HB BCC Supt

BCC SUPERINTENDENTS HANDBOOK
1997 Edition
BECHTEL CONSTRUCTION COMPANY
1994-1997 Bechtel Corporation

Fourth Edition. All Rights Reserved.
Contains confidential information proprietary to Bechtel
not to be disclosed to third parties without Bechtels
prior written permission.
Printed in the United States of America.
SUPERINTENDENTS TRAINING WORKSHOP

TRAINING OBJECTIVES
This Training Workshop Will Enable You To . . .
o DESCRIBE THE RESPONSIBILITIES OF A BCC SUPERINTENDENT
o IDENTIFY KEY FEATURES OF BECHTELS NATIONAL LABOR
ALLIANCE
o EXPLAIN WHY SEXUAL HARASSMENT IS NOT ACCEPTABLE AT ANY
TIME
o DESCRIBE BECHTEL'S ZERO ACCIDENT PHILOSOPHY
o EXPLAIN THE FEATURES OF BECHTEL'S LEADERSHIP MODEL AND
HOW THEY RELATE TO THE ROLE OF THE CRAFT
SUPERINTENDENT
o DESCRIBE BASIC COMMUNICATIONS TECHNIQUES
o EXPLAIN THE ROLE OF THE BECHTEL SUPERINTENDENT IN
CONTRACT ADMINISTRATION
o DESCRIBE THE ACTIONS REQUIRED IN THE EVENT OF AN
EMERGENCY
TRAINING SESSION EVALUATION

DIRECTIONS:
The questions on this form are intended to evaluate the quality of training session. Please read each statement carefully
and indicate the degree to which you agree or disagree with the particular statement. Only mark one response per item.
Your responses are confidential and will appear only as part of the training session summary showing average values for
everyone participating in the session.
TRAINING SESSION: BCC SUPERINTENDENT'S WORKSHOP

DISAGREE
AGREE
HOW DID THE SUBJECT PRESENTED RELATE TO YOUR JOB:

1.
The subject presented is directly related to my job.
2.
It will be easy for me to apply the subject presented on

my job.
3.
The subject provided me with skills or information I need

to do my job.
4.
job.
The references or aids provided will be usable on my
5.
The content or exercises were related to my job.
What can be done to make this session more applicable to your job:
HOW USEFUL WERE THE TRAINING MATERIALS:

6.
The materials were useful.
7.
The materials were complete.
8.
The materials were well organized.
9.
The materials were well written and understandable.
10.
The quality of the materials and visuals were
acceptable.
What can be done to make the training materials more useful:
TRAINING SESSION EVALUATION

TRAINING SESSION: BCC SUPERINTENDENT'S WORKSHOP
DISAGREE
AGREE
TRAINING SESSION INTERACTION:

11.
The training case studies were a valuable part of the

training session.
12.
The role playing exercises were a valuable part of the

training session.
13.
The homework reading assignments were useful.
14.
The views of other course participants were drawn out

as part of the training course.
15.
Enough time was allowed for the in-class training

exercises.
What can be done to improve the training session exercises and interaction:
INSTRUCTOR EVALUATION:
16.
The instructor(s) was (were) well prepared.
17.
The instructor(s) adequately answered all questions.
18.
The instructor(s) was (were) knowledgeable on the

subjects presented.
19.
The instructor(s) summarized the materials effectively.
20.
The presentations were clear and understandable.
What can the instructor(s) do to improve the course presentations:
Table of Contents
BCC Superintendents Handbook

TABLE OF CONTENTS
SECTION 1
INTRODUCTION
General
1-1
Attachment 1-1: Superintendents Training Workshop

-- Homework Assignment
SECTION 2
SECTION 3
SECTION 4
1-2
ORGANIZATION
General
2-1
Attachment 2-1: Bechtel Construction Operations, Incorporated
2-3
Attachment 2-2: Bechtel Construction Company
2-4
Attachment 2-3: Latin American Region
2-5
Attachment 2-3: Asia Pacific Region
2-6
Attachment 2-5: EAMS Region
2-7
Attachment 2-6: Becon Construction Company, Inc.
2-8
Attachment 2-7: BSII Construction Organization
2-9
Attachment 2-8: Construction Resources & Technologoes
2-10
Attachment 2-9: Bechtel Environmental, Safety & Health
2-11
Attachment 2-10: Implementing EPC-Process Innovation
2-12
DUTIES AND RESPONSIBILITIES

General
3-1
Attachment 3-1: Generic Superintendent Position Description
3-2
Attachment 3-2: Superintendent Responsibility Exam
3-4
SAFETY & HEALTH

General
4-1
Introduction
4-1
Definitions
4-2
Safety Incentive Programs
4-3
Environmental
4-3
Zero Accident Philosophy
4-5
Workers Compensation
4-6
Bechtel Corp. 1997
TOC-1
Table of Contents
Americans With Disabilities Act (ADA)
4-7
Attachment 4-1: Bechtel Zero Accident Philosophy
4-8
Attachment 4-2: Comparing BCCs OSHA Recordable and LWDC

Rates With the Industry
SECTION 5
SECTION 6
SECTION 7
4-9
Attachment 4-3: Safety Checklist
4-10
Attachment 4-4: Daily Warm-Up Exercises
4-11
QUALITY
General
5-1
Project Quality Procedures
5-1
Quality Commitment
5-2
COMMUNICATION
General
6-1
Attachment 6-1: Communications Exercises
6-4
EMERGENCY ACTION PLAN

General
7-1
Project Emergency Plans
7-1
Press Relations
7-2
Attachment 7-1: Site Managers Manual Instruction S2.3,

-- Emergency Planning
Attachment 7-2: Planning for Emergencies
SECTION 8
7-3
7-6
LEADERSHIP
General
8-1
Control and Discipline
8-1
Work Rules and Safety
8-2
Productivity and Cost
8-2
Lead By Example
8-3
Innovation
8-3
Ethics
8-4
Employee Development and Mentoring
8-5
Attachment 8-1: Bechtel Leadership Model
8-6
Attachment 8-2: Evaluating the Patton Leadership Style

-- Class Exercise
TOC-2
8-7
1997 Edition
Table of Contents
Attachment 8-3: Explanation of Individual Attributes/Judgment

Qualities and Leadership Skills/Competencies
SECTION 9
8-9
TRAINING
General
9-1
New Employee Orientation
9-1
Apprenticeship Training Program
9-1
On-the-job Training
9-2
SECTION 10 LABOR RELATIONS

Bechtel National Agreements
10-1
Maintenance Agreements
10-1
New Construction Agreements
10-2
Jobsite Work Rules
10-4
Jurisdiction
10-4
New Hire Procedure
10-5
Termination Procedures
10-6
Immigration Processing
10-9
Equal Employment Opportunity/Affirmative Action
10-9
Grievances
10-12
Work Stoppages
10-13
Anti-Harassment Policy
10-14
Freedom of Expression and Appeal
10-16
Alcohol and Drug Abuse Policy
10-16
Craft Performance Evaluation
10-17
National Alliance
10-17
Attachment 10-1: National Alliance
10-18
Attachment 10-2: Manual Personnel Requisition
10-23
Attachment 10-3: Case Study -- Layoff/Reduction in Force
10-24
Attachment 10-4: Case Study -- Termination for Cause
10-25
SECTION 11 SUPERVISOR AWARENESS
1997 Edition
Annual Performance Summary & Development Review
11-1
Attachment 11-1: Annual Talent Review Forms
11-3
TOC-3
Table of Contents
Attachment 11-2: Progressive Discipline Procedure
11-5
Attachment 11-3: Sexual Harassment
11-11
Attachment 11-4: Americans with Disability Act (ADA)
11-13
SECTION 12 COST AND SCHEDULE

General
12-1
Superintendents Role in Cost Control
12-2
Attachment 12-1: Questions to Ask on Critical Schedule Activity
12-5
SECTION 13 CONTRACTS/COMMERCIAL
General
13-1
Prime Contract
13-1
Contractors and Subcontractors
13-1
Contracts Administration and Coordination
13-2
Prime Contract
13-3
Contract Responsibilities
13-4
Project Schedule
13-4
Action Checklist
13-5
Contract Changes
13-6
Requests for Information (RFI)
13-7
Verbal Orders
13-7
Delays and Extensions
13-7
Subcontracts
13-8
Attachment 13-1: Request for Information Form
13-10
Attachment 13-2: Enforcing the Site Safety Rules/Case Study
13-11
SECTION 14 CONSTRUCTABILITY
General
14-1
Lessons Learned
14-1
Regional Office Construction Coordinators
14-2
Critiques
14-3
Attachment 14-1: Project Lessons Learned Report
14-5
Attachment 14-2: Critique/Feedback Form
14-6
SECTION 15 TIMEKEEPING
General
TOC-4
15-1
1997 Edition
Table of Contents
Timesheets
15-1
Overtime
15-1
Change of Rate Notice
15-2
Time Monitoring
15-2
SECTION 16 CONSTRUCTION EXECUTION

General
16-1
Job Planning
16-1
Tool, Equipment, and Material Control
16-1
Housekeeping Checklist
16-5
Rigging of Heavy Loads
16-6
Construction Completion and Turnover
16-7
Jobsite Security
16-8
Construction Site Computer Automation
16-9
Attachment 16-1: Job Planning Checklist
16-10
Attachment 16-2: Bechtel Housekeeping Policy
16-12
SECTION 17 NEW ASSIGNMENT CHECKLIST

General
17-1
SECTION 18 CLIENT RELATIONSHIPS

General
18-1
Interfacing With the Client
18-1
Business Development
18-2
Site-Specific Business Philosophy
18-2
Ethical Business Conduct
18-3
SECTION 19 REFERENCES
1997 Edition
General
19-1
Corporate and Personnel Policies
19-1
Contracts
19-1
Construction Manuals
19-1
Safety and Health Department
19-2
Training
19-2
TOC-5
Section 1
Introduction
GENERAL
The purpose of this handbook is to provide the working Superintendent with an understanding of
Bechtel work practices and expectations. This is important because it cannot be assumed that
personnel automatically understand company expectations when they are assigned to a new
position. If expectations are not clearly defined, employees may believe that they have done a
good job only to find out that it was not what their supervisor expected. This type of
miscommunication is inconsistent with Bechtel's continuous improvement principles and 2001
Leadership Model.
The Superintendent has more impact on Bechtel's success than perhaps any other individual in
the organization. In many ways, the Superintendent's efforts are the point at which everything
comes together and we either succeed or fail. The Superintendent's attitude toward Safety &
Health, attention to detail, control of costs and adherence to schedule are often the difference
between a success story and a failure. The Superintendent's positive interface with the client can
create a lasting memory of Bechtel's work on the project and establish a positive relationship that
ensures future work.
This handbook is intended to provide newly assigned Bechtel Construction Company
Superintendents with guidelines on how to successfully execute their duties. Some of the
subjects that are addressed in the handbook include a discussion of the Bechtel corporate
philosophy, Safety & Health, Contracts, Duties and Responsibilities, Cost and Schedule,
Timekeeping and Labor Relations as well as general information on other subjects. Since
specific project requirements vary, it is important that the Superintendent confirm project
requirements when assigned.
The Homework Assignment included in Attachment 1-1 will be used as part of the preparation for
the second day of the BCC Superintendents Workshop.
1997 Bechtel Corp.
1-1
Section 1
Introduction
BCC SUPERINTENDENTS TRAINING WORKSHOP

HOMEWORK ASSIGNMENT
ATTACHMENT 1-1
Using the information provided in the BCC Superintendents Handbook, answer the following
questions:
1. Under the Bechtel Leadership Model, attributes are broken down by the Be, Know, and Do
categories. Which category includes teamwork as an attribute?
2. Which two types of organizations typically negotiate Local Collective Bargaining Agreements?
3. Based on the research work summarized in Business Roundtable Report C-2, how many
weeks of 60 hour work weeks does it take until the productive hours worked per week are less
than 40?
4. When you are assigned to a new project, what type of question should you ask about Material
Safety Data Sheets (MSDS)?
5. What is the purpose of the BCC Superintendents Handbook?
6. How much of an increase occurred in Workers Compensation Costs between 1980 and
1987?
7. What are the three basic components of communications?
8.
1-2
What is the Bechtel definition of quality?
1997 Edition
Introduction
Section 1

HOMEWORK ASSIGNMENT
ATTACHMENT 1-1
9.
The Superintendents Handbook provides examples of new employee orientation training

including safety, work rules, site cleanliness, and owner specific training. What is the fifth
example listed?
10. What type of conduct is defined as Harassment?
11. In accordance with Bechtel Management Policy 102, Standards of Conduct, what should
you do if you become aware of any incident or situation involving potentially unethical
conduct?
12. Which provision of the contract typically allows the contractor to obtain additional
compensation and time if the conditions at the construction site are different than those
described in the contract?
13. What is the name of the report that is used to capture construction site experience for use in
future constructability reviews and in the development of corporate best practices?
14. What is the name of the document that authorizes a change in a craft employees basic rate
of pay?
15. Section 16 of this handbook provides a reprint of a Bechtel Briefs article on the subject of
construction site housekeeping signed by S.D. Bechtel. What year was the article first
published?
1997 Edition
1-3
Section 1
Introduction

HOMEWORK ASSIGNMENT
ATTACHMENT 1-1
Your workshop facilitator will advise you which of the following sections of the Superintendents
Handbook to review in preparation for tomorrows session:
o Section 3
Duties and Responsibilities
Review typical superintendent position description.

o Section 4
Safety
Familiarize yourself with the Bechtel Zero Accident Philosophy.

o Section 8
Leadership
Review the attachment titled Bechtel 2001 Leadership Model, Explanation of Individual
Attributes/Judgment Qualities and Leadership Skills/Competencies.
o Section 13
Contracts/Commercial
Review the section material and read the case study titled Enforcing the Site Safety Rules
1-4
1997 Edition
Section 2
Organization
Corporate Organization
Bechtel Construction Operations Incorporated (BCOI) is the corporate entity responsible for the
execution of Bechtel construction work. Becon Construction Company, Inc. is a wholly owned
subsidiary of BCOI. A BCOI organization chart is shown in Attachment 2-1.
Bechtel Construction Company
Bechtel Construction Company is chartered to perform Bechtel unionized construction services in
the United States and Canada. The company serves the construction needs of the North
American Regional Execution Unit offices in Gaithersburg, Houston, and San Francisco as well as
Bechtel National Incorporated (BNI). A Bechtel Construction Company organization chart is
shown in Attachment 2-2.
Becon Construction Company, Inc.
Becon Construction Company is responsible for Bechtel open shop work operations in the United
States. An organization chart is shown in Attachment 2-3.
Bechtel EAMS
The Bechtel EAMS organization manages Bechtels international work operations in Europe,
Africa, the Middle East, and Southeast Asia. The Bechtel EAMS organization chart is shown in
Attachment 2-4.
Bechtel Asia Pacific
The Bechtel Asia Pacific organization manages Bechtels international work operations in Asia,
Oceania, and the Pacific Rim. The Bechtel Asia Pacific organization chart is shown in
Attachment 2-5.
Bechtel Latin America
The Bechtel Latin America organization manages Bechtels international work operations in South
America, Central America, and Mexico. The Bechtel Latin America organization chart is shown in
Attachment 2-6.
Bechtel Systems and Infrastructure, Inc. (BSII)
Bechtel Systems and Infrastructure, Inc. (BSII) manages Bechtel government and infrastructure
related work. An organization chart is shown in Attachment 2-7.
1997 Bechtel Corp.
2-1
Section 2
Organization
Construction Resources & Technologies

Construction Resources & Technologies (CR&T) provides technical support to all Bechtel
construciton operations. An organization chart is shown in Attachment 2-8.
Bechtel Environmental Safety & Health (BESH)
Bechtel Environmental Safety & Health Services provides safety support to all Bechtel
construction operations. An organization chart is shown in Attachment 2-9.
Bechtel Startup and Operating Plant Services
Bechtel Startup and Operating Plant Services provides startup and operating plant services
support to Bechtel projects worldwide and is now part of the construction organization. An
organization chart is shown in Attachment 2-10.
Bechtel Leasing Services, Inc. (BLSI)
BLSI provides equipment planning, equipment leasing, heavy lift and heavy haul services,
business systems leasing and service, and small tools leasing to the Bechtel organization
worldwide. An organization chart is shown in Attachment 2-11.
EPC PROCESS INNOVATION
The Bechtel organization is undergoing rapid change through its re-engineering efforts. These
efforts are covered under the umbrella of EPC Process Innovation or EPC-PI. The objective of
this re-engineering effort is to redefine how Bechtel executes work and to improve the value that
Bechtel delivers to its customers.
A complete overview of the EPC-PI process is included in Attachment 2-12.
2-2
1997 Edition
1997 Edition
Manager
BLSI
H. E. Livermore
Manager
CR&T
T. L. Horst
President
BCOI
R. D. Couse
Manager
Startup
R. E. Riggs
President
Becon
R. M. McIlhattan
North America
President
BCC
M. A. Hickey
Manager
BESH
S. C. Burkhammer
Manager of
Construction
EAMS
C. D. Wood
Manager of
Construction
Asia Pacific
G. D. Spindle
Manager of
Construction
Latin America
J. G. Torres
International
North America, Latin America,

Asia Pacific, EAMS Regions
January 23, 1997
Bechtel Construction Operations Incorporated
Manager of
Construction
T. R. Draeger
BSII
Organization
Section 2
BECHTEL CONSTRUCTION OPERATIONS INCORPORATED

ATTACHMENT 2-1
2-3
2-4
Gaithersburg
Phone: 301-417-4770
Fax: 301-330-5215
Gaithersburg
Phone: 301-417-4609
Fax: 301-330-5215
Technical
Assistant
M. Fone
Don Carpenter
Rafaat Guirguis
Trent Heidorn
Ty Larson
Steve Novak
Tom Pratt
Dave Ross
Lenny Sevastio
Construction
and MPAG
Coordinators
Gaithersburg
Phone: 301-417-4690
J. Lonergan
Lead Constr
Coordinator
E. Shyloski
C. L. Nolan
Administrative
Support
V. Trivedi
Construction Mgr
Construction Mgr
Proposal Mgr
C. Lamerson
LAO
Coordinator
C. Polock
Gaithersburg
Phone: 301-417-4082
G. Gaudoin
Gaithersburg
Phone: 301-417-3646
BAP
Coordinator
Gaithersburg
Phone: 301-417-4122
Fax: 301-330-5215
J. Honer
GAEU Contract Mgr
Proposal
Coordinator
Phone: 301-417-3560
J. Hollett
EAMS
Coordinator
Gaithersburg
Phone: 301-417-4420
Fax: 301-330-5215
Administrative
Assistant
S. McMahon
President
M. A.Hickey
Gaithersburg
Phone: 301-417-3378
Fax: 301-330-5215
Gaithersburg
Phone: 301-417-4535
Fax: 301-330-5627
T. Manley
Regional LR Mgr
Gaithersburg
Phone: 301-417-4603
Fax: 301-869-5340
J. Hinman
Safety & Health Mgr
January 23, 1997
Gaithersburg
Phone: 301-417-3980
Fax: 301-990-3151
E. Tessier
Staffing
Gaithersburg
Phone: 301-417-4250
Fax: 301-990-9174
S. Roark
Staffing
Gaithersburg
Phone: 301-417-4155
Fax: 301-990-9174
F. Fritz
Staffing
Bechtel Construction Company
Section 2
Organization
BECHTEL CONSTRUCTION COMPANY

ATTACHMENT 2-2
1997 Edition
1997 Edition
Houston
Phone: 713-235-4844
Fac: 713-235-1699
L. Putnam
Startup/O&M
Manager
Houston
Phone: 713-235-1516
Fax: 713-235-8580
J. W. Hume

J. Schmidt
Galveston
Phone: 409-740-2818
Fax: 409-740-2736
G. Smith
Oak Ridge
Phone: 423-220-2443
Fax: 423-220-2748
Construction Mgr
TBD
Gaithersburg
Phone:
Fax:
Houston
Phone: 713-235-4119
Fax: 713-235-8580
Construction Mgr
C. O. Greer
Houston
Phone: 713-235--3468
Fax: 713-235-8580
Manager
Pelican Island
Shipyard
Construction Mgr
P. Hudson - CR&T
T. Elkins - Contracts
J. Elwood - MI
J. Mathis - BES&H
Support Services
Houston
Phone: 713-235-3641
Fax: 713-235-1699
C. Cappello
Manager
Execution Planning
and Support
Houston
Phone: 713-235-1605
Fax: 713-235-8580
R. E. Keenan
Services Manager
W. G. Henry
Houston
Phone: 713-235-5387
Fax: 713-235-1699
R. A. Lawrence
Manager
Industrial Relations
Construction Mgr
Charlotte
Phone: 704-552-0268
Fax: 704-502-1029
J. P. Piccolo
W. Borger
Houston
Phone: 713-235-4182
Fax: 713-235-8580
East Coast
Operations Manager
Houston
Phone: 713-235-1509
Fax: 713-235-8580
Gulf Coast
Operations Manager
S. A. Harvey
Houston
Phone: 713-235-2906
Fax: 713-235-1643
Special Assignment
M&M Operations Mgr
Executive Secretary
Staffing
January 23, 1997
Becon Construction Company, Inc.
T. D. White
President
R. M. McIlhattan
Houston
Phone: 713-235-3238
Fax: 713-235-8580
Organization
Section 2
BECON CONSTRUCTION COMPANY, INC.

ATTACHMENT 2-3
2-5
2-6
BEWT
London
Phone: 441-81-600-8211
Fax: 441-81-600-8201

R. Riesenman
Phone: 600-8200
P. Murphy
Phone:
Phone: 846-5981
H. Jones
Constr Operations
Mgr M&M, BCIV
Phone:
TBD
Constr Operations
Mgr, P&C
J. McTernan
Phone:
A. Griffiths
Staffing
Phone: 600-8340
J. Pilcher
Staffing
Phone: 600-8217
Phone: 600-8218
K. Derrough
Project Support
Phone: 600-8219
C. Mann
Adminstrative
Budgeting
Phone:
D. Nielson
Phone: 600-8342
J. Carter
Recruitment,
Staffing Support
London
Phone: 441-81-600-8206
Fax: 441-81-600-8210
H. Davies
Start-Up and Facilities

Operations Manager
January 23, 1997
Staffing/HR
London
Phone: 441-81-600-8205
Fax: 441-81-600-8201
M. F. Ussher
Construction Services
Manager
Construction
Staffing
London
Phone: 441-81-846-5074
Fax: 441-81-846-4497
L. L. Anderson
Construction Operations
Manager Power
Constr Operations
Mgr Sel. & P&C
Phone: 846-3488
M. Morris
Proposals
Phone: 600-8341
J. Harney
Proposals
London
Phone: 441-81-600-8209
Fax: 441-81-600-8210
M. Keen
Construction Proposals
Phone: 441-81-600-8202
Secretary
J. Williams
Construction
Engineer
Phone: 846-5136
M. J. Annetts
Construction
Coordination
Phone: 600-8207
M. Mann
Automation
G. Field
H. Lees
Construction Operations
Support Manager
Warrington Lancashirre
Phone: 441-92-585-7624
Fax: 441-92-585-7584
Bechtel Water
Technology Ltd
Phone:
Fax:
G. Wright
London
Telephone: 441-81-600-8203
Fax: 441-81-600-8210
Manager of Construction
C. D. Wood
Phone: 600-8321
Fax: 600-8210
S. Oliver
Secretary
London
Phone: 441-81-600-8319
Fax: 441-81-600-8210
P. E. Brown
Health & Safety

Services Manager
San Francisco
Phone: 415-768-5950
Fax: 415-768-5809
J. L. Yawn
Corporate Safety
Bechtel EAMS Construction
Section 2
Organization
BECHTEL EAMS
ATTACHMENT 2-4
1997 Edition
1997 Edition

T. Kuan
Taipei
Phone: 8862-755-8005
Fax: 8862-754-1754
K. Pulito
Shanghai
Phone: 86-574-676-8427
Fax: 86-574-676-8433
Tianjin
Phone: 8622-532-6904
Fax: 8622-532-6905
Hong Kong
Korea
Japan
Vietnam
Philippines
Gaithersburg
Phone: 301-417-4085
Fax: 301-208-0636
C. R. Rountree
Jakarta
Phone: 6221-515-7000
Fax: 6221-515-3477
J. P. Betts
C. Humphries
Singapore
Phone: 65-339-5022
Fax: 65-339-8090
Construction Manager
Indonesia
Thailand/Malaysia
Singapre
Safety
Asia Pacific
N. L. French
Taiwan
China
G. D. Spindle
Hong Kong
Phone: 8522-970-7232
Fax: 8522-840-1272
January 23, 1997
Brisbane
Phone: 617-214-7400
Fax: 617-214-7450
J. W. Crowther
Oceania
Bechtel Asia Pacific
Organization
Section 2
BECHTEL ASIA PACIFIC

ATTACHMENT 2-5
2-7
2-8
R. M. McIlhattan
acting
Venezuela/Caribbean
Phone: 713-235-3328
Fax: 713-235-8580
TBD
Brazil
Phone:
Fax:
P. Teller
Chile
Phone: 652-234-4747
Fax: 562-334-2651
J. G. Torres
Mexico City
Phone: 525-282-1056
Fax: 525-282-1448
January 23, 1997
Bechtel Latin America
Section 2
Organization
BECHTEL LATIN AMERICA

ATTACHMENT 2-6
1997 Edition
1997 Edition
Chief Engineer
San Francisco
Phone: 415-768-3537
Fax: 415-768-6167
D. Omichinski
J. Calvey
Oak Ridge
Phone: 423-220-2000
Fax: 423-220-2100

V. Holsomback
Secretary
J. Stone
Subcontracts
Manager
G. Smith
Construction
Manager
San Francisco
Phone: 415-768-4507
Fax: 415-768-6167
Mgr of Construction
Contracts
D. Douthit
Construction Mgr
Secretary
E. Wolski
San Francisco
Phone: 415-768-8118
G. Madrid
Construction Mgr
Industrial
T. R. Draeger
San Francisco
Phone: 415-768-7172
Fax: 415-768-6167
Open
Construction Mgr
BCIV
San Francisco
Phone: 415-768-2175
R. Kaneshiro
Administrative
Assistant
San Francisco
Phone: 415-768-4436
Fax: 415-768-5911
D. M. Bonghi
Personnel Mgr
January 23, 1997
Bechtel Systems and

Infrastructure, Inc.
Construction
Safety
Oak Ridge
Phone: 423-220-2438
Fax: 423-220-2107
D. Stevenson
Organization
Section 2
BECHTEL SYSTEMS AND INFRASTRUCTURE, INC.

ATTACHMENT 2-7
2-9
2-10

T. G. Elkins
Houston
Phone: 713-235-5936
Fax: 713-235-4852
Gaithersburg
Phone: 301-417-3330
Fax: 301-990-9174
Field Procurement
A. R. Johnson
Houston
Phone: 713-235-4370
Fax: 713-871-7940
Gaithersburg
Phone: 301-417-4690
Fax: 301-330-5215
Controller Services
J. D. Johnson
Phoenix
Phone: 602-651-2306
Fax: 602-651-2315
London
Phone: 441-81-600-8208
Fax: 441-81-600-8210
G. Field
EAMS Liaison
Construction Contracts
C. R. Amos
J. P. Lonergan
Houston
Phone: 713-235-4934
Fax: 713-235-2030
Hong Kong
Phone: 8522-970-7232
Fax: 8522-840-1272
F. L. Hopple
G. D. Spindle
Field Welding Services
San Francisco
Phone: 415-768-9310
Fax: 415-768-5911
S. Mateo
Construction
Automation
Houston
Phone: 713-235-5051
Fax: 713-235-8655
J. T. Minor
BAP Liaison
Gaithersburg
Phone: 301-417-3535
Fax: 301-527-8954
F. J. Dykstra
MPAG (HOEU)
Gaithersburg
Phone: 301-417-3908
Fax: 301-990-9174
Gaithersburg
Phone: 301-417-4233
Fax: 301-990-9174
Constr Materials MPAG
HR & Training
J. G. Nelson
Field Controls
R. Wrightington
Chief QC /Constr
Technologoes
Louisville
Phone: 502-244-2574
Fax: 502-344-2211
H. E. Livermore
Bechtel Leasing
Services, Inc.
January 23, 1997
Construction Resources
& Technologies
AIM Constr Rep & Constr

Coordinator/MPAG (GAEU)
Houston
Phone: 713-235-1517
Fax: 713-235-4852
P. W. Hudson
Field Engineering
Manager, CR&T
T. L. Horst
Gaithersburg
Phone: 301-417-3424
Fax: 301-990-9174
Section 2
Organization
CONSTRUCTION RESOURCES & TECHNOLOGIES

ATTACHMENT 2-8
1997 Edition
1997 Edition
V.P & Manager

J. J. Mathis
Houston
Phone: 713-235-3702
Fax: 713-235-1699
C. R. Rountree
Gaithersburg
Phone: 301-417-4085
Fax: 301-208-0636
Oak Ridge
Phone: 423-220-2438
Fax: 423-220-2107
D. A. Stevenson
Manager
BSII
V. P. & Manager
North America
V. P. & Manager
Asia Pacific
San Francisco
Phone: 415-768-5950
Fax: 415-768-5809
J. L. Yawn
ES&H Operations
San Francisco
Phone: 415-768-5578
Fax: 415-768-7299
San Francisco
Phone: 415-768-5578
Fax: 415-768-7299
London
Phone: 441-81-846-4869
Fax: 44-81-846-4955
P. E. Brown
Frederick
Phone: 301-624-4036
Fax: 301-695-4448
S. L. Fletcher
Manager
Telecom
Technical direction/functional support
Houston
Phone: 713-235-1557
Fax: 713-235-1699
G. Perry
Medical/Process
Improvements
Gaithersburg
Phone: 301-417-3904
Fax: 301-208-0636
C. S. Forbes
Training/Education
San Francisco
Phone: 415-768-8895
Fax: 415-768-5809
K. S. Berg
VP & Manager
Special Operations
January 23, 1997
Bechtel Environmental
Safety & Health
Technical direction/functional management
Santiago, Chile
Phone: 011-562-675-1217
Fax: 011-562-234-4732
M. Gomez
Manager
Latin America
S. A. Kubanis
S. A. Kubanis
VP & Manager
EAMS
V. P. & Manager
Envronmental
Compliance
V. P. & Manager
Envronmental
Assurance
V.P. and Director

S. C. Burkhammer
Gaithersburg
Phone: 301-417-3909
Fax: 301-208-0636
Organization
Section 2
BECHTEL ENVIRONMENTAL, SAFETY, & HEALTH

ATTACHMENT 2-9
2-11
2-12

S. O. Floyd
Gaithersburg
Phone: 301-417-3049
Fax: 301-990-3151
Gaithersburg
Phone: 301-417-3976
Fax: 301-990-3151
Houston
Phone: 713-235-4844
Fac: 713-235-1699
Gaithersburg
Phone: 301-417-3991
Fax: 301-990-3151
R. F. Divine
L. C. Putnam
Houston
P&C Support
Supervisor
Regional Manager
R. E. Riggs
Fossil Support
Supervisor
Dept. Secretary
K. M. Murphy
London
Phone: 441-81-600-8206
Fax: 441-81-600-8210
San Francisco
Phone: 415-768-1200
B. Patel
Project Support
Supervisor
San Francisco/M&M
TBD
EAMS
H. Davies
Regional Manager
Gaithersburg
Phone: 301-417-3992
Fax: 301-990-3151
Regional Manager
Nuclear Support
Supervisor
BSII
BSRI
Hanford
NTS
Gaithersburg
Phone: 301-417-3980
Fax: 301-990-3151
E. Tessier
Staffing Manager
Gaithersburg
Phone: 301-417-3989
Fax: 301-990-3151
J. Baldwin Lowber
Department
Administrator
Corporate Manager
R. E. Riggs
Gaithersburg
Phone: 301-417-3991
Fax: 301-990-3151
January 23, 1997
Startup and Operating Services
Section 2
Organization
STARTUP AND OPERATING PLANT SERVICES

ATTACHMENT 2-10
1997 Edition
1997 Edition
Louisville
Phone: 502-244-2574
Fax: 501-244-2211
G. P. Caneva
Office Manager
Proposal Coordinator /
Tools and Consumables
C. Brown
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
Business Systems /
Technical Services
R. Nevins
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
V.P. and Manager

H. E. Livermore
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
Louisville
Phone: 502-244-2574
Fax: 502-244-2211
A. Mirage
Rigging Manager
January 23, 1997
Bechtel Leasing Services, Inc.
Organization
Section 2
BECHTEL LEASING SERVICES, INC.

