V. Administrative
A. TimeKeeping
This section provides an outline of how timekeeping is handled on a job, whether hard dollar or T & M. It is necessary for the proper procedures to be followed to insure an accurate level of information is maintained pertaining to man-hours and employees on a job site.
1. Clocking IN/Out Required
All Bay employees are required to clock in when they arrive on any job site and to clock out when they leave. If an employee fails to do this, he or she will not receive that day's pay, unless written authorization is given to timekeeping from a proper source. Clocking in and out gives the timekeeper an accurate account of the employee's time and also an accurate count, for safety reasons, of the number of people on the premises. Employees are to clock in and out with their cards only; any employee caught clocking anyone else's card is subject to immediate dismissal.
Employees will not clock in more than 29 min. before their shift, unless directed by their Foreman or Superintendent. Any employee clocking in after their scheduled "start" time will be marked as late and docked thirty minutes pay.
2. Manual Timekeeping
a. Foreman's Reports
Foreman's reports are to be prepared daily by the timekeeper. The timekeeper is to verify all information on the reports is correct before issuing them to the field. Once the reports have been issued, the foremen are to fill them out with the appropriate information including the job number, the cost-code, and the number of hours worked for each employee on his/her crew. If an employee was absent, late, or left early, the foreman is responsible for writing this information on the report next to that employee's name. Once all information has been filled out, the foreman must turn in the report to the timekeeper no later than 4:30 p.m. for that day's work.
Exhibit V.A.2.a: Sample Foreman's Report
b. Timesheets
Timesheets represent the method of documentation of labor expense for which we expect reimbursement on Force Account projects or for extra work on lump sum projects. Bay uses two colors for timesheets, green for four-digit (FA) job numbers, and black for three-digit (LS) job numbers. Green or lump-sum extra-work timesheets should be prepared, submitted for customer signature, and forwarded to the Payroll Department daily, with the exception of out-of-town jobs. These may be faxed or sent to the Payroll Department by overnight mail twice weekly; on Thursday for Monday, Tuesday and Wednesday's time' and on Monday for Thursday, Friday, Saturday, and Sunday's Time. Timesheets received in the Payroll Department after 2:00 p.m. on Tuesday for the pay period ending the prior Sunday are late and may be paid late.
Exhibit V.A.2.b: Sample Labor Portion / Equipment Portion
3. Automated Timekeeping
Because the automated timekeeping system is designed to work on a daily basis, it is imperative that all jobs assigned to the system follow some basic procedures. All jobs assigned to the Central Timekeeping system need to be completely automated. Manual timesheets should be avoided. Any manual timesheets that must be written should be submitted to Central Timekeeping for keying. Only in this manner will we hope to avoid overpaying or underpaying employees. Also, for the cost reports to be accurate, all time must be keyed through the timekeeping system.
a. Foreman's Reports
Foreman's Reports will be given to the foreman every morning by 10:30. They are to be filled out and all information verified by 3:30 p.m. the same day. Any errors are to be corrected by the foreman and or the timekeeper. These reports are to be turned in to central timekeeping no later than 9:00 a.m. the next morning for the prior day's work.
b. Timesheets
Timesheets are generated by Central Timekeeping and are available for pickup by approximately 3:00 p.m. On remote sites these are sent by PC modem for printing.
Timekeepers distribute all timesheets and acquire all necessary Bay and Client signatures. Signed timesheets are returned to Central Timekeeping for further distribution or directly to the Division/Project Manager for signature.
c. Reports Available
· Cost
Cost reports are available from Central Timekeeping for pickup by approximately 3:00 p.m. On remote sites, they are sent via fax or PC modem for printing. If the Client requires earlier cost reports or more than one shift is required, notify Central Timekeeping immediately. Central Timekeeping will make arrangements to accommodate the client. The Client must be made aware that the hiring of additional staff to accommodate their needs will be reimbursable to Bay.
· Premise
Deliver all paperwork and clocks to Central Timekeeping approximately 30 minutes after shift begins if possible, but no later than 9:00 a.m. For remote sites, clocks are downloaded to a PC and information is sent by modem. Central Timekeeping will then prepare the premise report for you in approximately 20 minutes. On remote sites, the premise report is sent via PC modem for printing. Distribute the premise report accordingly.
