Capability Statement
Suppliers & contractors:
What it takes to work with us QGC’s priority project, Queensland Curtis LNG (QCLNG), is one of Australia’s largest capital infrastructure projects.
QGC and its main contractors follow rigorous procurement processes to ensure only the most capable suppliers are engaged on the project.
QGC is determined to build this project to the highest quality, safety and environmental standards.
Depending on the complexity and scale of a work package, any or all of the following steps may be required of suppliers.
To achieve this, all businesses in the project supply chain must demonstrate capability and compliance to the standards required by QGC.
Build a Capability Profile A Capability Profile is the essential first step for any business intending to work with the hydrocarbon industry. A Capability Profile represents a business’ resumé and it is used by purchasing departments in this way. Purchasing departments are happy to receive unsolicited, good quality Capability Profiles, which are held on file and used at several stages in the process of procurement for major projects. Therefore, a Capability Profile
should look and feel more like a resumé than a sales flyer or brochure. It is intended to detail real measures of capability, capacity, compliance and other credentials. Attachment 1 to this fact sheet provides an example of how to develop an effective Capability Profile.
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We require a commitment to safety, quality and value Expression of Interest Once a purchasing department has a quality Capability Profile from a potential supplier, the supplier may later be asked to provide a solicited Expression of Interest (EOI) on a specific work package.
onerous, but it is important that each question is answered thoroughly.
Prequalification questionnaires often relate to: • Health, Safety, Security and Environment (HSSE)
Some web-based networks like the Industry Capability Network (ICN) Gateway ask businesses to build a Supplier Profile. The information in a Capability Profile can be used for this purpose too, but building it into a web-based profile will allow the business to submit an EOI with the click of a button.
• Quality assurance
EOIs may also be requested through business networks, industry organisations, chambers of commerce or occasionally in newspapers.
• Human resources
There should be no expectation of work or payment from an Expression of Interest as they usually precede an invitation to tender or request for quote.
Prequalification Before inviting a supplier to tender or quote on a work package, QGC and its main contractors will usually ask businesses to prequalify. Being asked to prequalify usually means that a business is progressing in the procurement process. Prequalification is a process through which potential suppliers will verify and provide evidence for the claims made in their Capability Profile. It allows a buyer to carry out their due diligence and exclude businesses that don’t meet the standards necessary for the safe, timely and quality delivery of a project like QCLNG. The prequalification process can appear to be quite
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• Solvency and financial capacity • Ethical standards and anti-corruption • Previous experience • Technical ability, and Attachment 2 to this fact sheet provides an example of a high level prequalification questionnaire. Not all prequalifications are as extensive as this example.
QGC recommends that businesses participate in a range of networks to expose themselves to an Expression of Interest and to buyers. Chambers of commerce, industry organisations and government supported business networks all take an interest in the needs of major projects. QGC uses the ICN Gateway web-based network as one way of researching the local market’s capability.
Invitation to Tender (ITT)
Request for Quote (RFQ)
If
For lower value sourcing, buyers will often use the simplified Request for Quote process. This will seldom be as onerous and demanding as a tender process, but still calls for a well considered and thorough response.
a business successfully navigates prequalification, they will usually be invited to tender to a defined scope of work. This is the point at which a business is officially competing for work. The preferred bid or tender response will be awarded a contract on the basis of technical ability, price, compliance, quality and schedule (among other commercial and technical considerations). There is often a lot more to a hydrocarbon industry tender than what a business may be used to when bidding for other industry work. Businesses should expect large volumes of paperwork to read through. The detailed scope of works often makes up only 5% of the documents in the ITT package. Any business serious about submitting a winning bid will respond to the whole tender. There may be elements of an ITT package that a business lacks experience in responding to. These may include consideration of indigenous participation, community impact, employment and training, industrial relations and local content. If assistance is required it is a good idea to seek it. There are multiple organisations, consultants and networks that may be able to offer support. See the section below titled “Where to find help� for further information.
Safety, value, quality and reliability should be priorities when responding to a RFQ. Businesses generally will be competing with at least two other respondents to a RFQ.
Contracting The most competitive tender bids and quotes will result in a business negotiating a contract with the buyer. Hydrocarbon industry contracts come with many schedules and a great volume of detail. This is the reality of an industry that places priority on safety, environmental integrity, quality and value. Suppliers to QGC and its major contractors will often be required to use certain contract management systems and performance monitoring systems. Support will generally be available for less experienced businesses.