ATTACHMENT 2-11
2-13
Section 2
Organization
IMPLEMENTING EPC-PROCESS INNOVATION - AN OVERVIEW

REVISION 3.0
ATTACHMENT 2-12
EXECUTIVE SUMMARY
EPC-Process Innovation is Bechtels innovative, knowledge-driven, project execution
methodology. It integrates our global project management capabilities, the knowledge of our
technical specialists, and our automated work processes with one primary objective: to deliver
over 30 percent increased value to our customers.
EPC-Process Innovation is based on the following value-adding principles designed to lower
total-installed-costs, reduce cycle-time, and improve quality and performance for Bechtel projects:
front-end planning and optimization, global supply-chain management, knowledge management,
and cross-functional work execution.
These value-adding principles deliver bottom-line benefits to our customers projects in the form
of cost-savings and cycle-time reduction. Using historical data as a baseline, the breakdown of
cost savings delivered by EPC-Process Innovation is as follows:
COST CATEGORY
SAVINGS
Major Equipment and Bulk Material
35 %
Home Office
45%
Field Non-Manual
40%
Manual Labor & Sub-Contracts
35%
Field Indirects
15%
In addition, significant reductions are estimated in project cycle-time. Together, the cost and
schedule savings give our customers a minimum of 30 percent in added value.
EPC-Process Innovation establishes two new organizational entities: the Project Development
Center and the Multi-Project Acquisition Groups.
The Project Development Center consists of cross-functional world-class specialists dedicated to
project front-end activities. Because the greatest opportunity to influence project cost and
schedule is during the front-end design, the Project Development Centers front-end activities
have a significant influence on project cost and schedule. The Project Development Center is
responsible for: developing standard plants and plant modules with capabilities for rapid
customization, developing project-specific execution plans, selecting the best alternatives based
on minimizing project total-installed-cost and accelerating project schedules.
Multi-Project Acquisition Groups are centralized, cross-functional teams responsible for global
supply-chain management. Because forty to sixty percent of the total-installed-cost on a
traditional project results from equipment, materials, and sub-contracts, Multi-Project Acquisition
Group activities are critical to reducing project total-installed-costs. They are responsible for:
integrating Bechtels work processes with our strategic suppliers, leveraging our global buying
power through use of MPAs, using standard specifications and supplier designs where applicable,
2-14
1997 Edition
Organization
Section 2
as well as streamlining our material acquisition processes to minimize costly bid-evaluate-award

cycles, focusing on lowest total-installed-cost and schedule impacts on project performance
Both the Project Development Center and the Multi-Project Acquisition Groups contribute to
Bechtels Knowledge Bank, an organization-wide, electronic repository of our expertise and
experience. The Knowledge Bank allows Bechtel to systematically capture and disseminate
pertinent knowledge when and where it is needed.
Bechtel has always held the view that the project is the cornerstone of our execution
methodology. This has not changed. Projects are divided into three phases: M&BD,
Development, and Delivery. The Project Management Team serves as a single point-of-contact
for the customer through all three phases. The Project Management Team establishes a Project
Execution Team consisting of cross-functional groups focused on minimizing total-installed-cost.
Each group is allocated appropriate portions of the project cost-budget, thus achieving
responsibility and accountability for achieving total-installed-cost reductions.
INTRODUCTION
EPC-Process Innovation was developed by a cross-functional team of experts from across the
Bechtel organization, drawing on our proven, traditional strengths as well as our most innovative
practices, integrating them into a new, competitive, global project execution methodology.
What is it? Simply stated, EPC-Process Innovation is Bechtels knowledge-based, processfocused, project execution methodology which results in dramatically lower costs, accelerated
schedules, and increased quality in all facets of global project execution. It integrates our global
project management capabilities, the knowledge of our technical specialists, and our automated
work processes with one primary objective: to increase the value of our customers projects by a
minimum of 30 percent. This strategic capability will differentiate Bechtel in the marketplace and
provide a substantial and sustainable competitive advantage, delivering lower Total Installed
Cost, reducing cycle-time, adding value, and improving performance for our customers.
EPC-Process Innovation delivers bottom-line benefits to our customers projects in the form of cost-
savings and cycle-time reduction. Refer to the table below.
COST CATEGORY
SAVINGS
Major Equipment and Bulk Material
35 %
Home Office
45%
Field Non-Manual
40%
Manual Labor & Sub-Contracts
35%
Field Indirects
15%
In addition, significant reductions are estimated in project cycle-time. Taken together, the cost
and schedule savings give our customers a minimum of 30 percent in added value.
We have made significant progress in implementing the EPC-Process Innovation concepts. The
concepts developed by the design team have been translated into real organizations, processes,
and technologies, all supporting real projects.
1997 Edition
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Section 2
Organization
Bechtel prides itself on bringing together the best team possible to accomplish a project, execute
the project, and then disassembling the team at close-out. Although this traditional execution
approach holds an advantage for a single, stand-alone project, it is not the most efficient way to
leverage our resources, particularly in the fast-paced global market.
The changes implemented by EPC-Process Innovation result in a new way to work, transforming
us into a knowledge-based company. In addition, the process through which work is executed
has been optimized. The net result is a Bechtel organization that learns quickly and constantly, is
focused on total cost reduction, and is, ultimately, more responsive to the customers individual
project requirements. The real advantage to the customer is delivered through economies of
knowledge as well as economies of scale; multiple projects are executed using highly skilled
central teams, yet offering the capability for customization when and where it is of real value to
the customer.
The following sections describe the new processes and organizations that have been
implemented to apply EPC-Process Innovation to Bechtel projects:
Section One: The Strategic Capability
This section describes the new core functions and capabilities of the knowledge-based
organizations such as the Project Development Center (PDC) and the Multi-Project Acquisition
Groups (MPAGs) which are implemented by EPC-Process Innovation. It also describes the
functions of the Knowledge Bank, an integral part of both organizations.
Section Two: Project Execution
This section provides an overview of the life-cycle of a typical EPC-Process Innovation project,
beginning with M&BD and ending with maintenance and operations, as applicable, of the
completed plant or facility. The project is divided into three phases: M&BD, Development, and
Delivery. The central role of the Project Management Team in the success of the project is
explained, along with a narrative on the supporting roles of the PDC and MPAGs through each of
the three project phases.
SECTION ONE: THE STRATEGIC CAPABILITY
The heart of EPC-Process Innovation consists of two new organizational structures: the Project
Development Center (PDC) and the Multi-Project Acquisition Groups (MPAGs).
Both the PDC and the MPAGs are knowledge-based, process-focused organizations, that is, they
seek to gather, create, organize, maintain, and disseminate specific knowledge, continuously
learning from customers, the market, the competition, and our projects. These organizations build
a Knowledge Bank, an organization-wide repository of our expertise and experience.
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1997 Edition
Organization
Section 2
Multi-Project Acquisition
Groups (MPAGs)
Knowledge Bank
Project Development Center

(PDC)
FIGURE 2-1 - BUILDING BLOCKS FOR A NEW STRATEGIC CAPABILITY
Together, the PDC, the MPAGs, and the Knowledge Bank, form a new strategic capability to
leverage specialized knowledge across multiple projects, helping our projects deliver a minimum
of 30 percent added value to our customers.
The Project Development Center (PDC)
The greatest opportunity to influence project cost and schedule is during the front-end of a
project. To this effect, EPC-Process Innovation creates a new organization, the Project
Development Center (PDC), consisting of technical experts: process engineers, systems and
layout specialists, estimators, schedulers, materials managers, construction and start-up
personnel. The PDC is dedicated to project optimization activities. The emphasis on front-end
optimization creates efficient design and execution strategies, maximizing the opportunities to
save money and reduce cycle-time for the customer.
PDCs are grouped by industry type and specific market segments. For example, we are
establishing a PDC for Fossil Power, and one for Petroleum & Chemicals. Each PDC may be
further subdivided into specific, technology-based PDC teams: for example, in Petroleum &
Chemicals, PDC teams exist for Delayed Coking and LNG. London has already established a
PDC to service a recently awarded international project. Each PDC is a center of excellence, a
key component of Bechtel strategy, both within the North American Regional Execution Unit, and
across the globe in EAMS and Asia-Pacific.
Each PDC is responsible for:
Understanding customers strategic needs, marketing opportunities, and technology

requirements as they translate into capital projects.
Integrating customer needs, requirements/specifications, and technology into Bechtels project
execution methodology.
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Section 2
Organization
Supporting BD and the Project Management Team in proposal development, estimating,

scheduling, and initiating the project.
Developing project-specific execution plans to optimize Total-Installed-Cost (TIC) estimates
and schedules.
Developing standard plants and plant modules with capabilities for rapid customization.
Developing optimized system designs and facility configurations using integrated, automated
work processes.
Developing and maintaining technology-based, industry-wide information available for quick
access through the electronic Knowledge Bank.
The PDC adds value to our projects by:
Providing a centralized, stable, world-class, experienced, technical resource for project

optimization.
Making the optimization of process, system, plant-configuration, and project execution a
continuous and integral part of the work-process, constantly looking for the lowest TIC.
Ensuring best practices are leveraged across projects.
Developing automation tools focused on cost and schedule optimization. Decisions will be
made using data in the knowledge-bank and simulation tools to evaluate best alternatives.
Improving our interface with the customer on design optimization and execution strategy
issues at the project front-end -- before the RFP, in many instances.
Developing optimized, standard plants and plant modules with customization features to meet
customer requirements.
Accurate project Total Installed Cost projections will be available on short notice.
Customer specifications will be built into our automated Knowledge Bank for instant retrieval.
Eliminating variation in project execution methodologies because the wheel is no longer reinvented on every project.
The PDC organization includes the following teams- Process Technology Development: process
technology, process simulation, and environmental; Systems Development: process systems,
control systems, and electrical systems; Plant Configuration: plant layout and
civil/structural/architectural; Project Execution Planning & Support: estimating, scheduling,
execution planning, materials management, constructability, and startup; and, Specialist Groups:
M&QS, Geo-tech, and Fire & Safety. Refer to Figure 2-1 below.
Multi-Project Acquisition Groups (MPAGs)
Forty to sixty percent of our Total-Installed-Cost (TIC) on a traditional project results from
equipment, materials and sub-contracts. EPC-Process Innovation redefines our material
acquisition work processes, eliminating waste in all aspects of the supply chain, while taking
maximum advantage of our suppliers core competencies.
To that end, we formed specific Multi-Project Acquisition Groups (MPAGs), made up of crossfunctional teams, consisting of engineering, procurement, construction, and cost and schedule
personnel, responsible for global supply chain management.
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1997 Edition
Organization
Section 2
Process
Technology
Development
Systems
Development
Plant
Configuration
Project Execution
Planning &
Support
Specialists
Proposal A
Proposal B
Proposal C
Project A
Project B
Project C
Figure 2-2 - Project Development Center Organization

The MPAGs were formed based on commodity or component types: Electrical, Instrumentation &
Control Systems, Machinery, Piping & Valves, Steam Generation & Power Utilities, etc.
Each MPAG is responsible for:
Establishing global strategic supplier relationships, leveraging Bechtels buying power across
multiple projects.
Preparing standardized procurement specifications and design information.
Streamlining the material acquisition process to minimize the need for the costly bid-evaluateaward cycles.
Integrating supplier/Bechtel work processes.
Coordinating acquisition activities with the Project Management Team to ensure the lowest
TIC material solution, not just the cheapest material.
Building and maintaining the Knowledge Bank consisting of real-time information databases
for access to vendor information.
The MPAGs add value to our projects by:
Providing a centralized, stable, world-class, experienced, technical resource for global

material acquisition.
Accelerating our material acquisition processes by integrating our work processes with our
suppliers.
1997 Edition
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Section 2
Organization
Using the suppliers knowledge and expertise in conjunction with their standard products to
meet functional requirements at lowest TIC.
Maximizing use of our strategic suppliers across the globe with cost savings derived from
leveraged global purchasing power of equipment as well as bulk materials.
Working with the customer early in the project, so that the customers special requirements
can be integrated with our suppliers as early as possible. On-line, standard, TIC-optimized
specifications will be available for use as a low cost alternative.
Achieving dramatic reductions in cycle-time for obtaining supplier technical data and materials
through the use of Electronic Data Interchange and access through the Knowledge Bank.
Eliminating the traditional, costly, vendor submittal process because of our access to real-time
vendor information.
Currently, the following MPAGs shown in Figure 2-3 have been established:
Multi-Project Acquisition Groups
Steam Generation &

Power Utilities
Piping & Valves
Electrical
Instrumentation &
Control Systems
Machinery
Civil/Structural
Project A
Project B
Project C
FIGURE 2- 3 - MULTI-PROJECT ACQUISITION GROUP ORGANIZATION
By the end of 1995, two additional MPAGs will be established in the following areas: Heat
Exchangers & Vessels, and Environmental & Safety.
The Knowledge Bank
In addition to the knowledge institutionalized by the establishment of the PDC and the MPAGs,
the Knowledge Bank is Bechtels central repository of on-line knowledge, a systematic process to
capture and disseminate knowledge throughout our organization. It provides accurate information
on demand, when and where it is needed. Both the PDC and the MPAGs are responsible for
loading and maintaining the Knowledge Bank, leveraging our best-practices across all our
projects.
The Knowledge Bank makes the following information available on-line:
Lessons learned and best practices from past projects
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Organization
Section 2
Optimization modules for specific plant parameters/attributes

Standard plants and plant modules
Customization modules for use with standard plants and plant modules
Methods to find personnel with experience and special expertise
Technical Specifications from the various design agencies and committees
Design guides and design methods
Supplier Catalogs
Supplier Databases
Approved Supplier Drawings
Real-Time Cost/Schedule Data
The Knowledge Bank directly benefits our customers projects:
Final supplier drawings, resident in on-line computer applications, can be copied and
dedicated to a project in a manner of minutes. This accelerates a task that might otherwise
have taken weeks.
Low TIC, quality plants with the shortest schedules.
Best practices and experiences are consistently applied to the work execution, resulting in
shortened schedules and reduced cost.
Minimize routing of actual documents by using on-line tools to provide for routing, document
review, and sign-off.
Reduce the time typically spent searching for the information needed for project execution.
Minimize potential for data and drawing hand-off and transactional errors.
Knowledge-Based Work
Taken together, the PDC, the MPAGs, and the Knowledge Bank, form the integrated core of our
new work processes. Bechtels future as a global EPC company will be defined by the our ability
to maintain the proper balance between creating knowledge and serving our customers projects.
1997 Edition
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Section 2
Organization
SECTION TWO: PROJECT EXECUTION

Bechtel has always held the view that the project is the cornerstone of our execution
methodology. This made us successful in the past and is an integral part of our strategic
capability in the future.
Project Management Team
Bechtels key strength for executing successful projects is a strong Project Management Team
(PMT). The PMT has always been extremely successful in focusing the Bechtel project team
toward project completion and meeting customer expectations. The goal of EPC-Process
Innovation is for the Project Manager to devote more time to understanding customer
expectations and needs, and ensuring that the project team remains focused on the projects TIC
goals.
The PMT is responsible for the following:
Ensuring the project is successfully launched and developed by the PDC.

Coordination with the MPAGs.
Establishing and managing the Project Execution Team (PET).
Ensuring that Bechtel meets the customers expectations.
Focusing all the teams on the TIC and schedule goals.
Ensuring successful execution of the project.
EPC-Process Innovation adds value to the PMT by:
Allowing the PMT to focus on the customers expectations and needs.

Tracking and optimizing the projects TIC using lessons learned from past projects as well
innovative approaches developed by the PDC.
Reducing the cost of the projects material acquisition processes through the use of MPAGs.
The PMT will have greater access to Bechtels in-house expertise on an as-needed basis.
EPC-Process Innovation projects are divided into three phases: M&BD, Development, and
Delivery. In each phase, the PMT plays a critical role in the success of the project.
Phase One: M&BD
Phase One, M&BD, consists of marketing activities and tasks that occur before a RFP. EPCProcess Innovation emphasizes the principles of strategic marketing, a shift from a reactive to a
proactive approach for winning customers.
The M&BD organization will continuously track the market by:
Evaluating market size, growth, geographical distribution.

Determining major market segments.
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Organization
Section 2
Understanding customer perceptions, i.e., how customers and prospects rate our reputation,
product/service quality, cost, and customer relationships.
Learning how different customer segments make buying decisions.
Tracking the competition, their objectives, strengths and weaknesses, size and market share.
Recognizing future trends, threats, and substitute products and technologies.
Measuring the effectiveness of our marketing efforts.
The appropriate GIU-specific PDC will support our M&BD efforts by developing optimized
standard plants and plant modules as products to meet future needs.
This M&BD phase integrates our current BD activities with specific product-lines (e.g. Powerline
for Fossil Power, and Petroline for Conoco's Coking Technology, Phillips' LNG Cascade
Technology, etc.) developed, optimized, and standardized by a PDC. During this phase, the PMT
and the PDC work as an integrated team with the primary objective of positioning Bechtel to
secure projects from qualified prospects.
Multi-Project Acquisition
Groups (MPAGs)
Phase
One:
M&BD
Knowledge Bank
Phase
Three:
Delivery

(PDC)
Phase Two:
Development
FIGURE 2- 4 - PHASES OF AN EPC-PROCESS INNOVATION PROJECT
Phase Two: Development

Phase Two, Development, consists of project development and front-end/conceptual design
activities. In this phase, the Project Development Center (PDC) plays a key role in process
technology development, project execution planning, systems and facilities configuration and
development. The Project Management Team (PMT) manages the project, drawing from the
resources in the PDC.
1997 Edition
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Section 2
Organization
During this phase, the PMT works closely with the PDC to develop an optimized front-end
package which includes the following activities:
Developing/screening optimized plants and plant modules to the level necessary to achieve
the lowest TIC.
Developing/screening of a TIC/schedule-optimized project execution alternatives for the PMT,
used to develop the project execution package.
Providing the PMT with a project execution package which includes the project cost and
schedule projections, the project execution plan, and the project technical scope document.
Providing the PMT with a project execution plan which defines customer requirements,
defines exclusions and assumptions, establishes the work breakdown structure, establishes
the EPC methodology basis, and establishes the crafts features basis.
Providing the PMT with a project technical scope document which represents the detail work
in the physical plant prepared as a basis for the project cost and schedule projections.
Includes diagrams, drawings, lists, which define the technical boundaries of the project.
Developing a TIC/schedule trade-off plot which graphically represents the project cost and
schedule expectations along with a confidence rating to meet those expectations.
Depending on the project execution strategy, the PDC will perform conceptual front-end design
activities ranging from 20 to 30 percent of the total engineering effort. For example, if a project is
to be executed in a low-cost execution center, the PDC may complete a higher proportion of
design work than if the work was being executed in a regional execution unit. For some projects
the development phase may be completed when the proposal is submitted for award, whereas,
for others, development may continue on after the project award.
Phase Three: Delivery
Phase Three, Delivery, consists of project detail design, material acquisition, building, and startup and maintenance activities. In this phase, the PMT takes the front-end optimized project, as
defined by the PDC, and establishes a stand-alone Project Execution Team (PET).
Within the PET, the PMT establishes cross-functional teams focused on TIC. Implementing
cross-functional/cost-focused project execution teams involves the allocation of appropriate
portions of the projects cost budget to each team, thus establishing responsibility and
accountability for achieving TIC reduction.
A TIC cross-functional team typically consists of members from numerous engineering disciplines,
construction, cost, scheduling, and materials management. Refer to the diagram shown in Figure
2-5.
In this phase of the project, the PMT is responsible for the following:
Organizing the project in TIC-focused, cross-functional teams.

Providing continuous TIC and schedule projections; ensuring schedule, cost and technical
compliance with the project execution package delivered by PDC.
Optimizing detailed design and issuance of construction deliverables.
Executing the detailed design, focused on providing the deliverables required by construction.
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Organization
Section 2
Managing construction site activities.

Coordinating with the MPAGs to ensure timely acquisition and delivery of materials.
Building and maintaining information associated with best practices in TIC project execution.
Starting-up plants, if applicable.
Project Management Team
Engineering
Project Controls
Material
Management
Construction
Startup
Work Scope A
Work Scope B
Work Scope C
FIGURE 2- 5 - CROSS-FUNCTIONAL PROJECT EXECUTION TEAM
Summary
An overview of the EPC-Process Innovation workflow is shown in Figure 2-6 below.
1997 Edition
2-25
Section 2
Organization
M&BD
MPAG
Marketing & Business

Development
Multi-Project
Acquisition Groups
Supply Chain Management
Supplier Integration
Build and Maintain the
Knowledge Bank
Project Opportunities
PMT
Project Management
Team
as the project
progresses ....
PMT
Project Management
Team
PDC
Project Development
Center
Proposal Support
Project Execution
Proposal Support
Conceptual & Front-End Design
Execution Strategy
Build & Maintain Knowledge Bank
PET
Project Execution
Team
Scheduling
Project Management
Detail Engineering
Construction
Start Up & Turn Over
Material Management
FIGURE 2- 6 - PROJECT WORKFLOW
2-26
1997 Edition
Organization
Section 2
During the M&BD phase, the PDC supports the M&BD group to identify and win projects. The
PMT and the PDC work as an integrated team with the primary objective of positioning Bechtel to
secure projects from qualified prospects. The PDC helps with proposal support and optimized
estimates based on the standard reference plants available through the Knowledge Bank.
During the Development phase, the PDC optimizes front-end design and the project execution
strategy for multiple projects. In this phase, the PDC plays a key role in process technology
development, project execution planning, systems and facilities configuration and development.
The PMT manages the project, drawing from the resources in the PDC.
The MPAGs providing global supply chain management, leveraging their expertise across multiple
projects as well. The Delivery phase consists of project detail design, material acquisition,
building, and start-up and maintenance activities. In this phase, the PMT takes the front-end
optimized project, as defined by the PDC, and establishes a stand-alone PET. Within the PET,
the PMT establishes cross-functional teams focused on TIC. Implementing cross-functional/costfocused project execution teams involves the allocation of appropriate portions of the projects
cost budget to each team, thus establishing responsibility and accountability for achieving TIC
reduction.
The PDC and the MPAGs are also responsible for continuously building and maintaining the
Knowledge Bank.
That, simply stated, is the project workflow for an EPC-Process Innovation project.
1997 Edition
2-27
Section 3

GENERAL
The Superintendent is responsible for the planning and execution of work performed by Bechtel
direct hire craft on the construction project. The specific duties and responsibilities of the
Superintendent varies from project to project, however, the generic position description shown in
Attachment 3-1 summarizes general duties and responsibilities typical in most craft supervision
positions.
The True / False Responsibilities Examination shown in Exhibit 3-2 will used as a discussion tool
in the Superintendents Workshop.
1997 Bechtel Corp.
3-1
Section 3
GENERIC BCC SUPERINTENDENT POSITION DESCRIPTION

ATTACHMENT 3-1
POSITION:
SUPERINTENDENT
REPORTS TO:
LEAD SUPERINTENDENT
BACKGROUND AND EXPERIENCE:

The incumbent must have the necessary knowledge and directly related experience in the
construction of civil and industrial facilities and possess the necessary skills to plan and direct the
execution of construction work. A working knowledge of unionized labor construction is preferred.
DUTIES AND RESPONSIBILITIES:
As the first line construction supervisor, the Superintendent must plan and safely execute the
construction work required on the project. This includes but is not limited to the following:
o Safely direct assigned construction work using a Zero Accidents philosophy
o Make daily craft working assignments (not jurisdictional assignments)
o Monitor work activities and approve craft timesheets
o Prepare change of rate slips
o Monitor tool usage on the site
o Review the project design to identify potential changes which will improve the constructability
of the work
o Use project automation tools as required on the project
o Develop craft loading plans for the work to be performed
o Develop project schedules and work plans for the work to be performed
o Monitor actual work performance against the project budget and schedule
o Provide input to construction craft work performance and special skills
o Provide input on required temporary construction facilities for the project
o Establish a working relationship and lines of communication with assigned Field Engineer(s)
o Assess needs and identify craft training requirements
o Ensure the quality of the work performed
o Ensure the most current design document is used to complete the work and that all design
changes are approved prior to implementation
o Ensure that required design information is available to the crafts when needed
3-2
1997 Edition
Section 3
GENERIC BCC SUPERINTENDENT POSITION DESCRIPTION

ATTACHMENT 3-1
o Monitor the use of calibrated measuring and test equipment
o Ensure that rigging activities are performed safely
o Prepare Field Material Requisitions for tools and consumables and ensure that the crafts have
the tools they require to be productive
o Identify construction critical items that have the potential of impacting the work schedule
o When required, assist in monitoring subcontractor activities on the project including contract
coordination and administration of project backcharges
o Supervise system and area turnovers
o Implement the requirements of the project Environmental Control Plan
o Monitor jobsite work rule compliance
1997 Edition
3-3
Section 3
SUPERINTENDENT RESPONSIBILITY EXAM

ATTACHMENT 3-2
This examination is intended to be used as a discussion tool and to highlight key aspects of a
BCC craft Superintendent's duties and responsibilities. Please answer True or False to the
following questions regarding the responsibilities of a craft superintendent on a Direct Hire
construction project.
(CIRCLE TRUE or FALSE)
1.
2.
3.
4.
Develop a plan for work crews performing work in your area on how to complete assigned
work, including safety and health concerns, for off hours and weekend work even if you will
not be on site at the time.
TRUE
FALSE
TRUE
FALSE
TRUE
FALSE
Order craft from the local.
Make sure equipment on site is being used productively.
Keep a close watch on craft to make sure Bechtel is getting a full days work.
TRUE
5.
Check material pricing locally to make sure the project is not paying too much for field
procured materials.
TRUE
6.
8.
9.
FALSE
Stay current on what's happening in the construction industry and identify new tools and
equipment that will improve construction productivity.
TRUE
7.
FALSE
FALSE
Make project labor assignments based on industry accepted jurisdictional agreements to

avoid problems before they arise.
TRUE
FALSE
TRUE
FALSE
TRUE
FALSE
Discipline craft who fail to comply with project work rules.
Terminate unproductive employees.
10. Correct any project worker, including the client, who fails to obey a project safety rule.
TRUE
3-4
FALSE
1997 Edition
Section 3

ATTACHMENT 3-2
11. Discipline craft who are insubordinate.
TRUE
FALSE
TRUE
FALSE
12. Socialize with craft employees offsite to ensure a harmonious work site.
13. The superintendent is responsible to ensure that project design information is complete and
accurate before it goes to the craft.
TRUE
FALSE
TRUE
FALSE
TRUE
FALSE
14. Train assigned craft.
15. Empower assigned craft to do more on the project.
16. The Superintendent's number one job is to complete the job with the lowest possible labor
hour performance factor.
TRUE
FALSE
17. Make sure you complete the project with the lowest number of recordable injuries in your
work crews.
TRUE
FALSE
18. Do the right thing for the environment whether or not its covered in the project Environmental
Control Plan.
TRUE
FALSE
19. Accepting small gifts from the vendors, or other non-Bechtel business associates is
acceptable.
TRUE
FALSE
20. If you work with client personnel on a daily basis, keep them advised on the inside story of
what's going on within the Bechtel organization.
TRUE
FALSE
TRUE
FALSE
21. Sell Bechtel services to the client.
1997 Edition
3-5
Section 3

ATTACHMENT 3-2
22. The superintendent is responsible for craft work that is discovered to be incorrect even after
the Field Engineer inspects and accepts the work.
TRUE
FALSE
23. To eliminate waste on non-nuclear projects, the superintendent may elect to waive quality
inspection paperwork that does not add value.
TRUE
FALSE
24. The responsible superintendent should provide a detailed explanation and justification on
termination slips to document the reason for the termination to avoid the potential of the
terminated employee filing a grievance.
TRUE
FALSE
For the following questions, assume you are the Lead Superintendent on the project and
are unable to contact the Site Manager:
25. If a significant emergency condition occurs at the site, immediately call the San Francisco
hotline to report the emergency.
TRUE
FALSE
26. If a craft work stoppage occurs, contact the Shop Steward or Business Agent and report what
has happened.
TRUE
FALSE
27. Immediately terminate any craft employee who appears to be in an intoxicated condition.
TRUE
FALSE
28. If two employees get into a fight on the project, have them sit out the rest of the shift until
emotions cool down and the matter can be investigated.
TRUE
FALSE
TRUE
FALSE
29. Call no shows at home to find out why they didn't come to work.
30. Do not allow state or federal OSHA or EPA inspectors on the site who show up
unannounced.
TRUE
FALSE
31. Sign hazardous waste disposal transporter manifest slips on behalf of Bechtel.
TRUE
3-6
FALSE
1997 Edition
Section 3
32. Do not allow law enforcement officers on the site to arrest employees.
TRUE
1997 Edition
FALSE
3-7
Section 4
Safety & Health

GENERAL
The Craft Superintendent must ensure that assigned construction work is performed in a safe
manner. Construction accidents injure workers and increase project costs. Each Craft
Superintendent must make a personal commitment to Bechtel's Zero Injury Accident Philosophy.
"Zero Injuries" describes a safety philosophy attitude on the part of construction company
management and supervision that achieving zero injuries on the project is the only acceptable
safety goal. Any other goal implies that injuries are expected and acceptable. Bechtel
Construction Company is committed to a Zero Injury Accident Philosophy and establishes no
acceptable safety goal other than zero injuries for all its projects. Attachment 4-1 provides a
reprint of the Bechtel Zero Accidents Philosophy.
Introduction
Safety is the most important part of a Superintendent's job. The recognition of potential safety
and health problems and their rapid correction is the Superintendents single most important
responsibility. This attention to safety translates into real dollar savings and is often a deciding
factor in work being awarded to Bechtel. It is also a subject which is important to our clients. The
attitude of the Superintendent towards safety and health is seen by the client as a reflection of
Bechtel's commitment.
The role of the Superintendent in the safety & health arena has changed dramatically; no longer
is the Site Safety & Health Representative there to be the traffic cop and enforce the safety &
health rules while the Superintendent pushes productivity. In today's work place, with constantly
changing regulatory requirements, the Safety & Health Representative is the technical expert that
provides expert interpretation of regulations and explanation of hazards. The Superintendent is
the individual who is responsible for work place safety and compliance. The Superintendent must
also need to understand that the way OSHA, and other regulatory agencies, look at things today,
the Superintendent is personally responsible for work at the site. In some cases, willful violation
of environmental or OSHA regulations will result in civil or criminal penalties.
The Superintendent also leads site investigations of workplace accidents, injuries and near
misses. These investigations are intended to help identify the root cause and, more importantly,
prevent similar accidents or injuries from occurring. The Superintendent is responsible for training
assigned crafts in the proper procedures to be followed in performing the work. This includes
Safety and should address the hazards that can be expected to be encountered as well as what
to do to protect against them.
While the Superintendent is responsible to perform these safety and health functions, it is
important to realize that not every Superintendent is fully prepared to handle the responsibilities.
If you feel that you are not adequately trained, make sure you let your supervisor know. In other
words, if you don't know, ask.
Definitions
OSHA Recordable:
1997 Bechtel Corp.
4-1
Section 4
Safety & Health
Any injury which requires more than basic First Aid treatment at a First Aid facility or in a
Doctors office. This includes any medications prescribed to treat the injury which is not a
preventative type medication (antibiotics are preventative). A single stitch required to treat an
injury.
Lost time injury:

Any injury which restricts an employee from returning to work at the start of their next
scheduled shift.
Workers Compensation:
A method for ensuring that employees are provided with income and care for injuries
sustained on the job.
Process Safety Management:
A standard established by OSHA to provide guidance to employers and employees who work
in industries involved with highly hazardous chemicals. These guidelines are focused on
creating management programs that integrate technology, procedures and management
practices to mitigate the affects of accidental releases of or exposure to these hazards.
Right to Know:
Also known as HazCom is the requirement for the employer to educate and inform employees
of workplace chemical hazards.
Hazardous Waste:
Any solid waste, or combination of solid wastes, including toxic, corrosive, irritating,
sensitizing, explosive or flammable wastes, which pose a potential threat to human health,
living organisms or the environment.
Hazardous Material:
Any material which is known to create a danger to health, life, or property through contact,
exposure, inhalation, fire, explosion or environmental pollution. These materials include fuels
such as gasoline, propane and fuel oil; household cleansers; pesticides and herbicides;
drugs; paints; fertilizers; explosives; and industrial chemicals.
Zero Accidents:
A program with a goal of raising employee awareness and that considers all accidents to be
preventable.
Safety Incentive Programs

There are a wide range of Safety Incentive programs on projects. These range from projects
which have none to programs which give away vehicles, trips and large cash awards. Regardless
of the type of program which is in place on a project it is important to understand the purpose of
the programs. Incentive programs do not make a project safer. What they do is increase the
focus on safety that leads to a safer work place. The incentive programs are only a small part of
the overall project strategy for creating a safer work place and helping to achieve the Zero
Accidents goal.
4-2
1997 Edition
Safety & Health
Section 4
Environmental
Understanding and complying with Environmental regulations and requirements are an extremely
important part of our business today. In recognition of this Bechtel has established a separate
Business Line that pursues and executes environmental work. Every project today has to
recognize and deal with items which impact the environment that used to be considered to be of
no consequence. Examples of these hazards are spills which take place while fueling equipment,
disposal of waste concrete and fluid leaks from construction equipment. The penalties
associated with a failure to comply with regulations which address these subjects can be severe.
The laws are structured so that it is the individual responsible for the work who will be penalized.
Bechtel Policy 107 defines our corporate position in this area and each project should have
procedures to define roles and responsibilities.
Responsibilities
1.
2.
Identify work activities with potential environmental impact.

Ensure necessary precautions are implemented prior to the start of work.
4 This includes incorporating any appropriate engineering measures designed to prevent
accidents or exposure prior to the start of work.
3. Conduct pre-job briefings with all employees prior to the start of work. Briefings to include:
4 Actions to be taken to avoid any environmental concerns
4 Actions to be taken if an incident occurs and ensuring that all employees are sensitive to
the potential problems should be addressed.
Environmental Control Activities
Superintendents are responsible to:
Identify work activities which may adversely impact the environment.