· Absentee
Deliver all paperwork to Central Timekeeping approximately 30 minutes after shift begins if possible, but no later than 9:00 a.m. For remote sites, information is sent by fax or modem. Central Timekeeping will then prepare the absentee report for you in approximately 20 minutes (this report is printed with the premise report). On remote sites, the absentee report is sent via PC modem for printing. Distribute and file this report accordingly.
· Employee Histories
Employee history reports are available on request from Central Timekeeping.
4. Equipment Tickets
All operator tickets are to be left at the job site with the timekeeper. The operator keeps only his yellow book copy for his records. Once all the tickets have been collected, the time is added to the appropriate job and the ticket is attached to the respective timesheets.
5. Construction Equipment and Tools
Equipment resources are important to a project and must be incorporated into the master plan to identify type, quantity, access, location, and plans to service and repair. By utilizing the activities from the master plan a list of equipment needed to perform project tasks is developed. This list becomes the basis of need with respect to type, size, and capacity of equipment planned for the project. By further study of the schedule plot plans and other resource documents available, the project team will define the quantity of each type of equipment needed, how it will be used, where it will be positioned to yield the highest benefit to the project and, the flow of equipment from activity to activity.
The plan of equipment utilization must incorporate access for fueling, maintenance, and the movement of other project traffic such as material deliveries.
Other provisions included in the equipment plan will include emergency access during work hours, blockage of fire lanes in operating units, and underground utility protection against damage from equipment and load weights.
As with any other portion of the master plan, equipment and tools must be the product of planning by the project team to cover the needs of the project efficiently, but without waste.
Equipment may be charged in a number of ways depending on the type of contract, availability, type of equipment, etc. A careful review of the budget and a forecast of the project's equipment needs will produce a list of equipment from which decisions can be made on how each item will be used and charged.
a. Equipment Charges
Equipment will normally be charged in one of the following methods:
· Hourly
· Daily
· Weekly (By Equipment Div. approval only)
· Monthly
The method of who codes and approves charges should be determined prior to the commencement of work and approval routines strictly followed.
Exhibit V.A.5.a: Sample Timesheet - Equipment Portion
b. Rental Equipment
Rented equipment may be costed in several ways. To take the appropriate steps you must know and understand how it is being rented. The following are items to be determined before presenting equipment timesheets for weekly costing to your project.
· Is the equipment being rented as 3rd party charge to the job directly?
· Do fuel tickets need to be charged separately?
· Is it being charged as owned equipment even though it is rented?
· Do the people coding and signing tickets understand how these charges will be costed?
c. Equipment Log
Each project should maintain a log of equipment that is on site. The log should contain the following information as a minimum:
· Type, make, and model
· Equipment identification number
· Date received
· Equipment Condition Report (returned)
· Fluid levels
· Notable damage
· Hour meter reading
d. Maintenance and Inspection
Routine maintenance and inspection cycles must be established and made part of the regular work ongoing on the project. It is usually assumed that the equipment on site is needed or should be returned. Equipment that is not returned must be properly maintained for operability and safety. Develop records that verify proper maintenance and inspection.
e. Equipment Timesheets
Equipment timesheets are the basis that we use to administer proper tracking and costing of equipment. Refer to V.A.6.a on how equipment listing should appear on the timesheet when presented for costing.
6. Approvals
All timesheets must be approved by the Site Supervisor, the Project Manager, the Client, and when necessary, the Division Manager. No timesheets will be accepted without these approvals.
B. Personnel
1. Employee Enrollment Form
a. Employee Change Notice
Employee changes are made with an Employee Enrollment Form. These forms are available at the personnel building, and should be kept on hand at all job sites by the timekeeper. This form is to be used for all employee changes with the exception of direct deposit information.
· Pending the type of change, determines how the form is filled out.:
· If the employee is being transferred to another job.
· If the employee is changing his/her address.
· If the employee is changing his/her tax status.
Regardless of what is being changed, the employee name, number, and social security numbers are required.
b. Employee Transfers
In Order to transfer an employee from one job to another job, the procedure listed below is to be followed:
· The jobsite supervisor who is in charge of the employee to be transferred, must check with the supervisor that is to receive the employee to see if there are any special requirements of the job: drug test, weld test, safety training, etc.
· If there are special requirements to be met, the supervisor who is receiving the employee must schedule with the appropriate department.