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There is often a lot more to a hydrocarbon industry tender than what a business may be used to when bidding for other industry work Where to find help QGC recognises the various challenges that vendors and potential suppliers face in understanding how to show the level of professionalism demanded by major projects. That’s why QGC and its major contractors support the efforts of various organisations and networks to support local capability. There are numerous points of assistance, particularly for businesses lacking experience in large scale energy, resource and construction projects. Some of these are listed on this page. Both the Queensland and the Commonwealth governments run various programs to support local businesses through the procurement processes outlined in this fact sheet. The Export Finance & Insurance Corporation (EFIC), a Commonwealth Government supported body, can provide financial assistance and insurance to eligible businesses. Some local or regional councils support similar programs, while in some areas, becoming a member of an industry organisation or chamber of commerce can be the best source of assistance. Businesses might also explore the value of seeking specific assistance from an expert consultant where appropriate
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Queensland Department of Employment, Economic Development and Innovation (DEEDI) DEEDI has a network of 19 regional service centres across the State. Contact on 1300 363 711 www.deedi.qld.gov.au Surat Basin Corporation & Toowoomba Regional Enterprise
CEO Shane Charles
Contact on 0408 817 271 or ceo@toowoombaregionalenterprisde.com.au www.suratbasincorporation.com.au www.toowoombaregionalenterprise.com.au Gladstone Engineering Alliance
General Manager Carli Hobbs
Contact on 0458 729060 or gm@gea.asn.au http://gea.asn.au/ Enterprise Connect (Commonwealth Government) www.enterpriseconnect.gov.au Export Finance & Insurance Corp. (EFIC) www.efic.gov.au
Checklist for preparing a capability profile Prepared by Deborah Wilson Consulting Services Pty Ltd One of the most important steps in targeting major project supply chain opportunities is to communicate your capabilities effectively to other companies in the supply chain – those that can potentially use your products and services. It is often not the project owner company that you need to target, as they usually have ‘main contractors’ already engaged – these are where most opportunities lie for smaller businesses. Major project supply chains have particular ways of operating. This checklist includes tips and hints that can help you write a Capability Profile that ‘hits the mark’ with decision makers. There are two types of Capability Profiles you need – the long version and the short version. The long version gives an in-depth understanding of your firm and its capabilities. The short version can be used on website listings including the ICN’s Project Gateway. Both are vital tools for your business – they are essential for communicating effectively with major project supply chain partners about your firm and its potential as a supplier. This checklist can help you to prepare a thorough, high impact Capability Profile. Some guidelines to remember when you write your Capability Profile: • I t is very much easier to write the long version first and then condense it down to the short version. This approach helps you make sure
you include all the important information in a shorter version. • Use the headings for your first draft. When you have a final draft, you can take out some of the headings to make the text ‘flow’ better. • Get some ‘editors’ or ‘critics’ to review what you write – their feedback will help you improve the profile until you have a high quality story about your firm’s capabilities. Pick someone who knows your firm but is outside the day to day work.
• Get to the point – people won’t read something long and boring. Decision makers want to read a compelling story about your capabilities. Keep sentences short, to the point and use a structured approach in your Capability Profile.
• Include the good stuff – what is it about your firm that makes it special?
• D on’t copy someone else’s profile – they are not you and you are not them. It
is OK to look at how other firms present their capabilities but make sure you write your own version – it will always give you a better result.
• Be truthful and accurate – you must be able to deliver what you say you can do.
While this checklist is extensive, it will help you cover the areas that major project supply chains want to know about their suppliers. Use the lists and notes to build your long and short versions.
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The long version Use the bold items as headings in the profile. Include other information under these headings as shown. Use the Checklist as a guide to make sure you include all the important information in your Capability Profile.
1. Contact Details • Firm Name • Street address • Main contacts • Principal and title • Other key contact and title • Phone • Fax • Mobile • Email • Web address • Postal address • Year established • ABN
2. Capability Information Main Business Activities and Industries Served • Preferred business
Products and Services
• Proprietary Products / Inventions / Processes / Patents • Your Firm’s Approach
Equipment Specialised Capabilities • Competitive Skills • Certifications Held • Export Capabilities • Software Used (Engineering / Drafting / Other)
Training and Skills Capacity • Capacity Levels • Preferred Maximum Value of Work per Job • Area of Operation or Supply
1. Contact Details
• Firm Name • Street address • Main contacts • Principal and title • Other key contact and title • Phone • Fax • Mobile
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• Email • Web address • Postal address • Year established • ABN
2. Capability Information Main Business Activities and Industries Served • Preferred business
Products and Services
• P roprietary Products / Inventions / Processes / Patents • Your Firm’s Approach
Equipment Specialised Capabilities • Competitive Skills • Certifications Held • Export Capabilities • Software Used (Engineering / Drafting / Other)
Training and Skills Capacity • Capacity Levels • Preferred Maximum Value of Work per Job • Area of Operation or Supply
4. Management Systems
• Safety Management System • Environment Management System • Quality Management System • Insurances • Risk Management Approach • Other Work Management Systems – Relationships and Communication – Responsiveness – Continuous Improvement and Innovation
Notes on for preparing your capability profile 1. Basic Contact Details for your Firm 1.1 Firm Name 1.2 Street address 1.3 Principal and title – Name and title e.g. Managing Director, Owner (you can include more than one contact but both must be key people in the business). 1.4 Main Phone number 1.5 Fax number 1.6 Mobile
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1.7 Email - General address for enquiries and for the main contact. Some major project supply chains will not deal with suppliers who don’t have email. 1.8 Website – Very important. If you don’t have one, get a simple, one page set up. Procurement managers search on the web and they need to find you. 1.9 Postal Address – If different to street address. 1.10 ABN 1.11 Year Established – This tells potential customers that you have experience and stability.
