Documentation Identification, Revision Level and Issue date to he
included on each page
lectroniHand copy
• Converted to pot wherever red cticable, The numher of hard copies shall be kept
• Uploaded to GAIMS site; to a asi"1s-r.m;
• Version on GAIMS site shall be the on IEach co py seal I he marked"U nwntrol led
controlled copy Copy" a=or tro l l ed by n Docu ment
• All hard copies shall be deemed register to p-stab Isfed and maintained
uncontrolled, byreevant 0.95Q
Documen_Register to ndade
IDocument reference number,
Relevant IMSC shall establish and maintain IDocun-entitle.,
Document Register on GAIMS site including IRevis on level a id issue date;
the following details: Ccpy run,) cf_aument;
• Document identification; IPersonfbca_ioo issued to;
• Document title; IDetafils of each controlled copy to be
• Revision level and issue date. entered on Document Register.
External Standards and other Documents which are subject to change:
Controlled by a Register,Database or equivalent
Superseded Documents
nternal tern
• Elecormicversions promptly removed
from GAIMS site Superseded documents may be retained
• Hard copies promptly returned to LIMSC but must be clearly iderrtitted as
or destroyed "Superseded";
• One hard or electronic copy clearly Register and/or database to identify
identified as"superseded"retained for superseded documents.
system records.
GOLDER ovsurrw0sewoneai,audo Wd�or0nva 17
RL19,28 January 2020
7.0 DOCUMENT RETENTION
AI douamads shall be stored such tlwtthevrematn:
Legltde,
R®dily idcntif ble,
Retoeiabie;
Prdected f.damage.
CAI ms nocume.tmi.to be rein ned for 5 ye an or nccardance wath relevant legal
mquiremen% h
Srperseded Manuak,Procedures and Management Pkns;
Management Revi records,
nterreljFr nnalAuiitr ands,
NCR,,
R®rds of acc.ptable ount.cto s and suppliers,
Rkkasevnents;
Fix.1 inv¢tgal'uns of reporlable a¢id2
Pmpo mIPrgect Docume nWbon
• See Pmjec[Delivery Process- Occument Retention Fkwchart
Accounting Records
To be retuned for 10 years after end of bnanual year to which they relate analor in
accordance with relevant regulatory mquiremmta:
• Tlmesheets and payslips;
• Tax year erd returns;
Suppliers invaices(oedrt notes;
Subcontractor payment certifications;
Sales,Head note,
Hank books aM statements,
Pelt irinhxmuntdeaik;
� ral Ledgerloumak;
Tear end n®unding comments,including valuation of mods and W P,
Relumedcheques;
amrsC accounts;
Payment records;
Pensfmfspera onuatinn records;
• Shaine purdiare plans,
Icon a nee rent aM p irir d r®rd,
Insurance Pblicks
To be retained for W vhors after the end of the Mnnrial year to whim they relate snafu,in
accordance with rekvmt regulatory iewirennar s:
Faired non liability policies,
Renewal doamernkti w,and
Empkryers Liabil I,Public LabiGtya„idmt reports and on®col mnepmdenre_
To be retaied in papebxly:
Original insua epaiidrs Iprof sbnaliMemnity,mmmerdalorpubiicliabfity,elci
Pnymll Docusrm lion
Tube re Win"in nccotlanre with relevant regul.t yrewir sAns,
�' GOLDER Ducumem is uwoa led adu luaae�orOnW 18
RL19,28 January 2020
Personnel Records
personnel •ecorca ,,ill he retained during them resod of epia meat and lhemi'tai rd in accoarce
with rate=art ocal rear aL r reclJ11elli a�J @ol9ers Pfl K =olicv
property Records
To he 3 a reo t-roucIaat ownership of the property and them in accordance with relevant
local regL at_^i req_ir meats:
Company Owned:
Or c inal d�cuments of title_
Leased io or by the Company:
Orsinal eases;
• Licerar.
Scl;asses. or
Other documents of a legal nature_
Corporate Secretarial Records
To he retained throughout assistance of the company concerned and thereafter in accordance
with relevacc ocal r=_eclatoryrequiremenes:
• C' i-iaelirirut-s b=oks;
1: igi-.eI Regis:r of %iareh elders, Directors,O-ficers[
F2C3rc Y klc'tgages,-rarge-,'rc pei-y Rem t,at anc and,, si'ai o s'.
Cridral Comic ste u-hyc,.:urarlcr and any subsequent Certificates;
C ,nalCLirri are 2,fic3t2s',
• F,ranoal,tetelrerte srd Anr,iai;eporl
Disposal of Records
Any J-s 1posal of-e=oressral a.
ter t-.e toe� `ied ce.e a.ion period has expired unless it is known or suspected that legal
g-cceecia;s might cc-irence;
Cc-iceCtec it a =ecLre manner, such as shredding, which ensures they are not legible or
accessible to others,
Golder and the G logo are trademarks of Golder Associates Corporation
0 GOLDER Dooumem is unconmaied 0 dusnicaded orOnW 19
' GOLDER
GP3 - Calibration of Test and Measuring Equipment
RL8,23 February 2018
V GOLDER D000mem is unorno-aiee if eo.moeeee or onmee
RLB,23 February 2018
Table of Contents
1.0 NEW EQUIPMENT........................................................................................................................................3
2.0 LEASED/BORROWED EQUIPMENT...........................................................................................................4
3.0 CALIBRATION AND MAINTENANCE.........................................................................................................5
4.0 RECORDS.....................................................................................................................................................6
GG O L D E R 0000mem is w0000-ooee rceowmoaeee or ormree 11
RLB,23 February 2018
DOCUMENT HISTORY AND APPROVAL
VersionlDescription Issue Date
2 Draft 25 Oct 2002 N/A
3 Final Draft 07 Jan 2003 N/A
4 First Edition 14 Mar 2003 EHL BOD
5 Minor edits 21 Oct 2005 Rob Frazer
6 Housekeeping 26 Sept 2012 Mike Kellestine
7 Inclusion of guidance on purchase and registering 10 Feb 2015 Charles Voss
of new equipment
8 Review against requirements in ISO 9001:2015; 24 Jan 2018 Charles Voss
clarification of verification requirements
Rebranding 23 Feb 2018
PURPOSE
This procedure describes the way in which the Company ensures that all testing and measuring and ancillary
equipment is maintained,verified and calibrated on a systematic and regular basis.
SCOPE
This procedure covers all equipment used by the Company to perform tests or gather data for use in
deliverables, including equipment which is leased, borrowed, or provided by the client or a subcontractor.
ABBREVIATIONS
OpCo: Operating company
SCD: Subcontractor database, a database or register for approved subcontractors and suppliers
DEFINITIONS
Calibration:The comparison of measurement values delivered by a device with those of a calibration standard
of known accuracy.
Equipment coordinator: Designated person in charge of maintaining equipment and coordinating calibration
Project Manager: Responsible to manage projects including use of calibrated equipment
Verification: A check done between calibrations or services with the purpose to detect small changes in an
instruments accuracy.
Note:Verification is sometimes done automatically when starting the equipment.
is GOLDER o umem'le unmmmwsdudwm dWa.aimed 1
RLB,23 February 2018
RESPONSIBILITIES
.. d
c v
`o a c
Responsibilities v m a
E • G
'v • m c a
`o 'o m —y
w ou a` f u- w
Carrying out fit for purpose check upon delivery
Establishing calibration/verification requirements
Maintaining equipment register/database, including calibration service
records
Arranging external calibration/services
Conducting internal calibration (unless done on-site, see field engineer) •
Tagging equipment found out of calibration and arranging repair/destruction
Secure and safe storage of equipment(while not on site)
Accountable that test and measuring equipment used for deliverables is
compliant and fit for purpose and calibration is done and documented while
used on projects and to ensure return of equipment and report any loss or
damage at the end of the project
Assessment and documentation of the validity of previous results when
Golder equipment is found to be out of calibration
Check that equipment is fit for purpose and calibrated before use
On-site calibration and verification of equipment done and documented
Proper handling of equipment at all times in accordance with manufacturers
instructions or approved procedure
Report faulty equipment to equipment coordinator and do not use
equipment
Return equipment cleaned and in good condition to equipment storage on
site
Purchase equipment from approved suppliers only(see SCD)
Inform equipment coordinator of purchased or hired equipment and hand
over all relevant paperwork
IS G O L D E R oocomem'�e wmmmai.a vawmwa.a a.a�m.a 2
RLB,23 February 2018
1.0 NEW EQUIPMENT
New equipment is checked upon receipt to ensure that it is fit for purpose_ NOMSMIRS
Documentation as per OpCo process
FitS
Not Pofor purpose
Contact supplier
end tag out of
calibratioNservice
Equipment coordinato to include equipment into equipment register/database
Establish and document calibration and/or service requirements(e.g.in the register). verification:
The register/database should include. Is done between calibrations or semces.
• serial number or other unique identifier Is sometimes done aulonnztkallywhen
• eztemauMemal calibration methotl and frequency 'istadiig the equipment.
• e#emal service"u urcy iPurpose is to detect small charges in an
• Lest calibration date and nand calibration dale(d not recorded elsewhere a g_ iirsfiuments accuracy
on equipment)
• verification needs
• need for electrical testing
Set up calibration record keeping for new equipment as appropriate
Communicate calibration requirements as appropriate
Go to calibration
antl maintenance
Note: Equipment used to gather data for Golder deliverables should be purchased from approved suppliers
only
IS G O L D E R oxomem'�e uncommai.a uawmwaea a.a�mea 3
RLB,23 February 2018
2.0 LEASED/BORROWED EQUIPMENT
For equipment leased from a subcontractor or supplied by client or other third party
-establishlccnfirm current calibration status
-request calibration requirements (methadffrequency)
-confirm equipment is fit for purpose
Establish responsibilities forequipment:
Responsibility for calibration! Responsibility for calibration/
maintenance with equipment maintenance with Project
coordinator manager
Include equipment in mgisted Project manager to be informed
database and in calibration and on calibration and verification
maintenance schedule requirements and record
keeping
Go to New equipment Go to Project Del 428 ivery section
GG O L D E R oocomem'�e wmmmai.a vawmwaea a.a�mea 4
RLB,23 February 2018
3.0 CALIBRATION AND MAINTENANCE
All test and measuring equipment shall be:
• Calibrated or verified at specified intervals, or prior to use (in the absence of NU.mBmFa
international or national measurement standards,the basis used for calibration to be
recorded);
• Adjusted or re-adjusted in accordance with equipment specification;
• Safeguarded from adjustments that invalidate the measurement results,
• Protected from damage and deterioration at all times.
calibraaon
Internal calibration can be recorded in
All calibration and services(intemallexternap must be documented. Internal calibration the equipment register,booklets that are
records must include. kept with the instrument or other
date, instrument specific records.
result of calibrafion, Edemal calibration or services are
• errors when detected normally documented by certificams
project number signed by the external provider and
• initials of person carrying out the calibration specifying me standard used.
Electrical testing
Where required by legislation,electrical testing is to be caned out in accordance with
relevant regulatory requirements.
electrical testing must be documented according to local legal requirements
Faulty equipment
The following steps should be taken as soon as possible when equipment is determined
to be faulty or out of calibration to prevent further use:
• Equipment tagged as"out of calibratimrmervice•
• Where possible nonconforming equipment should be physically separated from
conforming equipment
• Assess validity of results obtained since equipment was known to be in calibration;
Note: Internal calibration can be recorded in the equipment register, booklets that are kept with the instrument
or other instrument specific records. External calibration or services are normally documented by certificates
signed by the external provider and specifying the standard used.
is G O L D E R Dxomsm'v 5
RLB,23 February 2018
4.0 RECORDS
Company owned equipment:
Unique identificatinn,
CaliLra_ nn rncu IEMents;
Gakra: an me:-oc.
Galkra: :�n sta-.s
Electrica tes= ng requirements
Hired Equipment andlorequipment supplied by a clientor subcontractor
• Cur,ent cal hration certificate;
• Equom-_nt type;
• Unique den:ficaticn;
Supp ier contact Getails.
Golder and the G logo are tademaft of Golder Associates Corporation
is G O L D E R oocommw.d sd—modal ar a,m.d 6
' GOLDER
GP4 - Management of Human Resources
RL10,28 January 2020
GG O L D E R oocuo,ein is un<omm lea if downloaded or primed
RL10,28 January 2020
Table of Contents
1.0 EMPLOYEE LIFECYCLE..............................................................................................................................3
2.0 TALENT ACQUISITION................................................................................................................................3
3.0 PRE-ONBOARDING.....................................................................................................................................3
4.0 ONBOARDING..............................................................................................................................................4
5.0 PERFORMANCE DEVELOPMENT..............................................................................................................5
6.0 SUCCESSION MANAGEMENT...................................................................................................................5
7.0 EMPLOYEE EXITS.......................................................................................................................................5
8.0 RECORD KEEPING......................................................................................................................................6
GG O L D E R o ummt ie uu omm iea nnownmde or primes n
RL10,28 January 2020
DOCUMENT HISTORY AND APPROVAL
Rev. Version/Description Issue Date
2 Draft 25 Oct 2002 N/A
3 Final Draft 07 Jan 2003 N/A
4 First Edition 14 Mar 2003 EHL BOO
5 Minor edits 15 Jun 2005 Rob Frazer
6 Housekeeping 6 Feb 2009 Rob Frazer
7 Changes to Talent Engagement and Development, 26 Sept 2012 Tom Hoffman
inclusion Anti-Corruption Anti-Bribery Policy
8 Amendment of talent requisition and Talent 10 Feb 2015 Charles Voss
Engagement and Development sections
9 Refresh of procedure, inclusion of reference of 24 Jan 2018 Brea Bignell
Authority&Responsibility Matrix
Rebranding 23 Feb 2018
10 Included section on employee exit, minor edits 28 Jan 2020 Lisa Faithful
PURPOSE
The following procedure provides requirements and guidance for all employees on the necessary and minimum
practices to follow when managing the employee lifecycle. This is to facilitate quality and consistency in the
management of our human resources.
SCOPE
This procedure applies to employees in all Golder offices. Where national and local statutory requirements and
associated codes of practice prescribe a higher standard than those contained herein, the legislative
requirements take precedence.
ABBREVIATIONS
ARM: Authority and Responsibility Matrix
GP: Global Procedure
HSSE: Health, Safety, Security and Environment
DEFINITIONS
Competence:Having suitable or sufficient skill, knowledge and experience for a purpose. For this procedure, a
person is determined to have competence in a specific role on the basis of appropriate education,training,skills
and experience.
Eligible Employee: a regular employee hired prior to 31 August. Employees on long term leav (mat leave,
sabbatical etc.)and temporary employees are not included.
0 GOLDER o� ma s zomai.anawa�a,p b
RL10,28 January 2020
GAIMS:Golder Associates Integrated Management System;defines Golder's business processes for successful
Consulting.
Golder's Strategy: The organisation's strategic plan which con0rms our targets for performance and business
delivery.
HRIS/HCMS: Human Resources Information System/Human Capital Management System; Golder's HR
technology that combines a number of systems and processes to ensure the administration management of our
employees and data.
Personnel Records: Records pertaining to employees of an organization. These records are factual,
comprehensive and accumulated data and information related to the employee.
REFERENCES
This procedure is designed to be used in conjunction with other Global procedures and policies,specifically:
■ GP2— Procedure for Management Processes: Includes requirements for updating and reviewing this
procedure, compliance with the procedure and co-operation with legal and other official organisations.
■ GP5—Management of HSSE: Golder's Health and safety management procedure
■ GP10a — Information Security Management: Includes requirements for technical and procedural
security within all Golder Operating Companies that should be followed by all employees, including Human
Resources. Specific detailed requirements are also included for Personal Data Handling.
■ Authority and Responsibility Matrix(ARM):The roles and authority levels for decision making in Golder
Associates are defined in the Authority and Responsibility Matrix (ARM). Please refer to the ARM for
guidance on the related activities in this procedure.
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1.0 EMPLOYEE LIFECYCLE
This illustration is an overview of the typical employee lifecycle within the context of GP4 requirements. Each
section in the illustration is expanded upon in the GP4 procedure.
t
Succession Talent
Management Acquisition
Pre-
Development Onboarding
fig` • �a4.2
2.0 TALENT ACQUISITION
Talent acquisition is a continuous strategic approach to help the organisation efficiently and effectively meet
dynamic human capital needs. Our talent acquisition purpose is to identify, assess and secure talented people.
Timing: Pre-offer
■ Prior to an offer being made, eligibility (right to work) and competence of the successful candidate will be
assessed. Assessment measures will be reasonable based on the role and also compliant with local
regulatory requirements.
3.0 PRE-ONBOARDING
Pre-onboarding involves activities that communicate to the employee both the competency requirements of
being a Golder employee and of their role. Ensuring compliance with local legislation, our pre-onboarding
purpose is to prepare the person prior to commencement in a role.
Timing: Post offer acceptance
■ Every employment contracttoffer letter (offer) will have the required Golder approvals, confirming the
authorisation for the offer to be made (see ARM for specific requirements). In addition,every employment
ISGOLDER o ume,n is uzu„eaied 0 du sailed or Mn d a
RL10,28 January 2020
contractloffer letter will be signed by the employee, confirming the employee's acceptance of the terms
and conditions contained in the offer.
■ It is recommended,but not a requirement,that the employment contract/offer letter will include a statement
that the employee has read, understood and commits to the below Golder policies. As required, this
statement will be qualified to allow for changes to be made to the below policies without the obligation to
consult with employees (so as to mitigate the risk that the policies form part of their terms and conditions
of employment).