Ensure that proper precautions have been taken prior to starting work.
Incorporate all engineering methods and applicable requirements.
Conduct a documented pre-job briefing with all employees associated with the project to
increase awareness and understanding of job requirements and to ensure compliance.
Review the Project Safety and Health Action Plan and understand the requirements and
program.
If involved with a subcontractor, review Bechtel's and subcontractor responsibilities with the
Contract Coordinator or Administrator. Make sure that Bechtel's responsibilities are understood
and complied with. Failure to comply with Bechtel's contract requirements can result in costly
delays and expose us to claims. At the same time, however, providing support or services that
are really the responsibility of the subcontractor can also have a negative effect on Bechtel.
Procedural
Each project should have established procedures that outline the specific project requirements for
safe-guarding the environment. During new hire orientation each employee should be instructed
about their Right to Know and other basic information related to environmental issues. It is the
1997 Edition
4-3
Section 4
Safety & Health
responsibility of each employee to become familiar with these requirements. If they are not
covered in new hire orientations, ask for the information. The laws which govern these sensitive
issues target the responsible individuals for civil and criminal actions for violating the law and
prohibit the employer from paying fines which may arise from violations.
These procedures should address such items as spill prevention and containment, air emissions,
handling of chemicals, asbestos, PCB's and Hazardous Wastes.
Reporting requirements vary from state to state and should be addressed in the site specific
procedures. Bechtel's corporate philosophies and policies are contained in Bechtel Policy 107:
Environmental Policy.
Zero Accident Philosophy
The construction industry in the United States accounts for about ten percent of the gross
domestic product, having an annual dollar volume of about $450 billion (1992). The industry
employs five percent of the nations work force, yet that five percent experiences a
disproportionate number of occupational injuries. According to the Bureau of Labor Statistics,
twenty percent of all traumatic occupational fatalities and twelve percent of the total number of
disabling injuries, occur in the construction industry.
Studies show that between 1980 and 1987, workers' compensation insurance costs in the United
States doubled. This upward trend is continuing in many states. Depending on the state,
additional annual increases of five to thirty percent are common. In many states, construction
contractors are paying ten to thirty percent of their direct labor costs for workers' compensation
premiums, an amount exceeding their profit margins. These same studies also indicate that it is
not uncommon for those with a poor safety and health performance to pay twice the premium
cost, as compared to those with a good safety and health performance. The National Safety
Council estimated the direct cost of construction injuries and fatalities at two billion dollars
annually. The indirect cost associated with these injuries are four times the direct costs, or eight
billion dollars annually.
Bechtel's dedication to safety excellence has laid a cornerstone for good safety and health
performance on all Bechtel sites and facilities. In the past we developed goals and/or targets for
safety and health performance, which we have attempted to meet or surpass. We accepted that
on every project there would be accidents and people would be injured, but we would still meet
our target goals. This philosophy is no longer acceptable in the Bechtel organizations; we now
operate under the Zero Accident Philosophy.
The Zero Accident Philosophy (ZAP) was started to encourage employee awareness and
stimulate innovation in the work place. The philosophy directly addresses the 2001 strategy of
performing in a manner that exceeds customer expectations. A safe work site is a cost effective
work site, and the savings are passed on to our customers, both internal and external.
Zero accidents, like continuous improvement, is a philosophy that should be followed on a daily
basis and integrated into every work practice. In accordance with the Zero Accidents Philosophy,
we believe that all accidents are preventable. The word accident is an excuse that will no longer
be accepted in the Bechtel culture. The graph shown in Attachment 4-2 highlights the
improvement that BCC has seen in its Lost Work Day Case (LWDC) rate since the Zero Accident
Philosophy was adopted in 1992.
4-4
1997 Edition
Safety & Health
Section 4
Safe Work Observation

Safety studies show:
If shortcuts are taken and worker errors occur, the probability of someone getting injured is
inevitable
A major cause of injury is workers' at-risk behavior
Therefore, supervision must focus on changing employee behavior, as well as continuing to

eliminate hazards, to make significant progress toward our Zero Accident objective.
The goal of Bechtel's safe work observation efforts are to increase the percentage of work
activities that are performed in a safe manner. Two techniques used to enhance this process are
Safe Behavior Observation and Safe Behavior Reinforcement.
Safe Behavior Observation
Teams are formed to observe the behavior of employees performing tasks. This enables the
project to track how safely employees are performing specific work tasks. The team's tasks
include:
Identify practices and conditions that are safe as well as those that are at risk and could
cause accidents, injuries, equipment, or property damage
Identify specific needs for employee coaching and provide safety/health education
Provide feedback on the effectiveness of recent employee coaching
Check the adequacy of existing job/task methods and procedures
Provide appropriate, on-the-spot corrective action
Team observers focus on body position and movement, safe use of tools and equipment, material
handling and lifting, housekeeping, and the use of personal protective equipment.
Safe Behavior Reinforcement
Consequences or feedback that employees receive regarding their behavior influences whether
that behavior is repeated. Studies show that when behavior is rewarded (positive reinforcement),
the person will tend to produce more of that behavior in the future. The superintendent must be
sure to acknowledge safe behavior to achieve zero accidents on the job.
For example, if a foreman completes a job under budget and ahead of schedule, the normal
inclination is to reward the behavior and compliment the foreman for a job well done. This
reward, however, may in fact reward the foreman for placing workers' in an at-risk condition to get
the job done quicker. To attain zero accidents, the superintendent must ensure that safe
behaviors are being reinforced.
Workers' Compensation
Workers' Compensation (comp) was designed at the turn of the century to remove the conflict
between employer and employee when an injury occurred on the job. Currently state run workers'
comp has five basic objectives:
1997 Edition
4-5
Section 4
Safety & Health
Provide sure, prompt and reasonable income and medical benefits to work accident victims, or
income benefits to their dependents, regardless of fault.
Provide a single remedy and reduce court costs, and workloads arising out of personal injury
litigation.
Relieve public and private charities of financial drains incident to uncompensated industrial
accidents.
Eliminate payment of fees to lawyers and witnesses as well as time consuming trials and
appeals.
Promote frank study of causes of accidents (rather than concealment of fault) reducing
preventable accidents and human suffering.
Workers' compensation is "no fault", meaning that even if the employee was injured due to
something he or she did , they will receive compensation. Employers are relieved of the burden
associated with civil suits involving negligence on their part.
Economic losses associated with workers' comp are considered to be a cost of production.
Bechtel pays between five and ten million dollars a year for workers' compensation insurance.
The employer's premium is the basic premium multiplied by the Experience Modification Rate
(EMR).
The basic premium is the manual rate multiplied by each $100 of payroll. Manual rates are set by
state insurance commissions, and class codes address the different crafts. The EMR tailors the
cost to the specific employer. Based on the preceding three years loss history (excluding the
most current preceding year), the EMR equals the adjusted actual losses divided by the expected
actual losses. Losses are adjusted to favor frequency and to recognize the size of the employer.
If frequency and severity are bad, actual losses will be high, which will drive up the EMR. If the
premium paid is insufficient, the actual losses will exceed the expected losses, which will also
drive up the EMR.
There is a significant cost savings associated with good safety performance. To illustrate the
impact of workers' compensation insurance, a recently completed $92 million cogeneration
project, with a $22 million labor bill, had a workers' comp premium of $4 million. If that premium
was reduced by 10%, it would yield a $400,000 improvement for bidding work. This can easily be
the difference between winning and losing a job.
Americans with Disability Act (ADA)
ADA mandates that work locations provide appropriate and reasonable access to people with
disabilities. On construction sites, the Site Safety Representative is the designated subject matter
expert on the specific requirements for ADA implementation at the site. The Superintendent must
be familiar with these requirements and implement accommodations as directed by the Site
Manager and the Site Safety Representative.
4-6
1997 Edition
Safety & Health
Section 4
BECHTEL ZERO ACCIDENTS PHILOSOPHY

ATTACHMENT 4-1
Bechtel "Zero-Accidents" Philosophy

Philosophy
Bechtel is dedicated to the concept that all accidents are preventable. Accordingly, the company
is committed to achieving and sustaining "zero accidents" performance through continuous
improvement practices.
Objectives
Strive to eliminate all occupational injuries and illnesses
Promote safety as the first priority in planning and executing work
Spread ownership for safety and health program effectiveness throughout the Bechtel
organization
Enhance employee involvement in safety and health program implementation
Increase employees' consistent use of safe practices in their daily work activities
Optimize the use of continuous improvement practices as the basis for zero accident
initiatives
Demonstrate to customers that Bechtel is dedicated to safety excellence
Foster subcontractor involvement in the "zero accidents" concept
1997 Edition
4-7
Section 4
Safety & Health
COMPARING BCCs OSHA RECORDABLE AND LWDC RATES

WITH THE INDUSTRY
ATTACHMENT 4-2
16.00
BLS OSHA
Recordable Rate
OSHA Recordable Rate
14.00
12.00
Overall Bechtel
OSHA Recordable
Rate
10.00
CII Member Company

Average Recordable Rate
8.00
BCC Recordable
Rate
6.00
4.00
2.00
1989
1990
1991
1992
1989
Bechtel OSHA Recordable Rate
1993
1990
5.92
1991
3.62
BCC OSHA Recordable Rate
1994
1992
1995
1993
1994
1996
1995
1996
3.92
3.06
2.58
2.72
2.33
2.16
7.33
4.89
3.89
4.11
3.44
2.47
CII Average Recordable Rate
7.19
6.12
5.32
4.31
3.44
3.00
2.66
BLS OSHA Recordable Rate
14.30
14.20
13.00
13.10
12.20
11.80
11.50
OSHA RECORDABLE CASE RATE COMPARISON

7.00
BLS OSHA
LWDC Rate
6.00
LWDC Rate
5.00
Overall Bechtel
OSHA LWDC Rate
4.00
CII Member Company

Average LWDC Rate
3.00
BCC LWDC
Rate
2.00
1.00
1989
1990
1991
1992
1989
Bechtel OSHA LWDC Rate
1.25
1993
1990
0.81
BCC OSHA LWDC Rate
1991
1994
1992
1993
1995
1994
1996
1995
1996
0.90
0.64
0.29
0.41
0.32
0.24
1.59
1.01
0.42
0.62
0.41
0.12
CII Average LWDC Rate
1.90
1.55
1.45
1.14
0.63
0.81
0.55
BLS OSHA LWDC Rate
6.80
6.70
6.10
5.80
5.50
5.50
5.20
LOST WORKDAY CASE RATE COMPARISON

CII = Construction Industry Institute
BLS = Bureau of Labor Statistics
4-8
1997 Edition
Safety & Health
Section 4
SAFETY CHECKLIST
ATTACHMENT 4-3
SAFETY INSPECTION CHECKLIST REPORT
ITEM
DESCRIPTION
ARE GUARDRAIL SPECIFICATIONS FOR TUBULAR WELDED FRAME SCAFFOLDS BEING

MET?
IS THERE SAFE ACCESS FOR ALL TYPES OF SCAFFOLDS AND A TAGGING
PROCEDURE?
ARE GENERAL REQUIREMENTS FOR GUARDING SCAFFOLDS MET (TOP RAIL, MIDRAIL, MESH)?
ARE GUARDRAILS PROVIDED FOR ALL OPEN-SIDED FLOORS OR PLATFORMS FOUR
FEET OR HIGHER? IF NECESSARY, ARE TOEBOARDS USED?
ARE STAIRWAYS WITH FOUR OR MORE STEPS OR RISING MORE THAN 30" EQUIPPED
WITH STAIR RAILS?
ARE FLOOR OPENINGS GUARDED?
DO ALL LADDERS EXTEND 3 FEET ABOVE LANDINGS?
IS GROUND FAULT PROTECTION/ASSURED GROUNDING PROVIDED?
IS THE ELECTRICAL PATH TO GROUND PERMANENT AND CONTINUOUS?
ARE FLEXIBLE CORDS DESIGNATED FOR HARD OR EXTRA HARD USAGE?
IS THERE STRAIN RELIEF FOR CORDS?
ARE PROPER PROTECTIVE SYSTEMS FOR TRENCHING/EXCAVATING IN PLACE?
IS A DAILY INSPECTION CONDUCTED OF PHYSICAL COMPONENTS OF TRENCH
PROTECTION SYSTEM?
IS THERE SPOIL PILE PROTECTION (2 FEET FROM EXCAVATION)?
IS EGRESS FROM TRENCH/EXCAVATION PROVIDED?
IS APPROPRIATE PERSONAL PROTECTIVE EQUIPMENT USED FOR THE SPECIFIC
OPERATIONS?
IS HEAD PROTECTION PROVIDED AND USED PROPERLY?
IS EYE/FACE PROTECTION BEING USED FOR OPERATIONS WHICH CREATE
EXPOSURE?
ARE ALL ADDITIONAL RULES FOR WELDING/CUTTING BEING FOLLOWED (WELDING
SCREENS, HARD HAT HOODS)?
ARE GENERAL HOUSEKEEPING PRACTICES GOOD?
ARE APPROVED CONTAINERS (CANS) OR TANKS USED FOR STORING OR HANDLING
FLAMMABLE OR COMBUSTIBLE LIQUIDS?
ARE COMPRESSED GAS CYLINDERS SECURE (CAPS, FLASH BACK ARRESTERS)?
IS LISTED, LABELED OR CERTIFIED EQUIPMENT USED IN MANNER PRESCRIBED, PER
MANUFACTURERS RECOMMENDATIONS?
IS THERE GUARDING OF PROTRUDING STEEL REINFORCING BARS?
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
YES
NO
COMMENTS:
CORRECTIVE ACTION REQUIRED BY:
ORGANIZATION/GROUP
REPORT PREPARED BY:
ACTION REQUIRED BY
DATE:
FORM T-SAFCHK.DOC 1995:REV.0
1997 Edition
4-9
Section 4
Safety & Health
DAILY WARM-UP EXERCISES

ATTACHMENT 4-4
4-10
1997 Edition
Section 5
Quality
GENERAL
On all projects, regardless of size, the Superintendent has direct and immediate control over the
work and is responsible for the quality of work performed. Bechtel defines quality as completing
assigned work so that it complies with the requirements of the project drawings and
specifications. The superintendent must seek to avoid rework resulting from inattention to detail or
poor quality work.
Bechtel's reputation depends on completing construction work so that it meets the technical
requirements and expectations of its customers. Every step in the construction process must
comply with design drawings and specifications, and design changes must be approved before
work proceeds. Short cuts that ignore the quality of the work are not acceptable and can have a
serious impact later in the start-up or operations of the project facility. In some cases, quality
problems could jeopardize worker safety or the safety of the general public.
The Superintendent must have a working knowledge of the project drawings, specifications,
codes, procedures and quality commitments associated with the work. Additionally, the
Superintendent must know the capabilities and expertise of the work crews, especially where
unique or specialty tasks are involved.
Project quality commitments are included in the project procedures that describe how the work is
to be performed. These procedures include requirements for inspection and documentation of
critical activities to ensure the work was properly performed. On some projects, independent
inspections may also be performed by Bechtel Field Engineers, Bechtel Quality Control
Inspectors, client personnel, or code inspectors. These inspections are intended to independently
verify that project requirements have been met. The superintendent should review project quality
and inspection requirements prior to starting the work and ensure that quality in built into the
project work rather than assuming that inspectors are responsible for quality compliance.
Project Quality Procedures
In general, project quality procedures include the following requirements:
Training of construction personnel

Control of design drawings and design change documents
Receipt inspection of materials
Control of nonconforming items or installations
Review and acceptance of subcontractor work
Testing of materials and special processes
Control of code materials
Turnover of documents when construction is complete
Bechtel procedures are highly effective tools to ensure the quality of the work performed. All
Bechtel procedures, however, are built on the principal that quality is built into the product by the
1997 Bechtel Corp.
5-1
Section 5
Quality
worker rather than inspected in by the inspector. The Superintendent cannot expect that the
Field Engineer or Inspector will make sure that quality commitments are met. The Superintendent
must understand project requirements and ensure that assigned construction craft build quality
into the work performed. Empowering workers to build it right the first time, increases worker
job satisfaction and pride of workmanship, and provides the lowest installed cost. The
superintendent is responsible to ensure that work is performed correctly the first time.
Quality Commitments
Common questions to ask related to quality commitments are:
5-2
Where are the procedures for this project?

Do the work crews understand the project quality requirements, and has someone from
supervision explained the Bechtel approach to quality?
How are the current design drawings, including revisions, maintained in the field? Where are
the controlled drawings kept?
Who is the responsible Field Engineer that will ensure that special processes, such as
welding, are properly controlled?
What are the code requirements for the work? Have required permits been obtained?
How does the work package process function on this project? Who controls the package and
where are "hold points" documented?
How are field design changes processed? Are there provisions to work "at risk" for proposed
changes? If so, what are the requirements?
What are the document turnover and as-built requirements?
Who are the inspection agencies that may inspect the work?
1997 Edition
Section 6
Communication
GENERAL
As a Superintendent in the field much of your effectiveness is impacted by your ability to
successfully communicate with employees. Communication is so important that it is one of
Leadership Skills/Competencies in the our Bechtel 2001 Leadership Model residing in the KNOW
section. Effective interpersonal communication is essential to enable people to work together.
The key is authentic dialogue between the Superintendent and his workers. Effective
communication is necessary to:
Ensure essential information is communicated especially in critical situations

Create trust and mutual respect leading to understanding and early resolution of potential
conflicts on the job site.
As it states in the Leadership 2001 Model, a leader who communicates well:
Demonstrates effective one-on-one communication

Listens effectively; practices active listening skills
Expresses thoughts clearly and expresses feelings and concerns with tact
Seeks feedback and provides honest feedback under all situations
Responds promptly to inquiries
Shares information openly; keeps employees informed of relevant issues
Uses effectively both open and closed ended questions
Is empathetic
Does not shoot the messenger
In your position as a superintendent/supervisor you are expected to be highly competent at

presenting ideas, giving directions, and explaining procedures. Our objective in this module is to
enhance your communication skills. One of the most significant and common communication
failures is the unquestioned belief that people understand immediately what we have said or
written. People do not always understand the first time. The Superintendent must ensure that
communications are clear and concise and that the message has been understood.
Communications are composed of three main categories:
Informing
Providing direction
Listening
The following are guidelines to follow to support good communication:
State the purpose and main point of message

Present points to assist with understanding
Check for understanding and solicit reactions
1997 Bechtel Corp.
6-1
Section 6
Communication
Handle reactions to what youve presented; patience is necessary to respond to ALL

questions asked
Summarize your point
Knowing your audience helps ensure your message will be received and understood
A Superintendent who communicates effectively will:
Take the time to know his employees and how to effectively communicate to each one.
Know the status of planned, active, and completed work
Coordinate the work with other Superintendents and subcontractors to ensure all disciplines
are functioning as a team
Communicate effectively and timely with his/her expectations and rationale to General
Foreman, Foreman, and workers
Meet daily with Field Engineers to review the work in progress, evaluate upcoming work,
review material requirements, and confirm that design commitments are met
Be persuasive in exchanging ideas
Be able to write clearly and concisely
Listen effectively
Must not shoot the messenger for delivering bad news
In addition, the Superintendent must know when to elevate problems or issues to management
for resolution. When issues are brought to management attention, enough time should be
allowed to correct the problem without compromising safety, quality cost, and schedule
commitments.
A ZIPPERING PLAN is normally implemented on projects with a high level of client or customer
involvement to ensure that routine contacts with the client are maintained. This also ensures that
the Bechtel team is recognized as fully cognizant of the daily work plan. Zippering plans typically
include the assignment of particular client/customer personnel to specific Bechtel personnel
where ongoing communication can occur at a similar working level between organizations.
To ensure that the work plan is effectively communicated between appropriate work groups, each
Superintendent should have list of daily contacts that include:
Assigned Foreman, General Foreman, and subcontractors

Foremen, General Foremen, and subcontractors from other disciplines working in the same
areas on the project
Appropriate Field and Office Engineers to ensure that field work is adequately supported
Local, State, or Federal regulatory inspectors required to support specific work
Code officials or inspectors required to support specific work
Timekeeping personnel who must respond to changes in shifts, rates, or staffing levels
In summary, communication is a major component in the success or failure of any work activity.
The Superintendent/Supervisor must be sure that those receiving directions have a clear
understanding of what is being communicated.
6-2
1997 Edition
Communication
Section 6
COMMUNICATION SKILLS
QUESTIONING TECHNIQUES
Attachment 6-1
The question can be an important tool to the superintendent. By asking questions skillfully, a
superintendent can achieve certain objectives without alienating employees. Fortunately,
effective questioning techniques can be learned and with practice, a superintendent can be
expert in using a broad variety of questions to achieve specific objectives. Lets look at some
example objectives and related questions that might be asked to achieve them.
OBJECTIVE
EXAMPLE
To open a discussion
What is a.....?
To call attention to a point, an idea, a fact, a

problem, or a situation
Why do you think....?
To get information
What is the difference between...?
To uncover causes or relationships
How does quality control affect this...?
To develop new ideas
How else could we increase motivation in this

department?
To test ideas
Suppose we did it this way...what would

happen?
To keep discussion to the point
Can we return to the problem...?
To summarize or end a discussion
What is the major point thats been made

here?
To direct attention to another phase of the

subject
What about Ben? What was his

responsibility?
To bring out opinions and attitudes
How would you feel if...?
To suggest an action, idea, or decision
What do you think the results would be if...?
To broaden a discussion
What other factors are important besides the

ones weve mentioned?
1997 Edition
6-3
Section 6
Communication
COMMUNICATION SKILLS
QUESTIONING TECHNIQUES
Attachment 6-1
HOW TO WORD QUESTIONS TO GET RESULTS

To gain the kind of participation you want, you should word your questions carefully. A badly
worded question can inhibit participation and arouse fear or hostility. Here are some dos and
donts for wording questions:
DO:
Phrase your question clearly and concisely

Ask questions that require participants to draw on their own experience
Ask questions that encourage the participants to explain their own viewpoints
Word your question so it is clear whether it is intended for the whole group or for a specific
participant
Try to begin your questions with what, why, and how
Ask questions that cannot be answered in one word
DONT:
6-4
Ask questions that can be answered yes or no

Ask questions that might arouse antagonism
Ask personal questions that an employee may not want to answer before a group
Ask questions that put an employee on the spot
1997 Edition
Section 7
Emergency Action Plans

GENERAL
Every Bechtel construction site will have plans to respond to emergency events such as major
accidents, illness, fire, work stoppages, weather, economic disruption, or terrorist disruptions.
These plans will include site specific emergency response and management notification
requirements after an event has occurred. A copy of Site Managers Manual Instruction S2.3,
Emergency Planning is included as Attachment 7-1.
From these plans, the Superintendent must locate the emergency response team roster (if
required), and the chain of management notification established for the project. The Site
Manager and the Safety Representative should be notified immediately when an accident occurs.
The Safety Representative is typically responsible to coordinate all responses to accidents. The
Site Manager is responsible to notify appropriate Bechtel management as soon as possible after
an event occurs. It is imperative that the Superintendent be aware of the right notification
procedures in the event of an emergency, including the appropriate contact phone numbers.
Bechtel Public Relations has developed an Emergency Communications Planning Kit which is
intended to assist the Site Manager and other members of the project team to prepare for and
manage emergencies if and when they occur. This planning kit should be available at the
construction site and provides the Superintendent with valuable information on the types of
actions that are required to be taken in the event of an emergency.
Project Emergency Plans
In addition to the routine communication among field personnel, the Superintendent must
promptly respond to emergency events. This includes the timely notification of appropriate
Bechtel management personnel. To provide a consistent process for responding to emergency
events, each Bechtel project has established a contingency plan to deal with emergency
conditions such as:
Serious injuries
Fires
Work stoppages
Severe storms
Other events that could threaten personnel safety or could damage to site equipment and
structures
This plan specifies certain communications that must be made in the event of an emergency.
The Superintendent must be familiar with these communication requirements and follow them in
the event of a project emergency. Upon arriving at a new project site, the Superintendent should
ask for copies of the site specific emergency procedures to understand emergency reporting and
response requirements.
1997 Bechtel Corp.
7-1
Section 7
Press Relations
During or shortly after a site emergency it is not unusual for members of the press to visit the site
to gather information about the emergency for publication. It is also common practice for
members of the press to request specific details about the project and may solicit direct quotes
from Bechtel employees related to the event.
As a result, you need to be aware of Bechtel directives that prohibit jobsite employees from
releasing any information related to the project, and specifically emergency events, to the press
corps or any media service. The Site Manager will have access to appropriate Bechtel personnel
authorized for press releases, and only these employees will provide information to the press.
Attachment 7-2 provides general guidance on planning for emergencies and dealing with the
press during the emergency. Unless specifically authorized to do so:
THE SUPERINTENDENT SHOULD NOT MAKE ANY STATEMENTS TO THE
PRESS REGARDING THE PROJECT OR PROJECT INCIDENTS.
If approached by a reporter or other member of the media, decline all questions and escort the
person to the Site Manager. It may also be appropriate to involve site security personnel if the
media has entered the project illegally.
7-2
1997 Edition
Section 7
SITE MANAGERS MANUAL INSTRUCTION 2.3

EMERGENCY PLANNING
ATTACHMENT 7-1
Instruction S2.3
Emergency Planning
1.0
PURPOSE
This instruction establishes requirements for the preparation of emergency contingency
plans as required by corporate policy.
2.0
SCOPE
This instruction is applicable to all construction projects under the administrative control of
Bechtel Construction Operations.
3.0
DEFINITIONS
3.1
Emergency Condition
An emergency condition may include:
Political or economic disruptions

Public demonstrations or civil disturbances
Terrorist activities
Manmade disasters such as bombings, arson, or sabotage
Natural disasters such as floods, fires, earthquakes, tornadoes, or hurricanes
4.0
REFERENCES
4.1
Corporate Policy No. 109, Emergency Planning
5.0
RESPONSIBILITIES
5.1
Site Manager
The Site Manager is responsible to ensure that appropriate emergency contingency plans
are in place for the project prior to site mobilization. If plans have not been prepared, the
Site Manager is responsible for preparing the project emergency contingency plans.
6.0
REQUIREMENTS
6.1
Site emergency contingency plans for political or economic disruptions, public

demonstrations or civil disturbances, terrorist activities, and manmade disasters such as
1997 Edition
7-3
Section 7
bombings, arson, or sabotage shall be prepared by the Site Manager and approved by the
Construction Manager, the Project Manager and the Senior Bechtel Representative at the
construction site. Contingency plans should be assigned a security classification
commensurate with the information's sensitivity.
6.2
On international projects constructed by Bechtel Construction International Company, the

following personnel shall be notified when the plan is implemented:
a. Responsible Executive Sponsor
b. Senior Regional Executive
c. Manager of Security
d. Responsible Construction Company Vice President
6.3
On projects constructed in the United States and Canada by either Bechtel Construction
Company or Becon Construction Company, Inc., the responsible Construction Company
Vice President shall be notified when the plan is implemented.
6.4
As a minimum, contingency plans must:

a. Maintain current information on the location of Bechtel employees and dependents
and on personal data including names, citizenship, visa status, passport information
and emergency contact information
b. Be kept current and reviewed at least annually
c. Be compatible with site contract negotiations
d. Be consistent with the current appraisal of conditions and potential threats
e. Include an Emergency Communications Section to provide appropriate and timely
public communications following an emergency
f. Define all available emergency evacuation methods including airline, boat, land, and
embassy refuge
6.5
For international projects, the project emergency contingency plans must be reviewed and
approved as a minimum by the Construction Manager, Project Manager, and the Manager
of Security.
a.
b.
c.
d.
Depending on the location and nature of the project, additional approvals may be
required as determined by the Project Manager and the Manager of Security.
When there are several projects in one country or geographical region, the project
contingency plan should be incorporated as part of a country or region wide
contingency plan.
Embassy refuge contingency plans should be coordinated with designated embassies
in the country prior to implementing the plan
A copy of the approved plans should be routed to the Manager of Security for
information.
6.6
For projects constructed in the United States or Canada, the emergency contingency
plans must be approved by the Site Manager as a site procedure. A copy of the plans
should be forwarded to the Manager of Security for information.
6.7
Procurement will establish appropriate emergency transportation agreements to support

site contingency plans and will review those agreements at least annually or as conditions
change.
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1997 Edition
6.8
Section 7
Security will provide the Site Manager assistance in the development of required
contingency plans including:
a.
b.
c.
Threat assessments and other security related information and services

Guidelines to assist in plan preparation
An annual review of contingency plans
6.9
In some instances, Security will prepare certain emergency plans. For example, Security
will prepare a Kidnap Plan if that is a high risk threat in the area of the construction
project. The Site Manager should coordinate efforts with Security to determine those
aspects of site emergency planning that require plan preparation by Security.
6.10
The following telephone numbers are available 24 hours a day to report emergency
conditions that occur at the construction site:
6.11
Manager of Security
(415) 768-5146
Bechtel Security Control Center
(415) 768-3840
The Bechtel Security Control Center is available to assist projects as a crisis management
manager when a crisis situation arises. This might include satellite communications,
providing family member hotlines, providing project status reports during the crisis, and
assisting with evacuations. The role of the Bechtel Security Control Center in crisis
management should be defined in the project contingency plans.
1997 Edition
7-5
Section 7
PLANNING FOR EMERGENCIES

ATTACHMENT 7-2
Many projects hesitate to even talk about emergency action planning. They feel that having a
plan is somehow an admission that the project will fail and that the project safety program will not
work. Contrary to this view, well managed projects know that even with a well managed safety
program, there is still a chance that something could go wrong on the project. To deny this
possibility is itself a poor management practice.
By planning for things that may go wrong, the project is demonstrating that it is proactively taking
steps to maintain control and minimize the potential impacts of unforeseen situations. An
emergency action plan helps to reduce project risk and increases client satisfaction.
Marketing Advantage
Emergency action plans can be used as a sales tool and can impress a potential client with
Bechtel's ability to respond to a wide range of emergency situations. This advance emergency
planning will reduce the clients project risk and may improve Bechtels evaluation by the client.
Looking at the converse, if an emergency does occur on the project and the media shows up
asking some very challenging questions, chances are good that the project will not present itself
well without an emergency plan in place. The result is a black eye for the project, the client, and
Bechtel. Bechtel's marketing capability with the owner would be dramatically reduced in this type
of situation.
Emergency Situations
Some typical project emergency situations may include:
On-the-job injury accidents

Natural disasters such as hurricanes, tornadoes, and floods
Damage to utilities
Theft or sabotage
Labor disruption and work stoppages
Poor contractor performance or financial instability
Environmental violations
Sex discrimination charges on the project
There are of course many other emergency situations that could also be listed. The key to
emergency planning is to determine which emergencies has the greatest potential for impacting a
specific project
7-6
1997 Edition
Section 7
Emergency Management Team

The first step in emergency planning is to organize an emergency management team. No single
person has the capability to effectively handle a situation by themselves. It is a team effort
requiring people with different areas of expertise.
The selection of team members should not only be based on expertise but also a willingness to
work on the team. Team members must be responsible individuals who will implement the
emergency plan quickly and effectively when needed. Selection of the emergency team can
make or break the effectiveness of the emergency plan if an actual emergency occurs. When an
emergency occurs, nothing is more important than getting the right person to the right place to
control the situation.
In selecting the number and composition of the emergency team, consider the most catastrophic
emergency that could happen on the project. Based on the situation, form a site team that
includes:
Team Leader
Spokesperson
Field Superintendent
Safety Representative
Liaison members should also be identified including:
Project Manager
Human Resources
Procurement
Legal
Not every emergency will require participation of the full team. Only those with the necessary
expertise need to be involved in the actual management of the emergency. Some emergencies
may only require two members of the team; others may require more.
All the members of the team are important, however, two members are vital to the process. The
team leader and the spokesperson.
The Team Leader
The team leader on the project emergency management team may or may not be the Site
Manager depending on the emergency. The team leader is responsible for controlling the
emergency in the quickest manner possible and minimizing project impacts. The team leader
selects the key people to implement the emergency plan and is the recipient of all emergency
information. The team leader should be a good trouble shooter, be organized, and be willing to
commit the time to bring the emergency under control.
1997 Edition
7-7
Section 7
The Spokesperson
The spokesperson disseminates information about the emergency to the media, customers,
employees, and others as required. The spokesperson should be experienced in dealing with the
media and is typically either assigned by Bechtel Public Relations or by the client. It is important
to identify who this person is prior to an actual emergency. Once an actual emergency has
occurred, there may not be sufficient time to select a spokesperson for the project.
The duties of the spokesperson are to clearly and effectively communicate what is happening on
the project without the appearance of stonewalling or failing to provide complete information
about the incident. The expression No Comment should be avoided whenever possible because
of the potential impression that information is being suppressed. The appearance of stonewalling
the media can occur when:
1. The project team is not prepared
2. The project team does not understand what the media needs and wants
3. The project team does not understand how to get the media to report their side of the story to
the general public and the client
Without the proper preparation and presentation, the media may provide a negative slant to their
initial coverage. Follow-up damage control press releases are often too little, too late. The
damage has already been done.
What the Media Needs
Understanding what the media needs is critical to avoiding the consequences of the wrong story
getting out to the public. The following are some common best practices in dealing with the
media:
DO talk to the media. When confronted, saying something, no matter how little, is better than
saying nothing. Explaining why you can't talk is better than stonewalling. If you don't tell your
side of the story, reporters will get a version elsewhere which may not be accurate or beneficial to
Bechtel.
DO tell the truth. Reporters will find out the facts anyway. Be honest and accurate in any
information you provide. There is often an assumption that company employees on the scene
know more than they actually do. It is not a crime to honestly admit that you do not know the
details of what happened. Under no circumstances relate theories or assumptions of what
happened. It may not be the truth.
DON'T say anything "off the record. You must assume that everything you say will be
reported.
DO respond quickly. If you don't respond quickly to the media, the wrong story may be told and
it may be difficult or impossible to erase later.
DON'T say "No Comment. This statement implies guilt. If you don't know the answer, tell the
reporter you don't know but that you will be happy to put him or her in contact with a project
spokesperson who can try to find the answer for them.
DO emphasize the positive and communicate your message. For example, remember to
emphasize the good safety measures taken, the minimal damage because of good project
teamwork, the efforts being taken to minimize the effects of the emergency on the local
community.
7-8
1997 Edition
Section 7
DO stay away from liability issues.

