2012 Administrative Report
2012 Administrative Report
2012
National Infrastructure
Development Company Limited
# 3 Melbourne Street
Port-of -Spain
Trinidad and Tobago, WI
www.nidco.co.tt
Annual Administrative Report 2012 Annual Administrative Report 2012
N
VISIO
Foreword
agency, through a philosophy of managing our
business with the highest ethical standards
providing optimal quality and value, while acting
in a responsible manner with our employees, our
This Administrative Report is stakeholders and environmental policies.
prepared in accordance with
Section 66D of the Constitution
of the Republic of Trinidad and
Tobago as amended by the
Constitutional Amendment Act
No. 29 of 1999, whereby Special
Purpose State Enterprises are
required to submit to their
respective Line Ministries, a
report on the exercise of their
functions and powers. In this
regard, the National Infrastructure
Development Company Limited
is pleased to submit a report
detailing its activities and
achievements for the year 2012.
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N I D CO N I D CO
contents
1
MESSAGE FROM THE PRESIDENT
President
Company Limited (NIDCO) for the year January programme, the Water Taxi Service continues
to December 2012. This Report outlines to be a preferred mode of travel between San
NIDCO’s business performance and operational Fernando and Port-of-Spain. This year saw a total
highlights, and includes the Company’s policies of 651,348 seats being sold on the Water Taxi
and procedures and financial operations. Service.
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NID CO NID CO
Mission, Policy
I and
12
Strategic Plan
N I D CO
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N I D CO
Annual Administrative Report 2012 Annual Administrative Report 2012
In carrying out this mandate, consideration has been given to San Fernando to Princes Flood Mitigation and Coastal
the objectives of improving quality standards and equity of Town to Mayaro Highway Erosion Programme
access to facilities and services throughout the country and to
Claude Noel Highway & Major Landslip Repair
fashion and sustain a culture of continuous human and national
Store Bay Local Road
development.
Community Outreach Major Bridges Reconstruction
1.2 Priority Projects Programmes Programme
The GORTT, through the Ministry of Works and Infrastructure
(MOWI), has assigned responsibility to NIDCO to provide
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NID CO NID CO
1.2.1 Overview of National Infrastructure Development Projects in NIDCO’s Portfolio
1. The Churchill Roosevelt Highway Interchange Upgrade Programme:
Due to significant traffic congestion along the Churchill Roosevelt Highway, it was necessary 6. A Vehicle Detection Subsystem (VDS)
to eliminate traffic signals and upgrade the intersections using a phased approach. The first of
these Interchange Projects comprises three (3) packages at the intersection with the Uriah Butler 7. A Communication Subsystem
Highway.
The first phase of this project was completed in June 2011 and the second phase, red light
Package A - the construction of the South to West Ramp which was completed in enforcement operations, is currently being assessed.
September 2006, brought relief to the nation’s commuters travelling from
South and Central Trinidad to Port of Spain. 3. San Fernando to Point Fortin Highway
This signature project involves the design and
Package B - the construction of the West construction of a new highway to
to South Overpass and the Bamboo Bridge International Freeway Standards. It
with associated ramps were completed in comprises 47km of 4-lane dual carriageway
May 2009. and 2.5 km of a 2-lane roadway (excluding
ramps but including connector roads) to
Package C - the construction of the be built over a 4-year period. The Highway
remaining portions of the Interchange, will require the construction of several
including the realignment of the Uriah interchanges, cross roads that traverse
Butler Highway to the West through the under the Highway, cross roads that cross
Interchange with an Overpass over the over the highway, utility corridors and river
Churchill Roosevelt Highway. The project bridges. This Highway will connect the City
budget is US$80 Million. of San Fernando and the Southern towns
of Debe, Penal, Siparia, Fyzabad, La Brea
Package D – the construction of an and Point Fortin and would create new
Interchange at the intersection of the economic space in the South-West Trinidad
Churchill Roosevelt Highway and the Peninsular, one of the new growth poles
Southern Main Road, Curepe. This would identified by Government. This project
involve grade separation and the use of has a budget of US$1.2 Billion, of which
appropriate loops and ramps, along with US$820 Million represents the design/
associated road works. Traffic signals would build contract price with Construtora OAS
also be removed at Valsayn and Curepe. Ltda of Brazil. Land Acquisition costs are
expected to approximate US$130 Million
Other Interchanges are also to be and Consultancy Fees, Management Fees
constructed at Morvant and east of Curepe, and Contingencies are projected to total
as the East-West Corridor improvement US$230 Million.
works continue to be implemented.
4. Diego Martin Highway Extension
2. The National Traffic Management Project
System (NTMS) This project involves the expansion of the
This project was conceptualized as a Diego Martin Highway, from the Western
means of improving traffic management in Main Road to Morne Coco Road. The project
Trinidad and Tobago. The NTMS comprised is to be carried out in four (4) phases, with
the following major components: the first phase being previously completed
by the Ministry of Works and Infrastructure.