• Business Ethics Policies (Code of Conduct, Anti-Bribery and Corruption, Gifts, Entertainment and
Contributions, Insider Trading and Related Party Transaction policies)
• Privacy Policy
• Health, Safety, Security and Environment Policy
• Any other policies as required by local legislation and global, regional or local operations.
■ Employment contracts/offer letters in conjunction with role descriptions or other local documents will
include, as a minimum, the title, reporting structure and responsibilities of the role.
4.0 ONBOARDING
Onboarding is the mechanism through which employees are acclimated to the organisation/new role,including
acquiring the necessary training, skills and behaviours to initially perform their role. Our onboarding purpose is
to support the employee to accelerate employee engagement, effectiveness and productivity. An employee's
role and responsibilities will be made clear and they will be accountable for results.
Timing: As soon as is practical but recommended to achieve within the first 90 days
of employment/commencement in new role
■ Each new employee will undertake an induction. To ensure an understanding of Golder ways of working
and reinforcing the message that employees have a responsibility to provide a high-quality service to our
clients, as a minimum requirement,the induction will include activities that communicate the importance of
Golder's:
• Business Ethics Policies (Code of Conduct, Anti-Bribery and Corruption, Gifts, Entertainment and
Contributions, Insider Trading and Related Party Transaction policies)
• Quality Policy
• Privacy Policy
• Health, Safety, Security and Environment (HSSE) Policy
• GAIMS system (global, regional and local procedures and policies)
• Ownership Model
• Any other Policies as required by local legislation and global, regional or local operations
■ If a signature to confirm the new employee has read, understood and commits to the Business Ethics
Policies, Quality Policy, Privacy Policy and Health, Safety, Security and Environment(HSSE) Policy was
not obtained at pre-onboarding,this will be achieved as part of induction.
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RL10,28 January 2020
■ New employee induction will also include Health, Safety,Security and Environment training as required for
the role.For more information, including required timeline for HSSE orientation, refer to GP5 HSSE Manual
and GMP 206 Training and Competency. Note, HSSE has its own orientation time period and what is
captured in GP5 must be adhered to and overrides any timeframe provided in GP4 Management of Human
Resources.
5.0 PERFORMANCE DEVELOPMENT
Performance development is the management of performance and employee development; it involves both
assessing and managing the work that needs to be done and providing opportunities for professional growth
and development. Our purpose for managing performance and employee development is to ensure both
organisation and employee growth through the enhancement of skills and knowledge. Performance
development discussions are dually manager and employee led and the employee is fully engaged in this
process.
Timing: Regular and ongoing discussions with periodic documentation being created
■ Performance will be assessed at least annually for all eligible employees; the assessment will include the
following practices:
• Review of performance
• Goal setting linked to achievement of Golder Strategy
• Professional development discussion including a training and development needs assessment
■ Feedback on HSSE performance
Competencies and knowledge needed to perform tasks are identified locally and the development of these
competencies are part of the performance development program. Effectiveness of actions taken to
build/increase competencies is evaluated locally and/or globally as part of the individual career development
plans or other means(e.g. performance evaluation for subcontractors, see GP2).
6.0 SUCCESSION MANAGEMENT
Succession management is a risk management,future proofing process engaged to safeguard the continuity of
business delivery. Our purpose for managing succession is to ensure the identification and development of
successors so as to guarantee knowledge transfer and talent migration. Golder owns succession management
processes, and these may not involve employee input.
Timing: Regular management discussions about human capital needs with periodic
documentation being created
■ On a regular basis Golder's key leadership roles will be reviewed to ensure:
• The roles identified represent Golder's business critical positions
• That succession plans are established and linked to both performance reviews and long-term strategic
fit(potential).
7.0 EMPLOYEE EXITS
Local operations are to establish a process to guide through the exit of employees. As a minimum the process
must include the following:
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RL10,28 January 2020
■ An assessment of the tasks and responsibilities to be included in a handover to another employee
■ The identification of one or more appropriate employees to take over the identified responsibilities and
tasks (incl. Project management related tasks)
■ The identification of roles (e.g. approved review, signatory, ROA approver etc.), permissions, access and
licences etc.which need to be transferred or terminated
■ Handover of Golder property such as laptops, mobile phones, company cars etc.
■ Securing data stored on mobile devices and access to passwords, codes etc.
■ Arrangement for forwarding Emails or other information
■ Arrange for exist interview for regular employees if possible
8.0 RECORD KEEPING
Timing: Ongoing
■ Any documentation produced in relation to pre-employment competency assessments will be:
• Kept on their personal file for a candidate who becomes an employee
• Disposed fora candidate who does not become an employee,ensuring local Personal Data Protection
retention legislation is followed.
■ As a minimum, an employee record will be created and maintained within the Golder HRIS/HCMS and the
data will be consistent with business needs. Data in the employee record will be kept in accordance with
Golder s GP10a— Information Security Management procedure and applicable Personal Data Protection
legislation.
■ Personnel records will be maintained in appropriate files for:
• Signed (or e-signed) employment contract/offer letters
• Qualifications
• Internal classroom training
• External training
• Training effectiveness evaluation
• Performance review.
■ Anything that materially modifies an employment contract/offer letter or actions resulting from a review of
employment contract/offer letter terms and conditions will be recorded.
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V GOLDER D-urne,d;s„z .I.d 0 d—Wdeda,Od . 6
GOLDER
golder.com
Global Health , Safety, Security
and Environment Manual
GP5 — Management of HSSE
Caring for one another as we pursue
an interdependent culture where
HSSE is owned by everyone.
1 , .
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1
Work Safe
Home Safe
GOLDER
RU,16 Dec 2020 Document Is unconrrouee ueomiooeee or pnnhe
GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V GOLDER
The Golder Associates("Golder') Health, Safety, Security and Environment Manual (the Manual)is a controlled
Document.
Uncontrolled copies of this Manual may be issued to clients or other stakeholders,for information.
Table 1:Amendment Record
Description Issue Date Approval
RL1 Rebranding to Golder formatting Feb. 2018 P. Farrow
RI-2 Remove Appendix A HSSE Policy June 2019 P. Farrow
RI-3 Review and update to ISO 45001:2018 standard Nov. 2019 P. Farrow
RI-4 Updated the definition of SIF and pSIF Dec. 2020 R. Mayo
Consistent with our journey to an interdependent Health and Safety culture and our commitments to the
Environment,this Manual has been aligned with the internationally recognized standards for health, safety and
environmental management; ISO 45001:2018 and ISO 14001:2015.
This Manual will be reviewed annually by the Global VP of HSSE, the Global HSSE Team;and the Executive
Committee.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V GOLDER
GOLDER ASSOCIATES COMMITMENT TO HEALTH, SAFETY, SECURITY
AND THE ENVIRONMENT
Golder Associates is committed to providing the knowledge,training,
tools and resources needed to enable employees to perform their work in
a safe and healthy manner while protecting the environment.
Golder is a company built upon a culture of ownership and personal
responsibility,and each and every one of us must embrace and
demonstrate the behaviors that protect the health and safety of ourselves
and others, and that minimize our environmental footprint.
Fundamental to our success in the area of HSSE is the demonstrated
visible and felt leadership that engages our colleagues, sets the right
example, supports appropriate behaviour, and contributes to the
prevention of injury, illness and significant incidents.
Golder s Expectations of You
■ Plan for and embed HSSE in every stage of work and the project life cycle.
■ Practice ongoing situational awareness.Ask can I work safely?Can others work safely?Can we continue to
work safely?Am I visible to others?Verify controls are in place to keep everyone safe.
■ Take appropriate steps when you witness an unsafe work environment.
■ Engage in conversations with our colleagues, business partners, and clients.
■ Comply with requirements of the law,the client and Golder.
Always remember,the sites we work on, the activities we are involved in, and the management of the sites may
differ each day, but our commitment to HSSE is absolute.You have my support to cease work and seek advice
from your supervisor if you feel a risk is not being managed effectively. Have the courage to speak up and make a
difference, and above all, be safe.
Hisham Mahmoud, PhD, PE
Global President and CEO
Golder Associates
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V GOLDER
Table of Contents
1.0 INTRODUCTION.............................................................................................................................................2
2.0 TERMS AND DEFINITIONS...........................................................................................................................2
3.0 CONTEXT OF THE ORGANIZATION............................................................................................................6
3.1 HSSE within the Organization..............................................................................................................6
3.2 HSSE Policy.........................................................................................................................................7
3.3 HSSE Culture.......................................................................................................................................7
4.0 ROLES AND RESPONSIBILITIES.................................................................................................................8
4.1 Senior Executive Responsibilities........................................................................................................8
4.2 Responsibility Matrices ........................................................................................................................8
5.0 LEADERSHIP...............................................................................................................................................10
5.1 Leadership Activities..........................................................................................................................10
5.2 Visible Felt Leadership Opportunities................................................................................................11
5.3 Recognition........................................................................................................................................11
6.0 STAKEHOLDER CONSULTATION,COMMUNICATION AND PARTICIPATION.......................................11
6.1 HSSE Committees.............................................................................................................................13
6.2 Training ..............................................................................................................................................14
6.2.1 Employee Training........................................................................................................................14
6.2.2 Orientation and Induction..............................................................................................................14
6.2.3 Competence..................................................................................................................................15
6.2.4 Role Specific Training...................................................................................................................16
6.2.5 Visitor Orientation..........................................................................................................................16
7.0 OBJECTIVES AND LEGAL REQUIREMENTS...........................................................................................16
7.1 Objectives and Key Performance Indicators(KPls)...........................................................................17
7.2 Determination of Applicable Legal Requirements..............................................................................18
8.0 RISK MANAGEMENT...................................................................................................................................19
8.1 Hazard Identification, Assessment and Control.................................................................................20
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL G GOLDER
8.2 Risk Tools...........................................................................................................................................22
8.3 Management Procedures...................................................................................................................24
8.3.1 Global Risk Management Guidance.............................................................................................25
8.3.2 Regional/OpCo HSSE Procedures.............................................................................................25
8.4 Subcontractors...................................................................................................................................26
9.0 EMERGENCY PREPAREDNESS AND RESPONSE..................................................................................27
9.1 Emergency Response Team..............................................................................................................28
9.2 Emergency Response Training..........................................................................................................28
9.3 Emergency Response Exercises.......................................................................................................28
9.4 Crisis Response.................................................................................................................................28
10.0 MANAGEMENT OF CHANGE......................................................................................................................29
11.0 INCIDENT REPORTING AND INVESTIGATIONS.......................................................................................30
11.1 Reporting Internally............................................................................................................................31
11.2 Reporting Incidents to Clients............................................................................................................31
11.3 Reporting Incidents to Regulatory Authorities....................................................................................31
11.4 Investigation.......................................................................................................................................32
11.5 Corrective Action................................................................................................................................32
12.0 INSPECTIONS AND EVALUATIONS..........................................................................................................33
12.1 Inspections.........................................................................................................................................34
12.2 Evaluations.........................................................................................................................................34
13.0 DOCUMENTED INFORMATION..................................................................................................................34
TABLES
Table1:Amendment Record....................................................................................................................................ii
Table 2: Leadership Activity and Description.........................................................................................................10
Table 3: Engagement, Consultation and Communication Responsibility Matrix....................................................11
Table 4: HSSE Committees—Visible Felt Leadership Opportunities....................................................................13
Table 5:Training Responsibility Matrix...................................................................................................................14
Table 6: Objectives and Legal Requirements Responsibility Matrix......................................................................16
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL G GOLDER
Table 7: KPIs—Visible Felt Leadership Opportunities...........................................................................................18
Table 8: Risk Management Responsibility Matrix ..................................................................................................19
Table 9: Risk Tools Responsibility Matrix...............................................................................................................22
Table 10: Management Procedures Responsibility Matrix.....................................................................................24
Table 11: Subcontractors Responsibility Matrix.....................................................................................................26
Table 12: Subcontractors—Visible Felt Leadership Opportunities........................................................................26
Table 13: Emergency Preparedness and Response Responsibility Matrix...........................................................27
Table 14: Crisis Response-Visible Felt Leadership Opportunities.......................................................................28
Table 15: Management of Change Responsibility Matrix.......................................................................................29
Table 16: Incident Reporting and Investigations Responsibility Matrix..................................................................30
Table 17: Corrective Action-Visible Felt Leadership Opportunities......................................................................33
Table 18: Inspections and Evaluations Responsibility Matrix.................................................................................33
Table 19: Inspections and Evaluations-Visible Felt Leadership Opportunities....................................................34
FIGURES
Figure 1: Hazard Identification,Assessment and Control......................................................................................21
Figure2: Project Life Cycle.....................................................................................................................................22
Figure3: Global Risk Tools....................................................................................................................................23
Figure 4: Global HSSE Framework within GAIMS.................................................................................................25
APPENDICES
Appendix A: Risk Management
Appendix B: Link to Global HSSE Management Procedures
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL 6 GOLDER
WELCOME TO THE GOLDER ASSOCIATES HEALTH, SAFETY, SECURITY
AND ENVIRONMENT MANUAL
Golder is committed to helping our employees,subcontractors, clients, and the public remain safe and healthy
and to the prevention of injury and illness.We are committed to the protection of the environment and to the
prevention of pollution.
Golder is on a cultural journey towards interdependence, a culture built on trust,teamwork, and shared ownership
of health, safety, security and environment.A culture where every Golder employee demonstrates genuine rare
for one another.
HSSE leadership is a role that falls to each and every Golder employee, no matter who we are or where we stand
in the corporate structure.At Golder, we believe that everyone can be a leader in HSSE.
This manual provides information enabling Golder employees and stakeholders to understand and successfully
fulfill their HSSE roles and responsibilities. It provides the framework and foundation to know how to work in a
manner that promotes the health and safety of everyone and is environmentally responsible.
Golder is committed to effectively managing risk,to continual improvement and to being safe by choice not by
chance. Golder is focussed on embedding HSSE in all that we do.We anticipate, identify and assess HSSE risks
as early as possible such as when work opportunities are identified and as working conditions change.We
identify and plan appropriate control strategies before we issue proposals,deliver services and throughout each
workday.
Through a proactive approach, Golder equips its employees to know the controls that are critical to the prevention
of serious incidents and fatalities. We monitor, report and communicate incidents and leamings and take
appropriate corrective action.
Our motto is"work safe, home safe". No job or task is more important than a person's health and safety or the
protection of the environment. Please take the time to do things correctly,to comply with requirements, to properly
manage change and to care for one another.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
1.0 INTRODUCTION
Purpose
This Manual describes the manner in which Golder identifies and manages health,safety, security and
environmental(HSSE)issues associated with its activities. It describes the way in which Golder:
in Establishes HSSE roles and responsibilities
in Provides a framework to assist all employees with managing HSSE
in Provides minimum HSSE standards
■ Facilitates compliance with applicable legal and other requirements
Scope
This Manual provides a consistent approach to managing the health, safety and security of Golder Associates
employees and protection of the environment as an integral part of the organisation's operations around the
world.This Manual applies to and is mandatory for employees of Golder Regions and Operating Companies.
Local Legislation Compliance
The management approach recognizes the need to meet specific local regulatory requirements, in the multiple
jurisdictions in which we operate.Where national and local statutory requirements and associated codes of
practice prescribe a higher standard than those contained herein,the legislative requirements take precedence.
This applies to the Global HSSE Manual including Operational Controls. Unless otherwise legislated,the terms,
definitions, documents and tools referred to within this Manual shall be used across Golder.
2.0 TERMS AND DEFINITIONS
Acute—An injury or illness with sudden onset, of short duration, that is rapidly progressive and in need of urgent
response and care.
Air—Applies to the air inside a building, mine, or equipment and the air on a Golder workplace or within a Golder
workplace (Health)and the air outside of a mine, building or equipment and all outdoor air that is not on a Golder
workplace (Environment).
Audit—External or internal conformance check against requirements, standards and procedures. Conducted by
trained personnel who are independent of the area/project being audited.
Auditor—A person trained and qualified to manage and perform HSSE audits.
Chronic—An injury, illness or medical condition that may have delayed onset of symptoms, lasts over a long time
period and may result in gradual health impairment.
Commendation—Recognition of someone who has been identified for positively improving health, safety,
security or environmental management.
Competent—An individual with sufficient knowledge, skills, and ability to perform and organise their work in a
manner that reduces risk of harm to themselves and to other individuals from all potential and actual hazards.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL 11$1� GOLDER
Consequence—The severity of probable adverse effects if an incident, event, condition and/or practice occurred.
Consequences are assigned weights according to the Golder risk matrix definitions.
Control of Hazards/Risks—The process of elimination or minimisation of risks.
Corrective Action—An action to eliminate the cause of a detected nonconformance or other undesirable
situation such as an uncontrolled hazard. Corrective action is taken to prevent recurrence.
Crisis—An event that is going (or is expected)to lead to an unstable and dangerous situation affecting the health
or safety of employees or other stakeholder,the environment, property, assets and/or Golder's reputation
Crisis Response Plan—Documented process to manage crisis situations. Includes roles and responsibilities and
must be reviewed and tested at least annually.
Critical Control—A control that is crucial to preventing a serious injury or fatality or mitigating the consequences
of a Serious Incident or Fatality(SIF). The absence or failure of a critical control would significantly increase the
risk despite the existence of the other controls. In addition, a control that prevents more than one SIF or mitigates
more than one consequence is normally classified as critical.
Critical Control Management—A process of managing the risk of SIFs that involves a systematic approach to
verify critical controls are in place and effective.
Emergency—An unforeseen combination of circumstances resulting in a situation that calls for immediate
response.
Environment—The components of the earth that include the following: air,water and land; all the layers of the
atmosphere; all organic and inorganic matter and living organisms, and the interaction of these natural systems.
Environmental Emergency—Unauthorized emissions to air or discharge to water or land which results or may
result in environmental damage or contamination.An emergency may also involve adverse impact to human
health or local flora and fauna from site activities.