DON'T talk about who is responsible. Whatever you say may become part of a legal issue.
DON'T make accusations.
DO take control. If there is bad news, arrange to have it released through the proper channels.
DO make sure your information Is accurate. Verify all information as being correct before it is
released to the media. If you cannot absolutely verify the information as being correct and a
press release is required, ensure that the information is presented as preliminary.
DO make sure the reporters know who the spokesperson is. The official project
spokesperson should be the only one authorized to disseminate information to the media. It is
very important that the project speak with one voice and that all information is approved by
management prior to release.
DON'T wear sunglasses when talking to the media. If you are confronted by a reporter, don't
wear sunglasses while you are talking to them. You may be perceived as being shifty or as hiding
something.
DO know how to contact your spokesperson. Emergencies can occur on nights, weekends,
and holidays or while people are on vacation. Maintain an emergency calling list to contact your
spokesperson quickly when needed.
The Emergency Action Plan
The written project emergency action plan should include:
1. An emergency contact list with names and telephone numbers of key client, Bechtel, and
contractor personnel who can either help to control the emergency or who must be notified
that an emergency situation has occurred. The list should include names, position titles, and
work/home/car phone numbers.
2. A current project employee list that can be used to contact employees.
3. A short summary of the project and any previous incidents that have occurred. These are
typical information requests by the media and having the information prepared in advance will
prevent a last minute scramble and the possibility of inaccurate information being released.
4. A short summary of project accomplishments and recognitions. This information is often
overlooked during an emergency but can go a long way to putting the emergency situation in
the proper context.
The emergency action plan may be integrated into the Safety and Health Action Plan or other
project documents. In all cases, however, it must be readily accessible and personnel must be
trained on how to effectively implement the plan.
1997 Edition
7-9
Section 8
Leadership
GENERAL
To open any discussion on leadership, it is important to first understand and fully endorse the
Bechtel 2001 initiative and the introduction from Riley Bechtel that states:
"We will always need leadership that builds high-performance teams,
empowers employees, and creates a vision of the future ... and moves team
members to make it a reality by engendering enthusiasm and commitment"
The basis for the Bechtel 2001 Leadership Model is a concept known as "Be, Know and Do" in
which company leaders combine their personal traits (i.e. "BE") with their training and learned
skills (i.e. "KNOW") into their daily leadership actions (i.e. "DO"). A graphic depicting the basic
elements of this model is shown in Attachment 8-1. Under the Bechtel leadership model, the
Superintendent is not only involved in directing the construction work, but is also involved as a
company leader providing the motivating force to assure all related work commitments are met in
a highly professional and proactive fashion.
Control and Discipline
Beyond strict attention to safe work practices, it is important for the Superintendent to ensure
productivity and to effectively communicate with the crafts. This requires that the Superintendent
develop the trust of craft supervisors and the rank and file, which is accomplished by consistently
displaying an understanding of the work and by putting forward the required effort to stay current
with the work in progress.
When dealing with strong organizations such as organized labor, trust can be very difficult to gain
and very easy to lose. The craft will typically endorse a leader they respect. They can, however,
make a job difficult if they feel no allegiance to a supervisor. The keys to gaining this trust
include:
Be in the work area constantly. The Superintendent's presence in the field demonstrates to
the craft that the Superintendent is interested in their work and the results their efforts
achieve. Presence in the work area also reinforces the Superintendent's role as a leader and
will ensure a full understanding of the work progress and problems.
Coach craft Foremen and General Foremen to take ownership of the work, including
coordination with other disciplines, commitment to project work rules, and understanding of
the craft's role in the success (or failure) of the project.
Continually display strong commitment to ethical practices, including promoting proactive
behavior and taking swift action when unauthorized or inappropriate acts are encountered.
Create an environment where continuous improvement and innovation are welcome, where
the rank and file want to suggest methods to improve the work process rather than shelter
good ideas.
Show concern for craft control regardless of discipline. Do not walk by any group of loitering
craft, including subcontractors, without taking action. Deal with the issue promptly or notify the
responsible Superintendent.
1997 Bechtel Corp.
8-1
Section 8
Leadership
Administer discipline consistently, fairly and impartially. Do not provide the opportunity for
crews to question disciplinary actions by being inconsistent or partial. Treat all situations alike
and be prompt in administering discipline.
Work Rules and Safety

Each Superintendent must have a working knowledge of the project's work rules, the Safety and
Health Action Plan, the Project Agreement, and any other specific guidelines such as
environmental considerations and client/customer deliverables. The Superintendent must ensure
that craft Foremen and General Foremen understand work rules, and that they support the rules
through fair and consistent enforcement. It is very important to develop Foreman accountability
since this is the first line supervisor and the key to successful leadership of individual craft
workers.
Productivity and Cost
The Superintendent should constantly monitor crew sizes and Foreman to Journeyman ratios with
the General Foreman. Always approach the job with the mindset that each jobhour must be
productive and worked. Avoid holding employees on the payroll in anticipation of future work.
The Superintendent's goal should be to beat established budgets by as much as possible. The
Superintendent should also work with the craft to set "stretch goals" rather than accepting an
attitude of merely meeting established budgets.
The Foremen and General Foremen are the supervisors who will have the greatest influence on
labor productivity. Make them an effective part of the team by informing them of project goals.
Use their craft knowledge and expertise in planning the job. The best way to get "buy in" to the
project schedule and budget is to directly involve the employees who will be responsible for
supervising the work execution. Any employee will perform better when expectations are
understood. A true commitment, however, is developed when the employee is allowed to
participate in the decision making and planning process.
Lead by Example
Always be punctual for work and appointments and be prepared to work the hours required to
accomplish the required objectives. The best way to develop good habits in the crews is to
demonstrate the expected behavior. The Superintendent should take the lead in showing traits
that result in a productive workplace. For example, instead of throwing trash on the ground,
demonstrate the expected behavior and pick up trash and place it where it belongs.
When a task is completed, be a self starter. Instead of sitting and waiting for a new assignment,
anticipate what needs to be done next and take action. Keep supervision and management
informed of project activities. Look at problems as opportunities and avoid excuses. Always
approach issues and roadblocks proactively rather than passing the responsibility for problem
solving.
Innovation
In today's environment we must continually find ways to improve the work process, reduce cost,
and deliver our product quicker. The level of competition has become global which significantly
8-2
1997 Edition
Leadership
Section 8
increases the number of players who are willing to commit very aggressive commercial deals. To
respond to this ever increasing level of competition and ensure Bechtel's continued success,
each employee must foster innovation and be willing to take risks.
The Superintendent who recognizes the value of change empowers the team to innovate each
work task and develop new techniques that may increase safety, improve quality, and save on
time and cost. Even small changes that may seem trivial by themselves, can provide real benefit
when applied across the entire company.
In fully endorsing the Bechtel 2001 Leadership Model, the Superintendent must be prepared to
coach employees to work together as a high performance team. This type of team runs on trust
and accomplishes things that could not be achieved working individually. By coaching, the
Superintendent will develop a shared vision with the team in which every team member knows
the goals of the team and commits the effort necessary to achieve those goals.
Questions to ask to gauge leadership effectiveness are:
Do the crews take pride and ownership in their work, understand the project commitments,
and work with a shared vision?
Do craft Foremen and General Foremen accept responsibility for the work including control of
the crews to project work rules?
Is the commitment to safety and quality prevalent across the ranks and do the crafts maintain
a productive work area?
Is innovation a part of the daily work effort, and do the crafts routinely suggest methods to
improve the work process?
Ethics
One of Bechtel's key foundations is the strong and continuous commitment to ethical business
practices. Customer and client recognition of Bechtel's consistently highly professional standards
and ethical business practices is a major contributor to Bechtel being awarded new work. The
continued commitment to these standards is mandatory for all employees, and must be managed
to ensure that unauthorized activities do not harm Bechtel or its customers.
The Superintendent is responsible to enforce business conduct standards over craft personnel as
described by Bechtel Directives, and to control work operations to prevent any misconduct.
Typical activities that can result in harm to the project and severe disciplinary actions for
employees include:
Unauthorized or inappropriate use of company or client property.

Unapproved release of company or client confidential information.
Accepting unauthorized or inappropriate gifts in return for services or materials.
Falsification of records.
Theft of company, client or personal property.
Willful violations of project safety and security rules.
Acts of sabotage.
1997 Edition
8-3
Section 8
Leadership
It is the Superintendent's responsibility to protect the project, Bechtel and the client from any
exposure to loss or harm. The Site Manager will ensure that Bechtel's business conduct directive,
including any site specific instructions that are imposed by the project client or property owner, is
reviewed with all employees assigned to the project.
Employee Development and Mentoring
The typical Bechtel project is staffed with a wide range of employees including those with
substantial experience in the industry, those with substantial experience in other fields, and those
who are just beginning their careers. For all Bechtel employees, it is imperative that the career
development process be encouraged and continue.
The effective leader must take actions that assist team members in their personal and
professional growth. This action benefits both the individual and the organization and is essential
for Bechtel's sustained success. Therefore, it is recognized at Bechtel that we must offer the
opportunity to employees where career potential can be developed through continuing training,
assignment rotation, career counseling, and exposure to mentoring by senior employees.
The attributes of training, assignment rotation, and career counseling are all ongoing corporate
programs that are coordinated by the Site Manager. The Superintendent supports these
programs with participation in the mentoring process. This process enables the exchange of
valuable experience between employees and requires no formal program beyond identification of
employee skill and experience level. Appropriate matches between a new hire and a seasoned
construction hand ensure that these important skills and experience are shared.
Participating and supporting the mentoring process is a key element in Bechtel's continued
success. Each Superintendent is encouraged to take the time required for personal and coworker development activities, to provide accurate assessment and appraisal of team member
performance, and to emphasize development rather than evaluation for all team members.
8-4
1997 Edition
Leadership
Section 8
BECHTEL LEADERSHIP MODEL

ATTACHMENT 8-1
Be
Individual Attributes/Judgment Qualities:
n
n
n
n
n
Integrity
Technical Competence
Management Competence
Self-Esteem/Confidence
Self-Discipline
n Tolerance of Ambiguity/
Uncertainty
n Resilience
n Broad Perspective
n Commitment
n
n
n
n
Willingness to Take Risks

Persistence
Self-Motivation
Respect/Value Others
Continuous Improvement
Leadership Process:
Leadership Skills/
Competencies:
Know
Coaching
Interpersonal Communication
Organizational Communication
Empowering
Motivating Others
Developing Colleagues
Problem-Solving
Decision Making
Teamwork
Planning and Organizing
Performance Orientation
Mentoring
Understand and Define

Purpose/Mission
Trust
Clarify Values and Core

Principles
Create a Shared Vision
Effective
Teamwork
Develop Goals/Objectives
(Long-, Mid-, and Near-Term)
Do
Develop Plans to Attain Goals/Objectives

Implement, Monitor, and Improve
the Process
Creating and Sustaining Effective Leaders, Teams, and Decision-Making
1997 Edition
8-5
Section 8
Leadership
EVALUATING THE PATTON LEADERSHIP STYLE

CLASS EXERCISE
ATTACHMENT 8-2
In breakout groups, evaluate the leadership style of George C. Scott's portrayal of Patton against
assigned elements of the Bechtel 2001 Leadership Model. Your evaluation should consider each
of the elements that comprise the Bechtel Leadership Model and you should be prepared to
defend your evaluation.
Use the summary and explanation of the Bechtel 2001 Leadership Model elements included in
Attachment 8-2 of this section of the Superintendents Handbook as a guide in making your
evaluation. Your objective is to determine whether the Patton leadership style does or does not
satisfy the Bechtel 2001 Leadership Model described in Attachment 8-1 and 8-3.
Record your group consensus evaluation of the Patton leadership style on the attached scoring
sheets for each of the following leadership model components:
Individual Attributes and Judgment Qualities

Leadership Skills and Competencies
The Leadership Process
You will be given 10 minutes to complete your evaluation of the leadership model elements
assigned to your group. We will then review the results of the evaluation in a group discussion
and attempt to answer the following questions:
1.
2.
3.
4.
8-6
Can a person using a "Patton Leadership Style" be successful at Bechtel?

What types of problems would an individual using a Patton Leadership Style encounter on a
Bechtel project?
How effective would an organization be that was lead by a person who uses a Patton
Leadership Style?
Describe what type of personal development and leadership training you would recommend
for someone exhibiting a Patton Leadership Style?
1997 Edition
Leadership
Section 8
EVALUATING THE PATTON LEADERSHIP STYLE

CLASS EXERCISE
ATTACHMENT 8-2
BECHTEL LEADERSHIP MODEL MATCH
LOW
HIGH
INDIVIDUAL ATTRIBUTES AND JUDGMENT QUALITIES
Integrity
Self-Esteem/Self-Confidence
Self-Discipline
Tolerance of Ambiguity and Uncertainty
Resilience
Broad Perspective
Commitment
Persistence
Self-Motivation
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LEADERSHIP SKILLS AND COMPETENCIES

Coaching
Empowering
Motivating Others
Problem-Solving
Decision-Making
Teamwork
Planning & Organizing
Mentoring
THE LEADERSHIP PROCESS
Understand and Define the Purpose and Mission
Clarify Bechtel's Values and Core Principles
Develop Goals and Objectives
Develop Plans to Attain Goals and Objectives
Implement, Monitor, and Improve the Process
1997 Edition
8-7
Section 8
Leadership
EXPLANATION OF INDIVIDUAL ATTRIBUTES/JUDGMENT QUALITIES

AND LEADERSHIP SKILLS/COMPETENCIES
ATTACHMENT 8-3
Effective leadership consists of three primary components:
Individual Attributes and Judgment Qualities
Leadership Skills and Competencies
The Leadership Process
Two of these components - Attributes/Judgment Qualities and Leadership Skill/Competencies depend
strongly on the individual's level of development and interest. These components are described in detail in
the following sections:
INDIVIDUAL ATTRIBUTES AND JUDGMENT QUALITIES
Integrity
Self-Esteem and Self-Confidence
Self-Discipline
Resilience
Broad Perspective
Persistence
Self-Motivation
Coaching
Empowering
Motivating Others
Problem-Solving
Decision-Making
Teamwork
Mentoring
Understand and Define the Purpose/Mission
Clarify Bechtel Values and Core Principles
8-8
Page 8-9
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1997 Edition
Section 8
Leadership
INDIVIDUAL ATTRIBUTES AND JUDGMENT

QUALITIES
As Bechtel leaders attempt to shape and influence the
performance of their teams, they rely on many of the attributes
and qualities they have personally developed over time. As we
attempt to enhance leadership effectiveness within Bechtel, it is
essential that each of us reflects on our personal characteristics
and the impact they have on our performance. The individual
qualities and attributes identified in the Bechtel leadership
concept and described below are the foundation of our
professional development efforts.
Integrity
Ethical behavior and honesty are the cornerstones of
professionalism within Bechtel and are necessary for leaders to
earn the trust and respect of their organization. Without integrity,
leaders are frequently perceived as being manipulative and
untrustworthy.
A leader with integrity:
Exhibits high ethical standards of personal conduct
Is honest in every endeavor
Is open and candid with others
Deals fairly with others
Follows through with commitments
Is trusted by others
Leading a team requires a level of personal competence that
ensures an understanding of the problems and challenges
confronting the work team. Technical expertise is an important
ingredient for credibility. It also enables the leader to effectively
represent the work team in cross-functional activities.
A leader with technical competence:
Is considered highly proficient in his/her field
Has preferably been certified/licensed by a professional body or
licensing board (e.g., Professional Engineer, CPA)
Is knowledgeable about the technical requirements of the task
Demonstrates competence on the job
Self-Esteem and Self-Confidence

To engender confidence in others, leaders must demonstrate
confidence in themselves. Having a positive self-image and
believing in one's ability and potential are essential ingredients for
leaders to successfully guide their teams. Obviously, when
carried to extremes, these qualities may have a negative impact
on leadership effectiveness. Leaders who are seen as being selfcentered, arrogant, and overly directive are often viewed as
lacking a team perspective.
A leader with self-esteem and self-confidence:
Is self-assured, but has a healthy humility
Recognizes and appreciates the challenges he/she likes the
least, and the most
Deals effectively with staff members who are older and/or more
experienced
Interacts comfortably and effectively with customers or senior
executives
Seeks constructive feedback to improve himself/herself
Blends personal and professional responsibilities effectively
Self-Discipline
Effective leaders are able to monitor themselves and emphasize
the need for self-control in fulfilling their obligations.
A leader with self-discipline:
Is a self-starter
Responds effectively to a boss who provides autonomy; works
hard to develop skills and earn respect
Tackles the tough issues
Seizes opportunities when they arise;
Recognizes and acknowledges his/her own strengths and
weaknesses; works on self-improvement
Controls his/her ego
Admits mistakes but is not overwhelmed by them
Bounces back from adversity
Develops close relationships with team members; is empathetic
but objective and responsible

Leaders must possess the managerial competencies necessary
to sustain organizational success. Specifically, they must be
competent in the areas of planning, budgeting, organizing,
staffing, controlling, and problem-solving.
A leader with management competence:
Translates goals and objectives into specifics for each
assignment
Applies technical knowledge and skills to achieve business
results
Fosters business and technical excellence
Ensures that team members have the tools and training needed
Controls costs in line with budget
Understands customer requirements and expectations;
communicates to all involved
Manages business to achieve/exceed established performance
goals
Proactively assesses the impact of the changing business
environment
1997 Edition
In today's competitive environment, leaders must be able to deal

effectively with uncertainty. They need to be comfortable with
ambiguous circumstances and be able to provide appropriate
guidance and structure for team members to perform effectively
even though the process or the outcome is not clearly defined.
A leader who is tolerant of ambiguity and uncertainty:
Works effectively in an unstructured environment
Makes appropriate decisions under pressure, even with
incomplete information
Identifies critical issues and establishes priorities
Is able to identify the root causes of critical issues
Remains flexible when dealing with changing requirements
Makes independent judgments and initiates appropriate actions
Remains effective and calm under stress and pressure
Utilizes innovative strategies in dealing with high-risk situations
8-9
Section 8
Leadership
Resilience
The most effective leaders are able to bounce back from

temporary setbacks. They understand the importance of learning
from failure by identifying the causes and then taking action to
prevent future recurrence. Effective leaders are not overwhelmed
by failure. They appreciate that progress is not always linear
A leader with resilience:
Bounces back from adversity; doesn't explode of crumble
Admits personal mistakes, learns from the, and moves on to
correct and improve the situation
Focuses on what went wrong rather than who was wrong
Recognizes weaknesses, problems, and errors as
opportunities for continuous improvement
Receives/delivers bad news with grace
Is able to maintain morale even under difficult circumstances
Being willing to pursue difficult goals, to strive to solve

challenging problems, and to take reasonable risks in confronting
difficult issues are important attributes for leaders who are
attempting to facilitate changes within their organization. Risktaking needs to be commensurate with organizational
responsibility. It is not acceptable for leaders to simply maintain
the current state of the organization.
A leader who is willing to take risks:
Is not hesitant when making decisions
Assesses the situation and takes calculated, reasonable risks;
does not gamble
Understands the parameters of risk-taking within Bechtel;
elevates decisions to the appropriate level and at the right time
Takes risks on unknown variables when circumstances warrant
action
Broad Perspective
Persistence
Bechtel capitalizes on professional expertise and technological

advancement. As a consequence, effective leaders must have
an in-depth appreciation for cultural diversity as well as a broad
understanding of the myriad challenges that confront the
organization. Truly effective leaders will be characterized by a
breadth of perspective that gives them an appreciation of the
organization as a whole--of One Bechtel
A leader with broad perspective
Understands issues from the perspective of One Bechtel and
strikes balances accordingly
Contributes to the broad goals of Bechtel; has a crossfunctional perspective
Is able to understand issues from the perspective of senior
management as well as that of more junior employees
Clearly defines problems/issues involving work of crossfunctional groups
Develops and shares a vision of the future business mission
and strategy
Proactively assesses the impact on business of ever-changing
environmental issues
Commitment
Commitment is much more than passive loyalty. It means the
leader identifies with the mission, values, vision, and goals of the
organization, is willing to put forth tremendous energy on behalf
of the team, and has a strong desire to maintain membership in
the organization. Committed leaders accept responsibility for the
success or failure of the work team.
A leader with commitment:
Understands and believes in Bechtel's purpose, mission, and
core principles
Willingly exerts efforts to achieve excellence and continuous
improvement
Accepts increased responsibility and is willing to take
appropriate risks to fulfill his/her responsibilities
Is dedicated to the success of the work team; recognizes and
rewards team member contributions
Leads by example; pitches in personally as needed
Delegates appropriately and effectively
8-10
When confronted with difficulty, effective leaders refuse to give

up. Rather, they continue to seek solutions and pursue
successful completion in the face of adversity.
A leader with persistence:
Continues to put forth effort in adverse circumstances
Does not give up easily
Is determined to solve difficult problems
Is innovative rather than resigned
Uses his/her knowledge and technical expertise to broaden the
range of possible solutions
Recognizes blind alleys, learns from the experience, then
moves on to find a better route
Takes charge in difficult situations
Analyzes difficult situations carefully and reduces them to their
root causes when seeking solutions
Self-Motivation
Effective leaders are self-directed and self-motivated. They thrive
on challenges and seek added responsibilities in order to make a
difference. They are driven by a need for personal growth and
development.
A leader who is self-motivated:
Is a self-starter; takes initiative
Enjoys working hard at his/her job
Seeks constructive feedback to improve
Learns from own and others' mistakes
Sets challenging goals for himself/herself and encourages
team members to grow professionally
Takes initiative in career development; seeks opportunities for
personal and professional growth
Is able to transfer knowledge gained in a variety of settings to
enhance personal and team performance
Balances professional priorities and personal responsibilities
Leaders must recognize and capitalize on the unique skills,
abilities, and characteristics of each individual team member.
Differences must be seen as assets and opportunities rather than
as limitations. Teams can function effectively only if all
members--regardless of their position or status within the
organizational hierarchy, and regardless of their responsibilities
on the team--respect and value each other.
A leader who respects/values others:
1997 Edition
Leadership
Recognizes the unique contributions of others

Respects other perspectives and points of view
Enjoys working with other people as members of a team
Supports actions by others to innovate and take reasonable
risks
Solicits input from others before implementing ideas
Welcomes disagreement as a means to access information
Is empathetic
Listens well

As leaders strive to develop effective, integrated teams, they must
apply specific skills and competencies to accomplish their goals.
Those identified below are required to focus and sustain the
efforts of team members. They are essential ingredients for
effective teamwork within Bechtel.
These skills and competencies enhance the leader's ability to:
Clarify the guiding principles/values and integrate these
principles/values into the Bechtel culture
Create a vision and energize the components within Bechtel to
fulfill this vision
Create and sustain effective teams that result in synergy
Increase team member involvement by developing an
appropriately participative work environment
Increase the effectiveness of organizational and interpersonal
communication throughout Bechtel
Enhance technical and managerial competence at all levels of
the company
Each of the skills identified below can be learned. Training and
professional development are effective strategies to improve
ability and enhance each leader's level of competence.
Coaching
To coach the team means to facilitate performance and
development. Coaching is the process of enabling others to act,
of building on their strengths. At its heart, coaching involves
caring enough about people to take the time to build a personal
relationship with them. Coaching is linked closely with
"empowering" and "mentoring."
A leader who coaches:
Takes personal interest in the development of each team
member, including helping with career planning
Accepts the challenge of helping to convert potential into
performance
Encourages team members to develop and attain "stretch
goals"
Communicates clear expectations to members of the team
Teaches effectively
Delegates appropriately
Provides timely and accurate feedback on individual
performance; conducts on-the-job counseling with direct
reports
Uses mistakes as opportunities for professional development
1997 Edition
Section 8
Effective interpersonal communication is essential to enable
people to work well together. The key is authentic dialogue
between the leader and various team members and among the
latter. In essence, effective interpersonal communication is
necessary to create trust and mutual respect. It is essential for
understanding customer expectations and resolving potential
conflicts.
A leader who communicates well interpersonally:
Demonstrates effective one-on-one communication
Listens effectively; practices active listening skills
Seeks feedback; provides honest feedback, even when not
comfortable
Expresses thoughts clearly; expresses feelings and concerns
with tact
Responds promptly to inquiries from team members
Shares information openly; keeps people informed of relevant
issues
Asks open-ended questions as well as specific, probing ones
Is empathetic
Does not "shoot the messenger"
The real purpose of organizational communication is to integrate
a variety of resources that focus on achieving a common goal.
Effective leaders within Bechtel use organizational
communication skills to plan, organize, staff, lead, guide, and
control.
A leader who practices organizational communication:
Communicates intentions and rationale; gives people a sense
of purpose; explains why
Provides information about the direction of the organization and
the major business issues influencing it
Communicates expectations and actively seeks ideas and
opinions from team members
Writes clearly and concisely
Conducts effective, productive meetings and business
presentations
Is persuasive in communicating ideas
Communicates effectively with personnel within and outside of
the organization; understands their expectations
Empowering
Empowering is the process of asking and enabling people to do
what they are capable of doing and causing them to assume
responsibility and accountability. It requires the leader to provide
and/or share resources and authority and drive decision-making
down to its lowest appropriate level, giving team members control
over their work responsibilities.
A leader who practices empowering:
Provides team members with enough authority to do their jobs
effectively, and with appropriate autonomy based on their
experience, expertise, and commitment
Ensures that team members have access to necessary
resources
Encourages team members to arrive at their own solutions to
problems wherever possible
Allows team members the freedom to disagree on issues while
supporting the agreed implementation
Encourages appropriate risk-taking
8-11
Section 8
Leadership
Trusts others to accomplish their work without excessive

checking, but monitors the process and progress; does not
abdicate responsibility
Motivating Others
For the most part, individual team members must motivate
themselves. However, the leader can influence the level of
motivation tremendously by creating a climate where others will
enthusiastically strive to achieve organizational goals. Leaders
can structure work opportunities that tap into a team member's
motivation by seeking ways to align the individual's interests with
the expectations and requirements of the team. Motivating others
is a critical responsibility if Bechtel is to sustain success.
A leader who motivates others:
Clarifies expectations (e.g., results, standards, and priorities)
Works with team members to set attainable goals and
performance standards
Works with team members to clearly define roles and
responsibilities
Gives credit/recognition for accomplishments; provides
rewards in a timely and meaningful manner
Recognizes and rewards team performance as well as
individual contributions
Spends time with team members to clearly understand what
motivates them individually; structures the working environment
to tap into individual motivators
Is fair and consistent
An explicit function of an effective leader is to take actions that
assist team members in their personal and professional growth.
Actions should be directed to the joint benefit of the individual and
the organization. Leaders need to understand that their
obligations to develop colleagues are essential for Bechtel's
sustained success.
A leader who develops colleagues:
Gives assignments that expand and enhance team members'
skills
Is an effective role model; emphasizes self-development;
encourages and coaches others to do likewise
Works with individual team members and with corporate
resources to discuss and develop career plans
Personally communicates commitment to developmental
activities
Knows team members' strengths and weaknesses
Develops strategies for resolving performance problems
Provides accurate assessment and appraisal of team
members' performance; provides ongoing feedback, and
emphasizes development rather than evaluation
Problem-Solving
Effective leaders identify potential problems early and focus on
locating the root causes. Problem-solving requires leaders to
weigh the risks, costs, and benefits of alternative solutions, as
well as the activities necessary to gain the support of people who
will be involved in implementing the chosen solution. Effective
leaders identify solutions with an eye to the goals and objectives
for the group.
8-12
A leader who problem-solves:

Focuses on the most critical issues
Identifies problems in their early stages
Identifies the root cause(s) of problems
Assures follow-through with solutions
Understands and uses basic problem-solving tools
Keeps upper management informed of a problem's status
Clearly defines the impact of problems and potential solutions
on other work groups
Encourages the expression of diverse opinions to get the best
solution
Emphasizes what went wrong, not who was wrong; focuses on
the process and on process improvement
Considers overarching goals when solving problems
Decision-Making
Effective leaders are required to address issues, make decisions,
and solve problems in a timely manner. Decisions must be
fundamentally correct and effectively implemented. When
leaders approach decisions, they strive to identify alternatives and
choose from them. Additionally, they focus on the processes
used to determine alternatives.
A leader who practices effective decision-making:
Appropriately involves team members in making decision(s)
Looks to the defined mission, vision, and strategies for
guidance
Makes decisions that fulfill current obligations and position the
group to accommodate future demands
Develops a comprehensive set of alternatives before making a
decision
Makes decisions in a timely manner (neither too early nor too
late)
Involves key individuals and groups who will be affected by the
decision
Demonstrates sound judgment
Gains the support of people implementing the decision
Provides feedback on impact of decisions on business
operations
Teamwork
Effective teams within Bechtel are characterized by mutual trust
and respect, open and honest communication, shared
responsibility, and a strong commitment to continuous
improvement. Building and sustaining effective teams involves
effort, coaching, and practice. Team leadership blends
individuals with diverse backgrounds, experience, and
personalities into a productive working group. Teamwork is an
active, ongoing process.
A leader who practices teamwork:
Consults team members regarding plans/decisions that affect
them; solicits information, ideas, and potential solutions
Emphasizes and rewards collaborative, team-oriented behavior;
acknowledges and rewards individual contributions to the
team's success
Helps remove barriers that impede the team
Empowers and enables team members to take initiative and
share responsibility
Conducts team-building activities as necessary to initiate or
rejuvenate teamwork
Conducts effective team meetings
Emphasizes individual development; cross-trains team
members in other areas of responsibility
1997 Edition
Leadership
Promotes a team spirit; builds commitment to the team's
success; emphasizes synergy as a critical product of teamwork

Planning and organizing are critical activities that position the
team to fulfill its mission/purpose and to achieve its vision.
Planning activities require leaders to establish detailed steps and
timetables for achieving needed results, and allocate resources
needed to make them happen. Organizing involves establishing
a sufficient structure for accomplishing the plan, staffing that
structure with appropriate personnel, and delegating
responsibility and authority to carry out the plan. This activity also
includes defining the policies, procedures, and processes to
guide team members in their work.
A leader who practices planning and organizing:
Works closely with customers and suppliers to define
expectations and mutual responsibilities
Develops a realistic plan; determines timetables and milestones
to be integrated into the plan
Assesses risks and develops contingency plans
Ensures that plans affecting others are fully coordinated
Allocates resources efficiently and effectively
Defines working relationships, roles, and responsibilities to
implement the plan
Develops group plans/methods for implementing schedule and
budget
Obtains commitments from suppliers and customers to meet
the plan
Monitors progress; balances immediate requirements with
long-term responsibilities
Performance orientation means getting things done, managing
time appropriately, balancing a myriad of priorities, and
maintaining a perspective about short-term, mid-range, and longterm goals and objectives. Performance orientation focuses on
meeting quality expectations and completing projects on time and
within budget
A leader who practices performance orientation:
Demonstrates a clear commitment to delivering value to the
customer
Is proactive
Balances priorities appropriately
Manages time efficiently and effectively
Implements and facilitates appropriate change
Completes projects to quality expectations, on time, and within
budget constraints
Achieves short-term and intermediate-term organizational goals
Helps position Bechtel to achieve its long-term objectives
Mentoring
Mentoring involves teaching, advising, and empowering others. It
implies a "master-apprentice" relationship that results in sharing
expertise, guiding professional development, and taking a
genuine interest in another person's career enhancement.
Organizational policies cannot dictate mentoring relationships
since they involve a degree of selectivity and a sense of personal
closeness between those involved. Effective leaders often
develop mentoring relationships with as many trusted and trusting
individuals as they can.
A leader who mentors:
Allows coaching responsibilities to evolve into mentoring
relationships
1997 Edition
Section 8
Takes an active interest in the professional development of

individuals; shares expertise and "corporate lore"
Identifies high-potential individuals; willingly accepts
responsibility to guide them over an extended period of time
Is a trusted confidant and advisor with respect to career and
professional development and even, in certain circumstances,
with respect to personal matters as they relate to work
Understands mentoring as a tool for continuous improvement
Accurately assesses individual strengths and developmental
needs
Provides open, candid feedback on performance and work
processes as well as advice for improvement
Actively works to ensure that assignments contribute to the
individual's growth and development

Effective leaders use their individual attributes and judgment
qualities -- along with their skills and competencies -- to guide
their team members through a six-step process:
1. Understand and define the purpose and mission
2. Clarify Bechtels values and core principles
3. Create a shared vision
4. Develop goals and objectives
5. Develop plans to attain goal and objectives
6. Implement, monitor and improve the process
These steps are described below.
Understand and Define the Purpose/Mission
Leaders must clearly understand what needs to be accomplished
to fulfill customer expectations and sustain Bechtels success. In
this step, the leader establishes the purpose and mission of the
team. This helps to define the focus of the team and its
contribution to the customers and Bechtels overall goals and
objectives. It is based on identifying the customers expectations
and at least satisfying them by effective use of Bechtels own
mission and core principles.
Clarify Bechtel Values and Core Principles

Is also crucial that the leader understand and explain how
Bechtels values and principles contribute to the teams overall
success. Clarifying this contribution for the team helps create a
culture that emphasizes a sense of shared responsibility for
achieving the mission. Furthermore, Bechtels values and core
principles reflect our desired management philosophy and enable
leaders to make appropriate decision.

Creating a compelling vision and winning team members
enthusiasm and support for this view of their future is essential to
success. A vision communicates the teams purpose and
direction, and effectively focuses the teams activities and
energies. It also encourages a participative team culture and a
commitment to continuously improve.