2. C apability Information – this explains what you do and what you are good at 2.1 Main Business Activities and Industries Served – List the main areas of work that you do and
the markets you serve – what you are best at and what type of work you like to win. Then add other services and products that you provide. Don’t be tempted to overstate your capabilities - saying that you can do everything will quickly relegate you to the ‘not able to do anything well’ category. Be specific so decision makers get a very good understanding of what you do.
2.2 Products and Services and Industries Served – Give examples of the range of items/
services you provide. Try to explain the range of what you can do. While many small to mediumsized organisations make products and sell these to major customers, it is often the backup service, support and even afterhours assistance that SMEs provide which really makes them standout. What service and support do you provide to your customers? Or can you provide service or support to other manufacturers’ products, e.g. OEM products? 2.3 P referred Business – Make sure you mention the preferred work your firm targets – readers get an understanding of what you are interested in and good at. 2.4 Y our Firm’s Approach – Include a sentence on your firm’s approach or philosophy – what are the values that drive your firm? Each major project or supply chain will have key values that drive their approach, their work and their performance. Do you know what those are for the major projects you are targeting? How does your own organisation line up with these values? Are there some gaps that you need to address? 2.5 Competitive Skills – You or your staff may have specialised skills e.g. design, specialised welding, or other skills like project management, I.T, retaining good staff or others. List these skills as they will help you stand out. 2.6 Equipment – Make sure you cover the base equipment and facilities you have but also specifically mention equipment that gives you an edge – it may be the size it handles, speed of operation, quality, or it might be only one of a few in the region. If you are planning new investment or expansion (new premises, new major machinery, automation or other) include this information – it shows that you will be expanding your capacity in the future. 2.7 Specialised Capabilities – This is often the most important information you can provide. You may think what you do is ‘normal’ but others may see it as a special capability. It might be customer service, relationships, backup, equipment used, quality of work, turnaround time. Ask your trusted customers – “What makes our services or products stand out to you?”
2.8 Proprietary Products / Inventions / Processes / Patents – Not everyone has something
unique but innovation is very important to major project supply chains. They may not use your innovation but it sends an important message that you are a thinker and a problem solver. It doesn’t matter if the innovation or product can’t be used by the major supply chain – just the fact that you can achieve this can improve your standing as a supplier.
2.9 Certifications Held – This could be a firm certification or someone on the team has a certification. Page - 8
These show the potential client that you have put effort into skills and systems to deliver good results.
2.10 Export Capabilities – This won’t apply to everyone but if you do export something you make or value -add to, it shows that you can compete in international markets – an important message about your competitiveness.
2.11 S oftware Used (Engineering/Drafting/ Other) – Proficiency in I.T systems is important to major project supply chains. If you have and use specialised software, include it and how you use this to provide customer benefits e.g. timeliness, job management design etc. If you have just a basic I.T system, mention that I.T systems are used to manage/track jobs, accounts or other information. Major project supply chains want to know that you have internal information management systems. Project documentation and correct invoicing seem like simple requirements but are vital for everyone in the chain. Do you use e-commerce systems with other customers? Include this – it shows that you are I.T. savvy. 2.12 C apacity Levels – Is your firm able to scale up to meet increased demand? Do you have subcontracting or partnering arrangement with other firms that helps you scale up your work capacity when needed? List your employment to give potential clients an idea of the work volume you can take on. Company turnover may be requested when you lodge your Capability Profile but this often remains confidential. 2.13 Preferred Maximum Value of Work per Job – This can be described in volume, size and in dollar terms. This gives clients an idea of the scale of work you can comfortably handle for one client. 2.14
Area of Operation or Supply – What geographic areas do you supply to? Major project
supply chains want to know that you can provide support to specific areas for things like product support, maintenance and service.
2.15 T raining and Skills – As the market heats up, skills shortages will occur. Do you have a commitment to training your staff? Do you have strategies in place to retain key staff, or multi-skill staff? Include this information to demonstrate the depth of capacity in your firm and your ability to perform in a tight skills market e.g. number of apprentices or other training you commit to. 3.