Environmental Impact—Any change to the environment,whether adverse or beneficial,wholly or partially
resulting from Golder's environmental issues.
Environmental Incident—Uncontrolled event that results or could result in damage to the environment or loss of
process. Release to air,water or land with impacts requiring short or long term recovery, e.g., habitat disturbance;
damage to indigenous people's/heritage sites; alteration of the natural environment or its aesthetics; generation of
contaminated or hazardous waste, or large volumes of solid waste; dust or noise affecting the immediate area.
Clean up can be managed by internal resources.
Environmental Issues—Any element of Golder's activities, products or services that can interact with the
environment.
Fatal Risk Control (FRC)—Fatal Risk Control is an approach to fatality prevention. Fatal Risk Control, the term
Golder is using, is also known as'critical control managemenP, and is modelled after guidelines set out by the
International Council of Mining and Metals (ICMM).
Hazard—A source, situation or act with a potential to cause harm in terms of human injury or ill health, damage to
the environment, or a combination of these effects.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL 4 GOLDER
Hazard Assessment—The process of identifying hazards so they can be eliminated or controlled to an
acceptable level.
Hazard Control—The process of eliminating or minimizing risks associated with workplace hazards.
Hazard Identification—The anticipation and recognition of a hazard and defining its characteristics.
HSSE Induction—An in-depth employee training process providing sufficient information to enable employees to
conduct their work in accordance with HSSE requirements including, but not limited to, HSSE culture and
legislation, roles and responsibilities, risk management, and reporting.
HSSE Management System—The HSSE framework of the HSSE policy, global procedures, programs, plans
and tools.
HSSE Orientation—An employee introductory training event including completion of paperwork, basic
information about Golder and HSSE.
HSSE Plan—A documented Health, and Safety, Security and Environment Plan appropriate to the risk and
containing all associated documents pertaining to a particular project, workplace or travel event.This may be any
combination of the global risk tools.
HSSE Resources—Personnel who can support processes and activities associated with the management of
HSSE.
Immediate Causes—The circumstances that immediately precede the event that leads to an incident.The
causes can usually be seen or sensed.
Incident—Undesired event that results or could result in actual harm to people, damage to property or the
environment or loss of process.
Injury—A bodily wound or condition caused by external force or exposure including stress, strain or extreme
temperature and identifiable by time and place of occurrence and affected member or function of the body.
Inspection—Examination of a workplace to identify uncontrolled hazards, to evaluate effectiveness and
implementation of the identified hazard controls, and to verify workplace compliance
Learning—An opportunity for Golder employees to learn from shared experience from reported hazards and
incidents.
Manager—An individual to whom a Golder employee formally reports according to Golder's organisational
structure and who leads the employee with career development and related tasks.
Near Miss—Undesired event that could have resulted in actual harm to people, damage to property or the
environment or loss of process.
Occupational Illness—A condition that results from exposure in a workplace to a physical, chemical or biological
agent to the extent that the normal physiological mechanisms are affected, and the health of the employee is
impaired.
Prescribed—Term meaning"required by legislation or legal statute".
Preventative Action—An action taken to prevent an undesirable occurrence and/or demonstrate compliance.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL Is GOLDER
Prime Contractor—Person who has a contract with the owner of a project orjob and has the full responsibility for
its completion. Undertakes to perform a complete contract and may employ and/or manage one or more
subcontractors to carry out specific parts of the contract. Includes Principal, General, Lead and/or Main
Contractor. Region—Operating region within Golder.
Regulatory Authority—Legal entity promulgating and enforcing health and safety and environmental legislation
and/or with prescribed authority including power to inspect workplaces.
Risk—Combination of the likelihood of an occurrence of a hazardous event or exposure(s)and the severity of
injury or ill health that can be caused by the event or exposure(s). Risks are assigned weights according to the
Golder risk matrix definitions.
Risk Assessment—Process of evaluating the risk(s)arising from a hazard(s), taking into account the adequacy
of any existing controls, and deciding whether or not the risks) is acceptable.
Risk Management Process—The systematic application of management policies, procedures and practices to
the tasks of communicating,establishing the context, identifying, analysing, evaluating, reviewing, treating,
controlling and monitoring risk.
Risk Register—A list of assessed risks, including hazards associated with work tasks including Golder offices,
sites, environmental conditions,travel and all other risks to Golder personnel and external stakeholders.
Root Causes—The reasons why the unsafe acts and/or unsafe conditions occurred. The factors that when
identified,allow meaningful and effective management control.
Security—The mitigation of risk associated with personal danger or threat to Golder employees. Does not include
asset security.
Significant Incident or Fatality(SIF)—A fatality or a life-threatening injury or illness requiring immediate life
preserving rescue action where if not applied would likely result in the death of the individual, or an injury or illness
that results in a permanent disability.
Significant Incident or Fatality, Potential(pSIF)—A near miss that could reasonably and realistically have
resulted in a Significant Incident or Fatality.
Stakeholders/Interested Parties—An internal (e.g. employees)or external person or party with an interest or
concern in Golder or Golder's business activities and can include a person or an organisation that can affect, be
affected by, or perceive itself to be affected by a Golder decision or activity.
Subcontractor—A person or party with whom Golder contracts part of our services to or arranges supply.
Supervisor—An individual having charge of a workplace, and/or authority over a worker, and/or instructs, directs
or controls employees and/or subcontractors in the performance of their duties.
Toolbox Talks—Pre-start meeting held on site to discuss the day's work activities including special procedures,
potential hazards, HSSE issues and related concerns.
Visible Felt Leadership(VFL)—Observable behaviour that demonstrates genuine care for personal wellbeing.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL li�, GOLDER
Vulnerable—Includes young employees(underage of 25 years), new or transferred employees, employees
returning to the workplace following an extended absence or leave, subcontractors,temporary or seasonal
employees and in some cases, indigenous persons.
Work Method Statement—A documented assessment of the hazards associated with each step of a task
including mitigating controls.
Workplace—Any physical location in which work-related activities are performed under the control of Golder
including a vehicle, Golder office, laboratory,workshop, vehicle garage,warehouse and project site.
3.0 CONTEXT OF THE ORGANIZATION
Golder is an employee-owned group of companies established in 1960 which operates many offices throughout
the world. Golder's success is founded on the high degree of qualifcation and technical expertise of its
employees.
Golder is committed to understanding Client needs and providing solutions which are technically appropriate,
socially responsible and comply with contractual and regulatory requirements. In order to meet these objectives,
we have developed the Golder Associates Integrated Management System (GAIMS).
GAIMS is the framework of processes and procedures used in our core business areas to achieve the stated
objectives in our policies and strategy.These objectives cover operational aspects from financial performance,the
health and safety of our employees and stakeholders, management of environmental issues, product quality,
project delivery, client relationships, business operations and legal compliance. GAIMS serves three primary
purposes, it:
■ Establishes organisation-wide direction and expectations(requirements)
■ Facilitates process improvement(plan, do, check, act)
■ Promotes better financial performance
GAIMS provides employees with detailed instructions defining expectations and actions to achieve Golder's goals.
The system includes internal and external auditing processes to verify operations are being properly executed.
GAIMS is a summary statement of its application to elements addressed in ISO 45001:2018, ISO 14001:2015
(Environmental Management)and ISO 9001:2015 (Quality Management). ISO Standard accreditation is
maintained at local levels with global HSSE alignment.The accreditation is managed under a global multisite
audit plan that covers the Golder offices which are certified.
HSSE liaises with all shared services ensuring that Golder objectives, accountabilities and performance targets
are clearly defined, measured,tracked and evaluated.
The roles and authority levels for decision making in Golder Associates are defined in the Authority and
Responsibility Matrix(ARM). Please refer to the ARM for guidance on the related activities in this procedure.
3.1 HSSE within the Organization
Golder has made a commitment to uphold HSSE as a core organisational value that defines who we are and is
embedded in all that we do. Golder has embarked on a significant cultural awareness program that is endorsed by
senior management and in accordance with our Principal-led approach to our organisation.The Global President
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL ll$� GOLDER
and Chief Executive Officer of Golder Associates Corporation, the Global Chief Operating Officer, Regional
Presidents and the EHL Board have ultimate responsibility for HSSE.
Golder has specified HSSE objectives within its Strategic Plan and dedicated HSSE resources to provide
specialist support across our operations. Golder's training framework provides employees with the knowledge to
safely and responsibly perform their assigned tasks in order to prevent injury, illness, loss and adverse
environmental impact. Golder's training and coaching of its employees includes a range of programs including
HSSE training required by all new employees prior to working unsupervised and project specific training.
Golder's commitment to the effective management of HSSE on all projects is documented in project planning and
is subject to continual review and improvement. Employees are required to identify hazards and controls
throughout a project.A structured process of internal auditing monitors the implementation and review of project
planning.
Violation or non-compliance with any portion of the HSSE Manual, whether or not an incident occurs, may lead to
discipline, up to and including termination for cause.
3.2 HSSE Policy
Golder Associates' Global HSSE Policy is signed by our Global President and Chief Executive Officer and
expresses our commitment to the protection of our people,our stakeholders, the environment and the prevention
of injury, illness and loss.
3.3 HSSE Culture
Golder is in pursuit of building and maintaining an interdependent culture and the resulting world class Health and
Safety performance.This cultural pursuit is key to Golder's success and allows Golder to effectively serve Clients
and contribute meaningfully to the communities in which our employees live and work.
Everyone in Golder can make significant, positive contributions in HSSE. Employees can lead with HSSE both at
work and home and support our clients and subcontractors.An interdependent culture requires strong
accountability and employees are held accountable to comply with legislation and Golder's HSSE requirements.
Golder's approach to the management of HSSE supports this cultural journey.
A fundamental component of our culture is the empowerment of a Golder employee to exercise the right to refuse
unsafe work or to take appropriate steps to stop work.
A work refusal can be made by an employee who believes that there are inadequate controls in place for a health
and safely risk which poses an immediate threat to themselves or other people.Work refusals are to be
communicated immediately to a supervisor for investigation and corrective action to determine root cause and
communicate lessons learned to prevent reoccurrence.Additional internal resources are available to support the
investigation as required, based on work scope, risk rating and local legislative requirements.
Appropriate steps to stop work shall be taken by an employee who believes that there are inadequate HSSE
controls thereby posing an immediate threat to themselves, other people or the environment.This includes
ceasing work when an employee believes that a HSSE risk is not adequately controlled or mitigated, is unsure of
the way to manage the risk, and/or does not hold the necessary competency to manage the risk.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
4.0 ROLES AND RESPONSIBILITIES
In addition to those outlined below, responsibilities are stated within the Global HSSE Policy.
4.1 Senior Executive Responsibilities
The responsibility for HSSE ultimately lies with the Global President and Chief Executive Officer of Golder
Associates Corporation,the Global Chief Operating Officer, Regional Presidents and the EHL Board.
The Regional President communicates HSSE management decisions to the Regional Management Teams for
planned implementation across the Regions.
The VP HSSE shall maintain a Global HSSE management system that meets the needs of the business and
leads Golder on its journey to interdependence.
Within their respective area of responsibility,the Regional President, Managing Director and Regional
Management Teams shall verify that:
■ The Global HSSE Policy, Global HSSE Manual and Operational Controls are implemented
■ The applicable HSE legislation and associated codes of practice are identified and implemented
■ Adequate resources are allocated in support and implementation of the HSSE Policy, HSSE Manual and
Operational Controls
■ A documented Health and Safety Risk Register is completed and reviewed annually
■ A documented Environmental Issues Register is completed and reviewed annually
■ Legal requirements related to HSE issues are identified, documented and reviewed annually
4.2 Responsibility Matrices
HSSE Responsibilities have been distilled and clearly defined into a Responsibilities Matrix at the start of each
section. Responsibilities are broken down into Management, Project Leadership and Employee:
■ Management—roles such as Office Manager, Group/Division Manager, Lab/Warehouse Supervisor
■ Project Leadership—all project associated roles such as Site Supervisor, Project Manager and Project
Director
■ Employee—every Golder employee
There are a few individuals and groups that have particular responsibilities outside of these broad groups such as
the Global President and CEO, Senior Leaders and Supervisors.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J GOLDER
GlobalPr:ident
• CEO
The President shall establish a Global HSSE Policy and
implement a HSSE Management System.The President sets Global President
objectives and targets supporting the continual improvement of
Golder's HSSE culture and performance.The President reviews and CEO is "the
the Policy and objectives at least annually, provides appropriate
resourcing for HSSE and verifies the effectiveness of HSSE through voice of Golder"
annual audits.
The President shall establish a Global Crisis Response Plan(CRP)
and appoint a Global Crisis Response Team(CRT).The President
k shall act as the voice of Golder in external communications during
a crisis period and notify the EHL Board as required.
The President exemplifies the Golder Principal and
L, Associate ownership model providing leadership and —-.A
support to,and continual dialogue with,the Principal and Associate Comnnunity.--�
Senior
Leaders
Senior Leaders are entrusted with a unique and
—A important role in Golder.They are'owners'of our
culture and champions
of our journey to interdependence.Their responsibility goes
beyond understanding and supporting the management of
Senior Leaders HSSE and achieving HSSE objectives.As Senior Leaders they
display Visible Felt Leadership through regular communication and
are the reinforcement of health,safety,and environmental commitments
and stewardship throughout Golder.
"champions of Senior Leaders facilitate employee engagement and conformance
our journey to with the HSSE policy and objectives through reinforcement
of desired behaviours,commendation of performance,
interdependence" prompt personal feedback to employee concerns,and
demonstrating Visible Felt Leadership.As leaders they
visit Golder projects and workplaces to personally
engage with employees and stakeholders
while demonstrating and reinforcing
our HSSE culture.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J GOLDER
Supervisors
Supervisors have an important role within
Golder culture as they interact on a daily basis
with Golder employees and stakeholders.They are
an extension of our senior leadership teams and share
important into
and provide direction and support to
Golder employees.
Supervisors
Golder
consideration of the size and scope of projects and planned
``maintain Golder activities,leadership appoints competent supervisors.Where there
are multiple Golder teams on a site an overall Golder site supervisor
standards and hall be appointed.Golder teams shall know the identity of the overall
site supervisor,and coordinate and communicate their activities with
culturerr them.Golder employees are provided site supervision at all times.
If a designated supervisor cannot be on site,they shall personally
hand-off supervisory responsibilities to a competent alternate
supervisor and communicate this change to Golder employees
and stakeholders.
Supervisor shall enforce operational controls, maintain
Golder standards and culture,through Visible
Felt Leadership,mentoring, coaching
and disciplinary actions, as
appropriate.
5.0 LEADERSHIP
Integral to Golder's success is HSSE leadership at every employee level. HSSE Leadership is integrated into
Golder's career development structure and addressed in goal setting, learning and development, performance
evaluation and recognition.
5.1 Leadership Activities
Golder recognises a range of HSSE leadership activities including but not limited to those listed below:
Table 2: Leadership Activity and Description
LEADERSHIP DESCRIPTION
Project Planning Coaching and mentoring employees during the development of HSSE planning for
projects including:
■ Discussion of risks and controls
in Facilitation of hazard identification workshops
in Quality review of project HSSE planning (e.g. HSSE Plans)
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL a GOLDER
LEADERSHIPDESCRIPTION
Coaching and Provide HSSE coaching and mentoring to employees during the following:
Mentoring 0 HSSE Field/Office/Laboratory Inspections
■ Senior Site Visits
Participation in Active participation in an HSSE Audit including:
HSSE Audits 0 Gathering of evidence
■ Preparation of audit report
■ Debrief of employees on audit outcomes
5.2 Visible Felt Leadership Opportunities
Golder has set the objective for all employees to demonstrate proactive,Visible Felt Leadership (VFL). Senior
Leaders have VFL targets.All employees have opportunity to participate in VFL activities.Where opportunities for
VFL exist, examples are provided at the end of each section.
5.3 Recognition
Everyone at Golder is responsible for contributing to a culture that recognises positive attitudes and behaviours,
through immediate feedback and the celebration of achievements. Commending our colleagues' behaviours
acknowledges their positive nature and encourages the continuation of these behaviours. Golder recognizes
employee HSSE contributions and excellence through commendations, recognition programs and established
annual global and regional awards.
6.0 STAKEHOLDER CONSULTATION, COMMUNICATION AND
PARTICIPATION
Table 3: Engagement,Consultation and Communication Responsibility Matrix
PROJECT
RESPONSIBILITIES MANAGEMENT LEADERSHIP EMPLOYEE
Establish and maintain a HSSE Committee. X X
Respond in writing to written recommendations from the X X
HSSE Committee.
Communicate HSSE information to employees through
meetings, educational sessions, newsletters, bulletin boards X X
and emails.
Communicate any changes to this Manual and management
of HSSE.
Include an HSSE component in Golder meetings. X
Review, assess and summarize HSSE performance
information and learnings for internal and external X
communication.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V' G O L D E R
Golder values the participation and contribution of employees and subcontractors in shaping HSSE.Their input is
fundamental to HSSE performance, continuous improvement and the effectiveness of Golder's HSSE Culture.
Golder consults through HSSE committees, project teams, surveys, reported learnings,group meetings,
coaching, mentoring, Senior Leadership site visits, hazard assessments and workplace inspections and audits.
Golder internally communicates HSSE information in a timely manner to employees through meetings, emails,
intranet notices, bulletin boards, lunch and learns,toolbox meetings, HSSE shares, and visual media.
As part of our commitment towards building an interdependent culture, communication and consultation on HSSE
matters is continually being strengthened. Regular internal communication provides employees with important,
timely HSSE information. Golder uses a variety of methods for internal HSSE communication including meeting
agendas beginning with a relevant health, safety, security or environmental share.