1. A National Traffic Management Centre The project will realise (1) the widening of
(NTMC) the south-bound lanes from Morne Coco
Road to Western Main Road and (2) the
2. A Centralized Traffic Signal Control dualling of the northbound lanes from
System Acton Court to Victoria Gardens. The budget
for this project has been set at TT$67M.
3. A Central Corridor Traffic Management
System 5. Licensing Transformation Project
The establishment of a modernized Motor
4. A Closed Circuit Television Subsystem Vehicle Authority (MVA) in Trinidad and
(CCTV) Tobago is intended to improve the way the
Government delivers services to its citizens
5. A Variable Message Sign Subsystem by utilizing state-of-the-art technology
(VMS)
and by providing significant developments to accessibility and service delivery standards. MVA
Centres are to be established at several locations throughout the country. Construction of the 10. A Highway from San Fernando to Princes Town to Mayaro
MVA Centres will be undertaken using the Design-Build Model. The 56km-long San Fernando to Mayaro Highway is a new Highway to be constructed from
San Fernando to Princes Town in the first phase, followed by extension to the town of Mayaro.
6. Major Bridges Reconstruction Programme The Highway will comprise a 4-lane divided carriageway to International Freeway Standards
This programme involves the reconstruction of dilapidated or dysfunctional bridges on the commencing in the West at the Tarouba Intersection with the Solomon Hochoy Highway and
existing highway network. It comprises 62 bridges to be rebuilt in three phases over a period continuing to a point east of Princes Town. Traffic Studies will determine the requirements
of six (6) years. In 2012, two (2) Design and Supervision services consultants were and timing for the extension of the Highway to Mayaro.
contracted for the design of 26 bridges. The complete programme
has been budgeted at US$64M. 11. The Claude Noel Highway and Store Bay
Local Road
7. Major Landslip Repair Programme The National Infrastructure Development
This programme will be executed Company proposes to pursue to
throughout the country over a period of five implementation stage a Memorandum of
(5) years, beginning in 2012. The budget has Understanding (MOU), which was executed
been set at US$65M. with the Tobago House of Assembly. The
extension of the Claude Noel Highway and
8. Drainage and Erosion Control the Store Bay Local Road are the two (2)
The National Programme for Upgrade keys projects identified under this MOU,
of Drainage Channels and the Flood both of which will provide important socio-
Mitigation and Erosion Control Programme economic benefits to Tobago. The critical
are currently on-going. Over 50 projects traffic and demographic studies for these
were executed in 2012. In addition, projects are now required.
several Comprehensive Drainage National
Development Studies are now being 12. Port of Spain Flood Alleviation
conducted by consultants seeking to Project
identify the solutions to several drainage The main objective of the project is the
and erosion problems in the country. timely alleviation of flooding in Port-of-
Following this, projects will be identified to Spain such that pedestrians and vehicles can
implement the solutions. safely use the roads despite heavy rainfall
events. An engineering firm, Genivar, has
9. Mamoral Dam & Reservoir Project already been engaged to undertake designs
The Mamoral and Caparo Rivers drain into for improvement to infrastructure in the
a basin originating in the Central Range of Central Business District (CBD), downtown
Trinidad. On an annual basis, there is severe Port-of-Spain. The project will comprise
flooding in this basin, which results in nine (9) packages and is part of the Flood
damage to homes and agriculture and the Mitigation and Erosion Control Programme.
cutting off of access for several communities, In 2012 soil investigation for all packages
including Mamoral and Caparo Villages. were completed! Contract was awarded
for Package 1; South Quay, Independence
The construction of the Mamoral Dam will Square and Broadway, for the design and
not only address the concerns of flood construction of concrete drains. RFP’s were
relief, but the design of the dam will also drafted for the other packages.
allow for winning of water by the Water
and Sewerage Authority for injection into 13. Community Outreach
the potable water supply system. This Programme
project is considered to be of high priority The Community Outreach Programme is a
for the country at this time. It will be the new initiative comprising several strategic
first comprehensive water management infrastructure projects aimed at improving
project, comprising the related elements of infrastructure support to citizens at the
drainage, domestic water supply, agriculture community level. This comprehensive
water supply and recreation and overall programme will significantly enhance
infrastructure improvement in the Central the social quality of life of the people in
area. The estimated budget is US$150M. locations where NIDCO’s major projects
Pre-feasibility Studies have already been and programmes are being implemented.
conducted on this project. A contract was There are three (3) major components of the
awarded in October 2012 for the Feasibility
Study and Conceptual Design.