In developing goals and objectives, leaders define specific
activities that will succeed in achieving the teams mission and
vision. These goals and objectives provide the milestones that
must be met to fulfill the teams responsibilities to its customers.
Generally, they represent measurable accomplishments that help
leaders make the progressive decisions needed to achieve the
near-, mid-, and long-term expectations of the customer, the
company, and the team.
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Leadership
Leaders must develop detailed plans for integrating activities,

talents, and resources. Proceeding without such a strategy for
action often results in misdirected efforts, lack of coordination
across functions, inefficient use of resources, and frustrated
people. Effective team leaders recognize that planning is the
bridge between the vision and its implementation.

Once plans are established, leaders must implement the
processes that will enable the team to attain its purpose. They
must understand these processes, pay attention to critical
elements, and concentrate on process improvement. In the
implementation stage, leaders focus the team members energy
and efforts so that they achieve expected -- and sometimes
extraordinary -- results.
Leadership by example becomes crucial as the leader sets the
pace, focuses the team, monitors activities, provides resources,
gives feedback, evaluates systems and processes, and rewards
successes (both individual and team).
SUMMARY
We will achieve the type of leadership we seek when the three
components (individual attributes/judgment qualities, leadership
skills/competencies, and the leadership process) discussed
above are fully integrated into our organization. We need to do
this in a continuous improvement mode and in a highperformance environment of trust and teamwork.
Continuous improvement has become part of Bechtels
underlying corporate philosophy. Effective leaders constantly
demonstrate their personal commitment to continuous
improvement. They provide a work environment in which team
members are encouraged to share ideas and innovate
approaches. They make sure each member of the team
participates in ongoing improvement efforts directed at
strengthening our customer and performance focus, reducing
waste, and improving our culture.
Such leaders are also concerned with continually improving our
leadership processes. They create and sustain effective
leadership, teams, and decision making. They see their team
members as their customers in the leadership process and they
seek and value feedback from those team members.
Our leaders behavior is a key to Bechtels business success.
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Section 9
Training
GENERAL
This section of the handbook describes the role of the Superintendent in implementing training at
the construction site. Bechtel is a learning organization which never stops the process of OnThe-Job training of its employees. As a front line supervisor, the Superintendent has a significant
role in training at the construction site.
New Employee Orientation
To be effective, all new employees on the project must understand their job assignment and what
is expected of them. This includes the Craft Superintendent. The supervisor must explain the
requirements of the job and what is expected of the employee on the project. Do not assume that
employees understand what is expected of them.
Construction craft employees are generally given a new employee orientation training session
when they initially report to work. This orientation training typically includes:
Safety Indoctrination
Environmental Awareness Training
Project Work Rule Indoctrination
Site Cleanliness
Owner specific training
Apprenticeship Program Training

Bechtel is strong advocate for apprentice training programs and the Superintendent should
encourage the continuing training and development of craft apprentices on the team. The
following opportunities should be exploited to further apprentice development:
Encourage apprentices to attend training classes offered by the local union hall
Post letters from the local apprenticeship coordinators regarding journeyman upgrade training
Encourage apprentices to participate in Apprentice Competitions sponsored by the local
Building Trades Council or International Union and recognize achievements in competitions
Provide work assignment opportunities for apprentices which will broaden their work skills and
help their progression to Journeyman
On-The-Job Training
During the course of the project, construction craft require specific training to perform required
work assignments. The Superintendent is responsible for determining the type of training
required. Examples of on the job training include:
Automation Tools
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Training
Electrical Component and System Testing

Excavation Competent Person Training
Hazardous Material Handling Training
Heavy Equipment Operation
Measurement and Testing Equipment Control
OSHA Training
Piping System Pressure Testing
Powder Actuated Tools
Radiation Worker Training
Rigging
Safety Tagging and Lockout
Site Environmental Requirements
Site Security
Timekeeping
Tool Inventory and Control
Welding
Work Permits
Work Packaging
The Site Manager will establish appropriate requirements to document the training performed.
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Section 10
Labor Relations
BECHTEL NATIONAL AGREEMENTS
In 1992, Bechtel Construction canceled it's National Agreements with the International Unions
and entered into a new understanding called the National Alliance. This is a partnership
agreement signifying each party's intention of cooperation in all matters pertaining to construction
and maintenance.
BCC has no other permanent contractual relationship with the Building Trades. The National
Alliance is now the umbrella for all site specific agreements, including the NMA, GPMA, the
National Construction Stabilization Agreement, and all Project Agreements. All of these
agreements will continue to be used but the principles of the Alliance will be applied to every
project. A copy of the Alliance is included in Attachment 10-1.
Project Labor Agreements
The typical scope of work for Bechtel Construction in the domestic market can be separated into
two categories, with each category having traditional labor agreements and practices designed
specifically for the work process. The first category to be discussed here involves operating
plants where the Bechtel work includes routine maintenance activities as required to support
continued plant operation, while the second category covers new construction work where the
Bechtel scope is a grass roots effort building a plant from the ground up.
MAINTENANCE AGREEMENTS
In recent years maintenance work has comprised the majority of BCC direct jobhours. There are
three principal maintenance agreements covering all types of industrial maintenance projects.
General President's Project Maintenance Agreement (GPMA)
The GPMA is a single agreement signed at the national level by the fourteen building trades
unions who support industrial maintenance work. It is administered jointly by labor and
management through the GPMA Policy Committee. It is for use on any type of industrial
maintenance project when the facility owner guarantees work to the requesting contractor for a
duration of one year or more. Approval to use the GPMA is granted by the GPMA Committee on
a project by project basis. When warranted, the Committee may grant modifications to existing
local wage/fringe rates and review same on an annual basis.
National Maintenance Agreements (NMA)
The NMA's are individual agreements signed at the national level by each of the fourteen building
trades who support industrial maintenance work. The NMA's are administered jointly by labor and
management through the National Maintenance Agreement Policy Committee (NMAPC). With
the exception of power plant maintenance work for the boilermaker, carpenter and pipefitter, the
NMA's are for use on all types of industrial maintenance projects with a duration of less than one
year. Approval to use the NMA's is granted by each individual national union on a project by
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project basis. The NMAPC can establish reduced wage/fringe rates on specific projects to
compete against non-union contractors.
National Power Generation Maintenance Agreements (NPGMA)
The NPGMA are negotiated and signed individually by the boilermaker, carpenter, and pipefitter
for the exclusive use on power plants requiring maintenance or modification work with a duration
of less than one year. The principle difference between the NMA and the NPGMA is that the
latter provides for the payment of travel and subsistence on power plants located in the remote
regions. Like the NMA, approval to use the NPGMA is granted by each of the individual signatory
national unions.
Note:
Only three unions listed are signatory to the NPGMA. Projects utilizing the NPGMA
may also utilize the NMA for other crafts.
NEW CONSTRUCTION AGREEMENTS

Site Specific Agreements (Project Agreements)
For all new construction work a site sensitive labor agreement will be negotiated. Decision on
what type agreement is required and the best way to secure it is made by Labor Relations and
BCC Construction Management prior to the proposal stage.
National Construction Stabilization Agreement (NCSA)
The NCSA is, in effect, a National Project Agreement. It was negotiated between the National
Building Trades Unions and the National Constructors Association. By request this agreement
may be granted for any project in the USA It is also possible to negotiate additional items such as
wage reductions ,special shifts etc. on a local basis as addenda to the NCSA.
Locally Negotiated Project Agreements
Locally negotiated agreements may still be utilized in selected areas. Bechtel has a long history
of negotiating special agreements to cover particular projects. These local project agreements
are most often done with the local Building Trades unions who will furnish employees to the
project. In special cases, this type agreement might be negotiated exclusively with the
International Unions in Washington, D.C. to cover a particular project or area.
Project Agreements are known by many names. Usually associated with the project or area they
will cover, they may be referred as project agreements, stabilization agreements, area or industry
agreements or memoranda of understandings.
Any agreement, regardless of the type, should strive to meet certain criteria. It should cover all
crafts, eliminate costly and adverse conditions in local agreements, and be a free standing
agreement and not refer to any other agreement (local) for any conditions. Not all project
agreements are equal, it depends largely on the labor climate in the area.
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Local Collective Bargaining Agreements (LCBA)

The Local Collective Bargaining Agreements (LCBA) are usually negotiated between a local union
and a company organization (Mechanical Contractors Association, Building Contractors
Association, National Electrical Contractors Association, etc.). Typically, a LCBA contains the
following clauses: recognition, management rights, union shop, dues check-off, benefits and
fringes, work preservation, working conditions, work schedule, rates and classifications, holidays,
grievance procedure, no-strike or no-lockout, and duration of the contract.
BCC generally does not become signatory to a LCBA. Some of the agreements mentioned
previously (including the Addendums) may refer back to the LCBA of the particular union.
JOBSITE WORK RULES
Each jobsite will have its own set of site specific rules and regulations. The site specific rules will
include, as a minimum, the following headings with detailed explanations for each.
An introduction which identifies Bechtel as the contractor; the client; the length of the contract;
and a brief description of the services to be performed.
The normal hours of work.
Guidelines for entering and/or leaving the jobsite.
Absenteeism and tardiness.
Safety and First Aid.
Security.
General.
Reasons/categories for terminations other than reductions-in-force.
Each jobsite should have it's Project Work Rules printed for issue to each employee upon hiring
in, and should include a page for the individual to sign, signifying that he/she has read and
understands the contents thereof. That signed page must be turned in to the Site Manager for
placement into the individual's personnel file.
JURISDICTION
The following guidelines should be observed regarding jurisdictional assignments:
The responsible Labor Relations Representative and the Site Manager, or his designee,
should work in conjunction with one another to make jurisdictional assignments. The actual
assignment, however, shall be the Site Manager, or designees, responsibilities.
When anticipating a controversy, there is a good chance that a settlement can be reached at
one of these steps: discussions with jobsite stewards; with business managers/agents; with
international representatives; or in unusual situations, with general presidents (or their
designees). If there is still no agreement, we have at least built our case to the point that
neither crafts is in a position to object too strenuously when an assignment is made. If the
responsible Labor Relations Representative is not in residence, the representative should at
least be aware of any disputes and meetings at the jobsite level and become directly involved
at the international level.
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Note:
Labor Relations
One point of reminder -- many stewards are not empowered by their business
managers to agree to jurisdictional assignments. Therefore, before attempting to
resolve a problem at the steward's level, be sure you are aware of the steward's
authority.
If a work stoppage occurs over a jurisdictional assignment, Labor Relations must be advised
immediately (covered under Work Stoppage section).
Remember, once a jurisdictional assignment is made, it cannot be changed unless the Joint
Administrative Committee (JAC) rules in the other union's favor or the unions involved
mutually agree to change it. Do not let a contesting union alter your assignment.
Maintenance agreements, such as the GPMA, NMA and NPGMA have unique methods for
handling jurisdictional assignments and disputes. Special attention must be taken when
handling jurisdictional issues covered by maintenance agreements.
NEW HIRE PROCEDURE

Prior to any craft employee being hired on a project, a craft Labor Requisition must be completed
and signed by the appropriate Superintendent. The Labor Requisition must include the following:
Requisition number.
Number and classification of crafts required (Journeymen, Welders, Apprentices, Helpers,
etc.).
Tests required (Welders).
Clearances required (maintenance work).
Other pertinent data.
Date and time required.
Time and date union hall was contacted.
Name of person contacted.
Name of person authorized to place the order (normally Field Superintendent or designee).
Name of Superintendent requesting the crafts.
A reasonable amount of lead time is normally required when placing orders for craft persons.
Three (3) working days prior to the required date is usually sufficient. Only one (1) person, with a
designated backup, should be authorized to place craft Labor Requisitions. A sample craft
requisition form is shown in Attachment 10-2.
TERMINATION PROCEDURES
The proper termination of employees is vital in order to maintain harmonious relations on the
project while avoiding violations of the National Labor Relations Act and other statutory
provisions, such as Equal Employment Opportunity and Affirmative Action, the applicable
collective bargaining agreement and civil law suits.
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There are three ways to terminate an employee - layoff, voluntary quit, or discharge for cause.
When an employee is considered for termination based on one of these reasons, the following
guidelines should be followed:
Layoff
Craft employees may be laid off for any of several different reasons, including lack of work, job
completion, project shutdown or at the request of a third party, e.g. (a Bechtel client for failure to
obtain site access). Generally, employees who are laid off are eligible for rehire at a later date
with job availability. However, employees laid off at the request of a third party, may have
restrictions placed on their eligibility for rehire. General layoffs due to lack of work, present the
greatest exposure to Bechtel with regard to charges of discrimination, violations of state or federal
statutes, as well as the collective bargaining agreement. Consideration should be given to
EEOC/AA requirements.
Note:
All decisions regarding employee layoffs are the responsibility of Bechtel. Depending
on the size, complexity and duration of the project, detailed layoff procedures may be
required. Labor Relations is responsible for preparing formal layoff procedures when
required.
Voluntary Quits
When an employee voluntarily quits, he or she is eligible for rehire, except in cases of habitual
quits. It is imperative that the correct reason for voluntary quits be recorded, e.g. to take another
job, unsatisfied with job, etc. When the correct reasons are recorded, it assists in identifying
those who habitually quit and it supports our justifications when determining them ineligible for
rehire. It also ensures the correct identification of any troublesome patterns of quits, e.g., leaving
for another job, unsatisfied with job, etc. Further, when a person voluntarily quits, Bechtel will
mark the termination slip as quit, and not layoff.
Discharge for Cause
Employees who violate project work rules are subject to disciplinary action, up to and including
discharge. To ensure that uniform action is taken regarding employee discipline, disciplinary
procedures should be established and followed. These procedures will be distributed to all
employees upon hiring in, with their signed acknowledgment retained in their personnel file folder.
An example of acceptable project specific disciplinary action is included in the Work Rules
Section for review. Any deviations of these procedures should be reviewed by Labor Relations.
Prior to taking disciplinary action against a craft employee, it is recommended that the Site
Manager, or his designated representative initial all discharge slips in addition, a Labor Relations
Representative, in residence on a project, should review the discharge slip if time permits.
Note:
It is recommended that all discharges be reviewed with Labor Relations prior to any
action being taken.
Included below is a checklist which will be followed when initiating an employee discharge:
Clearly state the correct reason for discharge. Refer to the specific job rule by number and
description.
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Make sure the appropriate union business agent receives a copy of the employees discharge
slip.
If discharging a union steward, check the appropriate union agreement before action is taken.
In most instances, a waiting time is stipulated. If time permits, call Labor Relations prior to
discharging a steward. If time is not available, notify Labor Relations after the discharge.
Do not procrastinate in discharging an employee; take this action immediately once the facts
are established. The longer a person remains on the payroll, the stronger their case
becomes.
When you discharge or layoff an employee, they must be paid in full at the time. Voluntary
quits must normally wait until the appropriate pay day; however, if the employee insists on
being paid on the day they quit, and the payroll department can do so without undue
hardship, consideration should be given to paying at time of termination. It is usually
advisable to pay the individual who is quitting, as opposed to forcing them into being
discharged in order to receive the pay check.
When an employee is discharged, there is always the possibility of a grievance, EEO charge,
or an unfair labor charge being filed. Thus, proper documentation is crucial, e.g., written
warnings, statements from witnesses, time records, photographs, etc. If an employee
receives a written warning for an infraction of a job rule, also send a copy of same to the
appropriate business manager or agent.
Be sure of the facts before discharging an employee.
treated as such.
Secondhand information should be
Ensure that manual employees and the respective union business managers/agents are
thoroughly familiar with Bechtel's termination procedures. Special emphasis should be made
on the reasons for discharge, which reasons result in eligibility for rehire after a specified
period and which result in permanent discharge. This information should be relayed at the
pre-job conference and again in the job work rules given to each employee.
For more information on terminations, see the project Labor Relations Action Plan.
IMMIGRATION PROCESSING
All manual employees must be processed within three days after employment in accordance with
the requirements established under The Immigration Reform and Control Act of 1986; (IRCA).
Processing implementation should be closely coordinated with site management and site
controller personnel.
IRCA processing should also be reviewed with each local union during the pre-job conference to
ensure manual employees are aware that they will have to produce required IRCA documentation
in order to be eligible for employment. Every effort should be made to have the unions confirm
that all referred applicants have the appropriate documentation available when they first report to
the jobsite.
In those cases where it becomes necessary to terminate an employee for failing to produce the
documentation specified under IRCA, the termination slip should be completed as follows:
Check the appropriate box on the Notice of Termination slip (Employment Eligibility) (see
Termination Procedures).
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Indicate on the termination slip, "Individual did not produce documentation required by INS
regulations".
Questions regarding IRCA processing should be directed to Labor Relations.

EQUAL EMPLOYMENT OPPORTUNITY/AFFIRMATIVE ACTION (EEO/AA)
The Labor Relations Department and Construction Management has the responsibility for
implementing Bechtel's policies regarding Equal Employment Opportunity (EEO) and Affirmative
Action (AA) as they apply to manual employees on each project. These policies are specifically
described in the Jobsite EEO and AA Plan. The Jobsite EEO/AA Plan is part of the Labor
Relations startup kit for each project which is available from the Labor Relations Department.
Labor Relations and Construction Management also ensure there is compliance with the various
state and federal statutes governing manual employees. These include the following major
federal laws:
Title VII of the Civil Rights Act of 1964, which made it unlawful to discriminate in employment
based on race, color, religion, sex, or national origin.
In 1967, age discrimination was forbidden by the Age Discrimination Act.
In 1973, handicapped status was added to the list of prohibited considerations.
In 1974 an employment preference was established for disabled veterans and Vietnam-era
veterans.
Bechtel Construction Company's EEO policy, in accordance with company directives, is stated
below:
"Employment at Bechtel shall be based on individual merit, qualifications and
competence. Personnel policies and practices shall not be influenced or
affected by an applicant's or employee's race, color, religion, sex, national
origin, age, mental or physical handicap, status as a disabled veteran or
Vietnam-era veteran, or other non-job related characteristics. This policy
governs all aspects of employment, classification and assignment, all forms
of compensation and benefits, transfer, training and development, promotion,
layoff, termination of employment or discharge, and all other actions affecting
status of employment. It is the policy of Bechtel that all employees will be
allowed to work in an environment free from unsolicited or unwelcome sexual
overtures or comments."
The federal government and many states have established an agency charged with enforcing the
laws prohibiting discrimination. The predominant EEO agency is the federal government's Equal
Employment Opportunity Commission (EEOC). This agency and similar state agencies
investigate and process charges filed by applicants and employees alleging discrimination filed
under the existing federal and state statutes. The EEOC was created through the enactment of
the Civil Rights Act of 1964. If an informal complaint of discrimination is brought to project
supervision's attention, there are certain steps that can be taken by Labor Relations and/or
Construction Management in an attempt to resolve the matter.
Discuss the alleged discrimination complaint with both sides. Identify the following: the exact
reason(s) for the complaint; who it is against; whether the complaint is of a repetitive nature;
and the proposed solutions to the complaint, as expressed by both sides.
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Evaluate the alleged complaint objectively taking into consideration; any overtones of
discrimination; if an infraction of rule or policy was committed and whether or not the individual
was aware of rule/policy; and if the complaint was warned verbally or in writing.
Make a decision as soon as the true facts of the situation are ascertained. The decision
should then be relayed to all parties concerned, in a manner aimed at deterring future
allegations of discrimination or actual discriminatory behavior.
Labor Relations has the responsibility for handling manual employee charges of discrimination
formally filed by the EEOC. This includes conducting investigations relative to the charge,
responding to government agencies and working with Bechtel Legal in support of unusual cases.
Governmental agencies having jurisdiction over Bechtel's Affirmative Action obligations are
separate and distinct from the EEOC and the state agencies that handle individual complaints.
The EEOC has no jurisdiction once Affirmative Action requirements are established under the
law. On the other hand, Affirmative Action compliance agencies can and will investigate
individual complaints that come to their attention.
Under the direction of the Office of Federal Contract Compliance (part of the Department of
Labor) various Affirmative Action compliance agencies review government contractors' and
subcontractors' Affirmative Action Plan in effect at construction sites and offices where federal
regulations require such written plans. Labor Relations prepares and implements that portion of
jobsite Affirmative Action Plan which applies to manual employees.
The following is an outline of the activities which Labor Relations and Construction will undertake
in support of Bechtel's policies regarding EEO and AA.
Labor Relations will be the prime contact with the unions regarding EEO and the
implementation of Bechtel's jobsite Affirmative Action Plan as it affects manual employees.
Labor Relations and Construction Management will jointly set the priority list for
implementation of EEO policies and programs and for Affirmative Action Plans on specific
projects.
The Construction Manager, or his designee, will notify each union in writing of Bechtel's
EEO/AA policy on an annual basis, and a regular review of the progress toward
accomplishing the objectives of the jobsite EEO program or jobsite Affirmative Action Plan will
be conducted with the building trades council on a semi-annual basis.
Labor Relations, if necessary, will offer support and assistance to the local unions in their
recruitment of qualified minority and female journey persons and apprentice applicants.
Labor Relations and Construction Management will establish procedures for manual gate
applicants, including referring applicants to unions, maintaining records of applicants, and
initiating direct gate hires if necessary.
To assure that a good faith effort is being made, Labor Relations and/or Construction
Management will maintain documentation of all correspondence, personnel contacts and
meetings pertaining to this Plan.
The Bechtel Corporate Policy on EEO will personally be given to each manual new hire in
writing and will be posted at conspicuous locations throughout the jobsite.
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GRIEVANCES
A grievance is a complaint or dispute arising out of the interpretation of collective bargaining
agreements, or application of company work rules, or general working conditions and must be
processed through formal procedures as outlined in the appropriate collective bargaining
agreement.
There are two basic types of grievances:
Agreement Interpretation
This type of grievance concerns disputes over the interpretation of a particular provision of a
collective bargaining agreement, and may be filed by either the union or the company.
Individual Grievance
This type of grievance generally involves an employee concern regarding termination, written
warnings, pay, work assignments, promotion, demotion, etc. and is typically filed by the
individual with the complaint through the appropriate union steward or jobsite representative.
Note:
It is advisable to have grievances reduced to writing by the grievant, or the

applicable union representative as soon as possible after the alleged violation.
Grievance investigations should begin immediately after receipt of the complaint.

The Bechtel Representative will conduct an impartial investigation to include (if applicable) the
following:
Interviews with the grievant, co-workers, supervisors, witnesses, etc.

Meetings/discussion regarding the complaint.
Gathering all pertinent documentation.
Once the investigation is completed and the facts, documentation, etc. is analyzed, a written
response covering all pertinent issues will be generated. Responses should be short and
simple and written in a clear understandable manner.
Note:
Bechtel's initial response to a grievance is not final and binding as the employee
has a contractual right to proceed to the next step in the applicable grievance
procedure.
The Grievance time limits in the contract are a subject of collective bargaining and must be
followed. Bechtel will enforce the limits with respect to presentation of a grievance and comply
with them in presenting our response. We will not argue the merits of an untimely grievance. If
time limits are not specified, inform the grievant and/or his representative that Bechtel will
expeditiously investigate the problems and obtain their agreement to our estimated time
requirements. In some instances, extensions to the time limits specified in the agreement may be
requested by the parties. Bechtel will document any agreed upon time limit extensions.
WORK STOPPAGES
Work stoppages are of prime concern to Bechtel and its clients. They must be handled with the
utmost urgency and with careful attention to procedures in order to minimize schedule disruptions,
cost increases and a negative impact on client and union relations. This section provides a brief
summary of the different types of work stoppages which can occur; appropriate steps to take to
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help minimize work stoppages; as well as proper communications and documentation necessary
to optimize control and response capabilities.
Types of Work Stoppages
Economic
Economic stoppages pertain to strike activity over expiration of collective bargaining
agreements. This type of strike is lawful unless specifically precluded by contractual
language. In most cases the appropriate labor agreement will contain provisions which will
allow work to continue during local economic strikes. However, economic strikes can still
occur as Bechtel or its client may wish to support local negotiations or Bechtel may be working
under a labor agreement which allows for economic strike with proper notification. Labor
Relations and Legal must be notified in the event of a potential or actual economic strike.
Jurisdictional
A work stoppage over a jurisdictional dispute is a violation of both the Taft-Hartley Act and the
Impartial Disputes Board Procedures. Thus, this type of stoppage is a breach of contract and
is illegal.
Grievance
Work stoppages over grievances are usually illegal, except where a grievance procedure in a
collective bargaining agreement permits a strike after certain steps have been exhausted, or
the grievance is over a legitimate economic issue in the contract.
Third Party
Third party work stoppages involve either subcontractor or client employees. These
stoppages can be either legal or illegal, depending upon the circumstances. If a
subcontractor's or client's employee exert pressure on Bechtel's employees through a work
stoppage, and Bechtel's employees are not directly involved in the dispute, then this becomes
a secondary boycott which is illegal.
Minimizing Work Stoppages
Grievances and jurisdictional disputes should be handled quickly and efficiently. As soon as it
is determined that a dispute exists, the responsible Bechtel personnel shall investigate and
take action to resolve the problem.
ANTI-HARASSMENT POLICY
Bechtel is committed to maintaining a work environment that is free of unlawful discrimination and
harassment. In keeping with this commitment, Bechtel will not tolerate harassment of applicants
or employees by anyone, including managers, supervisors, coworkers, other employees,
suppliers, subcontractors, or clients of Bechtel.
Bechtel will not tolerate any breach of this Policy 304 or the Equal Employment Opportunity Policy
(Policy 105). Prohibited are harassment or retaliation as a result of discrimination based on an
applicant's or employee's age, race, color, religion, national origin, physical or mental disability, or
sex. Bechtel will not tolerate harassing conduct that affects tangible job benefits; interferes with
an individual's work performance, or creates an intimidating, hostile, or offensive work
environment. Violation of this policy shall be considered grounds for disciplinary action, up to and
including discharge.
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Definitions
Harassment
Harassment consists of unwelcome conduct, whether verbal, physical, or visual towards an
individual based on sex, color, race, ancestry, religion, national origin, age, physical or mental
disability, medical condition, veteran status, citizenship status, or other protected group status.
Sexual Harassment
Sexual Harassment consists of unwelcome sexual advances, requests for sexual favors, and
other physical, verbal, or visual conduct of sexual nature. Such conduct constitutes sexual
harassment when:
4 Submission to the conduct is an explicit or implicit term or condition of employment.
4 Submission to or rejection of the conduct is used as the basis for employment decisions
affecting the individual, or
4 The conduct has the purpose or effect of interfering with an individual's work performance
or creating an intimidating, hostile, or offensive work environment.
Sexual harassment may include explicit sexual propositions, sexual innuendo, suggestive
comments, sexually oriented "kidding" or "teasing", "practical jokes," jokes about gender-specific
traits, foul or obscene printed or visual material, and certain types of physical contact.
Responsibilities
Any employee or applicant who feels that he or she has been unlawfully discriminated against or
harassed should promptly report such incidents to his/her supervisor, manager or Human
Resources representative.
All Bechtel employees are responsible for helping to assure harassment is avoided. Employees
who witness harassment should immediately notify their management or Human Resources
representative.
Managers, supervisors, and Human Resources representatives are responsible for investigating
all such complaints thoroughly and promptly. To the fullest extent practicable, Bechtel will keep
complaints and the terms of their resolution confidential. If an investigation confirms that
harassment has occurred, Bechtel will take appropriate corrective action. Bechtel will not tolerate
retaliation against anyone who has reported harassment.
FREEDOM OF EXPRESSION AND APPEAL
All employees have the opportunity to seek information, advice, or assistance from management
or their personnel representative and to communicate freely with these persons regarding all
matters relating to their work, including unwelcome sexual overtures or comments, discriminatory
acts, or employee concerns. Every employee is entitled to appeal any personnel action affecting
his or her employment without fear of censure or reprisal.
ALCOHOL AND DRUG ABUSE POLICY
Bechtel's Alcohol and Drug Abuse Policy is described in detail in Personnel Policy 306.
Superintendents are urged to refer to this policy for further information on this subject.
1997 Edition
10-11
Section 10
Labor Relations
Some of the key elements of this policy are listed below:
Bechtel will maintain a safe and efficient work environment, protect company operations, and
maintain high standards of job performance. Employees who are involved with illegal drugs or
other controlled substances or who abuse alcohol pose unacceptable risks to safe and
efficient operations. Such employee behavior also may undermine public or client confidence
in safe and efficient company operations. For these reasons, drug-related activity and
alcohol abuse are prohibited.
Violation of this policy may result in disciplinary action up to and including discharge for
misconduct.
Bechtel reserves the right to establish drug and/or alcohol search and screening procedures
consistent with applicable law and where deemed necessary.
Clients may impose drug and alcohol policies as a condition of site access for Bechtel
employees. Employees may be terminated if they fail to comply with such policies.
CRAFT PERFORMANCE EVALUATION

On some projects, there may be a requirement for the Superintendent to formally evaluate the
performance of Craft Foremen and General Foremen. If so, contact Labor Relations for further
information concerning craft performance evaluations.
NATIONAL ALLIANCE
Bechtel Construction Company (hereinafter referred to as BCC), a subsidiary of Bechtel Group,
Inc. and incorporated in Nevada and the Building and Construction Trades Department, AFL-CIO,
and its Undersigned National Unions (hereinafter collectively referred to as UNION), recognize
that construction is a rapidly changing industry requiring innovative, flexible and responsive labormanagement practices. Accordingly, both parties agree to enter into this cooperative NATIONAL
ALLIANCE (hereinafter referred to as ALLIANCE) which is based on effectively marketing,
planning and executing union construction.
The collective strengths and resources of BCC and the UNION are teamed in a partnership for
purposes of providing the OWNER community a highly qualified and competitive construction
option that will also produce expanded work opportunities for BCC and construction employees
represented by the UNION. The UNION and BCC pledge to exert every effort to improve work
force productivity and to improve management methods.
10-12
1997 Edition
Labor Relations
Section 10
NATIONAL ALLIANCE
ATTACHMENT 10-1
ARTICLE I. ALLIANCE PRINCIPLES
9.1 The ALLIANCE PRINCIPLES incorporated both parties' expectations, values and commitment to work
together as a team, and to develop mutually satisfactory, long-term programs to jointly:
a.
Develop business opportunities and market the value of the ALLIANCE to OWNERS.
b.
Establish an ALLIANCE Administrative Committee which will meet on a regular basis for the
purpose of implementing these PRINCIPLES.
c.
Provide an available, well trained, qualified, productive and cost competitive work force.
d.
Provide a drug and alcohol free workplace and a safe and healthful work environment to all
employees through an effective project screening and accident prevention program.
e.
Continuously improve productivity, quality and methods of work execution.
f.
Resolve any differences between the parties in an atmosphere of cooperative labor-management

relations and without job disruptions or work stoppages.
ARTICLE II. COVERAGE

9.1 The ALLIANCE and the PRINCIPLES shall cover all hourly paid manual construction craft employees
on BCC's payroll on its projects throughout the United States. BCC recognizes the Building and
Construction Trades Department and its undersigned National Unions as the sole and exclusive
collective bargaining representatives for its craft employees employed on jobsites covered by this
Agreement. The ALLIANCE and the PRINCIPLES do not apply to any classification above general
foremen.
9.2 The ALLIANCE and the PRINCIPLES also cover hourly paid construction craft employees of BCC's
contractors or subcontractors where such contracts or subcontracts are let solely by BCC is its own
name at a covered project; provided, however, the responsibilities under the ALLIANCE for any such
contractors or subcontractors shall be several and not joint. It is understood there may be instances,
when qualified union subcontractor(s) are not available. If this occurs, and after notification to the
UNION, BCC agrees to refer the matter to the Alliance Administrative Committee for resolution.
9.3 The ALLIANCE shall apply on all BCC projects. Conditions of employment on BCC projects shall be
contained in applicable industry or project agreements unless such conditions conflict with the
ALLIANCE, in which case the ALLIANCE shall govern.
9.4 The ALLIANCE and the PRINCIPLES apply only to BCC and not to any other separately incorporated
company in the Bechtel Group, or to the employees on their payrolls, unless such other company
individually executes the ALLIANCE and the PRINCIPLES. The ALLIANCE and the PRINCIPLES
likewise do not apply to the customer or client (referred to as OWNER) or BCC or any other Bechtel
Group Inc. company or entity or to the employees of the OWNER or any contractor or subcontractor of
the OWNER where the project work is let or sublet by the OWNER either directly or through an agent.
ARTICLE III. ALLIANCE ADMINISTRATIVE COMMITTEE

9.1 The parties shall form an Administrative Committee of BCC and UNION representatives and shall meet
on a regular basis and as required. Once formed, the Committee shall establish guidelines and
procedures for operation and handling of issues covered in the ALLIANCE.
9.2 The Administrative Committee shall jointly develop and implement a plan to market the value and
benefits of the ALLIANCE to individual OWNERS and the OWNER community.
1997 Edition
10-13
Section 10
Labor Relations
9.3 The Administrative Committee shall also continuously review construction work practices and
conditions of employment to improve the long-term competitiveness and the success of the ALLIANCE.
9.4 The Administrative Committee shall also serve in the Dispute Resolution Procedure, as set forth in
ARTICLE IX, as well as resolve any issue over the interpretation of the ALLIANCE and the
PRINCIPLES.
9.5 The Administrative Committee shall oversee local or regional administrative committees to implement
the ALLIANCE at the project level.
ARTICLE IV. WORK FORCE