External communication includes HSSE Information as part of proposals and tenders; communication to external
parties on request and HSSE information to comply with legal requirements. Golder's HSSE Policy is available in
the public domain and communication on HSSE and Sustainability is managed across social networking portals.
Engaging in HSSE
• Golder intranet • HSSE committees
• Collaborative work spaces • HSSE representatives(in
and team spaces some operating companies
• Bulletin boards if requested by employees)
• Golder internal TV • Engagement of stakeholders
• Global employee surveys in the developmentand
on HIS culture and implementation of new
Commuting systems and exchange of
• Annual Sustainable relevant information
Development Report • HIS culture surveys
• emails • Project consultation
• • • •
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
6.1 HSSE Committees
Where legislation does not prescribe requirements for a HSSE Committee,the following minimum standards shall
apply:
■ Each employee shall be represented by an HSSE Committee
it Each Operating Company or office or technical discipline group shall establish a HSSE Committee,
comprised of at least two people.At least 50% of members shall be non-management. The number of
members shall be decided and agreed upon in each office.
■ Offices with less than 20 employees may elect to participate in another offce's HSSE Committee Meetings.
■ If the HSSE Committee is organised on an Operating Company basis, it shall include no less than one non-
management member from each office represented.
is Wherever practicable, major groups within an office should be represented e.g. each discipline, group or
business unit.
is Shall convene no less than once per quarter.
Details pertaining to the responsibilities and operation of Committees are provided in the Global Management
Procedure for HSSE Committees.
Table 4: HSSE Committees-Visible Felt Leadership Opportunities
LEADERSHIPVISIBLE FELT DESCRIPTION
Subject Matter Expert Acting as a HSSE subject matter expert including:
■ Activities undertaken as a HSSE Champion.
■ Providing advice within an area of HSSE experience or expertise(e.g.,
serve as member on High Risk Travel Panel)
Meeting Leadership Active participation in HSSE Meetings and leading HSSE contribution in other
meetings:
■ Facilitating HSSE discussion with upcoming professionals
■ Active participation in HSSE Committees
■ Advocacy of HSSE issues at other meetings including P&A, Management
Team, Group Meetings, other committees,client meetings, etc.
Participation in HSSE Active participation in an HSSE Audit including:
Audits ■ Gathering of evidence
■ Preparation of audit report
■ Debrief of employees on audit outcomes
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
6.2 Training
Table 5:Training Responsibility Matrix
RESPONSIBILITIESPROJECT
r
Provide the resources necessary to adequately train -7
employees to perform their jobs in a healthy, safe and X
environmentally responsible manner.
Document identified training needs. X X
Identify vulnerable employees for the purpose of providing X
appropriate training and pairing with competent employee.
Verify that employees receive the required training. X X
Verify that training records are maintained. X X
Verify that workplace-specific induction is provided to
Golder employees,visitors and subcontractors for Golder X X
workplaces.
Complete required training. X X X
Review training needs at each career development session. X
Prior to project site or high risk work,verify that employees X X
are appropriately trained.
Conduct a competency gap analysis where a new task or X X
equipment is introduced.
Document confirmation of HSSE competency. X X
6.2.1 Employee Training
Employees shall be provided with necessary knowledge and skills to perform their duties in a healthy, safe and
environmentally responsible manner.To achieve this, Golder is committed to developing and maintaining a
stepped process to orient, induct, identify needs, train, document and periodically evaluate training provided. For
Golder employee general training, see GP4., Management of Human Resources.
6.2.2 Orientation and Induction
Employees shall be provided with an orientation on their first day of work, or as soon as possible thereafter,
covering the immediate HSSE information required to carry out their assigned role, responsibilities and tasks. This
includes Subcontractors and non-employees carrying out work at Golder workplaces. Orientation shall include
relevant local HSSE information.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL 4 GOLDER
Employees shall undertake a HSSE induction as soon as possible (ideally within one week of starting work).The
HSSE Induction shall cover, but is not limited to,the following topics:
■ HSSE Policy
■ HSSE Culture and Leadership
■ HSSE Requirements
■ Hazard Identification and Control
■ Fitness for duty
■ Fatal Risk Controls
■ Crisis Response
■ Reporting hazards, near misses and incidents (Leamings)
■ Early and Safe Return to Work
■ Training and Competency
Employees shall not be present on a project site or undertake high risk work until they have completed the HSSE
orientation and induction.
Following the completion of formalised HSSE induction, Supervisors shall pair vulnerable employees undertaking
site or high-risk work with a competent employee.The paired employee shall provide supervision and coaching
until the Supervisor determines the employee has the necessary knowledge and experience to undertake tasks
unsupervised.
Individual training needs shall be identified by the employee's Manager and a representative of the HSSE team as
appropriate.Thereafter, training needs shall be identified during annual career development reviews and annual
business planning process.
Local HSSE training needs shall be determined based on the delivery of Global and Operating Company
objectives and initiatives and the management of local HSSE risks.
6.2.3 Competence
A gap analysis shall be undertaken to identify required HSSE competencies and training and/or coaching needs
where a new task or new equipment has been introduced. To close any identified gaps,training and/or coaching
shall be provided by an appropriate experienced employee or third party.
Vulnerable employees or employees without experience in particular tasks shall be provided on-the-job training
and/or coaching,to verify that the employee understands how to perform the task or operate equipment safely.
HSSE competency can be achieved through internal or external training and/or coaching and confirmation
documented by the provider. See GP4—Management of Human Resources and Global Management Procedures
for HSSE Training.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
6.2.4 Role Specific Training
Supervisors and Managers
Supervisors and Managers shall be provided with additional HSSE training commensurate with their Golder and
legislated duties and responsibilities. Employees acting in a supervisory or management capacity on projects and
in high risk workplaces(i.e. Site Supervisor, Supervising Engineer, Construction Superintendent, Site Manager,
Project Manager and Lab and Warehouse Managers)shall be provided with an appropriate level of HSSE training
including:
■ Roles and responsibilities
■ HSE legislation
■ HSSE management principles and practices
■ Hazard identification, risk assessment and control
■ Incident response and injury management
Senior Management
Senior Management shall receive additional HSSE training to equip them to fulfill their role and responsibilities in
a duly diligent manner.
6.2.5 Visitor Orientation
A Visitor orientation is required, and content shall be determined by factors such as duration and purpose of the
visit and the environment in which they will be operating. In Golder workplaces with inherent high risk(e.g.
projects, laboratories,workshops,warehouses,etc.)a more detailed orientation shall be provided.
7.0 OBJECTIVES AND LEGAL REQUIREMENTS
Table 6: Objectives and Legal Requirements Responsibility Matrix
RESPONSIBILITIES MANAGEMENT PROJECT
LEADERSHIP EMPLOYEE
Identify annual objectives to improve HSSE performance
and management. Confirm that regional objectives are in X
line with global business strategy.
Develop plans with actions and tactics to achieve objectives X
and verify that adequate resources are available.
Conduct annual HSSE review and provide feedback for use
in setting objectives. Include outputs of management X
review.
Participate in, and support HSSE objectives as appropriate. X X X
Monitor, track, and communicate progress on HSSE X
objectives.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
RESPONSIBILITIESPROJECT
LEADERSHIP EMPLOYEE
Understand Global HSSE Policy, individual roles and
responsibilities, HSSE requirements and applicable HSE X X X
legislation.
Verify that employees and subcontractors comply with
Golder's HSSE requirements and applicable HSE X X
legislation.
Provide the resources required to achieve legal compliance. X
Take all reasonable steps to verify that Golder workplaces
are in compliance with legal and other requirements and X X
any orders/directives from Government Agents. Engage
legal resources where needed.
Monitor and communicate changes to HSE legal X X
requirements and legal compliance that can impact Golder.
Understand HSSE legal requirements associated with their X X X
operations and workplaces.
Verify legal compliance at least annually and when X
operational changes occur.
Golder s approach to the management of HSSE includes a commitment to continual improvement. Developing
and successfully attaining annual HSSE objectives focuses efforts on continual improvement, meeting the
requirements of the Golder HSSE Policy and thereby strengthening our Health and Safety culture.
7.1 Objectives and Key Performance Indicators (KPIs)
In support of our commitment to continual improvement, HSSE objectives are set annually at the global, regional
and operating company level as described in the Introduction to GAIMS document.
HSSE objectives are developed based on direction from senior management and input from employees and
stakeholders aligning with and in support of our strategic objectives, priorities and audit and management review
findings (e.g., progress on objectives, performance, leamings, inspections, legal citations, client and/or
subcontractor issues, emergencies and audits).
HSSE KPIs include leading and lagging indicators are reported internally at global, regional and local levels,
externally in the Golder Annual Sustainable Development Report and to select clients for prequalifcation and
ongoing qualification.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J, GOLDER
Table 7: KPIs-Visible Felt Leadership Opportunities
VISIBLE FELT LEADERSHIP DESCRIPTION
Performance Active participation in performance evaluation:
Evaluation 0 Participate in monitoring and measurement of HSSE performance
■ Communicate HSSE performance results and champion continual
improvement
Recognition Leadership in the recognition of employees and subcontractors including:
■ Champion the nomination of an individual/team for an HSSE Award.
■ Present awards and other recognition (i.e. Learnings Database
Commendation or Recognizing our Colleagues)
Participation In HSSE Active participation in an HSSE Audit including:
Audits ■ Gathering of evidence
■ Preparation of audit report
■ Debrief of employees on audit outcomes
7.2 Determination of Applicable Legal Requirements
Legislative requirements related to HSE within each Operating Company shall be identified by a competent legal
resource and evaluated for compliance. In the event of legislative change, the HSSE Management System shall
be reviewed to verify continued compliance.The frequency for review of legal requirements and compliance
evaluation within each Operating company is to be done at least annually and when operational changes occur.
Timeframes for global review and implementation shall be determined by the Global VP HSSE.
The legal requirements review process shall include:
to Understanding of legislative change
to Engagement of external legal or technical advice where required
■ Identification of legislative impacts on existing management systems
■ Legal registers and gap analysis
■ Revision of management systems documentation
■ Consultation with relevant stakeholders
Regulatory requirements shall be communicated to all employees and stakeholders(as applicable)through policy,
procedures, reference guides, plans, induction and training.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
8.0 RISK MANAGEMENT
Table 9: Risk Management Responsibility Matrix
RESPONSIBILITIESPROJECT
r -
Understand and participate in the risk evaluation process X X X
used for Health, Safety and for Environment.
Know and understand the workplace hazards including X X X
work tasks, operations, equipment.
Report hazards and hazardous conditions to supervisor. X
Report work refusal or stop work to supervisor. X
Respond to and investigate work refusals and stop work X X
situations, per legislative and Golder requirements.
Identify the hazard assessment tcol(s)appropriate for the X X X
workplace,task, operation and risk profiles.
Identify the risk rating using the Golder Risk Analysis
Matrix and give priority to the hazards with the highest risk X X
ratings.
Identify hazard controls appropriate to the level of risk
associated with the task or the operation.Select controls X
using Hierarchy of Controls.
Implement controls to reduce risk to as low as reasonably X X
practicable.
Conduct and participate in hazard assessments prior to
work commencing and when conditions, equipment, X X X
and/or processes change.
Review and evaluate the adequacy of controls that have
been selected. X X
Confirm no additional hazards are introduced and sign-off
where required.
Inform employees, subcontractors,visitors and where
relevant,the public,of the hazards identified in the hazard X X
assessment and the methods used to control or eliminate
related risks.
Identify and provide sufficient resources to fully address X
HSSE considerations during the project lifecycle.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL ) GOLDER
PROJECT
RESPONSIBILITIES MANAGEMENT LEADERSHIP
Identify and provide sufficient resources to fully address X
HSSE considerations for Golder workplaces.
Coach employees to identify,assess and control HSSE X X
hazards.
Review inspections, meeting minutes and investigation
reports to confirm that HSSE hazards, concerns, issues X X
and incidents have been appropriately addressed.
Review hazard assessments and workplace inspections to
verify that the hazards are accurately evaluated, risk X X
ratings are assigned, and control measures are sufficient.
8.1 Hazard Identification, Assessment and Control
Golder workplaces and work tasks shall undergo hazard identification and risk assessment to identify HSSE
controls. Process details are depicted in the figure below and outlined in Global Management Procedure 205:
Project HSSE Management. Definitions to assist in the use of the Golder Risk Analysis Matrix and the Hierarchy
of Control are provided in Appendix A.
Risk controls shall be developed in accordance with applicable legislation,codes of practice and standards.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
Healrh end s.r.
Alak RegisC
Asiness,Risks
Emiranmem:n!..
Reg¢m:
Training, Review Annually
Communication, 20105tiau.r. or in the Event
Audit Global and l,: of Change
Inspection,HSSE RePonE.a
Evaluation,and Oni m,o•. Conduct Annual
Management „, Legal
Compliance
Review
Evaluation
Prmi.d HSSE Plans Re-essess Risks
ROAthe hierarchy of ocantrol)
HSSE Nan
Work Metkod
lalemenl
Continual Improvement,
Measure Performance
Mork.,Effective...of Control
Measures
Figure 1: Hazard Identification, Assessment and Control
HIAC Application on Projects:
Golder s approach to HSSE management provides a globally consistent framework embedding HSSE in every
stage of the project lifecycle. Risk management shall be integrated into business practices and decision-making
processes, using provided global risk tools.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J GOLDER
Close Project
Life Cycle
Monitork' Control and Execute
00
Figure 2: Project Life Cycle
8.2 Risk Tools
Table 9: Risk Tools Responsibility Matrix
PROJECT
RESPONSIBILITIES MANAGEMENT LEADERSHIP EMPLOYEE
Develop a HSSE Plan appropriate to the risk profile of the X
project scope and work.
Review and sign off HSSE Plans. X
Communicate HSSE Plan to employees and stakeholders, X
prior to starting project work.
Sign HSSE plan to confirm understanding and agreement. X
Provide HSSE plan in local employee and/or local project X
language.
Develop work method statement for activities, equipment, X X
machinery.
Complete Job Safety and Environment Analysis(JSEA). X X
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
RESPONSIBILITIESPROJECT
Complete a Take 5,where required. X X X
Golder provides a suite of standardized risk tools for use at each stage of opportunity, project delivery and work
task completion.The risk tools are outlined in the Figure below and hyperlinked in the section entitled
"Documentation and References":
Global Risk Tools
Risk&opportunity classification of overall project complexity based on scope,
¢•� Assessment schedule,cost communications.project team,location,Client
2 and HSSE requirements and risks.
C.
HSSE Plan comprehensive identification of hazards for the project and
determination of mhigating controls.
cz Work Method A documented assessment of the hazards associated with each
�r Statement step of a task including mitigating controls to be put in place.
m
t—
I—
Om Job Safety& A daily discussion of site conditions and work tasks including
in
environment Analysis identification of me hazards in the specific work environment
on the day.
H
1111111/
Take A process of dynamic risk assessment which can be followed by
individuals in responding to new or changed circumstances.
Y
6
i
Figure 3:Global Risk Tools
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL IS GOLDER
Planning
A documented Health,and Safety, Security and Environment Plan appropriate to the risk and containing all
associated documents pertaining to a particular project,workplace or travel event shall be overseen, reviewed
and signed by the Project Manager.
Prior to starting work, plans shall be communicated to all project personnel including subcontractors and other
stakeholders who may be affected by Golder's operations.All project Golder employees and stakeholders shall
sign the HSSE Plan to signify that they understand and agree.
The HSSE Plan shall be in the local employee and/or local project language where necessary.
Work Method Statement
At a minimum, Work Method Statements shall be developed for activities,equipment and machinery where there
exists a risk of significant harm to a person or the environment. Employees shall be included in the development
of Work Method Statements.
Job Safety and Environment Analysis
A Job Safety and Environment Analysis shall be used to assess situational risk including workplace conditions,
work tasks and hazards at a Golder workplace,at the beginning and as required throughout the workday.
Take 5
A dynamic risk assessment process shall be undertaken by employees to assess personal risk using a Take 5.
Link here for Global Risk Tools.
8.3 Management Procedures
Table 10:Management Procedures Responsibility Matrix
RESPONSIBILITIESPROJECT
r
Conduct local gap analysis to identify applicable legislative
requirements and any conflicts with the Management X
Procedures.
Implement and comply with Management Procedures. X X
Implement fatality prevention approach including fatal risk X
controls.
Identify need and request additional Management X X X
Procedures and/or Guidance
This manual sets minimum standards for the management of HSSE. Global Management Procedures were
developed to support the implementation requirements of this manual by providing additional detail on the
management of specific HSSE risks
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL COLDER
Global HSSE Framework within GAIMS
NtlaWaLetlearymisalWnal cpmmiNrembHSSE
MiMrtum HSSEYsntlards larmaregememWHssE
Menagemenf opemppnaI siskiods
Prae'ses umrok
HSSE Tone se4 Pmcsce neW Guide — — Safe Wmk• Lowl • Eneimpmemal HSSE
Guitlet fiaaedwes P,uedures p,pcea,� ioolkih
L i MalNgemfnlof HssEpraessesantl n65an pmje[Is
Leamings oEzervaYom EvaluaM1anz pydi6 Maregemm[
Ne
Figure 4:Global HSSE Framework within GAIMS
Global HSSE Management Procedures establish global consistency.Where a local gap analysis identifies the
need for any additional management procedures, regional/operating company HSSE procedures shall be
developed. In addition, an annual review will be undertaken to identify where regional procedures can be
escalated to a global level.
Global Management Procedures are found here.
8.3.1 Global Risk Management Guidance
Risk Management Guidance provides information and recommendations to assist with the development of local
procedures and best practices.