· The supervisor receiving the employee must cover all cost on his job. This will include weld test cost, employee's test time, additional training, and/or training time.
· The transferring supervisor is to complete an employee enrollment form and submit it to Personnel as per exhibit V.B.1. A copy of this form will accompany the transferring employee to the new jobsite.
· In the event the employee that is to be transferred is on of the highly skilled welders, the Personnel Manager must be consulted prior to the transfer to ensure that manpower priority is satisfied.
· To prevent the cost of employee's time for any special training, it is possible to terminate (ROF) and rehire. This must be coordinated with the Personnel Manager to prevent losing the employee in the transaction.
Exhibit V.B.1: Sample Employee Change Notice
2. Manpower Request
Exhibits V.B.2.a and b below are to be used when requisitioning personnel on your job. If you know the names of the individuals you wish to use and they are available use form V.B.2.a. Use form V.B.2.b for general crafts manpower requests. Make sure all information is filled out and make sure to plan as far in advance as possible. For large orders of people, a lead time of at least two-weeks is preferred. Supervisors should remember that for most of our clients, or to work for Bay for that matter, there is at least drug screening, safety training (sometimes intensive and time consuming), possibly physical examinations, and other criteria that a prospective employee must go through before showing up on the job. Please allow personnel plenty of time to process these requests.
Exhibit
V.B.2.a: Sample Manpower Request Form by Name
Exhibit V.B.2.b: Sample Manpower Request Form by Craft
3. Terminations
· Terminations are to be completed by the immediate supervisor on all employees from every division or department when the employee leaves the job.
· Terminations are to be filled out completely. All blanks are to be filled in and all appropriate boxes are to be checked.
· There are three general categories of terminations:
a) Quit
b) Fired
c) Reduction in Force (ROF)
Each foreman is expected to know when each type is applicable, and to classify it correctly. If not, then consult with your immediate supervisor or the Personnel Department. Please check one box only. With terminations for causes that are the result of more than on infraction, it is important to document events leading up to that termination, i.e., dates missed or tardy, verbal warnings, written warnings and general documentation of events.
· The employee evaluation should have one box checked under attitude and one under skill/ability. For guidelines, consult immediate supervisor or the Personnel Department.
· Be sure to properly indicate rehire status. General guidelines will be issued. If there are clarifications needed, consult your immediate supervisor or the Personnel Department.
· Check only the boxes that apply in job clearance section. If none apply, indicate by writing N/A after job clearance.
· Be sure all employee statements are initialed and all required signatures are present.
· One copy should be given to the employee at the time of termination. The remaining should be forwarded to the Personnel Department daily.
· In the event the employee is not present to sign or refuses to sign the termination indicate this on the termination notice. (Refused to sign - not available to sign)
· In the event the termination occurs during non-regular operating hours, the termination slip must be delivered to Personnel as soon as possible with the next working day being the goal.
Exhibit V.B.3: Sample Termination Notice
Requisitions are key documents that serve as our supply line to resources needed to execute a professional and timely project. It is important to place the responsibility of writing requisitions on as few people as possible so the process of educating the writer does not require repeated sessions of do's and don'ts, cost code guidelines, etc. All requisitions should be reviewed for accuracy, completeness of descriptions and proper approvals. If the requisition is not carefully executed, you will not get what you need.
Exhibit V.C.1.a: Sample Requisition
1. Billable Requisitions
Billable requisitions are those items that Bay will expect the client to reimburse. It is for this reason that the requisitions should contain as a minimum, the following information.
· Specific descriptions and information identifying the item being purchased.
· Any special cost codes or billing needs specified.
· A specific delivery date that supports the schedule with delivery instructions.
· The client's signature approving the billable purchase.
2. Non-Billable Requisitions
Non-Billable requisitions should be thoroughly reviewed by a person knowledgeable in the contract language and terms and conditions. These requisitions should always require the approval of the Project Manager or his designee. Once a requisition is processed as non-billable, it is often difficult to obtain approval from the client later. It is equally difficult to find such mistakes once the requisition is incorporated into the projects files and records.
3. Computer Requisitions
See section V.G.5 Acquisition & Control of PCs
4. Requisition Log
Keeping a requisition log gives a history of requisitions issued and can be organized into billable and non-billable categories for auditing receiving reports, billing reports, cost history, and other information that would be difficult to obtain without a log. Use the log as a footprint of requisition activity.
