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Business Management Manual
TRISA
FE
C
ontract Managemen
t S
yst
em
Bu
sine
ss Ma
nagement System
Bus
ines
s Pl
ans
Our CHARTER
Ou
r V
isio
n: T
o t
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sfor
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omor
row
Introduction 03
BGC Contracting 04
Process Overview 05
BGC Contracting Offices and Branches 05
Our CHARTER 06
TRISAFE 07
Business Plans 08
Business Management System 09
Contract Management System 09
Business Management System 10
Processes 10
Summary of Processes 12
Documents 13
Organisational Overview 14
Executive Management Team 14
Managers and Employees 15
Our Brand Pillars 17
Our Brand 18
Contents
Our guiding principals are contained in the following documents, which are reviewed regularly to ensure they remain effective and appropriate:
» Our CHARTER
» TRISAFE
» Business Policies
» Business Plans
» Business Management System
» Contract Management System
This Business Management Manual (BMM) outlines how these principal elements support our accreditation to AS/NZS 4801, ISO 9001 and AS/NZS 14001.
“This manual explains how we go about our contracting business. The Values in our CHARTER influence our attitudes, and attitudes influence our behaviours. It follows that if our values are aligned, we will exhibit the right attitudes and behaviours to ultimately achieve our Vision: To transform tomorrow.”
Greg Heylen Chief Executive Officer
Introduction
BGC Contracting5
BGC Contracting
We are a wholly owned subsidiary of BGC (Australia) Pty Ltd. Our experienced team undertakes a diverse range of work, which includes:
Construction Services » Transport infrastructure
(roads, rail, bridges and airports)
» Non-process infrastructure and buildings (defence and water)
» Earthworks (bulk and detailed)
» Mine infrastructure (haul roads, dams, levees and ROM pads)
» Water infrastructure
» Dams and levees
» Maintenance services
Contract Mining Services » Open cut mining
» Mine site infrastructure
» Drill and blast
» Load and haul
» Road train haulage
» Mineral processing
» Asset and fleet management
» Maintenance services
» Mine reclamation and land rehabilitation
DIAB EngineeringAcquired in 2016, BGC Contracting subsidiary DIAB Engineering is an established industrial maintenance and fabrication services business, servicing many of Australia’s leading resources companies.
» Engineering design
» Fabrication services
» Industrial maintenance services
» Routine preventative and OHP shutdowns
» Processing plant upgrades
Business Management Manual 6
Process Overview
BGC Contracting Offices and Branches
Regional Branches
Karratha Branch
Port Hedland Branch
Darwin Branch
Western Australia Perth
Queensland Brisbane
South Australia Whyalla
New South Wales Sydney
DIAB Office Geraldton
DIAB Regional Office Melbourne
Offices
DIAB Offices
BGC Contracting
Client
Client satisfaction
Tender Documents
Contract
Contract Management System
Our Inputs:
Our CHARTER
Business Management System
Processes
Standards
Procedures
Forms
Process Documents
BGC Contracting7
The CHARTER contains our Vision, values and brand pillars. Understanding and committing to our CHARTER will deliver the desired behaviours necessary for success.
The CHARTER guides us in our decision making and represents who we are, what we stand for, and how we work as a team.
The CHARTER is to be understood, accepted and practised by everyone. You can find it in the form of a folded card and in our offices and crib rooms.