Track Record
3.1 Leading Projects Completed and Major Clients – If you have done larger packages of work or worked for tier 1 or tier 2 firms in the past, list this experience. This is one of the most important factors for new clients – it shows that you know how to work with major customers. List your large customers. This could include councils or firms you subcontract to. If the major projects market is a significant part of your current work, mention this – it demonstrates that other major supply chains value your work. Are you prequalified to work with any other major customers or supply chains? Include this information. 3.2 Delivery
performance and reliability – Do you have a proven track record of reliability, Page - 9
timeliness, good performance on complex work or projects?
4. M anagement Systems and Risk Management 4.1 Safety Management System – Safety is a core driver of performance for major project
supply chains. They want to work with firms that understand and commit to a high standard of safety performance. How do you manage safety performance in your firm? How do you manage safety on site? Do you have: • A Health and Safety Policy Statement. • A documented Health and Safety Management System or procedures. • A senior manager responsible for safety management. • Ability to track and report on safety statistics e.g. lost time injuries, near misses. • A Health and Safety Management System and procedures certified by a third party. •A Health and Safety Management System and procedures that comply with AS ISO 4801. Include information about your safety management approach.
4.2 Environment Management System – Environmental management is another core driver of performance for major project supply chains. You need to let major project supply chains know that your firm understands the importance of environmental management and that you are taking steps to minimise the impact on the environment.
How do you manage environmental performance in your firm? What practices do you use on site to minimise impact? What do you do in your office or workshop e.g. recycle or minimise waste, reduce energy usage, choose low energy usage equipment? Do you have: • An Environmental and Safety Policy Statement. •A documented Environmental Management System or procedures to assess and minimise impacts. • A senior manager responsible for environmental management. • An Environmental Management System and procedures certified by a third party. •A n Environmental Management System and procedures that comply with AS ISO 1401. What do you do to manage and improve environmental performance? Include information about your environmental approach.
4.3 Q uality Management System – Quality is very important to major project supply chains. How do you manage and improve quality in your firm? Do you have: • A Quality Policy Statement. • A documented Quality Management System. • Test inspections and a test plan. • A senior manager responsible for quality management. • A Quality Management System – internal or certified by a third party. • A Quality Management System that complies with AS ISO 9000 series.
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• Procedures for assessing and approving the Quality Systems of your subcontractors. Include information about your quality approach.
4.4 I nsurances – Major customers want to know what insurances you hold. List main or common ones and the value of the policy e.g. professional indemnity, public liability, WorkCover, plant and equipment and any other work related insurance.
4.5 R isk Management Approach – Major project supply chains focus a great deal on risk management. While higher tier companies have leading responsibility for risk management, they want to work with subcontractors that understand and practice good risk management.
What are some of the things you do in your business that help to manage risk e.g. project management approaches, ordering systems for inputs, proactive management of high risk factors for your business? Do you have: • A risk management matrix to identify and assess potential risks. • A Risk Management System and procedures to manage this risk e.g. risk assessment procedures for work on site or at your premises. • A Risk Management System that has been certified by a third party. • A Risk Management System and procedures that comply with AS ISO 31000:2009. Is your firm compliant with local, state and federal regulations that apply to your business? Mention compliance as part of your risk management information, particularly if there are industry sector specific compliance requirements. You may have to put systems in place to ensure you are compliant.
4.6 Other Work Management Systems – If you have an enterprise resource planning (ERP) system or a similar system that manages and tracks work in your firm, include this to demonstrate your commitment to efficient work management.
ig projects run on documentation. Do you have effective systems for receiving orders, tracking B orders and invoices? These are particularly important. Explain that you have systems in place to manage the paperwork and reporting required on large projects.
5. Customer Service and Market Response 5.1 Relationships and Communication – Good communication, building and maintaining strong relationships and effective reporting are very important in major project supply chains. Do you have some long term relationships with leading firms, proactive reporting approaches or good communication on delays or changes?
5.2 Continuous Improvement and Innovation – Demonstrating that you continue to
improve your systems and that you innovate to solve problems is very interesting to major project supply chains – they want to know they are working with firms that are committed to ‘going the extra mile’. Do you develop new products, commit to R&D or product innovation? For the long Capability
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Profile or your website, write up some one paragraph case studies of how you have demonstrated these qualities.
5.3 R esponsiveness – Small to medium-sized firms excel in being able to respond more quickly
than larger firms. Do you have a quick response approach to customers, quoting, work status updates? Do you have an afterhours contact and the ability to respond to emergency requests? Include this information to show that you are customer focused. 6. W orking with Industry and Others 6.1 Networks – Are you part of a network or cluster that works together or jointly bids on projects? This information lets the major project supply chain know that you can collaborate with others – a valuable quality in a subcontractor on a large project.
6.2 Industry Association Membership – Being a member of an industry association or group
sends a message that you stay up to date with developments and get information and professional development about your industry or local area. Include this information in the long version of your Capability Profile.