9.1 A key PRINCIPLE is providing an available, trained, highly qualified, productive and cost competitive
work force. Each BCC project will have a specific plan to insure it is staffed with appropriate craft
personnel when required. These project plans will be developed in accordance with the guidelines and
procedures established by the Alliance Administrative Committee.
9.2 Depending on project circumstances, various types of training will be provided for craft supervision,
journeymen, apprentices and non-journeymen classifications.
ARTICLE V. SAFETY AND HEALTH

9.1 While a joint BCC-UNION effort is required to optimize safety and health in the workplace, the
responsibility for worker safety and health rests solely with the contractor or subcontractor employing
the worker.
9.2 A drug and alcohol free workplace is in the best interest of all parties and implementation of drug and
alcohol screening programs on all BCC projects may be required to accomplish that objective. Such
programs will be reviewed with the UNION prior to implementation. These programs may vary in
content depending on OWNER requirements, project characteristics, and city, state or federal statutes.
9.3 Joining labor-management accident prevention programs will be developed based on the following
criteria:
a.
Orientation for all employees on the importance of safety and health and individual responsibility.
b.
Hazard recognition training for craft supervision and the craft work force.
c.
Joint labor-management self-inspection and hazard recognition program allowed by state and
federal regulations.
d.
Utilization of safety incentive awards for excellent safety performance by BCC craft employees.
9.4 Recognizing that measures must be taken to minimize workers compensation insurance losses and
costs, the parties agree that:
a.
Workers compensation orientation and educational sessions and special accident prevention
program will be provided for craft employees.
b.
Programs will be developed to expedite the resolution of claims and reduce costs related with
workers compensation insurance.
c.
Procedures will be implemented to safely return injured employees to work as expeditiously as

possible.
ARTICLE VI. CONTINUOUS IMPROVEMENT

9.1 The parties agree there is commitment to continually improve quality and productivity.
9.2 The local/regional administrative committee shall address issues such as crewing, staffing of work
tasks, and testing of craft workers. A project continuous improvement committee shall be established
at the project site and shall work execution issues.
10-14
1997 Edition
Labor Relations
Section 10
9.3 Wages and fringe benefits applicable to BCC projects are based on local/ regional collective
bargaining. Unless otherwise agreed to, work preservation, industry promotion, administrative or
similar funds shall not be paid. No discriminatory wage rates or fringe benefits will be applied to BCC
projects. Adjustments to wages and fringe benefits to meet competitive conditions under this ARTICLE
may be made by mutual agreement between BCC and the affected UNION(s) only signatory hereto.
ARTICLE VII. MANAGEMENT RIGHTS AND UNION SECURITY

9.1 BCC retains full and exclusive authority for the management of its projects and shall retain all existing
rights of management and all rights conferred on it by law, except as specifically and expressly limited
by the ALLIANCE.
9.2 All employees working under the terms of this ALLIANCE, as a condition of their continued
employment, may be required by signatory UNION, commencing on the eighth day following the
beginning of their employment to acquire and maintain membership in good standing in such signatory
UNION. This must be done in accordance with the provisions of the National Labor Relations Act, as
amended, and this section of ARTICLE VII shall be effective only in those states permitting union
security.
ARTICLE VIII. NO PROJECT DISRUPTIONS

9.1 There will be no work stoppages, strikes, sympathy strikes, picketing or lockouts on projects governed
by the ALLIANCE. The UNION, its officers and representatives will make good faith efforts to avert or
end any actual or threatened strike in violation of this ARTICLE.
9.2 BCC will not lockout UNION employees on projects covered on the ALLIANCE. The term lockout does
not include discharge for cause or layoff.
9.3 The Administrative Committee established in ARTICLE III shall use its best efforts to end any violation
of this ARTICLE. In the event of a violation of this ARTICLE, either party reserves the right to pursue
remedies available under the law.
ARTICLE IX. DISPUTE RESOLUTION PROCEDURE

9.1 Disputes arising out of the interpretation or application of the ALLIANCE shall be settled in accordance
with Article IX. Jurisdictional disputes shall be settled in accordance with the Plan for Settlement of
Jurisdictional Disputes, and a dispute over application of an industry agreement on a BCC project shall
be settled through the grievance procedure contained in the applicable industry agreement.
9.2 BCC or the UNION may file a grievance through an officially designated representative provided such
grievance is filed no later than five (5) working days after the occurrence or incident.
9.3 Any dispute not settled within ten (10) days, shall be reduced to writing and referred to a BCC Labor
Relations representative and a representative of the Union General President.
1997 Edition
10-15
Section 10
Labor Relations
ATTACHMENT 10-2
CRAFT REQUISITION
DATE:
REQUISITION NUMBER:
NOTE: Bechtel is an equal employment/affirmative action employer. Please assist us to meet our EEO/AA commitment by giving consideration to the referral
of available qualified minorities, women, handicapped individuals, or disabled and/or Vietnam-era veterans to this project.
TO:
ADDRESS:
CRAFT/TRADE:
STREET:
CITY:
ATTENTION BUSINESS MANAGER:
LOCAL NO.:
STATE:
PROJECT:
STREET:
CITY:
SITE/CONSTRUCTION MANAGER:
ZIP:
FROM:
ADDRESS:
PROJECT NO.:
STATE:
ZIP:
THIS IS TO CONFIRM A VERBAL REQUEST

BY BECHTEL REPRESENTATIVE:
TO UNION REPRESENTATIVE:
WEEKDAY:
DATE:
TOTAL NUMBER OF CRAFT REQUIRED:
CLASSIFICATION
NO. REQD
NO. RCVD
TIME:
SPECIAL OR ADDITIONAL INFORMATION
NON-SECURITY POSITIONS:
JOURNEYMEN
APPRENTICES
WELDERS
SECURITY POSITIONS (SEE NOTE 1 BELOW):
JOURNEYMEN
APPRENTICES
WELDERS
SECURITY & RADIATION WORKER POSITIONS (SEE NOTE 2 BELOW):
JOURNEYMEN
APPRENTICES
WELDERS
TOTALS:
THE PERSONNEL LISTED ABOVE ARE TO BE DISPATCHED AND REPORT TO WORK AS FOLLOWS:
WEEKDAY:
DATE:
TIME:
NOTES:
1.
2.
All personnel may be required to undergo a security background investigation and/or take a psychological evaluation test. Failure to pass either the
background investigation or psychological evaluation test may result in the employee being terminated for failure to meet job requirements.
All personnel may be required to take and pass a comprehensive safety or radiation worker training course. They may also be required to attend
and pass a respirator training course which includes a physical examination and a respirator fit test. Failure to pass these training courses
(including the physical examination and respirator fit test) may result in the employee being terminated for failure to meet job requirements.
PREPARED BY:
APPROVED BY:
COPIES TO:
Local Union (via FAX)

Safety
Craft Steward
Welding Engineer
DATE:
DATE:
Timekeeping/Payroll
Site Manager
Discipline Superintendent
Training Coordinator
FORM T_C_REQ.DOC 1995:REV.0
10-16
1997 Edition
Labor Relations
Section 10
CASE STUDY - LAYOFF/REDUCTION IN FORCE

ATTACHMENT 10-3
We have 250 Electricians on our site and are beginning to layoff due to the job being completed.
The Local Business Agent and the jobsite shop steward are concerned that Local members will
be laid off before non-Local members.
The Electrical Superintendent tells each Superintendent to put together a layoff list to reduce the
work force by 10%. The Superintendents' pass the orders to the General Foremen and Foremen
to submit the 10% reduction-in-force list.
The practice in the area is for the Foremen and General Foremen to get with the shop steward
and clear the layoff list with the local union before it is submitted to management. The shop
steward finalizes the list which is comprised of 3 apprentices, 1 female, 2 minorities and 19 nonlocal members.
This list is submitted to management and the layoff takes place as scheduled.
Based on the above, please respond to the following questions:
1. Is the procedure used in the above layoff in accordance with our corporate policy?
2. Do we have a corporate policy for layoffs, and if so, what is our criteria?
3. Does the union have any responsibility in laying off people on our jobs?
4. Do you think apprentices should be laid off and what, if any, is our responsibility for retaining
apprentices?
5. What types of exposure do we have based on the above layoff?
6. How do you think we should administer our layoff policy?
7. If a non-local person, who is being laid off, complains about their layoff, what would you tell
them to do and how would you explain our procedure?
1997 Edition
10-17
Section 10
Labor Relations
CASE STUDY - TERMINATION FOR CAUSE

ATTACHMENT 10-4
The Ironworkers, in general, are having a problem with attendance. Of the total work force of 100
Ironworkers, about 20 have a severe attendance problem. This is affecting productivity and
schedule. The Project Superintendent wants something done. All superintendents are told to
take action to eliminate this problem.
Superintendent "A" meets with the craft General Foremen and Foremen and tells them to warn
everyone in their crew that attendance is a problem and disciplinary action will be taken against
anyone who misses time. Superintendent "B" tells his General Foremen and Foremen that
anyone who misses more than two days in a 4 week period will be fired.
Tom, an Ironworker in a crew working under Superintendent "B" tells his General Foreman and
Foreman that a family member is seriously ill and he will have to miss some time over the next
few weeks. Tom asks that the time off be considered excused time off. The General Foreman
and Foreman say "okay". Tom misses 5 days of work over the next 4 weeks. No action is taken
by Tom's supervisors.
Joe, an Ironworker in a crew working under Superintendent "A" calls in on Monday with a
toothache, stating he can't report to work. He says he will probably be absent on Tuesday, but he
should be at work on Wednesday. Joe does return on Wednesday.
The following week the hunting season opens on Thursday and Joe has planned a trip for several
months. Joe is absent on Thursday and Friday. He tells his Foreman in advance he will be
missing on both days.
Of the 100 Ironworkers on the job, 27 are absent on Thursday and Friday due to the hunting
season opening. On Friday afternoon, Superintendent "A" gets chewed out by the Project
Superintendent for failing to eliminate the attendance problem. The Project Superintendent
demands that Superintendent "A" take action. Superintendent "A" initiates a Termination against
Joe for "Poor & Irregular Attendance". Joe receives a telegram stating he has been discharged
for "Poor & Irregular Attendance" and his check is being sent in the mail.
1. Does Superintendent "A" have just cause for terminating Joe the Ironworker?
2. Should anyone else have been terminated for poor attendance?
3. Have we uniformly enforced our jobsite work rules?
4. If Joe files a grievance based on an unjust termination, does he have a good or bad case and
why?
5. If we failed to uniformly enforce the work rules, what can we do to prevent this in the future?
10-18
1997 Edition
Section 11
Supervisor Awareness
GENERAL
This section outlines the Superintendent's role in evaluating employee performance on the
project.
Annual Performance Summary & Development Review
Superintendents who supervise other non-manual personnel are responsible for conducting
Annual Talent Reviews (ATR) to assess job performance and to develop the employees
effectiveness, productivity, and job satisfaction. The primary objectives of the ATRs are to
facilitate communication between supervisor and the employee so that the employee understands
how their performance is measured, coach the employee on improving job performance and
provide the employee with feedback on how their career growth is perceived by their current and
next level manager.
Performance feedback should be based on how well the employee performed against
specific performance goals set during the course of the performance year.
Employee:
1. Complete your side of the form as directed. If you require more space, please add an
additional sheet(s).
2. When you have completed it, sign and date the form as indicated and pass it to your
manager.
Manager:
1. Review the employees summary and comment as necessary.
2. Using the definitions below, assign a Performance Rating (A, B, C or D) for each of the
Performance Standards shown on the form:
I)
ii)
iii)
iv)
v)
vi)
Accountability - awareness and acceptance of responsibility for actions

Excellence - performs work to a consistently high standard
Communication - effectively transmits information and ideas
Teamwork - functions effectively as part of a team
Energy - enthusiasm and creativity with which job is approached
Leadership - demonstrates characteristics of the 2001 Leadership Model
The ratings signify the following levels of performance:

A = Exceptional: consistently exceeds performance standard
B = Fully Performing: consistently meets performance standard
C = Contributing: meets performance standard some of the time
D = Poor Performance: substantial improvement required
3. When complete, sign and date the form.
4. Arrange to meet with the employee as soon as possible (within 2 weeks of receiving the form).
1997 Bechtel Corp.
11-1
Section 11
Employee and Manager:

1. Meet to discuss employees performance and development needs.
2. Following this meeting, make any changes to the form if necessary, enter the date of your
discussion on the form and pass it to the next level manager for review and approval.
3. When the next level manager has approved the form, copies should be retained by employee
and manager, and the original pass to the HR representative.
Use Continuation sheets to expand any discussion areas
11-2
1997 Edition, Rev. 1
Section 11
INDIVIDUAL PERFORMANCE MANAGEMENT WORKBOOK

ATTACHMENT 11-1
ANNUAL PERFORMANCE SUMMARY & DEVELOPMENT REVIEW
Private & Confidential

Employee Name
Employee
Number
Assigned
Organization
Manager
This side is to be completed by the employee
Summary of Accomplishments (Summarize your accomplishments vs goals over the last year)
Strengths (Describe your strengths and whether they have improved in the last year)
Development Needs and Plans (Identify performance improvement needs and specific action plans)
Job/Career Interests (List job enhancement opportunities. If interested in job change, list preferences including type
position, desired timing and interest in foreign assignment)
Employee signature
Date
This side is to be completed by immediate manager
1997 Edition, Rev 1
11-3
Section 11
ANNUAL PERFORMANCE SUMMARY & DEVELOPMENT REVIEW
Private & Confidential

Employee Name
Employee
Number
Assigned
Organization
Manager
Performance Summary and Trend (Summarize your view of employees accomplishments vs goals in the past year
and comment on performance trend)
Performance Rating (A, B, C, D, +/-)

Accountability
Excellence
Communication
Teamwork
Energy
Leadership
Overall Rating
Strengths (Describe employees strengths and how they have changed in the last year)
Action Plans for Performance Enhancement
Job/Career Recommendations (Identify next job/assignment, if appropriate, and timing. Discuss your view of
employees potential and career path)
Immediate manager, date prepared
Date discussed with employee
Reviewing manager
Date
PROGRESSIVE DISCIPLINE PROCEDURE

11-4
Section 11
ATTACHMENT 11-2
Employees should periodically receive performance counseling from their supervisor or manager
to ensure that performance standards are understood. Appropriate employee development
should be provided to employees to help them meet current performance standards and to help
them progress in their careers.
When an employee fails to meet established standards or violates company policies, initiation of
a progressive discipline process may become necessary. The objective of the process is to assist
the employee in resolving the problem. If the employee is unable to resolve the problem, the
progressive discipline process requires appropriate documentation to support subsequent
disciplinary actions.
COURSE OF ACTION
Immediate Action
Employees may be terminated for misconduct when they have willfully acted to the detriment of
Bechtels best interest. Grounds for termination include, but are not limited to, theft, dishonesty,
involvement with illegal drugs or other controlled substances, or other serious breach of policy.
When the violation of Bechtel policies is serious enough to warrant termination, action must be
taken immediately. Progressive discipline is designed to accommodate issues where correction is
both desirable and attainable.
Informal Counseling represents the daily supervision of the employee and should carry the
message of need for improvement in a positive manner. If the employee fails to resolve the noted
problem after the Informal Counseling, a Formal Verbal Counseling session should occur.
Similarly, failure to show progress in correcting a problem in a reasonable time frame after the
Formal Verbal Counseling session can lead to a Written Warning, and ultimately to termination if
the problem is not corrected.
The supervisor or manager should allow a reasonable period of time for the employee to correct
the noted problem. For example, it may take an employee several weeks to show progress
toward correcting a performance problem. In the process, it is important for the employee to
understand the severity of the problem and the estimated time for improvement. The time frame
should be stated as "within 30 days" or "within three months". In some instances, earlier action
might be required if the employee fails to show appropriate progress toward correcting the
problem.
Informal Verbal Counseling
Informal Verbal Counseling is performed when the supervisor or manager determines that an
employee:
Fails to meet established performance standards

Engages in misconduct
Violates company policy
The supervisor or manager should review the situation with the employee and identify the
appropriate performance or behavior expected. This should occur immediately once it is
1997 Edition, Rev 1
11-5
Section 11
determined that the employees performance or behavior is unsatisfactory. The discussion

should focus on desired behavior to correct the problem. If the problem is subsequently
corrected, the supervisor or manager should acknowledge this to the employee and reinforce the
expectation that the improved performance or behavior will continue. If the problem is not
corrected, Formal Verbal Counseling occurs.
Formal Verbal Counseling
After an Informal Verbal Counseling has occurred, a Formal Verbal Counseling session should be
held if an employee continues to:
Fail to meet established performance standards

Engage in misconduct
Violate company policy
The supervisor or manager may contact the Site Manager or a Human Resources representative
for guidance prior to conducting the Formal Verbal Counseling session. The supervisor or
manager should discuss and document the session as follows:
Date of the Informal Counseling session

Date of the Formal Verbal Counseling session
Description of the job-related problem
Results required to correct the problem
Date by which the problem is to be corrected
Date of follow-up discussion
Documentation of the Formal Verbal Counseling session should be retained by the supervisor or
manager. If requested, the employee may be given a written statement of results required to
correct the problem.
If the problem is subsequently corrected, the supervisor or manager should destroy the
counseling documentation. A copy of the documentation should not be sent to the Execution
Units Employee Relations Administrator.
Written Warning
If an employee fails to resolve the problem following a Formal Verbal Counseling session, the
supervisor or manager should contact the Site Manager and/or Human Resources representative
to obtain assistance in preparing a Written Warning. The employee is to be given the original
copy of the Written Warning. The Written Warning must identify the following:
Description of the job related problem

Reference to Formal Verbal Counseling session, including date(s)
Action required to correct problem
Warning of possible termination if problem continues
Date by which the problem is to be corrected
11-6
Section 11
Date for follow-up with supervisor or manager

Employee signature and date
The documentation from the Written Warning is then added to the documentation from the
Formal Verbal Counseling session and is sent to the Employee Relations Administrator. If the
employee corrects the problem, a follow-up memorandum is issued to the employee, indicating
that the problem has been satisfactorily corrected. All related documents in the Employee
Relations file are destroyed two years after the follow-up memorandum.
Final Action
If the employee fails to resolve the problem described in the Written Warning, the supervisor or
manager will take appropriate action after consulting with the Site Manager. When this occurs,
the employee is immediately terminated. The employee should be provided with a Notice of
Termination memorandum describing the failure to comply with the provisions of the Written
Warning.
1997 Edition, Rev 1
11-7
Section 11
SAMPLE DOCUMENTATION
FORMAL VERBAL COUNSELING
EXAMPLE: On <enter date>, I spoke with <enter employee name> about attendance and
punctuality. He/she has been 30 or more minutes late two days a week for the last month and
has missed one day in the same time period without calling in. I told him/her that we require that
he/she be at work on time and that he/she needs to call me if he's/she's going to be absent from
the job. I indicated that we expect immediate improvement. We will discuss this on <enter date>
or earlier if this or any other problem persists.
EXAMPLE: On <enter date>, I talked with <enter employee name> about continued errors on
work packages he/she has been preparing. He/she began having these problems about three
weeks ago and we have discussed the standards of performance for a Field Engineer several
times during these three weeks. Today, I gave him/her a copy of the construction procedure
defining work package preparation requirements and indicated that we expect all Field Engineers
to work to these standards. He/she and I will review his/her progress on <enter date>.
EXAMPLE: On <enter date>, I talked with <enter employee name> about punctuality. He/she
has been late every day for the last two weeks. He/she indicated that his/her child care provider
had switched hours, thus he/she couldn't leave his/her son/daughter with her/him until 7:00 a.m.
He/she asked to be allowed to report 30 minutes late for the next two weeks to allow him/her to
locate another provider. I agreed to this. He/she was told that the project could not allow
flexibility beyond that point.
EXAMPLE: On <enter date>, I talked with <enter employee name> about the importance of
wearing and using proper fall protection when working from elevated surfaces. He/she was
observed on <enter date> working from an elevated surface without a properly secured fall
protection harness. I gave the employee a copy of the project safety rules and we agreed to
review his/her safety performance no later than <enter date>. A repeat occurrence of this type of
safety violation may result disciplinary action up to and including termination.
11-8
Section 11
WRITTEN WARNING
DATE:
<enter date>
TO:
<enter employee name>
FROM:
<enter supervisor or manager name>
On <enter dates> you and I discussed your failure to meet the quality standards for
documentation of software for the XYZ department. On <enter dates>, we discussed similar
issues related to other projects.
You have been provided with a copy of the standards. We expect you to work to those
standards, and we anticipate seeing immediate improvement in your finished work. If there are
standards in which you need assistance please let me know.
To ensure proper documentation, please review with me progress on your current assignment
before the close of business on Tuesday and Thursday each week. Failure to show improvement
toward meeting of standards could result in termination of your employment.
<direct supervisor signature and date>
FOLLOW-UP MEMO - EMPLOYEE MEETS STANDARDS
DATE:
<enter date>
TO:
FROM:
SUBJECT:
Performance Improvement
On <enter date>, you were given a memorandum specifying standards of performance you must
meet for your continued employment with Bechtel. I am pleased to inform you that your
performance has improved and you are now meeting requirements in all areas of performance.
We look forward to your maintaining this improved level of performance. If there is anything I or
the Site Manager can do to assist you, please let us know.
1997 Edition, Rev 1
11-9
Section 11
NOTICE OF TERMINATION
DATE:
<enter date>
TO:
FROM:
SUBJECT:
Termination
On <enter date>, you were given a memorandum regarding your failure to meet performance
standards as a construction Field Engineer and indicating that it would be necessary for you to
meet those standards for continued employment with Bechtel. Unfortunately, you have been
unsuccessful in fulfilling those standards.
Please be advised that your employment with Bechtel is being terminated effective this date.
<Site Manager signature and date>
<employee signature and date>
11-10
Section 11
SEXUAL HARASSMENT
ATTACHMENT 11-3
It is Bechtel's policy that all employees will be allowed to work in an environment free from
unsolicited or unwelcome sexual overtures or comments.
WHAT CONSTITUTES UNWELCOME SEXUAL CONDUCT?
Intent/Impact
Unwelcome is determined by the recipient of a behavior, not the one doing the behavior.
Therefore, it is the impact of behavior, not the intent of the person who did the behavior that
creates potential legal and financial liability for him or her and the employer.
Sexual conduct is unwelcome when:
The employee did not solicit or invite it and regards the conduct as undesirable or offensive.
The victim's conduct is consistent with the assertion that the sexual conduct is unwelcome.
In some cases, the victim informs the harasser that the conduct is unwelcome. However,
sexual harassment may also be found in situations in which the victim does not inform the
harasser the conduct is unwelcome due to the intimidation, fear of reprisal or any number of
other reasons.
Past conduct of the victim such as occasional use of sexually-explicit language or a former
relationship with a co-worker, does not negate a claim of unwelcome sexual conduct
Types Of Harassment
The unwelcome sexual conduct may include:
Verbal harassment: sexual comment, jokes, innuendoes, stories or sounds, or pressure for
dates or sexual favors
Physical harassment: touching, patting, kissing, following closely, or brushing against another
person
Non-verbal harassment suggestive or pornographic materials, letters, software, facial
expressions, or gestures
Intimidation: grabbing or restraining a person, pulling at clothing, threats, or assaults
Verbal
Turn discussion from work to sexual topics

Sexual innuendoes, jokes, comments, or stories
Asking about sexual fantasies, preferences, or history
Personal questions about social or sexual life
Sexual comments about a person's clothing, anatomy, or looks
1997 Edition, Rev 1
11-11
Section 11
Repeatedly asking a person out who is not interested

Terms of endearment, i.e., honey, doll, hunk, babe, sugar, etc.
Kissing sounds, whistling, howling, and smacking of lips
Telling rumors/lies about a person's personal/sex life
Physical
Blocking a person's path

Following a person
Hanging around a person
Touching a person, his/her clothing, and/or personal Items
Hugging, kissing, patting, stroking, and/or massaging
Touching/rubbing self sexually around another person
Gifts of a personal and/or sexual nature
Brushing against
Leaning on or against person
Standing close
Nonverbal
Sexually suggestive visuals/objects, computer software

Facial expressions, winking, throwing kisses, or licking lips
Sexual gestures with hands and/or through body movements
Elevator eyes (looking a person up and down)
Intimidation
Show or imply a weapon will be used if person complains about the unwelcome sexual
behavior
Touching or fondling a person sexually
Make a person touch another sexually
Sexual assault
Grab and/or restrain a person
Pull rip, and yank clothing
NOTE: Some of the behaviors on this page are also violations of criminal law.
11-12
Section 11
WHY SEXUAL HARASSMENT IS UNDERESTIMATED

Even if none of your employees have made a complaint concerning sexual harassment, some of
your workers may have been involved in sexual harassment situations.
A U.S. Merit System Protection Board survey of federal employees found that:
55 percent of sexual harassment victims ignored the behavior or did nothing

43 percent of victims avoided the person
15 percent of the victims reported the behavior to the supervisor or other officials
Sexual Harassment in the Federal Government: An Update, U.S. Merit System Protection Board,
June 1988, p. 24.
SOME WARNING SIGNS OF SEXUAL HARASSMENT
Since some employees may be reluctant to report sexual harassment incidents, be alert for some
of the warning signs of sexual Harassment:
Excessive use of sexual language by employees

Displays of pornographic or sexually oriented material (photographs, computer software,
printed materials)
Employees who avoid each other, or refuse to work with certain individuals
As a supervisor or manager, you are responsible for setting a business standard of behavior for
employees. Just as you don't wait for an accident before correcting unsafe workplace behavior,
you should also take the initiative to establish a comfortable work environment and minimize the
potential for sexual harassment complaints.
CHECKLIST FOR SEXUAL HARASSMENT INVESTIGATION
Ensure that each investigation is:
Timely: investigate immediately.

Thorough: speak to anyone who may have personal knowledge of the situation; make no
assumptions; take careful notes and construct a factual chronology of events.
Be objective.
Maintain confidentiality of the parties involved.
1997 Edition, Rev 1
11-13
Section 11
Houston Chronicle
Section B
Monday, Jan 4, 1993
SEXUAL HARASSMENT STATISTICS
The Employment Opportunity Commission says in December that job-related discrimination
complaints reached their second-highest annual total since the 1964 Civil Rights Act became a
law. Of the 70,339 complaints filed in fiscal 1992, nearly 30 percent concern alleged sexual
harassment, a 44 percent increase from 1991.
In April, representatives of women's groups and civil rights lawyers tell a Senate labor
subcommittee about lengthy delays and alleged incompetence among EEOC staffers who
process the complaints, largely filed by women, and cite a backlog of nearly 46,000 cases. In
February, the Supreme Court rules that sexually harassed students may sue their schools and
school officials for monetary damages.
The International Labor Organization says in November that only seven of 23 nations surveyed
have statutes that specifically refer to or define sexual harassment. The agency quotes surveys
that say harassment caused 6 to 8 percent of working women to change jobs."
Associated Press
By Laurie Asseo
October 7, 1992
RULING ORDERING SEXUAL HARASSER REHIRED IS UPHELD
WASHINGTON - The Supreme Court on Monday let stand a ruling that forced Chrysler Corp. to
rehire an employee it fired for grabbing a woman's breast at work. The court, without comment,
rejected the company's argument that a lower court's order harms efforts to combat sexual
harassment in the workplace.
Ronald Gallenbeck, a forklift operator at Chrysler's plant in Beaver Dam, Wis., was fired in
January 1989 after he admitted grabbing the breasts of a woman who was conducting an
inspection at the plant. According to an arbitrator, Gallenbeck was talking on the phone when he
put down the receiver, walked up behind the woman, grabbed her breasts and squeezed them,
returned to the phone and said, Yup, they're real.
After firing Gallenbeck, Chrysler officials said they learned of several other allegations of similar
conduct he admitted to four such incidents.
A local chapter of the Allied Industrial Workers of America challenged Gallenbeck's firing, saying
it was excessive punishment. An arbitrator agreed and ordered Chrysler to rehire Gallenbeck and
give him back pay, minus 30 days.
Arbitrator Jay Grenig said firing was justified for extremely serious offenses , such as stealing or
striking a foreman. However, he said, less serious infractions call not for discharge for the first
offense, but for some milder penalty at correction. Grenig refused to consider the other alleged
harassment incidents, saying Chrysler had not mentioned them when it fired Gallenbeck.
Chrysler sued to challenge the arbitrators ruling, but a federal judge dismissed the lawsuit. The
judge said there is a well established public policy against sexual harassment, but offenders don't
11-14
Section 11
have to be fired in all cases. The judge deferred to the arbitrator's decision not to consider the
other alleged harassment incidents. The 7th US Circuit Court of Appeals affirmed the ruling.
Appeals courts have issued conflicting rulings on whether courts may overturn arbitrators'
decisions found to violate public policy but not a specific law. Chrysler rehired Gallenbeck on
March 6, 1990, and fired him on the same day, citing his alleged history of sexually harassing coworkers. The company said the action did not make the case moot because it still is contesting
the order forcing it to give him about a year's back pay.
Houston Chronicle
By John Makeig
Section A, Page 27
Wednesday, Dec. 9, 1992
HARASSMENT CASE ENDS WITH AWARD OF $2.8 MILLION
Counseling Firm Loses Suit
"A civil jury awarded $2.3 million in damages Tuesday to a former Union Carbide secretary who
was placed in a mental hospital after telling a social worker that she felt like killing her boss for
harassing her sexually. Including $500,000 in interest, the jury verdict in state District Judge
Richard Bianchi's court means that Barbara Ann Micheletti will receive a total of $2.8 million.
The original lawsuit was against Union Carbide and three of its employees, but by the time the
case went to trail, the sole defendants were the counseling firm of Human Affairs International
and one of its social workers, Deborah C. Starghill.
The case dates to 1986 when Micheletti became a $2,500-a-month secretary for Union Carbide.
Attorney R. Gary Stephens' lawsuit says Micheletti in 1986-87 became the victim of sex
harassment by one of her supervisors.
Are you going to wear your skintight jeans? the supervisor asked her once. Another time
according to the suit, he asked: Are you going to wear your little bitty bikini to the picnic? When
she told another woman at Union Carbide about it, the suit says, Micheletti was informed. It's
OK. He does that to everybody.
Micheletti's immediate supervisor, Michael Rubenstein, told her she should agree with whatever
the harassing supervisor said, because the man and the company weren't used to dealing with an
aggressive, goal-oriented female. The supervisor couldn't get anywhere with her Stephens
said, so he found a way to run her off.
The man repeatedly warned Micheletti that her work and communication skills were
unsatisfactory, and eventually she was placed on probation in November 1987. The suit says
that Union Carbide officials then informed Micheletti she should take advantage of counseling
services.
That caused her to visit Human Affairs, where she was assured that the service was strictly
confidential. The suit says Micheletti met several times with Starghill and informed the social
worker that she was unhappy with Union Carbide and felt like killing her supervisor. Starghill
reported this to Union Carbide, and on Feb. 24, 1988, Micheletti was arrested on a mental health
warrant and placed in Spring Shadows Glen, a psychiatric hospital for eight days.
1997 Edition, Rev 1
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Section 11
During the trail, psychiatrist Fred Fason testified he gave Micheletti the Minnesota Multi-Phasic
Personality Inventory test and found her to be perfectly sane. He questioned that Starghill as a
social worker, was qualified to decide that Micheletti was insane, a threat to others, or in need of
incarceration in a mental hospital.
Jurors agreed with Stephens contentions. They decided Starghill didn't treat Micheletti
maliciously, but they said Human Affairs did damage and defame Micheletti maliciously,
recklessly and negligently. Stephens also argued that Human Affairs conspired with Union
Carbide to eliminate a troublesome employee.
The panel awarded Micheletti $1.1 million in exemplary damages, $720,000 in damages for
humiliation and suffering, $300,000 for lost earnings and $180,000 for harming her reputation and
setting her up for psychiatric care.
Human Affairs' attorney, David Lynch, couldn't be reached for comment.
11-16
Section 11
CASE STUDY - SEXUAL HARASSMENT

Jane, a female Operating Engineer, has worked with Bill, a male co-worker, for the past four
months. In addition, several times a day, in the morning, at lunch time and at quitting time, Jane
and Bill see each other in the craft shack. This shack is also used by approximately 18 other craft
and many personal conversations take place each day. Everyone in the shack seems to know
everyone else's business.
Bill hears Jane talking to others about her personal life and he begins to think she may be
available and interested in him. He starts to do things in a subtle manner to try to get her
attention and to see if she shows any signs of wanting to get involved. He asks her for her phone
number in case he has to call her in an emergency. She gives him her number.
After getting her phone number, Bill begins to make comments about how attractive he finds her
and would like to see her socially off the jobsite. Jane rejects his offer. Bill doesn't accept this
rejection and continues his comments. Bill is hoping she will change her mind. Jane is getting
irritated by his comments and asks him to stop. Bill stops for a few days but continues after he
thinks she has cooled off.
Bill starts calling Jane at home and tells her he thinks of her like a daughter, he doesn't want to
get involved but would like to take her out to dinner and for some companionship. On Valentines
Day, Bill brings in a card and flowers for Jane. He presents them to her in the craft shack in front
of many witnesses. He puts his arms around her and kisses her saying "Happy Valentines Day."
Jane is embarrassed and everyone starts teasing her. Jane "jumps all over" Bill and demands
and apology. Bill apologizes and backs off.
A couple of weeks pass without incident. On one particular day Jane and Bill are sent to work
together in a remote area of the site. Bill begins to make comments and, at one point, kisses
Jane on the back of the neck. Jane becomes hysterical and runs to the road to flag down a truck.
She asks to be driven to the office where she reports this incident to the Field Superintendent and
her shop steward. She wants some action taken.
1. As the Field Superintendent, how would you investigate this incident?
2. Who would you get involved in the investigation?
3. If the above facts are true, do you feel any action needs to be taken?
4. What action would you take to resolve this complaint and why?
5. What would you do to prevent this type of activity in the future?
1997 Edition, Rev 1
11-17
Section 11
THE AMERICANS WITH DISABILITIES ACT