5. Signature Authority
Signature authority should be established early in the job. On most jobs the Project Manager is the final signature authorization on requisitions. Change Orders on lump sum projects require the Estimating Manager's signature. Overhead req's require the Division Manager's signature. Non-billable req's on 4-digit projects require Project / Division Manager's signature.
6. Cost Codes
Standard cost codes are set up at the issue of the project. See below for the standard codes used on Bay jobs.
Exhibit V.C.6: Sample Cost Code Pocket Card
These pocket cards are available for your use. Ask your Division Secretary for a copy.
7. Distribution
Requisitions are of no benefit if they do not reach the point of purchase. As with all documents, the distribution matrix is helpful is defining distribution, and providing a list for everyone to use as a reference
Due to the critical role requisitions can play in our ability to perform, follow up visits to status the project needs are an important step to make sure the requisition was properly distributed and the proper action has been taken.
8. Requisition Summary
· Requisitions must indicate cost codes. Failure to do so may result in your requisition being returned without being processed.
· Requisitions for force accounts must be separated into Billable and Non-Billable categories. Avoid putting Billable and Non-Billable items on the same requisition and always flag the items being requisitioned as "Billable" when it applies.
· Requisitions will be filled out with complete descriptions. Failure to do so will result in the requisition being returned to the originator.
· Avoid putting rental equipment, tool, consumables, and other tool-furnished supplies on the same requisition with materials. This will result in delaying your material order.
· A return ticket from the vendor must accompany stop rent requisitions.
· Requisitions written for processing after material has been picked up from the vendor will not be processed without prior notification and approval by purchasing.
· Plan ahead - failure to plan ahead results in a crisis situation for purchasing. Avoid, whenever possible, asking for the same day delivery. Once the Requisition has reached Purchasing, three to five day delivery, in most cases, is acceptable.
· Rental items require management approval. Three to five days from the requisition reaching Purchasing, should be allowed to obtain rental equipment.
· The requisitioner is totally responsible for any rented item. Do not transfer or loan rented or owned equipment to another jobsite without having it documented by a Tool Room Return Ticket and a stop rent requisition accompanied by Vendor Return Ticket on your job.
D. Field Purchases
1. Field Purchase Orders
FPO's are designed to permit the acquisition of urgently needed items at the construction site. As a rule, Bay's preference is to restrict usage of the FPO book to billable materials and supplies as authorized by the client. Items that should not be acquired by the FPO system are as follows.
· Subcontract Services
· Equipment Rental
· Purchase over the Dollar Limit Specified
Exhibit V.D.1: Sample FPO
2. FPO Log
The FPO Log is use to track all FPO purchases. It is to be completely filled out for every FPO. This provides the Purchasing Department with the information needed to add the costs to the proper job or project. It also provides Bay with the information needed for proper billing. The FPO log is to be turned in weekly to the Division Secretary with all FPO's and delivery tickets attached.
Exhibit V.D.2: Sample FPO Log
E. Per Diem
1. Procedure
Per Diem is an expense that requires planning and approvals. As with any expense, only that which is necessary should be made and who pays must be established before the actual expense is committed. As a rule, Bay is reimbursed for per diem on Force Account Projects but pays from its budget on lump sum projects. Check the terms and conditions of your contract for per diem guidelines and control the budget; either way a per diem log is required that includes all per diem expenses summarized by week and total expense to date. Upon completion of the Per Diem Form, forward the form to Accounting for processing. The Per Diem Form is the only form needed for payment of per diem.
Note: For non-billable per diem, each request must indicate budgeted or non-budgeted. If budgeted, a budget worksheet showing budget remaining must be attached.
Exhibit V.E.1: Sample Per Diem Form
2. Signature Authority
A requisition or check request signed by the Project Manager and forwarded to the Division Manager is required to get per diem checks written and/or authorized.
3. Logs
A per diem log is required and a copy should be submitted with each request indicating each employee receiving per diem and for the actual days being paid. Terminations, absentees or other forms of lost days will be easily adjusted on per diem payments if the log is formulated and maintained. The billable or non-billable status should also be indicated in the log.