Our CHARTER
» Project delivery » Strong relationships » Great people
Brand Pillars
WE I
WE I
WE I
WE I
WE I
We will... I will...Values
We work as one team
Teamwork
» Resource, standardise and clearly communicate our goals, plans and performance with our people
» Work together with our people and clients
» Use the knowledge within our teams to achieve superior results
» Provide strong and capable leaders
» Speak up and share my knowledge and skills
» Accept team decisions
» Support my workmates
» Learn from others
» Help new people fit in and become part of the team
» Look for ways to contribute to team success
We work hard in a fun and rewarding environment
Enjoyable workplace
» Recognise and celebrate individual and team success
» Invest time, energy and resources in creating an enjoyable workplace
» Be proud of who we are and what we do
» Acknowledge my workmates’ achievements
» Display a positive attitude
» Display a sense of pride
We get the job done
Always deliver
» Deliver quality projects, safely, on time and within budget
» Work with our people to plan, identify solutions and continuously improve
» Do what we say we are going to do
» Focus on achieving our goals and those of our clients
» Recruit, train and retain the best people
» Work hard to achieve team goals
» Take the time to stop and think
» Play my part to get the job done
» Accept responsibility
» Look for ways to improve myself
We respect and support each other
Mutual respect » Treat our people honestly, fairly and with respect
» Look after our people and their families
» Provide opportunities for people to be heard
» Listen to our people and provide feedback
» Act honestly, fairly and with respect
» Look out for my workmates
» Listen to other people’s point of view
Part of everything we do
Safety
» Care about people’s health and wellbeing
» Foster a unique culture based on strong leadership
» Use TRISAFE as our framework
» Empower our people to STOP
» Focus on lead indicators to prevent harm
» Manage risk in our decision making
» Manage my health and wellbeing
» Stop, think and act safely at home and at work
» Demand a safe workplace
» Always look for ways to do tasks safely
» Be committed to TRISAFE
Vision To transform tomorrow
CHARTER
Business Management Manual 8
TRISAFE
TRISAFE is our innovative health and safety culture framework that has at its pinnacle a thriving health and safety culture. It is the vehicle we embrace as a business to help us achieve excellence in the field of health and safety and most importantly, keep our people and projects safe.
A thriving health and safety culture can only be achieved when:
» ‘I’ Thrive as an individual
» ‘We’ Thrive together as a team
» ‘Our Leaders’ help us Thrive as an organisation.
At BGC Contracting, health and safety is more than compliance to a set of policies, standards, procedures and forms. It is a flourishing and prospering environment which generates caring and committed people, enabled teams, and an informed organisation. These characteristics make up the core elements of TRISAFE and help us achieve our high performance culture.
High Performance Culture
Informed Organisation
Enabled Teams
Caring and Committed People
‘I’ Thrive
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I behave with respect and integrity
I am accountable for my own wellbeing and safety
If I stop and think before I act; I make better safety decisions
I stop and think before I start a task; I don’t take short cuts
Sharing my knowledge, skills and experiencehelps create a healthier and safer workplace
I share my knowledge, skills andexperience to improve health and safety
My actions make adifference in achieving a
healthier and safer workplace
I lead by example and get involved to improve
health and safety
‘WE’ Thrive Together
We support each otherand recognise our healthand safety achievements
Together we achieve betterhealth and safety outcomes
We use our knowledge and skills towork in the safest way
Our shared knowledge, skills andexperience is greater than an individual’s
We work as planned and stop and review whencircumstances change
Understanding and owning our roles and responsibilities leads to team success
We respect and look out for each other’s wellbeing and safety
We are responsible for each other’s wellbeing and safety
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‘OUR LEADERS’ Help Us Thrive
Leaders set clearexpectations and recognise
and reward success
Credible leaders set goals,give feedback and celebrate success
Leaders listen, learn and share with our people to improve health and safety
Effective leaders draw upon the skills,experience and knowledge of their teams
Leaders expect everyone to plan before acting and act to plan
Thoughtful leaders plan and organise work for healthy and safe outcomes
Leaders personalise health and safety and lead by example
Dedicated and sincere leaders drive commitment to health and safety
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High Performance Culture
Informed Organisation
Enabled Teams
Caring and Committed People
‘I’ Thrive
Beh
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rB
elief
Beh
aviou
rB
elief
Beh
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rB
elief
Beh
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elief
Beh
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Bel
ief
Beh
avi