ATTACHMENT 11-4
TITLE I - DISCRIMINATION PROHIBITED
Application;
Hiring
Advancement;
Discharge;
Compensation;
Training
Other Terms, Conditions Or Privileges Of Employment.
DISABILITIES COVERED
1.
2.
3.
4.
An individual with a physical or mental impairment that substantially limits one or more major
life activity.
An individual with a record of a disability.
An individual who is regarded or perceived as disabled.
An individual who has a relationship or association with an individual who is disabled.
ESSENTIAL FUNCTIONS
The employer's judgment;

Prior written job descriptions;
The amount of time spent performing the function;
The consequences of not requiring the incumbent to perform the function;
The terms of a collective bargaining agreement;
The work experience of past incumbents in the job; and/or
The current experience of incumbents in similar jobs (1630.2(n)(3)).
MEDICAL RECORDS ACCESS
Supervisors who need to be informed about the necessity for work restrictions/
accommodations;
First aid and safety personnel if the disability might require emergency treatment; and
Government officials investigating compliance.
11-18
Section 11
QUESTIONS THAT MAY NOT BE ASKED ON APPLICATION FORMS OR IN JOB

INTERVIEWS:
Please list any conditions or diseases for which you have been treated in the past 3 years.
Have you ever been hospitalized? If so, for what condition?
Have you ever been treated by a psychiatrist or psychologist? If so, for what condition?
Have you ever been treated for any mental condition?
Is there any health-related reason you may not be able to perform the job for which you are
applying?
Have you had a major illness in the last 5 years?
How many days were you absent from work because of illness last year?
Do you have any physical defects which preclude you from performing certain kinds of work?
If yes, describe such defects and specific work limitations.
Do you have any disabilities or impairments which may affect your performance in the position
for which you are applying?
Are you taking any prescribed drugs?
Have you ever been treated for drug addiction or alcoholism?
Have you ever filed for workers' compensation insurance?
AN EMPLOYER MAY:
1.
2.
3.
4.
5.
6.
7.
8.
Give a physical agility test as long as it is given to all similarly situated applicants or
employees regardless of the disability. However, if such a test screens out individuals with
disabilities, the employer must show that it is job-related. (1620.14(a).)
Ask on a test announcement or application form that individuals with disabilities who require
reasonable accommodations to take a pre-employment test so inform the employer prior to
the administration of the test. (1630.14(a).)
Collect information and invite individuals to identify themselves as disabled in order to
conform with Section 503 of the Vocational Rehabilitation Act. (1630.1(b) and (c).)
Inquire about an applicant's ability to perform both essential and marginal job functions.
(1630.13(a))
Describe or demonstrate a particular job function and inquire whether the applicant can perform that function with or without reasonable accommodation. (1630.14(a))
Ask an applicant to demonstrate or describe how, with or without reasonable
accommodation, the applicant will be able to perform job-related functions, if the applicant
has a known disability which will prevent or interfere with the performance of a job-related
function. (1630.14 (a))
Provide information about the employer's regular work hours, leave policies, and special
attendance needs of the job, and ask whether the applicant can meet these requirements.
Inquire about the applicant's attendance record in prior jobs, provided the questions do not
relate to illness or disability.
1997 Edition, Rev 1
11-19
Section 11
9.
Ask previous employers or other sources about the applicant's job functions and tasks; the
quality and quantity of work performed; how job tasks were performed; the applicant's
attendance record; and other job related issues that do not relate to disability.
10. Require a pre-employment drug test. A drug test is not a medical examination as defined by
the ADA.
HOW TO SELECT THE MOST QUALIFIED APPLICANT FOR THE POSITION
1.
2.
3.
4.
5.
6.
7.
8.
9.
Train each employee and supervisor who is involved in the screening/hiring process.
Carefully determine the functions of the job, including essential functions, in advance.
Prepare job-related questions in advance.
Do not initiate discussion of the disability.
If the applicant raises the issue of the disability, ask follow-up questions that are job-related.
Perform research on various disabilities.
Focus on an applicant's or employee's abilities.
Hire an applicant based first on the applicant's abilities.
Document the interview results.
REASONABLE ACCOMMODATIONS
Making existing facilities readily accessible; job restructuring; part-time or modified work
schedules;
Reassigning the individual to a vacant position, acquiring or modifying equipment or devices;
Adjusting or modifying examinations and training materials;
Modifying policies; and providing readers or interpreters (1630.2(o)(2)).
UNDUE HARDSHIP CONSIDERATIONS
Nature and cost of the accommodation, taking into account tax credits/deductions, and/or
outside funding.
Size, type and financial resources of the facility where the accommodation would have to be
made (number of people, effect on expenses and resources).
Size, type, and financial resources of the covered employer (overall size of business, number
of employees, facilities, locations).
The covered employer's type of operation, including composition,, structure and functions of
its work force, and the geographic separateness and administrative relationship between the
facility and the covered employer.
Impact of the accommodation on the operation of the facility, including the impact on the
ability of other employees to perform their duties and the impact on the facilitys ability to
conduct business.
11-20
Section 11
WORKING THROUGH THE REASONABLE ACCOMMODATION PROCESS

When a reasonable accommodation becomes necessary for a qualified individual with a disability,
the following problem solution may be of assistance:
1. Analyze the particular job and determine its essential functions.
2. Confer with the individual with a disability and ascertain what his or her job-related limitations
are and how a reasonable accommodation would ease those limitations.;
3. Identify reasonable accommodations and assess the cost and effectiveness of each.
4. Determine which reasonable accommodations would create an undue hardship.
5. Ask the individual with a disability his or her preference for a reasonable accommodation.
6. If the only reasonable accommodation available would create an undue hardship, determine
whether financial assistance is available.
7. If financial assistance is not available, and there is no other reasonable accommodation, offer
the individual with a disability the - opportunity to pay for that portion of the accommodation
which would create an undue hardship.
8. Select the accommodation which is most appropriate ' for both the employer and the disabled
applicant or employee. (Note: It is the employers right to select among alternative
accommodations, but the preference of the qualified individual with a disability should be
weighed carefully.)
1997 Edition, Rev 1
11-21
Section 12
Cost and Schedule

GENERAL
Cost and schedule tools provide a measurement of project success and help supervision and
management identify areas of the project that require help. These tools are extremely important
to the success of the today's highly competitive lump sum projects and their use is the standard
on all types of projects. It is therefore important that the Superintendent understand how the
basic tools work in order to effectively monitor project cost and schedule performance.
IMPACT OF EXTENDED OVERTIME

60.0
50.0
40.0
30.0
20.0
10.0
0.0
1
10
Weeks of 60 Hour per Week Overtime
Week
Productive Work Hours
Reference:
54.0
51.6
51.6
48.0
48.0
42.6
42.6
39.6
39.6
10
39.6
Business Roundtable Report C-2, November 1980
FIGURE 12-1
IMPACT OF EXTENDED OVERTIME ON PRODUCTIVITY
1997 Bechtel Corp.
12-1
Section 12
Cost and Schedule
Superintendents Role In Cost Control

Many decisions made by the Superintendent will have a direct affect on the cost of a project. The
Superintendent must be aware of the cost impacts and be committed to pursuing the most cost
effective course of action. The effective use of overtime is one such consideration. As shown in
Figure 12-1 on the previous page, it is not cost effective to work overtime for a sustained period of
time. The Superintendent should reserve the use of overtime to special, short term applications
that are focused on completing a specific goal.
The Superintendent must also be familiar with project cost and control tools and procedures in
use and be committed to stay within established cost goals and unit rate standards. Accurate
reporting with regard to time sheets, backcharges, quantities, work status, scope changes and
delays must be maintained since the cost system is no more accurate than the data that is
entered into the system.
The Superintendent must also be aware of the project schedule requirements and must become
familiar with the types of project schedules in use. The Superintendent must always be sure to
look ahead on the schedule to ensure adequate preplanning of work has been done and then
work toward beating the established schedule. Attachment 12-1 provides a sample listing of the
types of questions to ask when schedules are slipping.
The following specific guidelines are intended to aid the Superintendent in the control of project
cost and schedule:
Contract and Client Relations
Become knowledgeable of scope, terms, changes, and additions to the contract.

Communicate with client liaison on work status and productivity.
Scope Changes and Budgets
Review proposed and approved changes including extra work requests.

Ensure labor and material records are maintained.
Prepare estimates and cost/schedule impact studies of changes and extra work requests.
Check definition and scope of each code of account.
Cost Trends
Maintain input to Cost Trend Program.

Advise management of cost/schedule trends such as reworks and maintain logs of rework
hours and schedule delays.
Labor Reporting
Ensure that daily craft time sheets are properly completed.
12-2
1997 Edition
Cost and Schedule
Section 12
Ensure that labor cost coding requirements are understood and assist in implementing precoded timesheets.
Ensure that to-date labor costs are recorded.
Quantity Reporting and Tracking
Utilize jobsite guidelines and procedures for take-offs and reporting installed quantities.
Maintain jobsite inventory system for critical materials.
Subcontracts
Become knowledgeable of terms, conditions, and scope of major subcontracts.

Assist administrators with performance and progress evaluations and progress payments.
Check cost estimates for change orders, extra work, etc., completeness.
Assist in development of schedule for activities.
Review and monitor schedules to ensure consistency with project schedules.
Schedule Monitoring
Collect, review, and monitor activities on the project schedule.

Identify late items to the Site Manager.
Provide necessary information on schedule restraints, manpower requirements, tasks, crew
sizes, and durations during reviews.
Monitor, and update weekly critical items list. (Include drawings, specifications, material, or
any other items that are critical to the schedule).
Schedule Development
Ensure that construction summary schedule is maintained.

Plan and review weekly detailed work activities.
Evaluate long and short term craft manpower requirements.
Pre-plan for temporary facilities.
Material Cost and Commitments
Ensure that field and home office purchase orders and contracts are prepared.
Report deviations of material purchases and subcontract payments costs to the Site Manager.
1997 Edition
12-3
Section 12
Cost and Schedule
Backcharges
Utilize backcharge procedures in accordance with established standards.

Obtain backcharge documentation and develop cost estimates to finalize outstanding
backcharges.
Forecast
Work with Procurement, Accounting, and Engineering in the preparation of each forecast.
Prepare input for forecast presentation and support reviews for Project Management.
12-4
1997 Edition
Cost and Schedule
Section 12
QUESTIONS TO ASK ON CRITICAL SCHEDULE ACTIVITIES

ATTACHMENT 12-1
When critical schedule activities are slipping, ask:

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
What is causing the activity to go past the required completion date?

Is everything possible being done to better the forecast completion date?
Do the people in charge know about the problem?
Do we have the right people, tools, and equipment assigned to the work?
Do we have enough people, tools, and equipment assigned to the work?
Do we need to be working longer shifts or around the clock on the activity?
Do we have the required materials to do the job?
Do we have someone in the vendor's shop expediting material deliveries?
Is the problem being reviewed at the project schedule review meetings?
Have we checked other Bechtel sites for needed materials?
Have we checked with the client or other non-Bechtel sites for needed materials?
Are documentation or inspection activities holding up the work completion?
Are the required design documents available to the craft to complete the work?
Has the work been coordinated with the Startup or Client organization?
Are required clearances, tags, and permits available to do the work?
Do we have a daily work plan or schedule for the work activity?
Do we have all the support we need from Rod Room, Warehouse, and other personnel on
site?
Is budgeting a problem?
Have we looked at the impact this activity has on other work?
Have we challenged the easy answers and duration estimates?
Have the responsible personnel made a personal commitment to the completion dates?
Is someone tracking action items and commitments?
Have we looked for work arounds?
Is there a smarter way to do the work?
Can the work be turned over or completed in increments to avoid an impact on the overall
schedule?
Have we explained the schedule problem to the craft and asked for their input on how to
improve the forecast completion dates?
Have we had anyone do an independent review of our work methods to see if there is a
better work process that can be used?
1997 Edition
12-5
Section 13
GENERAL
Project contracts are the formal agreements which describe:
The work that will be done on the project

How much will be paid for the work
How the work progress will be measured for payment
The time allowed for the work to be performed
Any special requirements such as quality, environmental, legal, or client requirements
Prime Contract
The Prime Contract normally refers to Bechtel's contract with the owner or general contractor on
the project and provides the formal definition of the services Bechtel will provide.
As the person who directs Bechtel's direct hire work force, the Superintendent must understand
Bechtel's contract on the project and ensure that all requirements related to direct hire craft work
execution are satisfied. The Superintendent must also monitor the work being performed by
Bechtel to ensure that it falls within the scope of the contract and does not constitute
unauthorized or extra work.
Contractors and Subcontractors
The contracts and commercial terms on Bechtel projects have gotten considerably more
complicated over the past few years. The trend toward more lump sum contracting and shorter
construction schedules tends to reduce contractor and subcontractor profit margins and also
tends to increase the potential for claims. To avoid this situation, it is very important that
contracts and subcontracts be carefully and properly administered.
The Superintendent has daily contact with contractors and subcontractors on the project and as a
consequence has a significant role in ensuring that project contracts and subcontracts are
properly administered. This section of the Superintendents Handbook describes the primary
responsibilities for contract administration on the typical Bechtel project and provides a checklist
of things to remember when dealing with contractors and subcontractors. To keep things simple,
this section will only refer to "contracts" and "contractors" but the requirements apply equally well
to either contracts or subcontracts.
CONTRACTS ADMINISTRATION AND COORDINATION
Contract Administrator
The Contract Administrator has primary responsibility for contract administration on the project.
Some of the primary responsibilities of the Contract Administrator include:
Read, understand, and implement the full contract on behalf of Bechtel.
1997 Bechtel Corp.
13-1
Section 13
Provide and receive contractually required notices.

Obtain a detailed and reasonable schedule from the contractor at the start of the job
describing how the work will be performed.
Obtain periodic revised schedules from the contractor which accurately reflects job progress
and any requests for additional time.
Monitor contractor progress and maintain records of performance in the event a claim is
submitted for cost overruns.
Ensure that the contractor does not assume responsibility for work outside the scope of the
contract without proper authorization since this could lead to a claim.
Contract Coordinator
On some projects, the Contract Administrator is assisted by a Contracts Coordinator to monitor
contractor work and to ensure the contract is properly administered. Contract Coordinators are
typically recruited from the ranks of Field Engineering, Project Controls, and Craft Supervision
and receive specific training on required coordination methods. Some of the typical
responsibilities of the Contracts Coordinator include:
Monitoring contractor work progress.

Inspecting contractor work quality.
Validating contractor progress payments.
Monitoring contractor daily force reports.
Coordinating contractor activities on the project.
PRIME CONTRACT
It is essential that Bechtel's prime contract with the client be effectively administered for the
project to be a success. Management and implementation of the prime contract is a team effort
led by the Site Manager. Each member of the project team has specific responsibilities to ensure
the prime contract is properly administered. This section of the handbook provides a brief
overview of the Superintendent's responsibilities. Refer to the Bechtel Prime Contract
Management Manual for more information.
Under the terms of the prime contract, the customer generally is obligated to:
Provide reasonable and timely access to work

Furnish permits, licenses, materials and equipment specified in the contract in a timely
manner
Not interfere with the planned method and sequence for performing the work, including,
customer coordination of its own forces or other contractors
Disclose all known conditions that will affect the work
Provide customer reviews, approvals, and inspections in a timely manner
When the customer provides the design, it is generally obligated to:
13-2
1997 Edition
Section 13
Provide a complete design

Promptly clarify any design errors, omissions, or ambiguities
Provide a design that fully complies with all applicable codes and governmental requirements
Provide a design that can be reasonably constructed and can be implemented using
reasonable construction methods and equipment
Review shop drawings and other submittals in a timely manner
Bechtel is generally committed to:
Perform the work in accordance with the contract

Perform the work in a good and workmanlike manner, using reasonable and customary
industry practices
Properly manage and staff the work
Provide all contractually required notices
Perform only the work defined by the contract documents and any additional work properly
added by the Changes Procedure
Comply with the schedule as mutually agreed to with the customer
Coordinate the efforts and work of Bechtel craft, subcontractors and suppliers
The following items are generally the responsibility of the Superintendent to ensure the prime
contract is properly administered:
Determine the requirements of the Full Contract through discussion with the Site Manager
Identify any "Notice" requirements that are required to satisfy contract requirements
Identify all customer-supplied materials and equipment
Review the detailed project schedule which establishes the project schedule baseline
Identify any potential impacts to the project schedule baseline
Identify any required material or equipment submittals
Contract Responsibilities
There are four documents that are generally prepared as part of the Contract Administration
program:
Contract Management Responsibilities Matrix

Contract Requirements Action List (contract compliance matrix)
Contract Management Schedule
Contract Notice Requirements Action List
For each contractual responsibility, a division of responsibility matrix identifies the job title and
name of the specific individual responsible for the action. These responsibilities are also
subdivided into a Contract Requirements Action List and a Contract Notice Requirements Action
List. These Lists are valuable in preventing items from "falling through the cracks".
1997 Edition
13-3
Section 13
Project Schedule
The approved project schedule becomes the basis for monitoring the progress, delays, and
impacts on the project.
This schedule documents how Bechtel intends to use the specified time for performing the
work and the duration of the individual work activities. Network diagram schedules will also
illustrate the logic of the work and identify critical paths. Shorter range rolling schedules, such
as the 90-day and 6-month schedules, directly relate to and reference the approved project
schedule.
The work must be monitored and compared with the approved project schedule. A working
record of the schedule, marked up with notes to reflect the start and completion dates for
each activity and other important events is maintained by the project scheduler. Documents
such as Daily Reports and project correspondence will be maintained to document each
activity and event to support Bechtel's rate of progress. Rolling schedules, annotated for
planned versus actual work and restraints, are very effective to "as built" the work.
Prime contracts typically provide for adjustment to the approved project schedule for changes
and excusable delays. It is important that these impacts are properly documented.
Action Checklist
The following is a checklist of Superintendent action items to ensure the project schedule is
properly administered:
Document all events as they occur.

Maintain a record of day to day operations, including:
4 Problems
4 Resolutions to problems
4 Interferences
4 Delays
4 Instructions to Bechtel by the customer, the customer's engineer, or others
4 Changes to work due to actions or inactions of others
4 Late or "hold" drawings/information/approvals
4 Minor items affecting or potentially affecting Bechtel work
Make all reports factual, accurate, and legible.
Follow up initial reports with documentation of details when further information is available.
Report field progress and problems consistently and factually.
Do not include opinions in any reports prepared on the project. Reports must concentrate on
facts and reflect reality. Highlight any changes in the work.
Project/site management is required to review all Daily Reports.
Record minutes of all meetings.
Obtain copies of customer, subcontractor, and supplier minutes as appropriate and document
any disagreement with minutes.
Document telephone and other conversations.
13-4
1997 Edition
Section 13
Forward copies of notes to all persons who need to know.

Be sensitive to the fact that all project documentation, including "informal" documents, may be
subject to review.
Keep photographic records of progress and problems.
Obtain all customer acceptance or rejection of work in writing.
Contract Changes
Contract changes are normally an unavoidable part of the contracting process and virtually no
contract remains unchanged after the contract is signed and work is begun. Contracts are
typically changed because:
The customer wants something different

Conditions encountered at the site are different than anticipated
The contract is not clear
The Superintendent should understand what constitutes a contract change and who is
responsible to process required changes. Changes typically apply to the following situations:
Bechtel encounters a site condition that is different from what was stated in the contract or
represented by the customer, or different from what should have been reasonably anticipated
at the time of bid
Bechtel has received a change notice
The schedule, milestones, or sequence of work is revised by the customer
Bechtel believes it is being required to perform work beyond the contractually required scope
of work
There is a customer mandated change in the method of work performance
The contract usually requires Bechtel to notify the customer of a change within a specified
number of days to describe the increased or decreased costs and the impact on the project
schedule. While failure to provide notice may jeopardize Bechtel's right to additional
compensation and/or time to perform the work, it is only the notice itself that truly has a time
constraint. It is important that the notice is given as soon as the impact is identified. Reasonable
time is permitted to prepare a good estimate.
Supervision responsibilities for contract changes are as follows:
Recognize and identify potential contract changes, including:

4 Delays and extensions of time
4 Schedule acceleration
4 Differing site conditions
4 Suspension of work
Provide prompt notice of changes
Maintain cost and schedule records of changes
1997 Edition
13-5
Section 13
Requests For Information (RFI)

Generally the customer is required to furnish Bechtel with information throughout the project.
Failure to provide this information in a timely manner can impact Bechtel's costs and schedule. It
is important that information requests be made in writing using a Request for Information (RFI)
form similar to the one shown in Attachment 13-1.
Verbal Orders
When Bechtel receives a verbal order or direction from the customer to perform additional work
there may not be a written record to substantiate a request for additional payment or schedule
time required to comply with the verbal order. It is very important that each implemented verbal
order be acknowledged in writing with a copy sent to the customer's representative who is
authorized to approve changes.
Delays and Extensions
Events may occur which cause an unforeseen delay to the project. In some circumstances,
Bechtel may be entitled to either additional time or additional compensation because of the delay.
To support any potential claim of this type, prompt written notification and documentation of the
delays is required. The Superintendent should record all delays encountered on a daily basis and
submit them to the Field Superintendent for evaluation.
Acceleration
Some contracts provide for a contract change when the work is accelerated by the customer. For
example, standard Federal government fixed-price contracts include such a provision in the
changes clause itself. Often, however, contracts do not contain such an express provision.
If the customer requests a schedule acceleration, the Superintendent should check with the Field
Superintendent or Site Manager for specific contract requirements.
Differing Site Conditions
One of the most common types of contract changes is differing site conditions. Typically, a
differing site condition clause provides the contractor with additional compensation and time if
costs increase or if the schedule is delayed as a result of conditions which differ from those
described in the contract or which are unusual in nature and differ from those ordinarily
encountered in the type of work being performed.
The Superintendent should identify any potential differing site conditions to the Field
Superintendent or Site Manager for evaluation.
SUBCONTRACTS
Each Bechtel subcontractor on the project should be considered an extension of the Bechtel team
on the site. The Superintendent should regard the subcontractor as another specialized crew
performing work in the area should be treated as such. We should expect no more or no less
from subcontractors and treat them no differently than a Bechtel craft crew.
13-6
1997 Edition
Section 13
The subcontractor, in turn, will be expected to perform in kind and maintain the same standards of
housekeeping, safety, quality, and productivity as Bechtel direct hire craft on the project site.
Responsibilities
Contract management on the project is a team effort. Administrative duties may be delegated
throughout the project organization to execute the work and the personnel charged with contract
management responsibilities may have other responsibilities on the project team beyond contract
management.
The Superintendent is typically responsible for the following items in subcontract administration:
Attend pre-construction meetings

Attend schedule review and progress meetings
Initiate backcharges to subcontractors when required
Input to resolution of subcontractor backcharges
Identify and resolve delays involving either the customer or the subcontractor
Provide subcontractor support services required by the contract
Coordinate the subcontractor work schedule with other Bechtel craft or customer personnel
Approve subcontractor time sheets for cost reimbursable, time and material and force account
work contracts
Provide cost and schedule input to proposed contract changes
Monitoring subcontractor equipment
Management
Establishing a good relationship with the subcontractors on the project, acknowledging respect for
the subcontractor's work, and supporting the subcontractor with services and project information
required by the contract are the beginnings of successful subcontract management. Additionally,
it is imperative that the following items be documented and submitted to the proper authority:
All delays involving the subcontractor

Any subcontract changes, claims, extensions of time, schedule changes, and differing site
conditions
Accurate, timely and complete Daily Reports
Records of subcontract hours and equipment use as required by the type of contract
Any verbal orders given to or received from the subcontractor
1997 Edition
13-7
Section 13
REQUEST FOR INFORMATION FORM

ATTACHMENT 13-1
REQUEST FOR INFORMATION (RFI)

RFI NUMBER:
PAGE
OF:
PROJECT:
JOB NUMBER:
CONTRACT:
CONTRACT NO.:
LOCATION:
TO:
FROM:
OF:
OF:
REFERENCE DRAWING(S):
REV.:
DCN/FCR:
SPECIFICATION(S):
REV.:
SCN/FCR:
LOCATION:
INFORMATION
REQUESTED:
REASON
REQUESTED:
REPLY
REQUIRED BY:
IMPACTS:
CONTRACTOR:
DATE:
INFORMATION TO CONTRACTOR
TO:
FROM:
OF:
OF:
REQUESTED
INFORMATION:
RESPONSE BY:
DATE:
FORM T_RFI.DOT 1995:REV.1
13-8
1997 Edition
Section 13
ENFORCING THE SITE SAFETY RULES - A CASE STUDY

ATTACHMENT 13-2
The Northwinds Nuclear Power Station Security System project involves a complete upgrade of
the facility's safeguards and security systems. The project scope includes the erection of a
perimeter security fence, construction of two new entry control facilities, the addition of new
security doors inside the power station, the installation of a complex electronic surveillance
system, and the addition of a number of structural security barriers. The project is in month 9 of
the original 12 month construction schedule.
The project is on schedule but just barely. A number of unforeseen problems have arisen that
have required longer work shifts and the use of more craft then originally estimated. The overall
Target Budget Performance Factor (PF) is currently 1.08 for the direct hire portion of the project.
With the added push to make the schedule, safety performance has also suffered and the project
is currently on the company watch list.
All work inside the plant's secured area is being performed by direct hire craft while the outside
work including erection of the perimeter security fence and construction of the two new entry
control facilities have been subcontracted. Fencing work has been subcontracted to AAA
Fencing and the Entry Control Facility work has been subcontracted to Lane Construction.
Prior to issuing the contracts, both firms were thoroughly evaluated for financial strength, safety
performance, and work history and were judged to be acceptable. Both subcontracts are Lump
Sum and both subcontractors use a number of local sub-subcontractors to execute their scope of
work.
As the project enters into its final push to complete, Site Manager Bob Frick has made a real
effort to improve the safety performance on the project. To do this, he has personally chaired
weekly project safety committee meeting involving both direct hire and subcontractor personnel.
At the meetings, the weekly safety performance is reviewed and subjects of common interest are
discussed.
The site has also taken other steps to improve safety on the project. On a rotating basis,
Superintendents, General Foremen, and Field Engineers take on a one week assignment in
addition to their regular duties as the Site Safety Marshal. The Site Safety Marshal is responsible
to periodically tour the site to identify and correct safety problems. The hope is that this will help
to stop accidents before they occur.
45 minutes ago, Bob Frick received a phone call from Joe Blevins, the project Contract
Administrator, advising him that a dispute had broken out at the Main Entry Control Facility. Mike
DeVol, the Civil Superintendent, apparently told one of the subcontractors that he was planning to
recommend that they be removed from the site. As a result of the conversation, a shouting match
developed and the subcontractor left the site. Frick has called a meeting in his office in 15
minutes to get to the bottom of the problem.
DeVol had been the Safety Marshal two weeks ago and had identified a number of problems on
the site. One of the safety problems DeVol reported involved Baker Masonry, a subsubcontractor to Lane Construction. DeVol noted in his report that the Baker crews were using
unsafe scaffolding for the erection of the block walls for the Entry Control Facility. DeVol cited the
specific section of OSHA 1926 regulations that was being violated. At the central safety
committee meeting, the problem was directed to the Lane Construction to correct.
1997 Edition
13-9
Section 13
Since the Safety Marshals are required to follow up on the problems they find and make sure
they've been corrected, DeVol returned to the Entry Control Facility work site on at least 3
different occasions trying to close the scaffold safety item. On each subsequent re-inspection,
DeVol discovered that the Baker Masonry craft continued to work with unsafe scaffolding and
reported the problem to Blevins and Tim Fletcher, the Site Safety Representative. From what
DeVol could see, everyone was just ignoring the problem.
During an inspection of the work area this morning, DeVol observed two Baker Masonry
employees standing on an incomplete scaffold installing a wall opening frame. The scaffold had
very poor footing and two other Baker employees stood below the scaffold bracing it to stop it
from tipping over. In frustration, DeVol asked who was in charge and told the Baker Masonry
crew Foreman to stop work because their unsafe use of the scaffold was causing an imminent
danger. At that point, the argument started and DeVol told the Baker crew Foreman he was
going to make sure they were dismissed from the job.
In your breakout groups, discuss Superintendent DeVol's role in following up on this safety issue
and answer the following questions:
1. Was DeVol justified in telling Baker Masonry that he would recommend that they be
dismissed from the job?
2. What did DeVol do wrong in the way he handled the situation?
3. What would you have done?
Some factors to consider:
1. Who was responsible for making sure the safety problem was corrected?
2. Why didn't the Contracts Administrator take action earlier?
3. Did an imminent danger condition exist when DeVol approached the Baker Masonry work
crew?
13-10
1997 Edition
Section 14
Constructability
GENERAL
Constructability, as defined by the Construction Industry Institute (CII), is "the optimum use of
construction knowledge and experience in planning, design, procurement, and field operations to
achieve overall project objectives".
Constructability is an ongoing process of integrating construction knowledge and experience into
conceptual design, procurement, detailed engineering, and field construction operations which
provides the opportunity to reduce project costs and improve project schedules.
The ability to influence project costs and to incorporate construction experience and methods into
a project plan and design is greatest during the very earliest stages of a project. Therefore, the
greatest benefit of the constructability process will be derived with the earliest establishment and
implementation of a constructability plan on a project.
The Superintendent plays a vital role in the successful implementation of the Bechtel's
Constructability Program.
By reviewing project designs for constructability and suggesting enhancements, the

Superintendent improves the construction process on the project.
By soliciting constructability ideas from craft supervision and the craft, the Superintendent
broadens the range of project constructability ideas and improves team building on the
project.
By contributing to the corporate Lessons Learned Program, the Superintendent ensures that
the project's field experience is captured for use by future projects.
LESSONS LEARNED
The Superintendent can make an important contribution to the organization by sharing
experiences and knowledge with the rest of the company. There are several ways to do this,
including:
Responding to periodic surveys

Participating in critiques
Providing input to the Lessons Learned Program.
The Bechtel Lessons Learned Program has existed for many years. Learned lessons entered
into this program include more than just better work techniques. They also could include:
Ways to communicate better with other project team members (for example, clients,
management, crafts, or other non-manuals)
How to be more efficient in our business practices
Through experience, each of us have learned tricks of the trade which enable us to make the job
easier. These tricks of the trade are the Lessons Learned that are needed to continuously
improve the services we provide as a company.
1997 Bechtel Corp.
14-1
Section 14
Constructability
The Bechtel Lessons Learned program was developed to continuously improve our work
processes by retrieving and disseminating Lessons Learned to all projects. Superintendents are
responsible for identifying Lessons Learned from their projects and submitting them to the
program for review and approval. Approved lessons will be entered into the BecWeb and the
On-Line Reference Library (OLRL).
To stay competitive, Lessons Learned must be shared throughout the company. These lessons
are experiences gained from various jobs, which others can learn from, reduce the duplication of
similar errors or give solutions to potential problems. In addition to reporting solutions to problems
encountered, Lessons Learned can also be used as a forum to document methods used to
improve a particular process or way of doing business. Superintendents are urged to draw upon
their experience and pass on "Tricks of the Trade" and other suggestions and ideas for others to
learn from.
It should also be noted that the Lessons Learned Program should not be used as a dumping
ground for identifying problems. Do not submit a problem statement or existing condition without
offering a suggested solution or opportunity for improvement.
Regional Office Construction Coordinators
Each Regional Office construction organization has personnel assigned as Construction
Coordinators for new construction projects. In some instances, a coordinator may fill a key
project position such as Site Manager, Field Superintendent, Project Field Engineer, or
Superintendent when the project begins. Construction Coordinators play a key role in performing
project constructability reviews prior to site mobilization and in coordinating the implementation of
project lessons learned.
Responsibilities
The Superintendent is responsible for keeping alert to those problems and solutions which
improve construction work processes and for submitting Lessons Learned items to the Site
Manager.
Procedure
As Lessons Learned items are identified, the Superintendent should complete a Project Lesson
Learned Report and submit it to the Site Manager for review. A sample report is shown in
Attachment 14-1.
Special emphasis on submittals will occur each calendar quarter for Construction Projects and at
the end of every outage for Operating Plant Services Projects.
Superintendents should make periodic reviews of Lessons Learned and Best Practices on the
OLRL to determine applicability to their particular project.
CRITIQUES
During the course of a project, formal critiques may be arranged/conducted by Supervision or
Management. The purpose of a critique, is to focus on a particular work activity, identify strengths
and weaknesses, and brainstorm suggestions for further improvement. Craft input on project
14-2
1997 Edition
Constructability
Section 14
critiques is extremely important and should be solicited. Critique input should be used as the
basis for the development of lessons learned.
Critiques should be done upon completion of a major work activity/milestone for Construction
Projects and at the end of every outage for Operating Plant Services Projects. A Critique/
Feedback Form is shown in Attachment 14-2.
Procedure
A formal critique report should be the end result of the critique process and should be submitted
to the Site Manager. Feedback should be solicited from manual and non-manual employees
using at least one of the following methods:
1. Critique Meeting.
2. Critique Questionnaire/Survey (see sample form on next page).
Focus of the critique should include as a minimum:
1. Areas which worked well and improvements over the last activity.
2. Problems encountered.
3. Suggestions for improvement.
Action items should be developed to analyze and address critique items.
1997 Edition
14-3
Section 14
Constructability
LESSON LEARNED REPORT