Community Outreach Programme, as follows:
i. Highway Connectivity Improvement Programme. This will ensure effective
connections to the major new highways being undertaken by NIDCO. This aspect of the
programme will involve the rehabilitation of access roads of the existing network.
iii. C o m m u n i t y I n f r a s t r u c t u r e
E n h a n c e m e n t P r o g r a m m e . As
a good corporate citizen, NIDCO’s social
responsibility is to positively impact the
lives of all citizens through our work. In this
regard, our aim is to implement specific
projects in communities in order to foster
the spirit of community development and
social cohesion.
1.3 Vision, Mission and Core Values 1.4 NIDCO’s Strategic Plan
In formulating its Corporate Strategic Plan for the period 2011 -
2015, NIDCO sought to align its key activities with the goals set
for national human development and to enhance the quality of
life for all residents.
The Corporate Strategic Plan, therefore, sets a path for the future
that has at its centre integrity, initiatives that would deliver
value for money, transparency and cohesiveness. It defines
NIDCO’s purpose and sets out a vision and strategic aims that
reflect its distinctive mission, recognises its core competencies
and strengths while supporting a unitary approach.
CORE VALUES Accordingly, NIDCO identified four (4) major strategic objectives
Accountability and Transparency team. Every associate is a valued member to be pursued over the Plan period. These are detailed at
We hold ourselves accountable for the and is encouraged to be creative and
Section 1.5. The main focus of the strategic thrust resides with
diverse roles, obligations and actions to innovative.
the public we serve, and are committed to the commitment of NIDCO to provide procurement, project and
manage our operations with openness and Service Excellence construction management services whilst adhering to and in
absolute integrity. We strive to be the best in quality and in compliance with sound business principles that are anchored
everything we do. We are dedicated to to a policy of best practices, integrity at all stages of business
Safety and the Environment satisfying Clients’ needs and honouring
development, and systems designed to achieve best value for
We are committed to ensuring the safety of commitments that we have made to them.
our employees, our clients and the public, money.
and the protection of the environment in Professionalism
which we work. We will ensure the most efficient and Therefore, NIDCO, by necessity, adopted a corporate
effective delivery of services by our trained governance framework that integrates systems of best practice,
Teamwork and competent human resources. We
quality management, procurement policy and a management
We are committed to a team work continuously seek improvements to our
environment where success requires the methods and systems through adoption of structure that encourages performance excellence of its staff.
collective efforts of a diverse coordinated models of “best practices.”
This governance framework will enable the development and
strategic management of targeted programmes that support
the delivery of infrastructure development projects and services
requested by the Government of Trinidad and Tobago.
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Annual Administrative Report 2012
Assumptions
NIDCO is confident that the following scenarios will continue
for the Company to utilise its resources and apply best practices
in the delivery of its tasks and services:
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NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012
NIDCO’s achievements depend on having a clearly stated • Perform all work in compliance with established policies and
purpose and a set of goals that are realistic and understood procedures
by all concerned. The Corporate Objectives are statements
of NIDCO’s medium-term purpose and goals. The company • Delegate authority and hold persons responsible for their
accepts that its goals are not always easily achievable. However, actions
they are meant to create a challenging environment for people
who want to make above-average contributions and who OUTCOME #4:
expect to receive above-average rewards. Alignment of NIDCO’s human resources to identify with its
Corporate Vision
The four (4) Strategic Objectives that were identified in the
Corporate Strategic Plan 2011-2015 are as follows:- • Create a structure to reward standards of performance
•Ensure project outcomes satisfy the terms of reference of the • Training and Development
assigned responsibility
OUTCOME #2:
To become a model for corporate governance that operates
in compliance with established policies and procedures
• Ensure that all project services and organisational needs are
acquired through a system of Best Practices to obtain Best Value
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Organizational
2 Structure
Annual Administrative Report 2012 Annual Administrative Report 2012
Procurement &
Project Manager Facilities Asset Financial Senior Legal
• Board of Directors Project Analyst Contracts Mgmt
Manager Controller Officers
Manager
• President
Customer Service Procurement
Programme Senior
Coordinator IT Manager (Purchasing )
• Corporate Secretary Manager
Manager
Accountant
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NID CO NID CO
2.1.1 Departmental Profiles and project related functions)
•Management of Procurement functions
1.Corporate Services •Ensure compliance with established policies
•Information Communication Technology and procedures
•Administrative Support Services •Monitor international ‘best practice’ in
•Corporate Facilities and Asset Management Procurement
•Maintenance of Securities and Insurance •Issuing of Tenders/Requests for Quotations (RFQ)
Contracts •Provides Contract Management functions
•Health, Safety, Security and Environment •Purchasing of materials, goods and services
•Prequalification of contractors/consultants /
2. Finance suppliers
•Secure Project Funding •Provides secretariat services to the Tenders
•Financial Management and Reporting Committee.