Contracts & Procurement Example Prequalification Questionnaire PART ONE – technically capable and experienced 1.1 HSSE Capability Assessment 1.1.1 Leadership and Commitment (i) Commitment to HSSE aspects through leadership a) Describe how your senior managers are personally involved in HSSE management - for example: objective-setting and monitoring. b) Provide evidence of commitment at all levels of the organisation. c) How do you promote a positive culture towards HSSE matters?
1.1.2 HSSE Policy and Strategic Objectives (i) HSSE Policy Documents a) Does your company have an HSSE policy document? If the answer is YES please attach a copy. b) Who has overall and final responsibility for HSSE in your organisation? c) W ho is the most senior person in the organisation responsible for this policy being carried out at the premises and on site where employees are working? Provide name and title. d) temise the methods by which you have drawn your policy statements to the attention of all your employees.
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e) What are your arrangements for advising employees of changes in the policy?
(ii) HSSE Contract Strategic Objectives a) Does your company have strategic HSSE objectives? If the answer is YES please attach a copy. b) I temise the methods by which you have communicated your strategic HSSE objectives to the attention of all your employees.
1.1.3 Organisation, Responsibilities, Resources, Standards and Documentation (i) Organisational Structure for HSSE Management a) How is your organisation structured to manage and communicate HSSE effectively? b) Do HSSE meetings promote HSSE awareness? c) Do client and contractor meet regularly to discuss and action any interface situations? d) What provision does your company make for HSSE communication meetings? e) Please provide an organisation chart.
(ii) HSSE Training of Managers, Supervisors and HSSE Critical Position Holders a) H ave the managers and supervisors at all levels who will plan, monitor, oversee and carry out the work received formal HSSE training in their responsibilities with respect to conducting work to HSSE requirements? b) I f YES please give details. Where the training is given in-house please describe the content and duration of courses. Please provide an example of training matrix. c) H ow have you identified areas of your company’s operations where specialised training is required to deal with potential hazards? (Please provide examples of specialised training given.) d) I f the specialised work involves radioactive material, asbestos removal, or other occupational health hazards - how are the hazards identified, assessed and controlled? e) What specialist HSSE resources does your organisation have available? f) How does your company provide HSSE specialised training for HSSE staff?
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NOTE: This is an example of a high level prequalification questionnaire. Not all scopes of work demand a prequalification to this level of detail. This should not be regarded as a minimum standard.
Contracts & Procurement Example Prequalification Questionnaire PART ONE – technically capable and experienced 1.1 HSSE Capability Assessment
1.1.1 Leadership and Commitment (i) Commitment to HSSE aspects through leadership a) Describe how your senior managers are personally involved in HSSE management - for example: objective-setting and monitoring. b) Provide evidence of commitment at all levels of the organisation. c) How do you promote a positive culture towards HSSE matters?
1.1.2 HSSE Policy and Strategic Objectives (i) HSSE Policy Documents a) Does your company have an HSSE policy document? If the answer is YES please attach a copy. b) Who has overall and final responsibility for HSSE in your organisation? c) Who is the most senior person in the organisation responsible for this policy being carried out at the premises and on site where employees are working? Provide name and title. d) Itemise the methods by which you have drawn your policy statements to the attention of all your employees. e) What are your arrangements for advising employees of changes in the policy?
(ii) HSSE Contract Strategic Objectives a) Does your company have strategic HSSE objectives? If the answer is YES please attach a copy. b) Itemise the methods by which you have communicated your strategic HSSE objectives to the attention of all your employees.
1.1.3 Organisation, Responsibilities, Resources, Standards and Documentation (i) Organisational Structure for HSSE Management Page - 14
a) How is your organisation structured to manage and communicate HSSE effectively? b) Do HSSE meetings promote HSSE awareness? c) Do client and contractor meet regularly to discuss and action any interface situations? d) What provision does your company make for HSSE communication meetings? e) Please provide an organisation chart.
(ii) HSSE Training of Managers, Supervisors and HSSE Critical Position Holders a) Have the managers and supervisors at all levels who will plan, monitor, oversee and carry out the work received formal HSSE training in their responsibilities with respect to conducting work to HSSE requirements? b) If YES please give details. Where the training is given in-house please describe the content and duration of courses. Please provide an example of training matrix. c) How have you identified areas of your company’s operations where specialised training is required to deal with potential hazards? (Please provide examples of specialised training given.) d) If the specialised work involves radioactive material, asbestos removal, or other occupational health hazards - how are the hazards identified, assessed and controlled? e) What specialist HSSE resources does your organisation have available? f) How does your company provide HSSE specialised training for HSSE staff?