8.3.2 Regional / OpCo HSSE Procedures
When a gap is identified through hazard assessments, incident trending or audit findings and the need for a
Global Management Procedure or guidance is identified, a request shall be made to the Global HSSE Team to
develop.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL Y�o GOLDER
8.4 Subcontractors
Table 11:Subcontractors Responsibility Matrix
PROJECT
RESPONSIBILITIES MANAGEMENT LEADERSHIP EMPLOYEE
Verify competencies and obtain proof of required X X
qualifications and licences.
Golder has implemented a process for evaluating and approving the performance of subcontractors which are
critical for the successful delivery of our services.This is detailed in GP2—Management Processes.The scope of
the performance evaluation and approval process includes service quality and HSSE performance and is
documented.
Prior to engaging Subcontractors,the Project Manager shall obtain necessary information to confirm the
subcontractor can perform their assigned tasks without negatively impacting on project HSSE outcomes. The type
of information collected depends on the local operation, client and project and legal requirements.While the
information collected can vary, it typically includes the information on the subcontractor's readiness, individual
competencies and proof of required qualifications and licences.
Subcontractors shall comply with Golder's HSSE policy, procedures and requirements. See Global Management
Procedure for Project HSSE Management.
Table 12:Subcontractors—Visible Felt Leadership Opportunities
LEADERSHIPVISIBLE FELT DESCRIPTION
Project Planning Coaching and mentoring employees during the development of HSSE plans
including:
■ Discussion of risks and controls
■ Facilitation of hazard identification workshops
■ Quality review of project HSSE planning (e.g., HSSE Plans, Work Method
Statement and Job Safety and Environment Analysis)
■ Coach employees to identify and control HSSE hazards.
Senior Site Visit ■ Conduct risk assessment with employees on site
■ Lead discussion on risk assessment during site/project meeting
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL ) GOLDER
9.0 EMERGENCY PREPAREDNESS AND RESPONSE
Table'13: Emergency Preparedness and Response Responsibility Matrix
PROJECT
RESPONSIBILITIESr
Develop and implement an appropriate ERP/CRP and X X
conduct drills, as appropriate.
Understand responsibilities with respect to the relevant X X X
ERP/CRP.
Verify that all employees and stakeholders know and
understand their responsibilities under the relevant ERP/ X X
CRP.
Participate in ERP/CRP drills and attend debriefings when X
requested.
Appoint, Vain and equip an ERT/CRT. X
Undertake training on the ERP/CRP at intervals not X X
greater than 12 months or when the ERP/CRP changes.
Undertake a CRP exercise at intervals not greater than 12 X
months.
Debrief after all real or practiced emergency/crisis X X X
response to determine opportunities for improvement.
Enter Emergency/Crisis Response outcomes into LDS. X X X
Every Region or Operating Company shall identify the potential for,and define the response to, emergency
situations by an implemented and trialled Emergency Response Plan (ERP). An ERP shall be developed and
maintained for each Golder workplace.Access to the ERP shall be available.
Emergency planning shall be appropriate for the risk profile of the project,and may be contained within the HSSE
Plan, a separate dedicated plan or incorporated within the project risk tools.
Emergency response equipment shall be provided within each Golder workplace and shall be clearly labelled,
visible and situated in an easily accessible location. Emergency response equipment shall be visually inspected,
tested and maintained at regular intervals. Emergency response equipment may include first aid,fire protection
and spill response.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL IS GOLDER
9.1 Emergency Response Team
An Emergency Response Team (ERT)shall be appointed to direct and control the implementation of the
response procedures in the event of an emergency. During emergencies, instructions given by the ERT shall take
precedence over the normal management structure.
9.2 Emergency Response Training
Emergency response training shall be refreshed annually at intervals not greater than 12 months or in response to
the amendment of the ERP. All members of the ERT shall be provided with training in accordance with
requirements of their role.
Visitors should be provided with the following emergency response information:
■ Location of emergency exits and emergency assembly area
■ Process to activate the alarm
■ Process to obtain first aid assistance and report injuries/illnesses
■ Location of emergency equipment(fire,first aid,spill and other equipment)
9.3 Emergency Response Exercises
Every ERP shall be annually trialled and reviewed and if necessary, amended.
Exercises shall be undertaken to evaluate the effectiveness of the ERP. A workplace may choose to implement a
full or partial evacuation to suit operational requirements and should undertake at least one emergency response
exercise in each 12-month period.
Emergency response exercises shall be conducted and a debrief undertaken and recorded. Emergency response
outcomes shall be entered into the Learnings Database and actions recorded and tracked to completion.
9.4 Crisis Response
A CRP shall be developed for global and regional implementation.
Global and Regional Crisis Response Teams(CRT)shall be appointed to direct and control the implementation of
the response procedure in the event of a crisis.
In the event of a crisis,the VP Risk shall identify the global or regional CRT that will lead the crisis response.
A review of the CRP shall be undertaken annually, or when operational requirements dictate. See Global CRP for
further details.
Table 14:Crisis Response-Visible Felt Leadership Opportunities
VISIBLE FELT LEADERSHIP DESCRIPTION
ERP/CRP Trial Active participation in:
■ Planning an ERP/CRP Exercise.
■ Leading an ERP/CRP Exercise.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL GOLDER
10.0 MANAGEMENT OF CHANGE
Table 15:Management of Change Responsibility Matrix
PROJECT
RESPONSIBILITIES MANAGEMENT LEADERSHIPe
Assess change to identify potential risk and impact on X X
people, the environment and Golder.
Where significant risk and impact are identified, plan, review X X
and document the change.
Change in response to continual improvement in
HSSE can be planned for and successfully
executed. HSSE change can involve the
introduction of new processes,technology, people,
structures,or ways of working and has a direct
impact on individuals within an organisation. HSSE
change shall be assessed to identify potential risk
and impact to our people,the environment and to _
Golder.
Where significant risk and impact are identified,the
change shall be planned, reviewed and documented.
Change involves transition and this can be personal.
Successful change requires each individual to think,
feel and do things differently. The purpose of the wide,Change
Change Management process is to impose Management Model
standardized methods for the efficient and prompt Corr.s osoship
>,vsirsirreu.,,,eemem
handling of all changes and that all changes are Orearvswnrei wPeNiiq
veonie e�a.�,Mm
recorded, and that overall business risk is optimized.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL COLDER
11.0 INCIDENT REPORTING AND INVESTIGATIONS
Table 16:Incident Reporting and Investigations Responsibility Matrix
LEADERSHIPRESPONSIBILITIES MANAGEMENT PROJECT
Know the legal reporting requirements associated with the X X X
work being conducted in the workplace.
Instruct employees as to their responsibility to report
incidents(internal/external). Immediately inform
Management if:
■ An incident must be reported to Regulatory Authorities X X
■ A Government Agent investigates an incident or other
legal compliance issue
■ A legal citation has been received
■ An agency inspection is conducted
Inform client according to client reporting requirements and
/or when reporting to regulatory authority. Inform Golder X X
client contact of information provided to client.
Report hazards/incidents immediately to Supervisor and/or
Project Manager. If the supervisor or PM cannot be X
contacted, report to Manager or Project Director.
In the case of a SIF/pSIF or High or Very High-Risk incident
or hazard, confirm that immediate action is taken, guard X X X
and secure the incident scene, and preserve evidence prior
to reporting.
Immediately inform Management of SIF/pSIF and High and X X X
Very High-Risk incidents/hazards.
Report Medium, Low and Very Low Risk incidents to the
Project Manager/Supervisor as soon as safe and practical, X
but no later than the end of the current work shift.
In the event that the injured employee requires medical aid,
a Golder representative shall accompany the injured X X X
employee where permitted.
Report recordable and reportable injuries/illnesses and X X X
environmental impacts, as required.
Incident and hazard information must be documented in the X X X
Leamings Database as soon as possible.
Review relevant leamings,follow up on action items, and X X
determine degree of investigation required.
Identify a lead investigator and provide appropriate X X
resources to support the investigation team and process.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V' G O LD E R
RESPONSIBILITIES
LEADERSHIP
Participate as a member of the investigation team where X X X
requested.
Regional President to review and sign off on investigations
into events involving SIF/pSIF and other high or very high X X
consequence/severity incidents.
Communicate investigation outcomes as appropriate. X X
Create and communicate SIF/pSIF and Incident Alerts X
where required.
Develop corrective action for each root cause identified, X X
where possible.
Incident and hazard reporting, no matter how minor an event may seem to be, is an important component of
Golder s management of HSSE. Reporting incidents and hazards allows management to better understand and
evaluate the risks to employees and the environment and to take the appropriate corrective action before injury
and/or environmental impacts occur.
11.1 Reporting Internally
Work-related HSSE hazards and incidents shall be reported to the Project Manager or Supervisor as soon as
possible but not longer than 24 hours of the incident occurring or becoming aware of a hazardous situation.The
initial report may be verbal or written.
If the Project Manager or Supervisor cannot be reached or contacted,the employee shall report the incident
directly to the Project Director or Group Manager. The employee is responsible for entering the report into
Golder's online reporting tool, the Learnings Database, as soon as possible. If an entry into the Learnings
Database cannot be made in a timely manner,a paper copy of the Incident/Hazard Report should be completed.
The information from the paper report should be entered into the Learnings Database as soon as practical.
The Project Manager or Supervisor shall initiate an investigation as outlined in the investigation process.
Monthly, quarterly and annual reporting is completed at office, regional and global levels on the Learnings
Database. These reports highlight specific incident investigation findings,trends, and highlight commendations for
positive HSSE behaviour.
11.2 Reporting Incidents to Clients
The client's reporting requirements shall be included in the project HSSE Plan.
The Project Manager shall report all incidents to the Client contact and inform the Golder Client contact if
applicable.
11.3 Reporting Incidents to Regulatory Authorities
Golder records injuries and illnesses internally in accordance with the Occupational Safety and Health
Administration (OSHA)requirements. Local Golder Operating Companies shall report incidents to relevant
authorities, worker compensation boards and insurance companies according to local legislative requirements.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J�), G O L D E R
Where reporting to a Regulatory Authority is required,the Project Manager or Supervisor shall report the incident
immediately to, as appropriate, the Project Director, the Managing Director,the Regional HSSE Leader and the
Client.
A Golder representative shall contact the appropriate Regulatory Authority.
11.4 Investigation
An investigation may be initiated at any time if deemed necessary by a project team, HSSE specialist or manager.
The following incidents and/or conditions shall be investigated:
■ SIF/pSIF or incidents relating to Golder's fatal risks
■ High and very high-risk incidents and hazards
■ Low or medium risk incidents or hazards which are seen to occur in large numbers indicating a possible
trend
■ Injuries, illnesses and environmental impacts shall be assessed for their potential versus actual outcome and
where the potential is high or very high
■ Regulatory orders
■ Where required by clients
All incidents will be investigated by a competent person as detailed in Global Management Procedure, Incident
Reporting and Investigation.
11.5 Corrective Action
Corrective actions shall be developed for each root cause identified. Once complete, the investigation report is
attached to the incident/hazard report within the Learnings Database.The findings of the investigation report are
appropriately communicated.
Where corrective and/or preventive action identifies new or changed hazards or controls,the proposed changes
shall undergo risk assessment and if necessary,the change management process.
The Regional HSSE Team may issue a HSSE alert based on the investigation findings. For SIF/pSIF events, a
SIF/pSIF alert shall be created for global distribution within Golder and,where relevant, issued to the Client and
stakeholders to help prevent a recurrence.
The communication of SIF/pSIF investigation findings and alerts follow the process below:
a) A copy of the final investigation report for each SIF/pSIF is sent to the VP HSSE.
b) Once prepared, the SIF/pSIF alert is sent to the VP HSSE.
c) The Global COO issues a communication of SIF/pSIF alert to all employees.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL "' G O LD E R
All other HSSE alerts follow global/regional processes for communication.
Table 17:Corrective Action-Visible Felt Leadership Opportunities
VISIBLE FELT LEADERSHIP DESCRIPTION
Incident reporting and rr Participate in or lead incident investigations
investigations
■ Champion incident reporting and prevention of high-risk incidents and
environmental impacts
■ Communicate incident investigation results and champion congnual
improvement
12.0 INSPECTIONS AND EVALUATIONS
Table 18:Inspections and Evaluations Responsibility Matrix
RESPONSIBILITIESPROJECT
• -
Complete senior site visits,as required. X
Regularly inspect workplaces quarterly. Follow-up on X X X
corrective actions.
Inspect equipment prior to use (e.g., ATV, snowmobile,
vehicle,etc.). X X
Identify and implement the audit process per GP2. X X
Report on audit and the effectiveness of processes and X X
identify improvement opportunities.
Participate in audit and inspection processes when X X
requested.
Identify trends and lessons learned that require X
corrective/preventive actions.
Document audits and inspections and track actions. X X
Provide recommendations for HSSE improvements. X
Verify proposed corrective/preventive actions and provide X X
resources.
Close out assigned corrective/preventive actions. X X
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V G O LD E R
To identify potential issues and support continual improvement in HSSE, Golder's workplaces, practices and the
management of HSSE should be checked to verify that they are operating as expected. Regions may have need
to implement other evaluative tools and methods to carry out legislated or otherwise prescribed verification.
12.1 Inspections
Inspections involve systematic examinations of workplaces, equipment,tools, materials,and employee use.
Inspections provide a valuable source of feedback to management to confirm effectiveness of control methods,
measures and procedures, communications and other aspects of the management of HSSE.
Each workplace shall undertake inspections at least quarterly. Inspections should be done by external or internal
parties with relevant experience and training.The outcome of inspections shall be documented, and actions
tracked.
12.2 Evaluations
Each Region/Operating Company shall undertake HSSE evaluations of Golder projects to assess the
implementation of the HSSE Management System and the effectiveness of managing HSSE risk at the project
level. See Global Management Procedure, HSSE Evaluations.
Table 19: Inspections and Evaluations-Visible Felt Leadership Opportunities
VISIBLE FELT LEADERSHIP DESCRIPTION
Audits and Inspections 0 Participate in or lead inspections and audits
■ Champion and promote inspections and audits
■ Communicate inspections and audits results and champion continual
improvement
13.0 DOCUMENTED INFORMATION
Records shall be retained in accordance with legislative requirements. Records of project specific HSSE activities
shall be documented and retained in project files. Document control in Golder complies with the requirements in
IS014001:2015 and ISO 45001:2018. See GPI—Project Management and GP2—Management Processes.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL J G O L D E R
APPENDIX A
RISK MANAGEMENT
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL (> G O L D E R
RISK MATRIX
LIKELIHOODCONSEQUENCE
Catastrop Major Moderate Minor Insignificant
Almost Certain 25 (VH) 10
Likely 20 16(H) 12 8
Possible 15 12 9 (M) 3
Unlikely 10 8 2
Rare 1 3 2 1.NO
CONSEQUENCE DESCRIPTOR
Catastrophic 5 DEATH, LARGE SCALE,VERY HIGH FINANCIAL LOSS.
Release to air, water or land with life threatening impacts on or off site (e.g. human
death(s);destruction of endangered species; habitat destruction;human water supply or
food destruction; localized extinction of a species; protracted or extensive clean up
requiring external resources).
Major 4 EXTENSIVEINJURIES, LOSSOFPRODUCTIONCAPABILTTY, HIGHFINANCIAL
LOSS.
Release to air,water or land with destructive impacts on or off site(e.g. destruction of
animal/fish life; habitat damage; making air,water or land unfit for use by living things;
destruction of known or unknown indigenous people's/heritage sites; irreversible
alteration of the natural environment or its aesthetics;dust or noise affecting a region;
large volumes of contaminated or hazardous waste; Requires clean up using external
resources).
Moderate 3 MEDICAL TREATMENT REQUIRED, MODERATE FINANCIAL LOSS.
Release to air, water or land with impacts requiring long term recovery(e.g. habitat
disturbance; damage to indigenous people's/heritage sites; alteration of the natural
environment or its aesthetics;generation of contaminated or hazardous waste, or large
volumes of solid waste; dust or noise affecting the immediate area. Clean-up can be
managed by internal resources. Excessive consumption of materials likely to result in
noticeable cost increase for the material stream).
Minor 2 FIRST AID TREATMENT, LIMITED FINANCIAL LOSS.
Release to air,water or land resulting in localised damage to worksite requiring short
term recovery (e.g. readily repairable impacts(physical or aesthefic)to the natural
environment, indigenous people's/hedtage items,property,or business operations; public
nuisance(noise,dust,odours);generation of small quantities of waste. Clean up can be
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL G O LD E R
DESCRIPTORCONSEQUENCE
completed by internal resources. Unnecessary consumption of materials or resources
due to behavioural or long-term maintenance issues).
Insignificant 1 NO INJURIES, LOW FINANCIAL LOSS.
Release to or disturbance of air,water or land resulting in no impact or localised(i.e.
isolated to worksite) impacts within authorized limits. Short term impact with complete
recovery. Clean up can be completed by person(s)involved. Short term maintenance
issue resulting in overconsumption of water, energy or overproduction of waste.
LIKELIHOOD DESCRIPTOR
Almost certain 5 Incident will occur in every circumstance(e.g. every time).
Likely 4 Incident will probably occur(e.g. 1 in 10 times).
Possible 3 Incident may occur at some time(e.g. 1 in 100 times).
Unlikely 2 Incident not expected to occur, but conceivable(e.g. 1 in 1,000 times).
Rare 1 Incident would only occur in exceptional circumstances(e.g. 1 in 10,000 times).
RISK EVALUATION
RISK RISK CONTROL . -
Very Low(VL) Acceptable—consider additional risk controls only if recognised as best practice.
Broadly Acceptable—consider additional risk controls so far as is reason,
practicable
Moderate(M) Tolerable—consider additional risk controls so far as is reasonably practicable
Unacceptable—
and review through Authority to Work/Permit to Work systems. Monitor risk controls
through increased supervision and inspections.