ATTACHMENT 14-1
PROJECT LESSON LEARNED REPORT

REPORT NUMBER:
DATE:
PROJECT:
JOB NO.:
TITLE:
ORIGINATOR/
PROJECT
CONTACT:
EXISTING
CONDITION:
SUGGESTED
SOLUTION
IMPLEMENTING
COST:
SCHEDULE
SAVINGS:
COST SAVINGS:
ORIGINATOR:
DATE:
SITE MANAGER:
DATE:
CONSTRUCTION
MANAGER:
DATE:
FORM T_LL_RPT.DOT 1995:REV.0
14-4
1997 Edition
Constructability
Section 14
CRITIQUE/FEEDBACK FORM
ATTACHMENT 14-2
PROGRAM/ACTIVITY CRITIQUE
PROJECT NUMBER:
DATE:
PROJECT NAME:
JOB NO.:
PROGRAM/ACTIVITY:
OVERALL RATING OF PROGRAM OR ACTIVITY:
EXCELLENT
GOOD
ADEQUATE
POOR
UNSATISFACTORY
AREAS WHICH WORKED WELL:
PROBLEMS ENCOUNTERED:
SUGGESTIONS FOR IMPROVEMENT:
NAME:
DATE:
CHECKLIST OF POSSIBLE SUBJECTS: TRAINING, WORK PACKAGES AND PLANNING, PROCEDURES,

AVAILABILITY OF TOOLS, BECHTEL SUPERVISION/ TECH SUPPORT, H.P. SUPPORT, SECURITY SUPPORT,
CLEARANCES AND BLOCKING, SCHEDULES, MATERIAL PROBLEMS, SHIFT TURNOVER.
ALL COMMENTS ARE HELD IN COMPLETE CONFIDENCE

FORM T_CRTQUE.DOC 1995:REV.0
1997 Edition
14-5
Section 15
Timekeeping
GENERAL
Without accurate timekeeping, there is no basis for controlling the work performed on the
construction project. One of the primary responsibilities of the superintendent is to ensure that
construction craft timekeeping is fair and accurate.
Time and Attendance
Timekeeping control begins with monitoring construction worker time and attendance at the site.
In its simplest form, time and attendance is controlled at a brass alley or timekeeping shack where
the project timekeeper monitors workers entering and leaving the project. The expression brass
alley comes from the practice of issuing workers brass, numbered identification tags as they enter
and leave the project. Workers who arrive late or leave early are noted in the gate log which is
then used to audit project timesheets. The brass identification tags have the secondary benefit of
enabling the timekeeper to quickly determine who is on site in the event of an emergency.
When brass is not physically issued to the craft, the timekeeper monitors workers entering and
exiting the site. Free entry is permitted to and from the site prior to the project start time and after
the project quitting time. The timekeeper enters the names of workers who arrive late or leave
early in the gate log.
On larger projects, the timekeeping staff can be quite large and a number of disputes can arise
about the accuracy of the gate entry logs. To improve the process of controlling construction
worker time and attendance, a number of automated gate entry control systems are now
commercially available.
The Bechtel GateWorks gate entry control system is the Bechtel standard application for
automated site time and attendance control. To use the system, each construction worker is
issued a barcoded identification badge that is slid through the GateWorks gate keeper terminal
at the site entry gate. The system then records the identification number and entry time for each
worker as he or she enters or leaves the site.
The GateWorks system provides sites with the following advantages:
A significantly smaller timekeeping staff

Rapid and accurate force reports
Late start and early quit reports
Individual employee attendance reports
Timesheets
The timesheet is one of the most important documents on any construction project. Timesheet
information feeds every management reporting system and is essential in monitoring construction
costs and productivity in any given time period. Timesheets may also provide the contractual
basis for Bechtel's payment for services on the project. Without accurate and complete time
1997 Bechtel Corp.
15-1
Section 15
Timekeeping
reporting, Bechtel's fee may be in jeopardy. For the construction worker, timesheets are of even
greater importance since they determine the amount of compensation in the paycheck.
Bechtels ForeTime electronic timesheet application is used on larger direct hire projects and
permits construction Foremen and General Foremen to directly input their time charges into the
site computer system. Using personal passwords, supervisors enter timesheet information for
their individual crews. Cost codes for work performed are selected from pull down menus
controlled by the project controls department. This reduces the potential of time charges being
made to incorrect or closed accounts.
It is very important that the labor information entered into the system is accurate and complete.
Timesheets must be completed daily for the craft and turned in before the Superintendent leaves
at the end of the shift. On many projects, the craft Foreman or General Foreman is responsible
for completing the timesheets for their crews and submitting them to the Superintendent for
approval. It is the Superintendent's responsibility to verify the completeness and accuracy of the
information before signing and turning the timesheets into the timekeeper or cost department.
Overtime
Overtime is a necessary evil on most jobs. The negative cumulative effect of extended hours on
job productivity is well documented. Extensive overtime drives up costs and leads to quality and
safety problems. Simply put, tired people make mistakes. The Superintendent's job is to make
sure that overtime is only used when absolutely necessary to support the project's objectives.
Avoid the mistake of assuming that overtime is needed because the project is behind schedule.
Depending on how the work fits into the total project schedule this may or may not be true. If the
project is behind schedule for reasons that are out of construction's control, overtime may not
make up lost schedule time. Make sure the need for overtime is clearly understood before asking
for approval to work overtime.
Make sure that you know the process for getting approval to work overtime before hand. On
some projects, client approval may be required and on others, approval of the Lead
Superintendent may be required. On Nuclear projects there are restrictions such as the 72 hour
rule that limit that amount of overtime permitted in a given period. Make sure the rules are
understood and comply with them. Do not use overtime as a way to keep the craft happy.
Change of Rate Notices
A change of rate notice (slip) is required anytime an employee's standard rate of pay is to be
changed. This rule applies whether the pay is being increased or decreased. It is the
Superintendent's responsibility to process the request and obtain supervisor approval (if
required). It is important to be prompt in submitting change of rate slips to avoid incorrect pay
rates in the payroll system.
Time Monitoring
When reviewing and approving timesheets, the Superintendent is responsible for validating the
hours worked, absences from work, special rates for particular work assignments, and the correct
allocation of job hours by cost code. In reviewing timesheets, the Superintendent should:
15-2
1997 Edition
Timekeeping
Section 15
Monitor craft start and quit times to verify that the hours included on the timesheet correctly
reflect the actual hours worked. Craft who start work late or quit early should be docked for
the time missed.
Absences from work may be excused or unexcused. The Superintendent must verify whether
time reflected as an excused absence is valid.
Monitor the work being performed to verify whether particular craft deserve special rates for
special work assignments such as equipment operators, welders, or temporary crew foremen.
Verify that the allocation of job hours by cost code is correct. This is particularly important in
determining the cost performance for the work performed during the payroll period.
On some projects, additional timesheet reviews and approvals are required after Superintendent
approval. In some instances, client approval is also required. The Superintendent must
understand the project specific timesheet review and approval requirements.
1997 Edition
15-3
Section 16
Construction Execution
GENERAL
This section of the Superintendents Handbook describes several areas of interest related to the
execution of construction work at the site.
JOB PLANNING
Prior to executing work on the site, it is very important that the Superintendent has a
comprehensive plan of how the work will be performed. The Job Planning Checklist shown in
Attachment 16-1 provides a listing of the types of items that should be considered prior starting
the work.
TOOL, EQUIPMENT, AND MATERIAL CONTROL
Superintendents must ensure that the required tools, equipment, and materials are available prior
to hiring or setting up crews to perform assigned work. To do this, the Superintendent must be
aware of the contractual requirements as well as the site specific procedures pertaining to tools,
equipment and materials.
Contractual Requirements
At the start of a project, the contract must be reviewed to establish the procedures and
responsibilities for tool, equipment and material control. At this time, the following questions
should be addressed:
Are tools, equipment and materials supplied/controlled by the client, by Bechtel or by

employees?
Are consumables supplied/controlled by the client or by Bechtel?
Are calibrated tools provided/controlled by the client or by Bechtel? Who is responsible for
the calibration of such tools?
Who is responsible for the replacement of lost, damaged or stolen tools, equipment and
material?
Does a budget exist for purchasing tools, equipment and material?
Who is responsible for the maintenance of tools and equipment?
Who is responsible for furnishing/controlling such items as certified rigging equipment (if
required), welding equipment and filler materials, and safety equipment?
What is the plan for the final disposition of tools and equipment at the end of a project?
Tool/Equipment Control
Procedures for tool/equipment control vary from site to site. The Superintendent must know the
site specific procedures which pertain to the control of tools and construction equipment. The
1997 Bechtel Corp.
16-1
Section 16
following checklist serves as a guide for the Superintendent to help ensure that tools/equipment
are adequately controlled and accountability is maintained.
Ensure the craft are aware of their responsibilities in regard to tool and equipment control.
Know how tools and equipment are issued, returned and tracked.
If applicable, become familiar with automated (PC-based) systems for tracking tools, such as
Tool Hound.
Know the locations of all site tool rooms.
Be aware of the procedures for issue and return of calibrated tools and ensure that craftsmen
respect the sensitivity of these tools. Also ensure that the calibration due dates are not
surpassed.
If applicable, know the location of and procedures pertaining to the contaminated tool room
(Nuclear).
Be aware of any budget constraints in regard to tool/equipment usage.
Ensure that tools and equipment are maintained in a proper and safe manner
If applicable, ensure tool service is documented in the maintenance record.
Tool cribs comprised of recycled and new tools are available from Bechtel Leasing Services, Inc.
(BLSI) which include heavy industrial tools commonly used on Bechtel sites. All recycled tools
are completely refurbished and serviced prior to shipment to the site. Tool cribs come with
adjustable tool bins so the crib can be immediately set up as a tool dispensing trailer.
All tools are barcoded and tool inventories are maintained using the Tool Hound tool inventory
tracking system. Using the same barcoded craft identification badges used for the KRONOS time
and attendance system, tools are issued to individual workers on the project to ensure proper
accountability is maintained. Training materials are provided to train tool crib attendance in
proper tool control procedures and in the use of the Tool Hound software application.
Material Control
Procedures for material control may also vary from site to site. The Superintendent must know
the site specific procedures which pertain to material control. The following guidelines will aid the
Superintendent in controlling and tracking materials.
The Superintendent must know the procedure on how to withdraw materials from the site
warehouse(s) and ensure that the appropriate craft understand their responsibilities in
withdrawing materials.
If applicable, become familiar with the site automated tracking system for materials. The
Procurement Tracking System (PTS) is the standard tracking system used on most Bechtel
construction projects, however, the Superintendent may need to become familiar with the
client material tracking system on NOPS jobs.
Know the location of all site warehouses and laydown areas.
Be aware of any special storage and/or maintenance requirements for applicable materials.
Be aware of any budget constraints in regard to material usage.
Be aware of procedures which govern the surplus and scrap of unused materials.
16-2
1997 Edition
Section 16
Major Equipment Rental and Control

On projects where major construction equipment is either bought or rented it becomes necessary
for the Superintendent to plan and schedule the use of this equipment. Early in the project, the
Superintendent may be asked to develop lists of heavy equipment and vehicles which will be
required for the job. The Superintendent may also provide input on the scheduled arrival and
departure of this equipment and may also help decide on whether to buy or rent this equipment.
Site specific procedures pertaining to equipment control may vary. It is the Superintendent's
responsibility to know these procedures to ensure the efficient use of major equipment. The
following guidelines should be followed.
The Superintendent must be aware of the jobsite rules for accessing major equipment and
vehicles.
Be aware of how major equipment/vehicles are to be secured when not in use.
It is highly recommended that a daily vehicle/equipment schedule be utilized by Supervision to
plan the next days usage and to minimize down time.
Superintendents must be cognizant of the rental agreements that exist on their project. Close
coordination with Procurement and/or Field Engineering may be required when renting
equipment.
The Superintendent must be aware of the overall schedule for arrival and departure of rented
equipment.
A Major Equipment Rental Log should be utilized to track information about rented equipment.
This log should contain information such as:
4 Equipment Number
4 Date Arrived
4 Serial Number
4 Date On Rent
4 Description
4 Estimated Date Off Rent
4 Number
4 Rental Months
4 Vendor
4 Date Off Rent
4 Rental Rate
The Superintendent must be aware of the maintenance requirements for rented
vehicles/equipment.
On some projects, special training is required to use client equipment. The Superintendent
must determine the training required and ensure that all craft required to operate client
equipment receive the required training.
Certain equipment such as cranes are required to have periodic and frequent inspections to
comply with OSHA Regulations. Inspection forms as typically included in the project Safety
and Health Action Plan. On some projects, however, the client may require that these
inspections be documented on its inspection forms. In either case, the Superintendent must
ensure that the required equipment inspections are performed and properly documented.
1997 Edition
16-3
Section 16
Maintenance of Equipment and Materials

Permanent plant equipment and materials must be properly maintained from the time they are
released for storage or installation until turnover to the client. Site specific procedures for
maintenance of these items exist for most projects. Responsibility for the Maintenance Program
is generally shared between Field Engineering, Supervision and Procurement. Superintendents
must be aware of their responsibilities in regard to the Maintenance Program.
HOUSEKEEPING
Superintendents are responsible for enforcing good housekeeping and fire safety practices in
construction areas controlled by Bechtel. Housekeeping efforts should be included in planning
and in evaluating job performance. Housekeeping should become part of the Superintendents
daily routine. Attachment 16-2 is a reprint of a December, 1948 article by S. D. Bechtel in the
Bechtel Briefs which summarized the Bechtel Policy on construction housekeeping. The
requirements are still valid and can be used as a standard for today's projects.
Housekeeping Checklist
The following items should be considered to ensure a clean and safe work area and environment:
Eliminate fire hazards such as accumulated trash, frayed electrical cords or storage of
combustibles near a heat source.
Ensure that access to fire fighting equipment is not blocked.
Ensure that all exits, fire exits and stairways are open.
Work areas should be kept clean and orderly.
Ensure tools, materials and equipment are properly stored.
Ensure that compressed gas cylinders are properly stored.
Ensure all chemicals are stored in properly identified, closed and approved containers per the
project safety action plan.
Ensure electrical cords, hoses and cables are properly routed. These and other items should
be kept out of walkways or wherever they may cause falls.
Equipment and other surfaces should be clean of oil, grease, ice, snow or other slick agents.
Ensure that adequate lighting exists in all work and storage areas.
Newspapers and magazines should be removed from work areas.
For additional housekeeping guidelines, refer to the Employee Safety and Health Practices
booklet.
RIGGING OF HEAVY LOADS
Superintendents should be familiar with safe heavy load rigging practices and must ensure that all
heavy lifting is performed in accordance with these safe rigging practices. Depending on the job
requirements, rigging shall be performed using either client or Bechtel procedures. The
16-4
1997 Edition
Section 16
Superintendent must become familiar with the applicable rigging procedures which are used at a
particular site.
The following guidelines should be considered when lifting heavy loads and should be used in
conjunction with the applicable site procedures. Where required, the Superintendent shall work
closely in conjunction with a Rigging Engineer and/or Rigging Supervisor.
Rigging Guidelines
Ensure that craftsmen are qualified in accordance with the applicable rigging procedures at
the site.
Be cognizant of the layout of the work area including the layout of all obstacles and
interferences. Check for obstructions in the path of the lifting operation.
Ensure that minimum clearance requirements from existing facilities and utilities are met.
Determine if lifting limitations exist.
Know the verified weight of the component to be lifted and the authorized attachment or lift
points.
Ensure area is secured for lifting.
Verify that rigging equipment is in good working condition and is properly rated for the loads to
be lifted (including required safety factors). Schedule equipment in advance of need date.
Make sure softeners and tag lines are used when required.
Consult a Rigging Engineer when needed. See the Bechtel Field Engineering Manual,
Procedure No. F4.3, Construction Rigging Plans, for more information.
For Nuclear Operating Plant work, compliance to site specific procedures in regard to rigging
of heavy loads may need to be considered. Items such as additional training of riggers and
lifting within a designated safe load path may apply.
CONSTRUCTION COMPLETION AND TURNOVER

One of the most critical phases of any construction project is the completion and turnover of
project systems and facilities to either the Startup or Client organization. Superintendents
typically gain valuable multi-discipline experience during this phase of the project. The
Superintendent is required to monitor the many tasks associated with the turnover of mechanical
and electrical systems as well as plant facilities. The following checklist can be used as a guide
to aid in a smooth transition during turnover.
Construction Completion/Turnover Checklist
Become familiar with the project turnover procedure and know the Superintendent's areas of
responsibility.
The Superintendent should know the project turnover schedule and plan work accordingly.
The Superintendent should know the system and/or facility boundaries associated with the
assigned scope of work. The Superintendent should also know what documents define this
scope.
1997 Edition
16-5
Section 16
The Superintendent should sponsor/support walkdowns with the client/startup in advance of

turnover.
Ensure that piping systems are hydro-tested, flushed and properly laid-up.
Ensure equipment is properly installed and maintained.
Ensure that HVAC systems are properly balanced and that equipment alignments are
complete.
Ensure that electrical testing is complete.
Verify that systems operate within Bechtel and/or vendor specifications.
Ensure that instrumentation is calibrated, tested, loop checked.
Complete all associated punchlist items and housekeeping activities.
JOBSITE SECURITY
Superintendents must be aware of the provisions pertaining to security on a particular jobsite.
Depending on the type of project, jobsite security may be provided either by Bechtel or the client.
It is the Superintendent's responsibility to ensure that his workers are aware of all security rules
and regulations. They must also realize that violations of the Security Program may result in
disciplinary action up to and including termination, as well as criminal prosecution by outside
authorities.
Most Site Security Programs will include, without being limited to, the following:
Control of access to the jobsite by both manual and non-manual employees, subcontractors
and visitors.
Control of access to the jobsite outside project work hours.
Control of vehicles on and off the jobsite.
Control of the use of cameras.
Control of jobsite tools, equipment and materials on and off the jobsite.
Procedures for investigating and reporting lost or stolen tools, equipment and materials.
Methods for handling labor unrest.
Steps to be taken to communicate emergency messages to persons on the jobsite.
Control of the use and/or possession of drugs and alcohol.
Control of the use of firearms.
CONSTRUCTION SITE COMPUTER AUTOMATION

Computers continue to play an ever increasing role in our lives. Bechtel is on the leading edge of
applying computer technology in the construction industry and is continually advancing the ways
in which computers are used at the construction site.
The Superintendent may be required to use a computer on the project. Computer tools such as
the KRONOS time and attendance control application, ForeTime craft electronic timesheet
16-6
1997 Edition
Section 16
system, electronic mail, On-Line Reference Library (OLRL), the Procurement Tracking System
(PTS), the BETR non-manual electronic time reporting system, and the Tool Hound tool
management system are commonplace applications that the superintendent may need to utilize
on the construction site.
The Superintendent's automation skills must be constantly updated as computer hardware and
software is updated at construction sites. Site training is available on the computer hardware and
software being used at the site.
1997 Edition
16-7
Section 16
JOB PLANNING CHECKLIST

ATTACHMENT 16-1

PROJECT:
ORIGINATOR:
JOB DESCRIPTION:
SYSTEM/AREA:
RESPONSIBLE
SUPERVISOR:
CREW TYPE:
RESOURCES (CHECK THOSE THAT APPLY):
A. CREW
Required Skills Present
Minimum Size Crew for the Job
Training Current
Qualifications Current
Crew Adequately Briefed
Vendor Technical Representative
Crane/Forklift Driver
Other:
B. MATERIAL
Ordered
Received
Staged
Self Life Acceptable
Special Conditions (Safety)
Prefabrication (if possible)
Other:
C. TOOLS/EQUIPMENT
Available
In Calibration
Proper/Mating Hookups or Connections
Radios
Other:
D. PAPERWORK ASSEMBLED
Reference Drawings/Specifications
Procedures, Sketches, Vendor Drawings
Bills of Materials
Special Permits:
Tagging Request
Confined Space Entry
Cutting/Welding/Burning
Housekeeping
Waste Handling & Disposal
Tool/Equipment Storage & Laydown
Scaffold and Rigging
Functional Test Plan
City Permit
Environmental Permit
Other:
Other Job Plans:
Overhead High Voltage Protection
Plan (115kV/345kV)
Heavy Loads/Material Exclusion
16-8
JOB NO.:
DATE:
BECHTEL
SUB
CREW SIZE:
OTHER
COMMENTS
1997 Edition
Section 16

ATTACHMENT 16-1

RESOURCES (CHECK THOSE THAT APPLY):
Special Fire Protection
Hazardous Material Plan
Administrative Plans
Time/Material Authorization Plan
Excavation Permit
Work Package
Other:
E. OPERATIONS INTERFACE
System Availability
Tagging Request Approved by OPS
Remedial Action Request
System Tagged, Drained, Vented, and
Grounded
Other:
F. OTHER SUPPORT
Prejob Survey
Job Coverage
Area Setup
Safety
Environmental Sampling
Special Safety Equipment
Work Site Inspection
MSDS Information
Other:
Engineering Inspection/Hold Points
Vendor Representatives
Security
Testing Personnel
G. WORK AREA PREPARATION
Prejob Site Inspection
System Walkdown
Staging/Rigging
Floor/Wall Protection
Ventilation
Utilities
Water
Electrical
Lighting
Other:
Temporary Fire Protection/Fire Watch
Other:
COMMENTS:
BECHTEL
SUB
OTHER
COMMENTS
FORM T_JOBPLN.DOC
1997 Edition
16-9
Section 16
BECHTEL HOUSEKEEPING POLICY

ATTACHMENT 16-2
[The following article appeared in the December 1948 issue of the Bechtel
Briefs and sums up the importance of good housekeeping. It serves as a
reminder of the importance of this aspect of our daily work.]
A BECHTEL POLICY
Good Housekeeping
ALTHOUGH MANY PEOPLE look upon industrial housekeeping merely as a matter of keeping
plants, offices and construction jobsites neat and reasonably clean, the important fact is that such
housekeeping actually reflects orderliness in an organization's affairs from top to bottom.
It is my conviction that good housekeeping is as much a product of orderly thinking as it is of
broom and dust pan. Orderly planning by management, attended by orderly performance of
duties by employees, produces the smooth-working efficiency and the physical neatness that are
the hallmarks of good teamwork.
There is a good saying -- "Accidents don't just happen." Orderliness and safety are born
companions. Mishaps steer clear of workers with neat habits, find it easier to seek out careless
employees in unkempt surroundings. Debris and loose tools invite the ambulance.
In my travels I have visited hundreds of industrial operations of every nature. It has been my
observation that the visible evidence of housekeeping, good or bad, are almost infallible
guideposts to the success of the operation. Those with untidy, disorderly appearance have
proved to be inefficient and wasteful of time, material and effort. Those with a well-kept look have
been the secure, profitable operations producing goods or construction services of high quality
with economy.
I am pleased at the evidence of good housekeeping throughout our operations. It is a credit to
management and employees alike, and it carries out a reputation of ours which has been built up
over the past half century. Good industrial housekeeping is a Bechtel policy -- and a SAFE policy
as well.
[Signed by S. D. Bechtel]
16-10
1997 Edition
Section 17
New Assignment Checklist

GENERAL
This section provides a listing of questions that a Superintendent should ask when beginning an
assignment on a new project. The answers to these questions will help prepare the
Superintendent for the assignment.
This list of questions, although quite extensive, should not be considered as all encompassing. A
review of these questions will undoubtedly result in more questions and information which will
prove to be valuable to the Superintendent.
SAFETY AND HEALTH
Where is a copy of the Site Safety and Health Action Plan?

When and where are weekly Safety Meetings held?
Where on site are Material Safety Data Sheets (MSDS) kept?
Is there asbestos on this job?
What is Bechtel's role in dealing with asbestos on this project?
MEDICAL
What action should I take if there is a medical emergency?

Who administers First Aid?
Where is the First Aid Office located?
EMERGENCY PLANNING
Where is the copy of the project Emergency Action Plan?

What are the phone numbers of site personnel who must be notified in the event of a site
emergency?
ENVIRONMENTAL
What action should I take in the event of an environmental emergency?

Who is the Environmental Engineer on the project?
What is the process for reporting spills?
CONTRACTS/COMMERCIAL
What type of contract are we working under?
1997 Bechtel Corp.
17-1
Section 17
Is there an incentive fee agreement and if so, what are the components used for grading?
What are my responsibilities for subcontractors?
Is there a scope book or contract compliance matrix for this project?
How is procurement handled on this project?
COST AND SCHEDULE:
What cost and scheduling tools are used on this job and do you understand how to use them?
What is the procedure for dealing with scope changes and delays?
What is the frequency of cost reports?
What is the budget for my scope of work?
How are quantities reported?
What is the backcharge procedure?
Do we share cost and schedule information with our people?
Do we share cost and schedule information with the Client?
TIMEKEEPING:
Who fills out and approves timesheets?

Who approves overtime?
What timekeeping system is used on this project?
What are the limits on overtime?
What is the change of rate procedure?
LABOR RELATIONS
Do I have a copy of the job rules?

What type of labor agreement are we working under?
Who are the union stewards?
Who makes jurisdictional assignments?
What does the New Hire Orientation Program consist of?
What is the termination procedure on this job?
Who is the EEO Representative on this project?
Is drug and alcohol screening performed on this job?
What is the ADA Procedure on this job?
17-2
1997 Edition
Section 17
GENERAL INFORMATION
How do I withdraw tools, equipment and materials?

Where are the Warehouses and Tool Rooms located?
Who supplies tools on this job?
Where do you withdraw calibrated tools?
How are materials withdrawn?
Who schedules construction equipment?
Who is responsible for security on this project?
Who performs maintenance on permanent plant and construction equipment?
What are the site specific housekeeping requirements on this job?
What rigging procedures are used on this job?
Is there a rigging engineer on site?
What is the schedule for system and facility turnover?
How do you work on a turned over system or facility?
Who does my IPM?
What is the program for Lessons Learned?
What is the program for critiques?
Do we solicit craft input on critiques?
Where is the project Quality Control Manual located?
Is there an independent Q.C. organization on this project?
What is the local, state and federal involvement on this project?
Who do I contact in case of emergency?
Is there a home phone list and where is it located?
What is the scope of work which I am responsible for?
Where is a copy of the site organization chart?
Who are my customers?
CLIENT RELATIONSHIPS
Who are my key client contacts?

What is the role of the client on this project?
1997 Edition
17-3
Section 18
Client Relationships
GENERAL
The Superintendent should apply Bechtel's corporate philosophy in developing relationships with
client personnel. The following excerpts from Bechtel's "Purpose, Mission and Core Principles"
statement will serve as a guideline for the Superintendent in the day to day dealings with client
representatives (our customers).
Bring to the workplace a proud heritage of accomplishment, integrity, excellence, and

commitment to our customer's interests.
Work closely with our customers to help improve the standard of living and quality of life.
Adhere to the highest standards of ethics and integrity.
Clearly and continuously understand, be totally responsive to, and strive to exceed our
customers' expectations.
By our performance deliver exceptional value to our customers, helping them to maximize
their success.
Interfacing with the Client

Maintaining a good relationship with the client is often as important as completing the work itself.
Future work is sometimes a by-product of the respect Bechtel has earned through prior business
relationships with a particular client. The Superintendent should consider the following guidelines
when interfacing with client personnel.
Conduct all company business in a courteous and professional manner.

Maintain a positive attitude at all times. Don't be negative.
Control your emotions in the presence of client personnel.
Recognize and respect the chain of command in the client's organization. Know who your
counterpart is in the client's organization and maintain open communication with him/her.
Recognize when situations dictate raising a problem to the next higher level of management
in the client's organization.
Business Development
When appropriate, the Superintendent should try to promote future work for Bechtel through
communication with client personnel. This is particularly important when working on a NOPS or
long term partnering assignment. The following guidelines should be considered when
positioning Bechtel for future work.
Be aware of site specific strategies for business development.

Cultivate new contacts within the client organization.
Identify future work opportunities which Bechtel can perform for the client. Pursue these
opportunities as appropriate with client contacts.
1997 Bechtel Corp.
18-1
Section 18
Client Relationships
Talk up Bechtel's skills, talents and accomplishments.

Identify areas of superior performance and periodically relay this information to the client.
Be aware of the competition. Try to stay at least one step ahead of them.
Obtain feedback from the client. Are we providing the services that are needed? How are we
doing? What can we do better? How else may we help you?
When dealing with client personnel or potential customers always be prepared to talk about
Bechtel's ability to perform quality work. Be sure to make presentations on proposals for new
work whenever possible.
Site Specific Business Philosophy

Each jobsite has a Business Plan. The Business Plan is a confidential document outlining the
goals and strategies that are key in ensuring continued success with the particular client. At the
Site Manager's discretion, various Superintendents may be chosen to read and review the
Business Plan. These Superintendents should strive to perform in accordance with the Business
Plan to help ensure continued success.
Ethical Business Conduct
Bechtel is committed to the highest standards of ethical business conduct in all of its business
practices. Bechtel's Corporate Policy 102, Standards of Conduct, covers these requirements.
Each Superintendent must be familiar with the requirements of this policy and agree to comply
with them.
In addition to Bechtel corporate requirements, the Superintendent must also check if there are
any unique client requirements that may affect business practices at the site. For example, on
government projects, there may be significant restrictions regarding government employees
accepting any considerations from contractors. The Superintendent must be familiar with the
appropriate client requirements and comply with them.
18-2
1997 Edition
Section 19
References
GENERAL
The following general references are intended to assist the superintendent in identifying corporate
source documents on specific subjects:
Corporate and Personnel Policies:
Corporate Policy 102 - Standards of Conduct

Corporate Policy 103 - Equal Employment Opportunity and Affirmative Action
Corporate Policy 107 - Environmental Policy
Personnel Policy 304 - Anti-Harassment Policy
Personnel Policy 306 - Alcohol and Drug Abuse Policy
Personnel Policy 705 - Employee Performance Review
Contracts:
Prime Contract Management Manual

Prime Contracts Management Bulletin No. 12
Contract/Subcontract Formation Manual
Contract/Subcontract Management Manual
Contract/Subcontract Coordinators' Handbook
Construction Manuals:
BCOI Operating Instructions

Site Managers Manual
Field Engineering Manual
Construction Quality Manual
Bechtel Construction Quality Control Manual (ASME Section I & VIII)
Principles of Project Controls
Safety and Health Department:
Safety & Health Manual, Volume I

Safety & Health Procedures, Volume II
Employee Safety and Health Practices Booklet
1997 Bechtel Corp.
19-1
Section 19
References
A Field Guide to Workers Compensation
Bechtel Construction Company:
Generic Project Labor Relations Action Plan
Training:
Construction Employee Development Handbook

Leadership Booklet
BCC Field Superintendents Handbook
Constructability Handbook
Rigging Handbook
Piping/Mechanical Handbook
Civil/Architectural Field Inspection Guidelines
Mechanical/Electrical Field Inspection Guidelines
19-2
1997 Edition

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BCC SUPERINTENDENTS HANDBOOK

BECHTEL CONSTRUCTION COMPANY

1994-1997 Bechtel Corporation

SUPERINTENDENTS TRAINING WORKSHOP

TRAINING SESSION EVALUATION

TRAINING SESSION: BCC SUPERINTENDENT'S WORKSHOP

HOW DID THE SUBJECT PRESENTED RELATE TO YOUR JOB:

The subject presented is directly related to my job.

It will be easy for me to apply the subject presented on

The subject provided me with skills or information I need

The references or aids provided will be usable on my

The content or exercises were related to my job.

HOW USEFUL WERE THE TRAINING MATERIALS:

The materials were useful.

The materials were complete.

The materials were well organized.

The materials were well written and understandable.

TRAINING SESSION EVALUATION

TRAINING SESSION INTERACTION:

The training case studies were a valuable part of the

The role playing exercises were a valuable part of the

The homework reading assignments were useful.

The views of other course participants were drawn out

Enough time was allowed for the in-class training

The instructor(s) was (were) well prepared.

The instructor(s) adequately answered all questions.

The instructor(s) was (were) knowledgeable on the

The instructor(s) summarized the materials effectively.

The presentations were clear and understandable.

What can the instructor(s) do to improve the course presentations:

BCC Superintendents Handbook

Attachment 1-1: Superintendents Training Workshop

Attachment 2-1: Bechtel Construction Operations, Incorporated

Attachment 2-2: Bechtel Construction Company

Attachment 2-3: Latin American Region

Attachment 2-3: Asia Pacific Region

Attachment 2-5: EAMS Region

Attachment 2-6: Becon Construction Company, Inc.

Attachment 2-7: BSII Construction Organization

Attachment 2-8: Construction Resources & Technologoes

Attachment 2-9: Bechtel Environmental, Safety & Health

Attachment 2-10: Implementing EPC-Process Innovation

DUTIES AND RESPONSIBILITIES

Attachment 3-1: Generic Superintendent Position Description

Attachment 3-2: Superintendent Responsibility Exam

SAFETY & HEALTH

Safety Incentive Programs

Zero Accident Philosophy

Bechtel Corp. 1997

BCC Superintendents Handbook

Americans With Disabilities Act (ADA)

Attachment 4-1: Bechtel Zero Accident Philosophy

Attachment 4-2: Comparing BCCs OSHA Recordable and LWDC

Attachment 4-3: Safety Checklist

Attachment 4-4: Daily Warm-Up Exercises

Project Quality Procedures

Attachment 6-1: Communications Exercises

EMERGENCY ACTION PLAN

Project Emergency Plans

Attachment 7-1: Site Managers Manual Instruction S2.3,

Control and Discipline

Work Rules and Safety

Productivity and Cost