(iii) General HSSE Training a) What arrangements does your company have to ensure new employees have knowledge of basic industrial HSSE, and to keep this knowledge up to date? b) What arrangements does your company have to ensure new employees also have knowledge of your HSSE policies, practices and company requirements? c) What arrangements does your company have to ensure new employees have been instructed and have received information on any specific hazards arising out of the nature of the activities? d) (If training is provided in-house please give details of content.)
(iv) Competence Assurance a) Does your organisation have a competence system in place? If YES, please describe the scope and content of your competence system. b) What arrangements does your company have to ensure existing staff HSSE knowledge is up to date?
(v) HSSE standards
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a) Where do you define the HSSE performance criteria you require to be met? b) How do you ensure these are met and verified? Comment: The term “standard’ is not used in the same way in a) and b) and then in c) and d). c) How do you identify new industry or regulatory standards that may be applicable to your activities? d) Is there an overall structure for producing, updating and disseminating standards? e) Are your standards aligned with OGP/industry guidelines or Recommended Practices? If YES state which one.
(vi) Contractor Management Process a) Does your company have a contractor management process or system? If YES, provide an outline of the process. b) How do you assess contractors?
i) HSSE competence ii) HSSE performance c) Where do you define the company standards you require your contractors to meet? d) How do you ensure these standards are met and verified?
1.1.4 Risk Management (i) Risk assessment and treatment a) How does your company identify hazards, assessment of risk, control and mitigation consequences, to a level as low as reasonably practicable?
(ii) Health Hazards a) Do you have specific policies and programmes on specific health hazards? e.g. Substance Abuse, Drugs and Alcohol, Blood-borne Pathogens, Malaria pandemic diseases etc. b) What types of health hazards (chemical, vibration, noise, radiation, etc.) are associated with the scope of your services? c) What systems are in place to control these hazards and monitor the effectiveness of these controls?
(iii) Safety Hazards a) What type of safety hazards (mechanical guarding, work at height, lifting and hoisting, confined space entry, explosive atmospheres etc.) are associated with the scope of your services? b) What systems are in place to control these hazards and monitor the effectiveness of these controls?
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a) What type of logistics hazards (land transport, air transport, marine transport, materials handling etc.) are associated with the scope of your services? b) What systems are in place to control these hazards and monitor the effectiveness of these controls?
(v) Environmental Hazards a) What types of environmental hazards (chemical spill, atmospheric emissions, waste disposal etc.) are associated with the scope of your services? b) What systems are in place to control these hazards and monitor the effectiveness of these controls?
(vi) Security Hazards a) What types of security hazards (terrorism, robbery, hostile local population etc.) are associated with the scope of your services? b) What systems are in place to control these hazards and monitor the effectiveness of these controls?
1.1.5 Planning and Procedures (i) HSSE Operations Manual a) Do you have a company HSSE-MS manual (or Operations Manual with integrated HSSE requirements) which describes in detail your company approved HSSE working practices relating to your work activities? If the answer is YES please attach a copy of an index and relevant supporting documentation. b) How do you ensure that the working practices and procedures used in your activities on-site are consistently in accordance with your HSSE policy, objectives and arrangements?
(ii) Infrastructure and Equipment Integrity a) How do you ensure that infrastructure, plant and equipment used within your operations (own premises, client site, or at other locations) are correctly certified, registered, controlled and maintained in a safe working condition?
(iii) Management of Change a) How do you manage changes and assess associated risks e.g. personnel, equipment, processes, documentation?
(iv) Emergency Response Plans a) What arrangements does your company have for emergency planning and response? b) Which emergency situations are included?
1.1.6 Implementation and Performance Monitoring (i) HSSE-MS Implementation and Active Performance Monitoring of Work Activities
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a) What arrangements does your organisation have for monitoring the implementation of your HSSE-MS? b) How does your company assure the implementation of work procedures within your work-site operations e.g. compliance with procedures, toolbox talks, safety meetings, supervision, job observations? c) How do you monitor employee HSSE performance e.g. hazard identification systems, HSSE participation? d) What active HSSE monitoring is performed (i.e. where no incident has occurred)? e) How do you report and correct deficiencies identified? f) How do you communicate the results of active performance monitoring to relevant personnel?
(ii) Safety Performance Indicators a) Please provide the following statistics for each year for the last five years: • Number of Fatalities, • Number Lost Time Injuries, • Number of Lost Workday Cases, • Number of Restricted Work Day Cases, • Number of Medical Treatment Cases, • Number of first aid cases, • Number of near miss incidents, • Fatal Accident Rate (per 100 million hours worked), • Lost Time Injury Frequency (per million hours worked) Total Recordable Incident Rate (per million hours worked). NOTE: If not using the OGP definitions (refer to the OGP Safety Performance Indicators Report), please include your company definitions.
(iii) HSSE Performance Monitoring a) How is health performance monitored and recorded? b) How is environmental performance monitored and recorded? c) How is security performance monitored and recorded? d) How and what near miss incidents are reported? e) How often is HSSE performance reviewed? By whom? f) How is logistics performance monitored and reported?