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Bel
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Beh
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Bel
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Beh
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Bel
ief
I behave with respect and integrity
I am accountable for my own wellbeing and safety
If I stop and think before I act; I make better safety decisions
I stop and think before I start a task; I don’t take short cuts
Sharing my knowledge, skills and experiencehelps create a healthier and safer workplace
I share my knowledge, skills andexperience to improve health and safety
My actions make adifference in achieving a
healthier and safer workplace
I lead by example and get involved to improve
health and safety
‘WE’ Thrive Together
We support each otherand recognise our healthand safety achievements
Together we achieve betterhealth and safety outcomes
We use our knowledge and skills towork in the safest way
Our shared knowledge, skills andexperience is greater than an individual’s
We work as planned and stop and review whencircumstances change
Understanding and owning our roles and responsibilities leads to team success
We respect and look out for each other’s wellbeing and safety
We are responsible for each other’s wellbeing and safety
Beh
aviou
rB
elief
Beh
aviou
rB
elief
Beh
aviou
rB
elief
Beh
aviou
rB
elief
Beh
avi
our
Bel
ief
Beh
avi
our
Bel
ief
Beh
avi
our
Bel
ief
Beh
avi
our
Bel
ief
‘OUR LEADERS’ Help Us Thrive
Leaders set clearexpectations and recognise
and reward success
Credible leaders set goals,give feedback and celebrate success
Leaders listen, learn and share with our people to improve health and safety
Effective leaders draw upon the skills,experience and knowledge of their teams
Leaders expect everyone to plan before acting and act to plan
Thoughtful leaders plan and organise work for healthy and safe outcomes
Leaders personalise health and safety and lead by example
Dedicated and sincere leaders drive commitment to health and safety
Beh
aviou
rB
elief
Beh
aviou
rB
elief
Beh
aviou
rB
elief
Beh
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rB
elief
Beh
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Bel
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BGC Contracting9
Our CHARTER contains our Vision, values and brand pillars which require us to continually push ourselves to find ways to inch, step by step, towards them in our work. Business Plans are the tools we use to explain how we go about pursuing these goals.
The Chief Executive Officer’s Strategic Plan translates our CHARTER into high level objectives and tangible goals. These are reviewed monthly and updated every quarter using key performance indicators.
Each Executive Manager’s Business Plan responds to this Strategic Plan for their respective business unit, and sets out the implementation plans for delivering them in partnership with the other business units.
Mining Management Plans and Contract Execution Plans are developed at the start-up of every mining and construction contract respectively and set out the implementation plan for delivering client satisfaction, our CHARTER and Business Plans.
These plans are working documents that are easily understood, communicated and implemented. We will review them regularly, and when necessary, change them to ensure the plans (and our business) stay focused on delivering the CHARTER.
Business Plans
TeamworkWe work as one team
Business Management Manual 10
Business Management System
Contract Management System
Our Business Management System is fully integrated and modelled on the “process approach” as defined in the Business Management Standards AS/NZS 4801, ISO 9001 and AS/NZS 14001.
The Business Management System (BMS) is shown in blue and yellow. The CHARTER, shown in black, is not part of the BMS, but underpins its delivery. Under each process are the standards, procedures, forms and process documents.
When applied to a specific contract with appropriate modifications and additions, the Business Management System becomes the “Contract Name” Contract Management System (CMS).
The CMS contains three types of documents:
Business Management System This applies directly without amendment
Business Management System plus Contract Specific (BMS + “Contract”) These are Business Management System documents that have been modified to reflect specific contract requirements
Contract Specific (“Contract” Only) These documents are specific to a contract
Our CHARTER
Monitoring &Improvement
Standards
Integrated Management Processes Business Processes
Documents & Record Control
Risk &IncidentManagement
Organisation& ResourceManagement
Finance Plant InformationTechnology
Human Resources
Purchasing
Procedures
Forms
ProcessDocuments
BusinessDevelopment
Safety Environment ContractManagement
Construction Mining
Training Legal
Our CHARTER
ContractManagementSystem (CMS)
BusinessManagementSystem (BMS)
BGC Contracting11
Business Management System
ProcessesIn the day to day running of our business, we undertake a range of activities to deliver client satisfaction, value and profit. We have grouped these activities into Processes and assigned a Process Owner for each. Often the output from one process directly links into another process. To function effectively, we have identified how to manage these linked processes on page 9.