Very High (VH) Unacceptable—do not proceed without minimum of elimination or substitution
controls and review and acceptance by Project Manager. Monitor risk controls
through increased supervision and inspections.
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL G O LD E R
Hierarchy of Control
Remove the hazard completely
Substitution
Substitute the hazard with something less hazardous
Making a structural change to the work environment or work process to separate
the hazard from people
Engineering
Modify/guard the process to prevent people from contacting the hazard or to prevent
the hazard from contacting the environment
Administration
Implement procedures/training and awareness to assist people to work with
the hazard
Personal Protective Equipment
Provide equipment and clothing to protect people should they contact the hazard
(e.g.hard hat,safety boots,gloves etc...)or equipment to protect the environment
(e.g.spill kits,etc...)
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL V" G O LD E R
APPENDIX B
GLOBAL HSSE MANAGEMENT
PROCEDURES
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GLOBAL HEALTH, SAFETY, SECURITY AND ENVIRONMENT MANUAL '' G OLD E R
Global Management Procedures are found here.
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INFORMATION SECURITY POLICY G O L D E R
�"� ���►, CFO
INTEGRITY CARING INCLUSION EXCELLENCE TEAMWORK OWNERSHIP
Golder is committed to ensuring the appropriate level of confidentiality, integrity and availability of the information
entrusted to us by our stakeholders; including clients, management, our staff, suppliers and other business
partners.
To support this goal,we have established an information security program, policy and procedures in line with
industry and technology practices, so that:
■ We are all fully aware of the need to protect information and what our responsibilities are with regards to
information security.
■ We comply with all relevant legal, regulatory and policy requirements that apply to our information assets.
■ We implement cost effective controls to protect information assets from any misuse that could act to the
detriment of Golder or its business partners.
■ Our use of information assets is in line with our business objectives and the owners of those assets.
■ We use data, computer equipment, software, and communication facilities in a manner that enhances the
security of those resources.
The Golder Leadership Team is accountable for setting, enforcing, and supporting the Policy and Standards
surrounding security of information and information-related assets.
THE RESPONSIBILITY FOR MAINTAINING AND SUPPORTING SECURITY IS IMPLICIT IN THE ROLES AND
DAILY DUTIES OF ALL GOLDER EMPLOYEES, TEMPORARY WORKERS, CONSULTANTS,AND
CONTRACTORS.
�Cw1
Hisham Mahmoud, PhD, PE
Principal
Global President&CEO
Golder Associates Corporation
January 2021
FINAL FLA 2021 D«umem is un—ftikd tl d—osided or OnW 1
GP10a: Procedure for Information Security
Procedure for:
Information Security
nI N F O R M A T 1 O N
® S E C U R I T Y
O F F I C E
Global
i
To provide direction and support for information security in accordance with business
requirements and relevant laws and regulations.
�. •- GP10a . 1.0
• - �. - 01 May 2015 LIVE
Golder Information Security Steering Committee(GSSC)
Chief Information Security Officer(CISO)
For use by Golder employees only. Disclosure outside of Golder must be expressly authorised by the Chief Information
Security Officer.
Golder INTERNAL 1149 Imo. Golder
{/Associates
GP10a: Procedure for Information Security
DOCUMENT CONTROL
This document has been produced by the Information Security Office and is distributed only for the intended use of Golder
employees. If printed this document should be considered uncontrolled.
Users must utilise the latest version of this document. Confirmation of this can be obtained by contacting the Information Security
Office at infosecudty@golder.com
APPROVED BY
Approved By: Approval Date:
Paul Beswick,Chief Information Security Officer(CISO) 01 May 2015
For and on behalf of the Golder Information Security Steering Committee
Golder INTERNAL 2f49 Imo::. Golder
{/Associates
GP10a: Procedure for Information Security
CHANGE HISTORY
This procedure is a living document that will be reviewed and updated annually,or more often if the need arises, based on changes
in technology,applications, procedures, business needs,or threats.
Reason . Change Date: Author:
0.1 Initial Draft 17 Jan 2014 Paul Beswick, CISO
0.2 Rework following discussions with Sigrid Rath 05 June 2014 Paul Beswick, CISO
0.3 Further review following discussions with Sigrid Rath 23 June 2014 Paul Beswick, CISO
0.4 Update following BIS LT review of Device Section 25 June 2014 Paul Beswick, CISO
0.5 Update following initial discussions with Roger Doll 30 June 2014 Paul Beswick, CISO
0.6 Update following further discussions with Roger Doll 07 July 2014 Paul Beswick, CISO
0.7 Update following review with Charlie Voss 17 July 2014 Paul Beswick, CISO
0.8 Rework following discussion with Legal Counsel 17 July 2014 Paul Beswick, CISO
0.9 Update following review by BIS User Experience Team 22 July 2014 Paul Beswick, CISO
0.10 Update following additional comments from Legal 30 July 2014 Paul Beswick, CISO
0.11 Update to include additional client classification 11 Aug 2014 Paul Beswick, CISO
0.12 Update following comments from John Fahey 21 Aug 2014 Paul Beswick, CISO
0.13 Update following legal review 03 Sept 2014 Paul Beswick, CISO
014 Update following review of Office Security Section with 16 Oct 2014 Paul Beswick, CISO
various groups
0.15 Further updates following Office Security section review 28 Nov 2014 Paul Beswick, CISO
1.0 Finalised Document 01 May 2015 Paul Beswick, CISO
Golder INTERNAL 3149 it . Golder
{/Associates
GP10a: Procedure for Information Security
Table of Contents
Purpose................................................................................................................................................................................................7
Scope...................................................................................................................................................................................................7
References...........................................................................................................................................................................................7
Roles6 Responsibilities.......................................................................................................................................................................8
Howto use this procedure..................................................................................................................................................................10
SupportingDocumentation.................................................................................................................................................................10
Glossaryof Terms..............................................................................................................................................................................11
EmployeeObligations.......................................................................................................................... 12
EmployeeObligations......................................................................................................................................................................13
FundamentalObligations....................................................................................................................................................................13
AcceptableUse..................................................................................................................................................................................13
IncidentReporting and Investigation..................................................................................................................................................16
DeviceManagement.........................................................................................................................................................................17
Managementof Data on Devices.......................................................................................................................................................17
Dataon Devices.................................................................................................................................................................................17
Dataon Removable Media.................................................................................................................................................................18
Communication of and compliance with Data on Device requirements..............................................................................................18
Protectionof Devices..........................................................................................................................................................................18
Virusesand Malware..........................................................................................................................................................................18
PhysicalSecurity................................................................................................................................................................................19
PhysicalSecurity..............................................................................................................................................................................19
Employee Obligation for Office Physical Security...............................................................................................................................19
OfficeSecurity....................................................................................................................................................................................19
EmployeeHome Office Security.........................................................................................................................................................19
EmployeeHome Office Security.........................................................................................................................................................19
Temporary/Public Workspace Security...............................................................................................................................................20
EquipmentSecurity............................................................................................................................................................................21
AssetSecurity.....................................................................................................................................................................................21
AssetManagement...........................................................................................................................................................................23
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GP10a: Procedure for Information Security
AssetStewardship..............................................................................................................................................................................23
Stewardship........................................................................................................................................................................................23
AssetManagement.............................................................................................................................................................................24
Classification and Risk Assessment of Assets...................................................................................................................................24
Labelling&Handling of Assets...........................................................................................................................................................26
AssetRegisters..................................................................................................................................................................................26
InformationExchange.........................................................................................................................................................................28
External Exchange of Information.......................................................................................................................................................28
Business Process Security...................................................................................................................31
PersonalData Handling...................................................................................................................................................................32
Specific Requirements for Personal Data...........................................................................................................................................32
Fundamental Data Protection Obligation............................................................................................................................................32
Employeeand Personal Rights..........................................................................................................................................................33
DataTransparency.............................................................................................................................................................................35
Country or Jurisdiction specific requirements.....................................................................................................................................35
DataQuality........................................................................................................................................................................................36
Security&Confidentiality....................................................................................................................................................................36
Restriction of cross border transfers...................................................................................................................................................36
Use,retention and disposal of Personal Information..........................................................................................................................37
Disclosure of Personal Data to Third Parties......................................................................................................................................37
Inquiry,Complaint,Compliance and Dispute Process........................................................................................................................38
OfficePhysical Security...................................................................................................................................................................39
GeneralSite&Equipment Security....................................................................................................................................................39
GeneralSite&Equipment Security....................................................................................................................................................39
PhysicalAccess Controls...................................................................................................................................................................41
OfficeI Site Closure............................................................................................................................................................................42
Closureof Golder Offices and Sites...................................................................................................................................................42
Incident&Threat Management.......................................................................................................................................................43
Incident Identification, Investigation and Analysis..............................................................................................................................43
Incident Management Processes.......................................................................................................................................................43
Security Incident Response and Investigation....................................................................................................................................44
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GP10a: Procedure for Information Security
PostIncident Analysis........................................................................................................................................................................46
PeriodicTesting..................................................................................................................................................................................46
BusinessContinuity.........................................................................................................................................................................47
BusinessContinuity............................................................................................................................................................................47
Business Continuity Management......................................................................................................................................................47
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GP10b : Procedure for IT Security
Procedure for:
IT Security
nI N F O R M A T 1 O N
M S E C U R I T Y
O F F I C E
Global
i
To provide management direction and support for information security in accordance with
business requirements and relevant laws and regulations.
�. .- GP10b . .• 1.1
01 May 2015 LIVE
Golder Information Security Steering Committee(GISSC)
Chief Information Security Officer(CISO)
For use by Golder staff only. Disclosure outside of Golder must be expressly authorized by the Chief Information
Security Officer.
Golder INTERNAL 1158 Imo::. Golder
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GP10b : Procedure for IT Security
DOCUMENT CONTROL
This document has been produced by the Golder Information Security Office and is distributed only for the intended use of Golder
staff. If printed this document should be considered uncontrolled.
Users must utilize the latest version of this document. Confirmation of this can be obtained by contacting the Golder Information
Security Office at infosecurily@golder.com
APPROVED BY
Approved By: Approval Date:
Paul Beswick,Chief Information Security Officer(CISO) 1 11 September 2014
For and on behalf of the Golder Information Security Steering Committee
Golder INTERNAL 2/58 Imo::. Golder
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GP10b : Procedure for IT Security
CHANGE HISTORY
This procedure is a living document that will be reviewed and updated annually,or more often if the need arises, based on changes
in technology,applications, procedures, business needs, or threats.
Reason . Change Date: Author:
0.1 Initial Draft 17 Jan 2014 Paul Beswick, CISO
0.2 Rework following discussions with Sigrid Rath 05 June 2014 Paul Beswick, CISO
0.3 Further review following discussions with Sigrid Rath 23 June 2014 Paul Beswick, CISO
0.4 Update following BIS LT review of Device Section 25 June 2014 Paul Beswick, CISO
0.5 Update following initial discussions with Roger Doll 30 June 2014 Paul Beswick, CISO
0.6 Update following further discussions with Roger Doll 4 July 2014 Paul Beswick, CISO
0.7 Update following final review session with BIS LT& 21 July 2014 Paul Beswick, CISO
review by BIS User Experience team.
0.8 Update to incorporate changes in Employee facing 11 Aug 2014 Paul Beswick, CISO
section
1.0 First major release and publication in to GAINS 1 Nov 2014 Paul Beswick, CISO
1.1 Update to remove contents of GP10a following its 1 May 2015 Paul Beswick, CISO
publication
Golder INTERNAL 3158 Imo. Golder
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GP10b : Procedure for IT Security
Table of Contents
Purpose................................................................................................................................................................................................7
Scope...................................................................................................................................................................................................7
References...........................................................................................................................................................................................7
Roles&Responsibilities.......................................................................................................................................................................8
Howto use this procedure..................................................................................................................................................................10
SupportingDocumentation.................................................................................................................................................................10
Glossaryof Terms..............................................................................................................................................................................11
ITSecurity............................................................................................................................................ 12
AccessControl(ISO27002:7(...........................................................................................................................................................13
UserAccess Management.................................................................................................................................................................13
UserIdentification...............................................................................................................................................................................13
Justificationfor Access.......................................................................................................................................................................13
AccessProvisioning...........................................................................................................................................................................13
UserAuthentication............................................................................................................................................................................15
Passwords..........................................................................................................................................................................................15
User Authentication to Support I Administration Services..................................................................................................................18
ITAccess Management......................................................................................................................................................................18
NetworkAccess Control.....................................................................................................................................................................18
OperatingSystem Access Control......................................................................................................................................................19
ApplicationAccess Control.................................................................................................................................................................19
RemoteAccess..................................................................................................................................................................................20
Physical&Environmental Management(IS027002:9)..................................................................................................................22
DataCentre Security..........................................................................................................................................................................22
DataCentre Physical Protection.........................................................................................................................................................22
Environmental Protection for Data Centres........................................................................................................................................24
Maintenanceof Building Systems.......................................................................................................................................................25
Communication&Operations(IS027002:10)................................................................................................................................26
ITOperational Procedures.................................................................................................................................................................26
Documentation of Procedures............................................................................................................................................................26
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GP10b : Procedure for IT Security
ChangeManagement.........................................................................................................................................................................27
ChangeManagement.........................................................................................................................................................................27
Segregationof Duties.........................................................................................................................................................................28
Segregationof Duties.........................................................................................................................................................................28
Capacity&Storage Management.......................................................................................................................................................29
CapacityPlanning...............................................................................................................................................................................29
Backupand Retention........................................................................................................................................................................30
SystemMonitoring and Logging.........................................................................................................................................................31
SystemMonitoring&Logging.............................................................................................................................................................31
SecurityTesting..................................................................................................................................................................................34
SecurityTesting..................................................................................................................................................................................34
Systems and Network Security(IS027002:10)..............................................................................................................................35
NetworkSecurity...............................................................................................................................................................................35
NetworkSecurity................................................................................................................................................................................35
PerimeterSecurity..............................................................................................................................................................................36
AdministrativeServices......................................................................................................................................................................37
Segregationof Environments.............................................................................................................................................................38
Segregationof Environments.............................................................................................................................................................38
VulnerabilityManagement..................................................................................................................................................................38
Anti-Virus and Anti Malware Software................................................................................................................................................38
VulnerabilityManagement..................................................................................................................................................................39
CryptographicControls.......................................................................................................................................................................41
Useof Cryptography...........................................................................................................................................................................41
TechnicalSecurity Baselines..............................................................................................................................................................45
Use of Technical Security Baselines..................................................................................................................................................45
DataLoss Prevention(DLP)...............................................................................................................................................................45
DataLoss Prevention.........................................................................................................................................................................45
VoiceSystems Security......................................................................................................................................................................46
VoiceSystems Security......................................................................................................................................................................46
DeviceManagement(IS027002:10)................................................................................................................................................46
DeviceManagement...........................................................................................................................................................................46
DeviceManagement...........................................................................................................................................................................46
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GP10b : Procedure for IT Security
DeviceProtection...............................................................................................................................................................................48
DiskEncryption...................................................................................................................................................................................48
DeviceControls..................................................................................................................................................................................48
Personal Devices with Access to Golder information.........................................................................................................................49
DeviceDisposal..................................................................................................................................................................................49
System and Service Development(IS027002:12).........................................................................................................................51
SystemsDevelopment Life Cycle(SDLC)..........................................................................................................................................51
Securityin the SDLC..........................................................................................................................................................................51
Securityby Design..............................................................................................................................................................................52
Security within the SDLC Support Processes.....................................................................................................................................53
Protection from Covert Channels and Malicious Code.......................................................................................................................55
TechnicalSecurity Baselines..............................................................................................................................................................55
OutsourcedApplication Development................................................................................................................................................66
Use I Procurement of Cloud Based Services.....................................................................................................................................56
DisasterRecovery(IS027002:14)....................................................................................................................................................56
ITDisaster Recovery..........................................................................................................................................................................56
Backup................................................................................................................................................................................................56
ITDisaster Recovery..........................................................................................................................................................................57
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GOLDER
golder.com
ATTACHMENT B
Additional Golder Qualifications
EPA QUALIFICATION PACKAGE
Olin Superfund Site •
Submitted to:
Ms. Beth Walden
Remedial Project Manager
US Environmental Protection Agency
61 Forsyth Street,SW
Atlanta, GA i :•i•
Submitted by:
Golder Associates Inc.