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g) Do you record vehicle incidents?
(iv) HSSE Incident Investigation and Follow Up a) What types of HSSE incident are investigated? b) What process is used to investigate HSSE incidents? c) Who conducts HSSE incident investigations? d) How are the findings of an incident investigation followed up to ensure effective prevention of recurrence? e) How is incident and/or near miss learning communicated to all relevant personnel?
(v) Statutory notifiable incidents or Non compliance notices a) Has your company suffered any statutory notifiable incidents in the last five years (safety, occupational health and environmental)? b) (Answers with details including dates, country and location, summary of incident and followup preventative measures taken.)
1.1.7 HSSE Auditing and Management Review of HSSE Management System (i) Audits a) Do you have a written procedure for HSSE auditing? If YES, please attach a copy. b) Who is involved in conducting HSSE audits? How are audit team members selected to have specific expertise and be independent from the activities being audited? What are the qualifications required for auditors? c) How does your company schedule HSSE audit and what scope of auditing is covered? e.g. internal, regulatory compliance, supplier/ contractor, HSSE management system implementation. d) How does management follow up on audit findings and ensure effective close out of action items?
(ii) Review and Follow Up a) Do you have a written procedure for management review of the HSSE management system? If YES, please attach a copy b) How often are HSSE management system reviews conducted and who is involved in the process? c) How are identified actions and improvement efforts recorded and tracked to effective completion?
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(i) Certification of your HSSE-MS a) Please provide information on any certification which you have received from certification bodies?
(ii) Memberships of Associations b) Describe the nature and extent of your company’s participation in relevant industry, trade, and governmental organisations.
(iii) Additional Features of Your HSSE-MS c) Does your organisation (globally, regionally or locally) have any HSSE features or arrangements not described elsewhere in you response to the questionnaire?
1.2 Previous experience a) Please provide details of your previous experience with work of a similar nature to that outlined in the Cover Letter of this Pre- Qualification questionnaire. The information should include: • HSSE Performance • Client • Year it commenced and the period over which the work was performed • Scope • Value or manhours expended Expand as required
1.3 Preliminary Execution Statement a) Please provide a preliminary statement of how you would execute the work (office locations, project organisation structure etc.) b) Please provide details of the systems (in-house and proprietary) that you would use in the work. c) Please provide a list of Subcontractors you would potentially use on this project, detailing which Subcontractors will fill which roles. Indicate what relevant experience they have in support of projects. i) Please provide details of your proposed Subcontractors’ relevant experience in supporting oil and gas projects in [country]. ii) Please confirm the QA accreditation of your Subcontractors, by advising which Subcontractors are accredited, and to which standards. iii) How is Subcontractor performance monitored within your organisation? iv) State what selection process you use to evaluate and select potential Sub-contractors. vi) Describe your company’s previous experience in managing subcontractors and how you ensure that their quality, standards and procedures meet those of the Client.
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1.4 Quality Assurance and Quality Control a) Please provide a copy of your company’s QA Management System accreditation. b) Please outline whether internal audits are carried out, and provide an internal audit log covering the past two (2) years. c) Please describe how quality is managed and achieved within your company. d) Please describe your commitment to Continuous Improvement and how this is implemented. i) Provide details of how Continuous Improvement is distributed and implemented in your organisation. Identify the lead person accountable for Continuous Improvement, their position within your company and any training that this person is given. ii) Summarise the benefits achieved through Continuous Improvement for your Clients, and provide evidence.
PART TWO – financially & corporately stable; due diligence 2.1 Ownership and Management a) Please confirm the incorporation details of your company. If possible, please attach a copy of the certificate of incorporation and/or other relevant corporate filings. b) lease describe the ownership structure of your company (i.e., who are its shareholders? Who is the ultimate parent company?). If possible, please attach a current organisation chart. c) Please provide the names and titles of the key individuals who will be responsible for providing the proposed services. d) Do any officers or employees of your company have any direct or family connections with any Public Official1 in the country where the services will be provided? If so, please provide details. 1 ‘Public Official’ means any officer or employee of any government (whether Central, Federal, State or Provincial) or any ministry, body, department, agency, or instrumentality, such as state-owned or state-controlled companies or statutory corporations thereof, or of a public international organization, any person acting in an official capacity for or on behalf of any government or government entity or of a public international organization, any political party or party official, or any candidate for political office. e) Please give details of any changes of ownership of your company that have taken place in the last five (5) years.