Our Processes consist of a series of written documents that:
» Are divided into integrated management and business streams
» Detail minimum standards and requirements
» Standardise and control our business activities
» Define the structure, resources and procedures needed to achieve business objectives
» Provide a stable platform from which improvement initiatives can be launched
Enjoyable workplaceWe work hard in a fun and rewarding environment
Business Management Manual 12
Monitoring and Improvement
A key driver for our culture is our commitment to do what we say we are going to do and provide innovative solutions within our teams and for our clients.
This process overarches our monitoring and improvement mechanisms. These enable us to deliver our contracts successfully and continually improve the business.
Document and Record Control
Our documentation format and structure has been designed to ensure it is user friendly, readily accessible to everyone and logical for retention and retrieval purposes.
Procedural controls for currency, authorisation, review, change management and archiving are defined to ensure internal and external documentation is managed effectively.
Risk and Incident Management
We have adopted a systematic and proactive approach to managing risks across our business from prequalification through to contract completion.
This process encompasses detailed procedures that define how we identify, analyse, control and communicate business risk.
Organisation and Resource Management
We have established sound organisation and resource management processes to deliver our contracts on time and within budget.
This process covers corporate and contract organisation structure, human resources, leadership, commitment, infrastructure, plant and equipment, planning and communications.
BGC Contracting13
Business Development
We have put in place a sound strategy that is founded on trust and a ‘can do’ approach to delivering client satisfaction.
Our business development process ensures risks are assessed, capability is confirmed, and client objectives are prioritised when tendering for new work or extending our existing contracts.
Contract Management
Our process for managing contracts has built-in flexibility to cater for varying range and complexity in scope.
Procedures detail requirements for start up, planning, commercial administration, design and management, through to completion.
Environment
Our environment process incorporates our legal, client and business requirements. Controls for waste management, pollution prevention, minimising emissions and damage to the environment are included.
We are committed to continued improvement and the prevention of pollution.
Finance
We have established protocols that ensure we maintain a disciplined approach to financial management throughout our business.
Our financial process includes the internal and accounting practices necessary to deliver our contractual, legal and business requirements.
Human Resources
We have developed a robust system that supports our unique culture and close relationship with our employees and subcontractors.
Our human resources process provides our recruitment, employment and industrial relations strategies required to achieve our business goals.
Summary of processes
Information Technology
Our information technology process has been built to work for us and provide the flexibility needed to establish sound working interfaces with our clients and other stakeholders.
Protocols have been developed for change management, communication and resources across the business.
Legal
We have developed protocols that ensure we are able to achieve our business goals whilst also complying with our legal obligations. Our legal process provides our business with legal guidance and support to deliver commercial outcomes.
Plant
Efficient management of our plant and equipment is fundamental to the success of our operations.
The plant process comprehensively details the minimum standards and checks and balances required to maintain our fixed and mobile plant fleet.
Purchasing
We work closely with our suppliers and subcontractors to create a culture that reflects our own.
We have developed sound procedures for evaluation, award, administration and monitoring.
Safety
We have adopted a behaviour-based approach aligned to our values, which allows our people to stop and make the right decision on what to do next.
We focus on leading indicators to ensure continuous improvement in our safety performance.
Training
Our training strategy builds on our unique culture by focusing on core business needs.
Included in this process are our procedures for induction, systems training, operator competency, professional development and our comprehensive leadership framework.
Always deliverWe get the job done
Business Management Manual 14
DocumentsThe Business Management System has been designed to ensure documents are logically classified, identified and readily retrievable.
Standards
Standards have been developed for business management and work functions. They define the minimum requirements to meet company, legal and third party certification obligations.
Process Documents
Process documents are used to provide guidance information relating to a particular topic. They are provided where their absence may affect the quality or safety of our products and services.