F. Client Meeting
Meetings must be planned and well thought out in order for Bay to transmit a professional image and promote a feeling of confidence by our clients in Bay's ability to manage its business. Before a meeting begins, the attendees must be decided on and notified, an agenda must be set up and distributed to all in attendance, and any items needed (drawings, schedules, reports, etc.) must be gathered.
1. Agenda
When selecting agenda items, anticipation of questions, and possible responses will help you prepare for meetings and transmit the professional image Bay requires, the following items should be addressed as possible items on the agenda:
· Safety
· Quality Control
· Job Progress
· Schedule
· Material Status
· Action Items
· Commercial Issues
· Open Issues / Resolution
Exhibit V.F.1: Sample Agenda
2. Minutes
The minutes of a meeting consist of any topic of concern or issue that needs to be addressed / resolved before the next meeting. The minutes are to be prepared by the Project Engineer or designee and issued within 3 working days of the meeting.
3. Distribution
The minutes will be distributed to all project personnel, all Client personnel in attendance, and to others as addressed by Project Management.
See Exhibit II.D.2: Sample Distribution Matrix
G. Office Systems
1. Software
Only a person from the PC Support Department can install software on a user's PC. No software is to be brought from home or borrowed from another person / division / department and installed on your work PC.
At no time will games be installed on your PC. When a new computer is purchased, all games will be removed from the computer. Any one having games on their computer will face disciplinary action and / or termination.
2. Viruses
Computer viruses can infect your computer from a number of sources including the Internet, E-mail, floppy disks, macros, etc. Viruses can destroy files, hard drives, floppy drives, and can infect the file servers. Therefore, it is very important that you make sure that your computer is kept free from viruses by adhering to the following guidelines:
a. All new computers purchased will come with a virus scanner and the latest virus definition files.
b. If your computer is not currently protected by a virus scanner, or you think that your scanner may be outdated, contact someone from the PC Support so that your computer can be checked.
c. If it is determined that you may need a newer virus scanner, a requisition must be filled out for the software. The recommended virus scanner is Norton's AntiVirus.
d. To prevent the spread of viruses, make sure that every disk obtained from someone is scanned properly for viruses before you use any files on the disk.
e. When in doubt as to whether your computer may be affected with a virus or not, contact someone from PC Support immediately.
f. Any and all files downloaded from the Internet must be properly scanned before you open the file.
3. Computer Help Desk / Work Request
Before placing a call to the PC Support Department, you need to make sure to have gathered all the information about the error or problem that you are having. After placing the call to the PC Support Department, your name, extension, and problem will be placed on a list and resolved in the order that is was received. "Emergency" problems will be evaluated by the person who is receiving your call. If your problem is an emergency, it will be resolved as soon as reasonably possible, if not, your name and problem will be taken down on the list and resolved in the order that it was received.
When calling to get hardware, software, or networking installed, your name will be taken down and a time will be scheduled for the installation.
Users are responsible for backing up their own files. When a machine comes down for service and the hard drive requires formatting, the PC Support Department will not be responsible for any files that you lose.
4. Internet & E-mail Usage
Bay Ltd. has a permanent connection to the Internet. This allows Bay to host its own web site (http://www.bayltd.com) and its own E-mail server. Because of this permanent connection, Bay has a 'Firewall' between our network and the Internet to prevent any outside connection from accessing our local network.
Internet access will be limited to those personnel designated by their Department / Division Manager for work purposes only. Certain web sites have been blocked by our 'Firewall'. When trying to access any restricted web content, the user will be informed that the site is blocked. Any individual viewing inappropriate material from the Internet will have their Internet privileges revoked and their Department / Division Manager will be informed.
All personnel connected to the network will have E-mail access unless instructed otherwise by their Department / Division Manager. If you are connected to the network, your E-mail client programs of choice are 'Microsoft Outlook 97' or 'Microsoft Exchange' due to how the network and the Internet configuration.
5. Acquisition & Control of PCs
a. Requisitioning New Computers / Peripherals
When filling out a requisition for a new computer system, it is very important to have all the appropriate information included. First you need to completely fill out the requisition. (See Exhibit IV.C: Sample Requisition.) When specifying a computer system (the computer standard at the time will be ordered) you must include any peripheral items that you require with the system. (Tape backup, internal Zip/Jazz drive, sound card, speakers, etc.) The person's name that is going to receive the system must be on the requisition. If multiple items are being ordered and going to separate people, the person's name that is receiving the equipment must be next to the equipment on the requisition. There will be no transfer of equipment when it arrives. The person's name on the requisition will receive the equipment. Any printers ordered must be on a separate line item on the requisition and the person's name receiving the printer must be on the requisition in that line item.