2.2 Litigation and Dispute Resolution
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a) Has your company been involved in any material litigation in the past 5 years (whether as claimant, defendant or third party)? If so, please provide details. b) Has your company been involved in any arbitration, expert determination or other material non-judicial dispute resolution procedures in the past 5 years? If so, please provide details. c) Is your company aware of any material claims, demands, actions, suits or enquiries from any party (including any governmental authority) or proceedings pending or threatened against it or any of its affiliates? If so, please provide details. d) Is your company aware of any outstanding material notices, judgments, orders, decrees, arbitral awards or decisions of a court, tribunal, arbitrator or governmental authority involving it which would have an adverse effect upon its ability to perform its obligations under the proposed contract? If so, please provide details.
2.3 Insolvency a) Please confirm that your company is not insolvent and has not stopped, or threatened to stop, paying its debts as they fall due. b) Please confirm that no order has been made and no resolution has been passed for the winding up of your company and, so far as your company is aware, no petition has been presented or threatened for the purpose of winding up your company. c) Please confirm that no administration order has been made and, so far as your company is aware, no petition for such an order has been presented or threatened in respect of your company, and no receiver or similar officer has been appointed in respect of your company or all or any of its assets.
2.4 Financial Ability a) Please provide the following financial information for the last 4 years in respect of your Company (NOT your Holding or Parent Company) up to the end of the last completed accounting year. Gross Turnover Net Profit Before Tax Net Profit Before Tax Assets Liabilities Date of last annual report (Please include a copy of this report with your submission). b) Please provide details of your credit rating by confirming the name of the International Credit Agency, your credit rating, and the date this rating was established.
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2.4.1 Bankers a) Main Bankers: Name, Address and Telephone Number, plus Manager’s Name b) Please give the maximum monetary value for contracts you can undertake and for which you can obtain a 10% Performance Bond from your Bankers if required.
2.5 Business Principles a) Please confirm that your company would be willing to contractually undertake to act in a manner consistent with BG Group’s Business Principles so as to enable BG Group to operate in accordance with those principles. b Does your company have documented corporate responsibility/business principles /codes of conduct? (please attach) c) Please explain what measures your company takes to communicate and implement its corporate responsibility/business principles /codes of conduct (i) within your organisation and (ii) through your supply chains, e.g. training, whistle blowing facility, employee commitments. d) In connection with the performance of the Service/Work by your company, please confirm that you would be willing, if requested, to collaborate with BG Group to identify and assess risks that may compromise BG Group’s ability to comply with its Business Principles. e) Please provide information of any evidence-based allegations or charges of corruption made or brought against your company in any country. If so, please provide details f) Please provide information of any evidence-based allegations or charges of violations of human rights made or brought against your company in any country.
2.6 Organisation Chart a) Please provide a chart of your corporate organisation and details of the company that would be involved in any future correspondence, should you be selected to be included in any tendering exercise. Company Name, Address, Contact Name, telephone number, and email. PART THREE – suitable and available resources
3.1 Resources and Workload a) Please provide details of the Human Resources function within your organisation. b) Enclose copies of any labour/staff agreement to which you are a party and/or under which you customarily work. c) Explain your Company’s policy and procedures relating to trades unions and shop stewards. d) Provide details of trades you would expect to be employed and explain your company’s recruitment policy and procedures. e) Provide details of insurance cover for employees, including accident, sickness and death benefits, etc.
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f) Provide details of all industrial disputes and stoppages affecting your Company within the last 5 years. g) Please describe the planning systems (software etc.) you use, and which you would propose for the Contract Scope described in the Cover Letter. h) Please submit a summary of your cost control and budgeting procedures, with particular reference to cost forecasting, cost and progress comparison, monthly valuation etc. i) Please list current and known future commitments, showing: i) Name/location of project ii) Work being/to be performed by your company iii) Planned completion dates (plus commencement dates where appropriate) j) Please describe any specialist resources within your organisation that may be relevant to the Scope of work described in the Cover Letter.
PART FOUR – interested and willing 4.1 Local Content a) Please describe your policy towards the employment and hiring of national citizens and other persons with permanent rights to work in-country, highlighting experience in [ country ] with both non-indigenous and indigenous persons. b) Please describe your experience in providing training during contract execution to develop the skills and competencies of national citizens and persons with permanent rights to work in-country, highlighting experience in [ country ] with non-indigenous and indigenous persons. c) Please describe details of your past experience in providing full, fair and reasonable opportunity for domestic suppliers to participate in tendering for sub-contracts, highlighting experience with [ country ] suppliers. d) Please describe your experience transferring technology and new capabilities to domestic suppliers, integral to contract execution, highlighting your experience with [ country ] suppliers. e) Please describe your experience working in strategic alliances/partnerships with domestic suppliers to build their capability and manage inherent risks, highlighting your experience with [ country ] suppliers.
4.2 Procon a) BG Group uses Procon as its primary contract administration system. Please advise if you are familiar with Procon. If not are you willing to use Procon for tendering exercises? Training would be provided by COMPANY free of charge.
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