Examples include client reference documents, process descriptions, inspection and test plans, job hazard analyses, toolbox talks, flow charts, registers, manuals and risk assessments.
Forms
Forms are used to collect or record data and verify compliance with a standard or procedural requirement. In many cases, they fulfil the function of a standard or procedure. Wherever possible, forms are designed to work efficiently both in hard copy and electronic format.
Procedures
Procedures provide detailed instructions on how to complete a business or work process. The need for procedures is dependent on business risk, complexity, the methods used, and the skills of the personnel involved in performing the work.
Procedures specify what, by whom, how, when and where an activity is to be done, the resources required and how it is to be controlled or recorded.
BGC Contracting15
Executive Management TeamDetailed organisation charts and role descriptions can be found as controlled documents within our Business Management System. An overview of the company’s organisation and roles are as follows:
Organisational Overview
Chief Operating Officer Project Support
Chief Operating Officer Contruction
Chief Operating Officer Mining
Chief Financial OfficerGeneral Counsel
Mutual respectWe respect and support each other
Business Management Manual 16
Chief Executive Officer
» Makes all executive decisions, establishes policy and sets objectives
» Has overall control and ensures that we operate in an efficient, safe and effective manner, allowing for progressive growth
» Ensures the availability of adequate resources for implementation of the Business Management System including occupational health and safety, quality and environmental requirements
» Conducts management review and promotes awareness of customer requirements
Managers
» Ensure that their operations are planned, managed and controlled in an efficient and effective manner
» Ensures Business Management System, requirements including occupational health & safety, environment and quality, are understood and implemented
» Promote awareness of client requirements throughout their areas of operation
» Provide strong leadership in all areas of operation
Managers and EmployeesChief Operating Officer Project Support
» Is the nominated management representative
» Ensures that the requirements of each applicable Business Management System standard is implemented and maintained throughout the company
» Reports to the Chief Executive Officer on the review and effectiveness of the Business Management System and ensures client requirements are promoted
Employees
» Comply with our Business Management System requirements
» Are responsible for their own safety and the safety of others
» Undertake immediate rectification (if possible) and notification to management of any actual or potential incident, hazard or occurrence
» Contribute to the accomplishment of business objectives and targets
» Actively participate in the business and assist to improve operations
» Participate in occupational health & safety, environment and quality meetings
» Fully assist with the investigation of any incident, harm or damage
SafetyPart of everything we do
BGC Contracting17
Business Management Manual 18
Our Brand Pillars
The BGC Contracting brand is supported by three brand pillars. Brand pillars are the promises that we make about our brand to all stakeholders across the industry.
They are a symbol of strength and stability, and form the basis of what we want to be known for in the market.
Project DeliveryBGC Contracting’s passion and commitment to our field means we always go beyond to get the job done. We give 110% to the projects we undertake and ‘do what we say we’re going to do’. We always deliver on our commitments.
Strong RelationshipsAt BGC Contracting, we attribute our ongoing success to the strength of our partnerships we have fostered and built with some of the largest and most innovative resources, energy and infrastructure companies Australia-wide.
Great PeopleWe are always in pursuit of finding and retaining the very best people for the job and the team. Our people are the backbone of the company that our clients can depend upon to ensure projects are delivered safely, on time and on budget... every time.
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BGC Contracting19
‘Beyond the job’ is the underlying mantra we embrace at BGC Contracting.
It’s not so much a slogan as it is an attitude to a level of commitment that flows across the entire business. We give 110% to every project and every person, every time. Going above and beyond the job, and delivering on every promise is what motivates us. It’s what drives our success.
The embodiment of this attitude can be found in BGC Contracting’s founder, Len Buckeridge. He was a man who went beyond the job time and time again to build a great Australian company.
Our Brand
Document summary and change control
Date of Issue: January 2018 Description: 3rd issue Approval: Greg Heylen
Note: This document is uncontrolled in its printed form.
www.bgc.cc