When ordering software, the person's name whose computer the software is going to be installed on must be on the requisition. If you want the software installed on multiple computers, you must order a copy of the software for each computer you want it installed on unless the software comes with multiple licenses.
When the equipment / software arrives, the person receiving the item will be informed and a time will be scheduled for the item to be installed / setup.
All computer-related requisitions must be routed for the following signatures:
· Department / Division Manager
· PC Manager
· Operations Manager
· Financial Manager
· CEO
All network-related requisitions must be routed for the following signatures:
· Department / Division Manager
· Network Administrator
· Operations Manager
· Financial Manager
· CEO
Once all signatures have been obtained, the requisition will be routed to purchasing.
b. Transfer Requests
The purpose of a computer transfer request is to maintain accountability for PC's between personnel / divisions. It is necessary to fill out a Computer Transfer Request Form. This form can be acquired from the Computer Support Department.
When filling out the form, complete all required information: Date, From and To (with divisions or departments), serial numbers and descriptions of all equipment being transferred (including CPU's, monitors, printers, zip / jazz drives, etc. - no mice or keyboards) with their current condition (good, poor, new), reason for the transfer, any files that need to be backed up from the transferred PC, and the software required on the transferred PC. If the transferred PC requires any software other than Windows 95/98 or Microsoft Office 97 Pro a requisition with the required software must accompany this form. This ensures that the company's licensing stays legal. The blank on the right side of the 'Other' checkbox under 'Software Requirements for Transferred PC' must include the software that needs to be installed (P3, AutoCad, PcAnywhere, etc.). After this form is completely filled out, the form must be routed to the transferring person's Dept. / Div. Manager, the PC Manager or Network Administrator, and the Financial Manager for signatures. Once the transfer is approved by the Financial Manager, the form will be sent down to the PC Support Dept. to schedule a time and date for the transfer.
Note:
· All equipment that was purchased with the computer must all be transferred as on package (including speakers, battery backups, mouse / keyboard, etc.).
· When the Transfer has been scheduled, the hard drive will be formatted - so if files are required to be backed up, they must be on the transfer form or they will be deleted.
· There will be no 'swapping' of PC's between users in the same division unless a Computer Transfer Request form has been filled out and routed for the proper signatures.
· NO EXCEPTIONS
Exhibit V.G.5: Computer Transfer Request Form
H. Risk Management
1. Contract Review
a. Customer Contracts
The Risk Manager reviews the indemnity provisions, insurance requirements, payment terms, and tax provisions of all new contracts. A copy of each new contract should be provided to the Risk Manager for review and comment.
b. Subcontracts
The Risk manager does not review subcontracts.
2. Certificates-of-Insurance
a. Customers
Certificates-of-Insurance to customers are issued only through the Risk Management Department. Direct all request for insurance certificates to the Risk Manager.
b. Vendors, Suppliers, Subcontractors
ALL persons entering upon Bay premises or job sites are required to execute our subcontract or indemnity and insurance agreement. The certificates-of-insurance required in these documents must be sent to the Risk Manager for approval.
3. Third Party on Bay Premises
a. Indemnity and Insurance Agreement Required
Occasionally a customer will require that another contractor or vendor or service provider to the customer be allowed to enter upon Bay's premises or job site to do work for them. All such parties are required to execute our indemnity and insurance agreement. The indemnity and insurance document is available for the Legal Department.
b. Certificate-of-Insurance Required
The indemnity and insurance agreement requires that a certificate-of-insurance be issued to Bay. These certificates must be sent to the Risk Manager for approval.
4. Insurance: Bid Bonds / Payment and Performance Bonds
Request for bid bonds or payment and performance bonds may be made directly to the Risk Manager, and be prepared to provide the following information about the work:
· General Description
· Location (State)
· Contract Value
· Start and Completion Dates
A requisition must be processed and purchase order must be issued to Bay's insurance agent for these insurances. All requests for other types of insurance should be directed to the Risk Manager.