5170 Peachtree Road Building i Suite 300,
20417001
February 2021
1452',S
5r
February 2021 20417001
Table of Contents
1.0 INTRODUCTION.............................................................................................................................................1
2.0 PROJECT UNDERSTANDING.......................................................................................................................1
3.0 QUALIFICATIONS..........................................................................................................................................2
3.1 HSSE Overview and Track Record......................................................................................................2
3.2 Golder Experience: Sediment Mercury and DDT Characterization, and Remedialion in
Sediments ............................................................................................................................................3
3.3 Sustainable Remediation.....................................................................................................................5
3.4 Engineered Cap Design and Construction Experience.......................................................................6
3.5 Turnkey and Contractor Management Experience..............................................................................8
4.0 PROPOSED TEAM.........................................................................................................................................8
4.1 Key Team Members.............................................................................................................................9
4.2 Team Organization.............................................................................................................................10
5.0 CLOSING......................................................................................................................................................11
G. GOLDER
February 2021 20417001
1.0 INTRODUCTION
Golder is a specialized global firm with expertise in environmental services and engineering for the mining, oil
and gas, infrastructure, manufacturing, and power sectors across the globe. Golder has a successful track record
working with clients to solve their most difficult environmental challenges. Our network of specialists allows us to
offer an expansive breadth of solutions to even the most complex challenges. We take a collaborative and
innovative approach to our client relationships and recognize that our impact goes beyond the projects we
complete. Since 1960,we
have implemented traditional ur Glo at Foo rint services We Provide
and innovative solutions to w VNW _ _ . _ Ea.;,oa,aanrai
challenges ranging from a l
common environmental I General Famaeeana
impacts to emerging II Tnnneflena
contaminants and _as
en A Pipelines
environments. This document
presents a summary of our a aapoi "`" xe,aemn��
technical qualifications and our + aaemaro,y Compliance
proposed project team to v
oa,iea
support Olin and BASF in the 1117 Remedial Design (RD)and cpampcvan sppppn
Remedial Action (RA)for Olin 7 500+ 1-1 Gas.I span 40+ cppnmes e� waste
Superfund Site OU2. r water
Golder has nearly 1,300 employees in the United States(US)located in more than 50 offices,and successfully
completed projects across the US at EPA RCRA, CERCLA and Superfund sites. We have over 250 employees in
the Southeast US, including the staff from
Pensacola,Atlanta, and our Alabama offices that _
will work on this project. Given our expansive range
of office locations,we understand local concerns
because we live where our clients live,we work in
the local communities, and we have the local
experience to address the issues that matter. Our
clients receive the benefits of local experience .r-;✓►•^ e..
supported by the skill, capabilities, and expertise of �- a
an international organization when highly
specialized services are required. u,
2.0 PROJECT UNDERSTANDING
Golder summarizes its understanding of the scope of work in this section, based on a review of historical
documents related to the Olin Superfund Site OU2 and BASF Superfund Site OU3. This document also includes
a summary of Golder's technical qualifcations to serve as Supervising Contractor for the RD/RA for the Site
The Olin Corporation (McIntosh Plant)Superfund Site, Operable Unit 2(OU-2)is located adjacent to and east of
the Olin Chlor-Alkali facility at 1638 Industrial Road in McIntosh, Washington County,Alabama.The Site was
G GOLDER
February 2021 20417001
entered into the Comprehensive Environmental Response, Compensation, and Liability Information System
(CERCLIS)database on July 2, 1979 and the identification number of the Site in CERCLIS is:#ALD008188708.
OU-2 encompasses the Olin Basin located east of the main plant area and adjacent to the Tombigbee River, a
floodplain and a wastewater ditch leading to the Basin.
OU-2 consists of approximately 200 acres of open ponded water, seasonally flooded floodplain and wetland
environments, and drainage ditches. OU-2 is within the Tombigbee River floodplain and flooding in OU-2 is
common in the winter and spring seasons when the river rises by more than 10 feet. Previous investigations
documented sediment,floodplain soil, surface water and biological receptors that have been impacted with
mercury, hexachlorobenzene, and/or dichlorodiphenyltrichloroethane (DDT). Historical data for OU-2 includes
data collected by Olin Corporation and BASF Corporation, are presented in various reports for Olin Superfund
Site OU-2 and BASF Superfund Site OU-3.
The Environmental Protection Agency(EPA)documented a selected remedy of in-situ capping of contaminated
sediments and soil to meet the threshold criteria presented in the Record of Decision (ROD) published by the EPA
in April 2014. The ROD presents the rationale that the selected remedy provides the best balance of trade offs
amongst the alternatives evaluated with respect to the balancing and modifying criteria to be protective of human
health and the environment, comply with remedial goals, and be cost effective. The ROD further clarifies the
expectation that the selected remedy will use permanent solutions and alternative treatment technologies or
resource recovery technologies to the maximum extent practicable. Specifically,the selected remedy includes in-
situ capping of contaminated sediments because this approach has been demonstrated to be reliable for this type
of contamination and may provide an element of treatment to reduce mobility and toxicity(bioavailability)through
physical isolation, stabilization,and potentially chemical immobilization of the contaminants under the cap.
3.0 QUALIFICATIONS
3.1 HSSE Overview and Track Record
Golder The health and safety of our people and the protection of the environment
is paramount and is a part of Golder's corporate culture."Work Safe, Home
committed to Safe"reflects our commitment to providing our employees with the training
health • safety and equipment that will allow them to work in a safe environment.
because nothing is more Golder maintains and enforces a comprehensive HSSE Policy. The guiding
important than - wellbeing of principles are clearly defined responsibilities, mitigating risks to acceptable
our people, - levels, building health and safety into every task, and continuous
partners, and our communities. improvement. In addition, Golder has developed a formal HSSE
Management System (MS)that includes a comprehensive HSSE MS
manual and appropriate job safety analyses, procedures, directives, and guidelines that are intended to protect
the health and safety of project staff, other workers, and the general public, as well as the environment in which
Golder works.The HSSE MS complies with legislated requirements and aligns with internationally recognized
standards for health, safety, security,and environmental management excellence, as well as Golder's internal
quality management protocol.
As part of project planning, each Golder field program is required to have a site-specific Health and Safety
Environmental Plan (HaSEP)developed, reviewed, and approved prior to the start of any work. The HaSEP
V GOLDER 2
February 2021 20417001
anticipates health and safety hazards associated with conditions and scheduled activities in the project and the
controls necessary to reduce the risks to people.
Golder has not received any citations from Occupational Health and Safety Administration (OSHA)in the past
several years.We have had no reportable environmental releases or citations issued by any environmental
agencies. Golder is registered with the following 3rd party contractor databases: Avetta, Browz, eRailSafe,
ISNetworld, PEC Compliance/Veriforce, Vero
Goldei s Health and Safety statistics for the past three years are below.
JG O L D E R US HSSE STATISTICS 2017-2020
DESCRIPTION
Employee Fours 2,444,519 2,521,689 2,301,801 2,085,546
*Medical Treatment 2 0 3 5
*Restricted Duties 0 1 1 2
*Work-Related Illness 0 0 0 0
*Lost Time 1 2 1 1
Total Recordable Injuries 5 8
Lost Work Days 91 74 45 4
Fatalities 0 0 0 0
Environmental Spills&Releases 0 1 0 1 0 1 0
Regulatory Citations 0 0 0 0
EMIR 0.73 0.74 0.75 0.96
Total Recordable Case Rate(TRCR) 0.25 0.24 0.43 0.77
Lost Time Injury Rate(LTIR) 0.08 0.16 0.09 0.1
Lost Time Severity Rate(LTSR) 7.45 5.87 3.91 0.38
Figure 1:Golder's Health and Safety Information for the Past 4 Years
3.2 Golder Experience: Sediment Mercury and DDT Characterization,
and Remediation in Sediments
Golder has the expertise in a wide array of technical disciplines (e.g., environmental and wildlife toxicology,
geochemistry, benthic ecology, bioaccumulation modeling,fisheries science, sediment geomorphology)needed to
apply the ROD selected remedy requirements in a practical way.The proposed cleanup levels and area of
capping specified by the ROD are based on a risk assessment. Golder will design a cap that meets or exceeds
the ROD requirements with a keen awareness safety and constructability,challenges. We have selected the
following projects to highlight our direct experience with Hg and DDT:
■ Berry's Creek Study Area Superfund—Golder has been providing strategic direction and technical review
services for the Berry's Creek Study Area Superfund site for over 10 years.The site has Hg and PCB
impacts in marsh and waterway sediment. Golder serves as the Technical Committee Co-chair and provides
detailed review during the RI/FS as well as the ongoing Remedial Design process which includes capping in
GOLDER 3
February 2021 20417001
place of sediments. Golder participated in the scoping and review of the sediment investigations, treatability
studies and field pilot studies that have evaluated the effectiveness of different cap technologies (including
amendments)to mitigate Hg and PCBs effects in the biologically active zone and decrease flux to overlying
water. Golder led a field investigation to evaluate how cap technologies impacted the geochemical conditions
(e.g., depth of sulfate reduction, methanogenesis and methylation)that govern contaminant fate and
transport. These data have helped to inform the Feasibility Study, remedy selection and Remedial Design.
■ New Almaden Mining District—Golder was asked to assist a confidential vendor with the implementation
of a pilot test for a new mercury sequestration product by identifying potential candidate sites with the pilot
test could be implemented over an 8-12-month period. We reached out to a long-term client in the western
US who has elevated Hg in the shallow sediments of a floodplain and was receptive with hosting a pilot-
scale study. Similar to the Olin site, the mercury is predominantly bound to sediment particles that are only
mobile during seasonal high precipitation events. Potential applications at the site include blending the
product into the bottom of basins/ponds and into a reactive cover atop sediments in the floodplain.
■ Kingston Harbor Sediment Management—Kingston Harbor has a legacy of industrial activity which led to
sediment contamination by Hg,chromium, PAHs, PCBs and other constituents. Golder integrated the
historical information into a single RI/FS which was supplemented by a PDI that emphasized a realistic
understanding of sediment transport dynamics.We completed a remedial options evaluation that highlighted
that each sediment management unit warranted its own targeted solution.The option analysis acts as a
ROD by documenting the consensus reached during the regulatory reviews.The project is now progressing
through Remedial Design.
■ Saltville Waste Disposal Ponds Site—Golder has been supporting the investigation and remedial design
efforts at the Saltville Waste Disposal Ponds Superfund Site located in Saltville Virginia since the late 1980s.
The site consists of three operable units including a former chlor-alkali plant site, settling ponds that received
Solvay process waste(predominantly calcium chloride), and the adjacent North Fork Holston River(NFHR).
Mercury from the chlor-alkali plant is the primary contaminant of concern. Golder's initial work involved
assessment of the stability of settling pond dikes that run along the NFHR. Subsequent studies included site
characterization and hydrogeological investigations that led to preparation of Remedial Investigation Reports
and Feasibility Study Reports for each operable unit. Golder has been a supporting member of Olin's project
team through remedial design of RCRA-compliant caps for the ponds, investigative studies including
conceptual site model development,groundwater modeling, 3-D site modeling, remedial design of a
groundwater pump and treat system, and site monitoring.
■ Remediation of Former DDT Depot-Golder characterized the extent of DDT contamination at a former
DDT Depot in Quebec,which extended into a nearby waterbody. We conducted a sediment transport
analysis to evaluate the effectiveness of a sediment catchment basin in curbing the migration of DDT using
hydrological and hydraulic modelling(USEPA Storm Water Management Model [SWMMj software.
■ Risk Assessment and Remedy Selection for Former Military Airfield. Golder evaluated the ecological
and human health risks for a 600-hectare lake in northern Canada that received significant aerial loading of
DDT between 1940 and the mid-1960s from a former military airfield. Golder completed the site investigation
sampling and combined that data with historical information in a RI/FS. The results of the investigation
demonstrated that natural deposition process had already formed a subaqueous cap and that dredging was
not required. Our work then shifted to defining erosion and stormwater controls to protect the natural cap.
G. GOLDER 4
February 2021 20417001
■ Portland Harbor Superfund Site Remedial Design-The selected remedy for the Portland Harbor
Superfund Site (PHSS)requires active remediation (dredging, capping and enhanced natural recovery)of
390 acres of in-river and riverbank areas within an industrialized portion of the Lower Willamette River as it
enters Portland Harbor. DDT is one of the primary contaminants of concern. Golder is the Supervising
Contractor for the Remedial Design for a portion of the River Mile 7 West(RM7W)project area. Golder is
currently undertaking the Predesign Investigation to more fully delineate sediment, riverbank, and porewater
impacts and to support the identification of the appropriate remedial technologies for the RM7W Project
Area, which are expected to including dredging, construction of a reactive cap. Golder will then complete the
Remedial Design. Golder is also the lead consultant for the investigation and remediation of a nearby
upland,former pesticide(DDT)formulation facility.
While the projects summarized above are specifically focused on Hg and DDT issues, Golder has delivered the
full range of sediment management services for many other sites which required the similar technical
methodology and remediation project management as summarized below:
Table 1:Additional Sediment Remediation Experience
Project Project Highlights
Boeing Superfund Site Site charectenzationlremediation, capping and erosion controls on riverbank
Fortner Cable Manufacturer Constructability,river setting sediment cap design support,dewatering,water treatment,
dredge and construction support for armored sub-aqueous cap
Former Battery Plant Site characterizationtremediation of tidal marsh area and targeted dredging
Active Ore Terminal Justified selection of natural capping process for remedial strategy
Former Refinery Site conceptual model development that justified no dredging or capping needed
RCRA Subtitle C Landfill A completed PDI and now at 30%design stage for sediment capping project
Closure
3.3 Sustainable Remediation 6 —We know that sustainability is not a new goal for the EPA, BASF or Olin - ;; ,Oil
,,,,-
and it is not a new goal for Golder either. As a company with its roots in natural resource development and management, valuing and integrating 1 ,
biodiversity and ecosystem services into our client's industrial operations .. 01
3 _ ; ,
has been always been a core part of our business-and it shows. Recently, o _ .r
after being invited to Golder's Technical Excellence Conference(GTEC), "-5S
3 y�' `Y�
Audrey Sidebottom, Senior Remediation Manager at Dow, took the titles of _ d -
the 200 presentations being given by our staff and then prepared the Word - -�
cloud to the right,to highlight the main themes of our research. "Innovative
Sustainable Design'stood out most strongly as an overarching theme in
all of our research. Prepared by Dow(Audrey Sidebottom),
February 2020 during GTEC.
Golder has its own proprietary tools,such as the GOLDSET software,for
quantifying the sustainability value of projects and with the ample options available with an ecosystem project
such as the one at McIntosh, Golder has the resources to help integrate sustainability goals in the remediation
process. Golder has supported the beneficial reuse of underutilized property and existing infrastructure for many
years under state-level Brownfields redevelopment programs. Provided below are a very few, select examples of
where we have used a wide variety of Nature Based Remediation and Nature Assisted Remediation strategies
around the world to achieve our client's goals:
V GOLDER 5
February 2021 20417001
Phytoremediation (UK): Design, permitting, and planting of 4 acres of Miscanthus Beds at the Eye Landfill,to
treat leachate being generated at the site.
Passive Water Treatment(US): Treatability,full design and construction of a multi-stage passive(gravity flow)
water treatment system for iron, arsenic and manganese in mine drainage at a Califomia State Park
Solar Powered DNAPL Remediation (UK): An award-winning project that included a design of a solar-powered
pumping system to pump DNAPL waste out of an underground storage tank used to store hazardous liquid
wastes.
Rhizodegradation (Canada): Fungi was used as an ingredient in the development of a phytoremediation
program to treat soil contaminated with petroleum hydrocarbons.
Phytoremediation (US): Golder developed an award-winning phytoremediation approach to treat fumigants on
Hawaii, thereby avoiding the high energy and cost expenditures otherwise incurred if the contaminated soil was
shipped to the mainland.
Wetlands (Sweden): Golder developed and implemented a design in collaboration with the Gothenburg
Ornithological Society and using cuttings from a massive tunneling project to convert acres of contaminated and
dredged spoils in a harbour into a high-value and biota-dense thriving wetlands system.
3.4 Engineered Cap Design and Construction Experience
Golder has over 60 years of experience providing value-added consulting, engineering and design services. In
response to client requests for turnkey services, Golder developed a construction division founded on our
expertise in the geotechnical areas of remediation and site closure. Golder has been offering construction
management,general contracting and specialty design-build construction services for more than 20 years in North
America.
Four of our recent/active capping projects were selected for
presentation in this summary of our qualifications, based on their
relevance. They demonstrate our ability to work at scale, to design
and construct sediment caps in the dry and below water and
accommodating similar and even more challenging parameters as
expected to be encountered at OU2.These projects provide the
necessary field experience with floodplain and subaqueous work,
including lessons learned on the capping of steep basin slopes and in
high-scour areas. all
Plant Gorges Ash Pond Closure—Engineering, Procurement, Figure 2:Golder has developed a stable,
Construction &Operation—The Gorges Steam Power Generating non-segregating,reactive cap mixture
Plant, situated in Birmingham,Alabama closed in early Of 2019. The containing activated carbon,Apatite II and
facility includes a very large(nearly 400 acres)pond used as storage clay that could be used for sub-aqueous
and floodplain capping.
for Coal Combustion Residuals (CCR).This Ash Pond contains over
22MCY of CCR with deposits up to 140 feet thick.The overall closure and capping of the facility is expected to
take 10 years and cost on the order of US$750 million.
Golder was retained as designer and Engineer of Record for the closure of the Ash Pond which is a waste closure
project being regulated through ADEM and under the USEPA CCR Rule. Golder conducted a preliminary
V GOLDER 6
February 2021 20417001
analysis and proposed an innovative closure option involving capping in place via consolidation of the in-situ CCR
via dredging and thickening of the dredged material in an Ash Thickening Plant(ATP), and deposition into a
stable engineered landform within the area of the former Ash Pond.This innovative solution will reduce the client's
costs(by 25%), significantly improve upon the client's schedule(by 50%)and be safer and cleaner than the
comparative conventional closure methodology(by using less manpower,generating less dust, reducing water
treatment demands, and accomplishing the environmental remediation goals on an accelerated timeline. This
finished engineered landform consists of capping the CCR waste materials over a range of complex topographies
and surface water management conditions (including steep terrain and high scour areas)with a range of
engineered cap solutions, including traditional subtitle D vegetated capping; HydroTurf®down chutes; articulated
concrete block, riprap and concrete lined channels; and a series of water management bench, terrace, attenuation
and channel features.
SaskPower EB Power Hydro Station—Golder was retained by the Saskatchewan Power Corporation
(SaskPower)to repair and augment an existing sub-aqueous cap at one of their hydroelectric generating facilities
where a cap constructed of a 3 m thick layer of compact impervious clay placed in the service spillway to reduce
seepage and reduce uplift pressure beneath the spillway had been scoured to a depth of about 2.4 m.
Golder developed an innovative and cost-effective approach to undertake the upgrades to the clay cap by first
removing 25 dry tons of submerged debris, infilling the scoured channel, and then installed a bituminous
geomembrane (BGM) underwater over the entire area of the clay cap to reduce future scouring-all within 3
months. The relevance of this project is experience in an integrated design/build of a sub-aqueous cap on a fast-
tracked schedule, as well as installation of geomembrane blankets, which may be needed on the steeper slopes
of the Olin basin.
Deloro Mine Site Tailings Capping and Consolidation of Mine Area Wastes(Ontario Ministry of
Environment)—The 22-acre tailings area,situated within the flood plain of the Moira River, resulted from historic
gold mining and uranium processing at the site. The tailings area contained an estimated 100,000 tons of
chemically reactive—and in some areas radioactive-muds that were the waste slurry from the hydrometallurgical
plant. Golder constructed a multi-layer evapotranspiration soil cover over the tailings that contained the
contamination while keeping the system aerobic so as to not mobilize the contamination. The cap consisted of
over 2,600,000 square feet of geosynthetics, 3.5 miles of collection pipes, and 330,000 tons of fill material during
this phase of the project upon which was planted a variety of native grass, shrub and tree species. This project
demonstrates the range and flexibility in our cap design that had to manage the chemical reactivity of the
contaminants,the durability of the cap required for stability in a flood plain, and the ultimate goal for the site of
reclamation of the ecosystem.
EWL Madawaska Mine Closure Program Management—Golder was retained both as the prime consultant and
prime contractor by EWL in 2006 to provide engineering and construction services for six non-operating mine
sites in Canada. The program has successfully progressed as a result of an efficient, dedicated, design-build
team. Golder developed and implemented a variety of cross-disciplinary strategies and technologies to
rehabilitate these sites safely and efficiently.
At each mine, contaminated solids (tailings)were required to be capped with an engineered cover the design of
which varied depending on site conditions and remedial goals: protection of groundwater, erosion prevention and
long-term performance. To solve various instability issues, multiple stabilization approaches were implemented,
from capping, to blasting down,to paste. Paste deposition required the development of multiple mix designs to
accommodate issues like pouring on steep slopes and subaqueous deposition. These projects demonstrate our
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February 2021 20417001
ability to design and construct on scales at and above that of the Olin property,with caps constructed in the dry
and sub-aqueously using a range of site-specific designs.
3.5 Turnkey and Contractor Management Experience
Golder's construction division was founded as a small group in 1997 for the purpose of providing innovative and
high-quality remediation construction
services to Golders existing clients at
the time. The full life cycle model with ✓ Joint problem solving,addressing s/ superior..I.compared to
Early Contractor Involvement (ECI) unknowns and difficult environments conventional proureme,n
provides clients added value through understanding the commercial Acce c state of_
consequences and mechanisms kom the contractors
knowledge
early interaction between construction rod deahng with them
and design experts to optimize design
concepts and provide flexibility and
efficiency in project delivery. s/ s/
Today,the North American division has
grown to more than 100 full-time
construction specialists and construction managers providing general contracting, specialized contractor and
project management services for environmental remediation, site closure and ground engineering projects.
The division's annual project load is typically comprised of some 50 projects, ranging in annual value from a few
thousand dollars to more than $200 million. Projects are typically carried out using a blend of in-house project
management,site supervision, Health, Safety, Security and Environment(HSSE)specialists and specialized
subcontractors.
4.0 PROPOSED TEAM
Golder was founded in 1960 as an employee-owned firm
dedicated to helping clients solve their most challenging Chattanooga 41 Greensboro
problems in the fields of earth sciences and the environment.
Today, 7,500+ staff serve clients in multiple sectors in 155+ Decatur 19
offices in 40+countries. Figure 3 shows Golders office locations Atlanta
in the southeastern United States. Birmingham
Golder has been engaged by PRP groups to conduct CERCLA Jac k sonvi lle
projects at more than 120 sites, in all 10 USEPA regions since Pensacola Gainesville
1980 and has developed a strong reputation for client advocacy Golder s,e Lord, Turl
and technical excellence in all phases of the CERCLA process. "Aun os°'"°a"" ,Palm Beach
We have an international network of subject matter experts who
focus on sediment and sediment-water interface issues,who Figure 3 Golder Office Locations in Close
routinely collaborate to support our local offices, and who will be Proximity to OU-2 Site
able to provide valuable support for this project.
Golder has been a leader in the design of engineered caps for environmental remediation, landfill closure and
mine tailings management for over 30 years, with such projects numbering in the hundreds.We are also a world
leader in the science of materials handling as it relates to soils/caps/tailings/wastes, and in applying that to the
G. GOLDER g
February 2021 20417001
conveyance and geotechnical enhancement of these materials to meet client-specific demands such as sub-
aqueous placement or resistance to erosion.
Our construction division has over 20 years of experience managing the implementation of projects of this scale,
including management of subcontractors, resources, health and safety,scope, schedule, budget, risk and quality.
Golder has the resources,with many of them fairly local to the McIntosh site,to manage all aspects of this turnkey
project. We have named and provided CVs for the key resources, with a brief biography provided below.
We also have presented in Section 4.2 an organization chart of how we propose to manage the work. Golder can
staff all of these roles internally, and as evidence of the depth of our resources, we have briefly highlighted a few
others in our team in Section 4.1.
4.1 Key Team Members
Rick Keenan, PG I Project Manager
Rick is Principal and Program Leader for Hydrogeology and Construction services in Atlanta and has been with
Golder since 1994. He has 29+years experience in turnkey assessment and remediation of environmental
impacts, including of remedial actions for RCRA, CERCLA, Brownfields,and other regulated sites. His primary
technical expertise is physical and chemical fate and transport of contaminants in the subsurface with an
academic foundation in coastal sedimentology and hydrogeology.
He has extensive experience leading turnkey completion of hydrogeologic assessments, source removal actions,
deep soil mixing, waste, and wastewater treatment, CCR and sediment management, remedial action planning
and construction, and decommissioning/demolition activities for sites regulated under federal, state, and local
regulatory agencies. He has established strong relationships with Golder's Canadian construction team that has
led to beneficial collaboration and full-service solutions for Golder's North American clientele.
Greg Hebeler, Phl), PE I Design
Greg Hebeler, PhD, PE, is a Principal and Practice Leader in Golder's Atlanta office who will manage the Golder
team's remedial design efforts, including senior design management and technical oversight for design and
construction. Dr. Hebeler is a geotechnical engineer that provides technical expertise, engineering, design and
construction support for complex geotechnical and environmental projects. Greg serves as the technical lead for
surface impoundments on Golder's US wide strategic CCR team. He is a Licensed Professional Engineer in
Alabama as well as North Carina and Georgia. Greg has led the design efforts for CCR basin closures,ash
landfills, dams, and impoundments, and provided senior technical oversight for design and construction projects in
subaqueous, fioodplain and terrestrial settings.
Grant Langton, MBA, PIMP I Construction Manager
Grant is a construction manager with Golder's construction operation where he oversees construction projects by
way of various delivery models including construction management, design-bid-build and design-build (EPC). His
home base is Birmingham,AL where he is currently managing a complex large-scale design-build remediation
project employing innovative technologies to dredge, transport, deposit, and cap CCR materials.
Grant has 27 years of construction experience with tier-1 General Contractors and holds an MBA and a bachelor's
degree in Civil &Structural Technology. This and his experience with civil and marine contractors in the local
G GOLDER 9
February 2021 20417001
market positions him to effectively lead engineering teams to develop cost effective and constructible designs for
large-scale turnkey remediation projects. With a PMP Certification from the Project Management Institute, Grant's
project management skills meet the industry's rigorous international standards.
Technical Review Committee -A---,A
Golder has established an internal Technical Review Committee(TRC)to periodically review the progress of the
project and provide technical support the project team as needed. Depending on the stage of the RD and RA,
TRC members will include Golder experts with construction, sediment remediation, contaminant transport and
chemistry, and will meet on a quarterly frequency(or more frequent as needed)to review the progress of the
project. TRC members will include: Chris Coggans who has experience integrating reactive and non-reactive
media in sediment remediation;Alistair MacDonald,who has just completed a PDI for another Superfund site near
the Portland Harbor where DDT was also a primary contaminant of concern; Ateesh Roop with expertise in
construction; John Smith who has decades of experience in over-water work; Rich Wesenberg who has extensive
engineering design experience including sediment projects; and Toivo Pallop with years of experience in civil
construction.
4.2 Team Organization
Our proposed organization chart for the delivery of this project is presented below and the locations/roles of our
three key people described above are highlighted with a black box in the proposed organization structure
presented below.
BASF Olin
US ePA,n
Ta niclae•,Kw Cowmae pm nip
Figure 4:Golder's Proposed Team
Golder has the depth of resources to successfully implement this project including hundreds of qualified technical
staff across the US, Golder has provided Olin and BASF our commitment to provide qualified resources to timely
support the Olin Superfund Site OU2 RD/RA.
V GOLDER 10
February 2021 20417001
5.0 CLOSING
This document presents a brief overview of Golder's qualifications to serve as Supervising Contractor for the Olin
Superfund Site OU2 project. Golder's has decades of integrated design and construction experience specifically
focused on materials handling, cap design and in placing materials sub-aerially and sub-aqueously, as evidenced
by our current involvement on the largest remedial construction project in Alabama. Golder has experience
successfully completing projects at more than 120 CERCLA sites, and recently submitted a Pre-Design
Investigation Work Plan addressing DDT contamination in the Portland Harbor. Our reputation with ADEM is
excellent—it is Golder that they turn to for training their PMs—as it is with Region IV EPA. Similarly, Golder has
strong working relationships with key investigation and construction contractors in Alabama and the Southeast
Region state that includes decades of team experience.
Golder's delivery and quality assurance models are mature and with strong local representation, and our
leadership in materials handling experience will provide BASF and Olin with options and Flexibility in both the
design and construction phases.
We respectfully submit this qualifications information to the US EPA Region IV and request approval to serve as
Supervising Contractor for the Olin Superfund Site OU2 RD/RA project.
Thank you in advance for your review and consideration.
Golder
ma/Assssocciiates Inc.
�
Richard S. Keenan, PG
Principal
RSK/kld
V GOLDER
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golder.com
ATTACHMENT
Donald Miller CV
Resume DONALD MILLER
' Golder Associates Inc. - Jacksonville
Employment History
Golder Associates Inc.-Jacksonville,Florida
PrincipallSenior Consultant(1998 to Present)
Responsible for planning, negotiating, supervising, conducting, reporting, and
managing a wide variety of environmental projects under CERCLA, RCRA, and
state regulations,and for property transactions.
Golder Associates Inc.-Jacksonville,Florida
Office ManagenPrincipal(1992 to 1998)
Responsible for the establishment, growth, performance, and all operational
Education aspects of the Jacksonville, Florida office while maintaining an active project
M.Sc. Earth Sciences, involvement. Typical projects have involved site investigation; contamination
University of Waterloo, assessment;feasibility study;groundwater monitoring program development;
Ontario, 1984 and the design, implementation, and long-term operation and maintenance of
B.Sc., Eng. Water remedial systems, associated with restoration of contaminated media from past
Resources, University of waste related or industrial activities. Projects have been undertaken in Florida,
Guelph, Ontario, 1980 New York, and Puerto Rico.
Certifications Golder Associates Inc.-Atlanta, Georgia
Registered Professional project Engineer to Associate (1986 to 1992)
Engineer-Ontario,
July 27, 1984 Responsible for planning, conducting, reporting, and managing a wide variety of
environmental projects involving hydrogeologic investigations,contamination
assessments,feasibility studies, and remedial designs in the southeastern
United States.
Golder Associates Inc.-Mississauga, Canada
Staff Engineer(1984 to 1986)
Field Supervisor for investigation and remediation of soil and groundwater
contamination at a petrochemical refinery, mine tailings impoundments, tar sands
mine and refinery site, landfills, a petrochemical bulk storage facility, and other
industrial facilities.
Alberta Environment-Edmonton, Canada
Hydrogeologist(1981 to 1962)
Responsible for the initiation of groundwater monitoring programs for regional
landfills in Alberta, as well as collection and review of data from other shallow soil
and groundwater contamination investigations.
Acres Consulting services Ltd.-Calgary, Canada
Engineer(1980 to 1981)
Participated in an electrical utility planning study to evaluate the feasibility of a
proposed hydro-electric development on the Slave River in Alberta.
GOLDER 1
Resume DONALD MILLER
PROJECT EXPERIENCE — CERCLA SITES
Florida Petroleum Project Director responsible for technical and administrative aspects for the
Reprocessors NPL Site completion of a Removal Action for impacted soil and a state-of-the-art
Fort Lauderdale, Florida investigation using Membrane Interface Probe technology with roto-sonic drilling
and field laboratory analysis to determine potential residual DNAPL presence.
Also responsible for focused Feasibility Study investigations for Removal Actions
for deep soil and groundwater. Project Manager for deep soil Removal Action,
which included in-situ chemical oxidation as the remedial technology with
enhanced biodegradation as finishing step. Participated in agency negotiation to
select Monitored Natural Attenuation as final remedy for the site.
Pickettville Road Project Manager in charge of technical and administrative aspects for the
Landfill NPL Site Remedial Design for the landfill closure and groundwater and ecological studies
Jacksonville, Florida for the Pickettville Road Landfill site located in EPA Region IV. Successfully
negotiated the elimination of three Floridan Aquifer wells(at depths greater the
500 feet each)and reduction in cover layer thickness from that required by the
ROD. Project Director for a twelve-million-dollar Remedial Action construction at
the site. Also responsible for the administrative coordination of a group of 13
active PRPs.
Anniston PCB NPL Site Project Director responsible for technical and administrative aspects for a
Anniston,Alabama Removal Action for impacted soil for the Anniston PCB Site. Responsible for
plan preparation and geostatistical evaluations to limit project scope.
Responsible for work plan preparations associated with RVFS activities for OU 3.
B.F. Goodrich NPL Site Project team member for completion of remedial investigation (RI)for the site.
Calvert City, Kentucky Responsible for development of the Remedial Investigation Report for one of the
site PRPs. Responsible for technical review of RI and FS reports developed by
others. Responsible for PRP assistance for the Remedial Design.
Sprague Electrical Project Manager responsible for technical and administrative aspects for the
Alternative NPL Site completion of the Remedial Design and Remedial Action at the former electrical
Longwood, Florida capacitor manufacturing facility. Completed pilot tests to demonstrate the
effectiveness if enhanced biodegradation.
Barceloneta Landfill Project Manager responsible for technical and administrative aspects for the
NPL Site completion of the Remedial Investigations(RI)and the preparation of the
Barceloneta, Puerto Rico Feasibility Study(FS)for the Barceloneta Landfill site located in EPA Region II.
Organized and analyzed data from two previous phases of RI conducted by
others to eliminate the need for a third phase of the RI. Negotiated with EPA to
drop requirements for a Risk Assessment and to approach the FS using the
presumptive remedy approach for municipal landfills.
' GOLDER 2
Resurmi DONALD MILLER
Hipps Road Landfill Project Manager responsible for technical and administrative aspects of the
NPL Site Remedial Design and Remedial Action for landfill closure and groundwater
Jacksonville, Florida recovery and treatment for the Hipps Road Landfill site located in EPA Region
IV. Project Director for long-term O& M phase. Technical expert in support of a
multiparty toxic tort case. During design, helped negotiate a ROD amendment
which reduced groundwater recovery and treatment system costs from an
estimated$4,000,000 to less than $1,000,000. Participated in negotiations of the
Statement of Work and Consent Decree for the site. Retained as expert witness
to represent client in toxic tort case. Participated in site de-listing.
Cortese Landfill NPL Remedial Investigation (RI)Task Manager during Phase I of the RI. Project
Site Manager,then Senior Technical Reviewer for Phases II and III of the RI and the
Narrowsberg, New York Feasibility Study for the Cortese Landfill located in EPA Region II. Assisted as a
technical expert in a cost recovery action testifying as to the consistency of past
cost with the NCP. Participated in negotiations of Statement of Work and
Administrative Order on Consent with EPA Region II.
Whitehouse Waste Oils Project Director for the Additional Investigatory Work and Supplemental
Pits Site Treatability Study and Feasibility Study for seven unlined ponds containing acidic
Whitehouse, Florida oily sludge and debris for the Whitehouse Waste Oil Pits site in EPA Region IV.
Convinced EPA that the remedy selected in the ROD was not technically feasible
and that a simpler(more cost effective)remedy was in order for the site.
Madison County Project Director for the Remedial Design and Remedial Action for the landfill
Landfill NPL Site closure and groundwater extraction and treatment remedy for the Madison
Madison, Florida County Landfill site located in EPA Region IV. Successfully negotiated with EPA
and State agencies for the elimination of the intermediate design submittal and a
reduction in the permeability requirement for the low permeability layer in the
cover system.
Homestead Air Force Provided technical assistance to prime contractor(Montgomery Watson)
Base NPL Site regarding issues associated with the Remedial Investigation field work for the
Homestead, Florida Homestead Air Force Base site in EPA Region IV.
Centre County Kepone Provided technical assistance for the preparation of the Feasibility Study for the
NPL Site Centre County Kepone site in EPA Region III. The Feasibility Study evaluated
Centre County, remedial alternatives for six different media of concern (surface soil, sediment,
Pennsylvania surface water,surfcial aquifer, fractured bedrock aquifer, and spring (discharge).
Probabilistic Cost Task Manager responsible for the development of probabilistic estimates of
Estimates NPL remediation and long-term O&M cost for six sites in EPA Regions I, II, and IV.
Remediation The status of studies at each site ranged from pre-remedial investigation to post-
Multiple Sites remedy selection and heavily influenced the costing model.
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