•Preparation of Annual Budget
•Project Budget Monitoring 6. Water Taxi Service
•Maintenance of Financial Control Systems •Overall responsibility for management and
•Preparation of Financial Statements operations of Water Taxi Service
•General Accounts •Establish organisational structure to achieve
Project goals and objectives
3. Legal Services •Ensure compliance with obligations as stated in
•Legal advice contractual arrangements between NIDCO and
•Prepare, Negotiate, Review Engagement the Ministry of Transport
Contracts •Ensure procedures of operations are consistent
•Coordinate with external Attorneys-at-Law with best operations practice
•Interpret relevant legislation •Promotion of Water Taxi Service
•Represent Company in legal proceedings •Preparation of Management Report
•Ensure legal compliance with Tender Rules and •Preparation of Business Economic
Procedures Performance Report
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NID CO NID CO
2.3 Levels of Authority
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NID CO NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012
The Board of Directors is also responsible for ensuring the fiscal integrity of the
Company’s operations and records, representing the ideas, culture, needs, and quality
of service to the community it serves, and developing policies and procedures that
assure the conduct of the business operations and activities are set against established
standards of performance.
President’s Office
The President has overall responsibility
for management, administration and
leadership of the Company. He is
responsible for the implementation
of Government’s policy and provides
direction for the organisation. He also
has responsibility for ensuring the
development of procedures, policies,
systems and strategies by the various
Departments of the Company. The
President is also responsible for the
specific functions of the Human
Resource Management, Corporate
Communications and Community
FRONT ROW (left to right) seated: Dr. Carson Charles - President; Mr. Roshan Baboolal - Chairman; Prof. Winston Outreach and Corporate Planning.
Suite - Deputy Chairman. BACK ROW (left to right standing: Ms. Vanda Thomas-Lynch - Assistant Corporate
Secretary; Ms. Mandavi Tiwary – Director, Mr. Hollis J. Eversley – Director; Ms. Hilda Goodial - Corporate
Secretary; Mr. Rabindra H. Outar – Director. Corporate Secretary
The Corporate Secretary is responsible
for maintaining statutory and other
Board of Directors records (including Minutes of Board of
The Board of Directors is collectively Directors Meetings and Shareholders
responsible for promoting the success Meetings) convening meetings and
of NIDCO by leading and directing compling with requirements under
the Company’s activities. It provides the Companies Act, NIDCO’s By-Laws
strategic guidance and monitors and other Statutes. Additionally, the
the activities and effectiveness of Corporate Secretary is responsible for
management. Board members are executing other duties delegated by
required to act on a fully informed the Board of Directors.
basis, in good faith, with due diligence
and care, and in the best interest of the Executive Management Team
Company, subject to the policies and The implementation of good
objectives set out by Government. governance practices is the
responsibility of the Executive
The Board represents the interest of Management Team. The Team reviews
the stakeholders, and is accountable the strategic direction, priorities
for the quality of the services provided and performance objectives of the
by the Company. It is also responsible organisation to enable the efficient and
for ensuring that the Company keeps effective achievement of outcomes.
the promises described in its mission During FY2012, the Executive
and values statements, and for assuring Management team was comprised of
that it is accountable for acting within the Officers identified in Fig.2.
the laws governing its operations as a
29 30
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POSITION TITLE NAME OF OFFICER
40 41
NID CO NID CO
2.3.2 Governance Committees
33 34
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Performance
3 Accomplishments
35
NID CO
36
NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Name Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ and Number Activities in 2012 (%) (%) Remarks/
Explanation Explanation
of Variances of Variances
• Farfan Street, Carenage – construction 100 100 • Guayamare River – construction 100 100
of block box drain. of block box drain 265m x 1.5m x
• La Puerta Ravine – construction of 100 100 3.7m cross-section.
retaining wall 60m x 4m high.
• Upper Morne Coco Road, Maraval – 100 100
construction of block box drain. Phase 2:
• Bournes Road Ravine, behind Army 100 100 In April 2012, NIDCO awarded 10
Barracks – construction of retaining wall 100 100 contracts to 10 small contractors.
85m x 4m high.
• Tunapuna River – construction of 100 100 Details are provided as follows:-
retaining wall 80m x 3m high. • Cherripan River, Barrackpore – 100 100
• San Juan River, behind Aranguez Plaza 100 100 Construction of RC walling and paving
– construction of retaining wall 100m x 100m. (Ashingh Gerneral Contractors Ltd).
4.7m high. • Mandilon River – Construction of 100 100
• Tacarigua River, Downstream works – 100 100 RC walling and paving (Central Team
construction of retaining wall 90m x4.7m Construction Ltd).
high. • Lagoon Mahaut – Construction of 100 80
• Tacarigua River, Upstream works – 100 100 200m block work box drain. (B&L Support
construction of retaining wall 100m x4.7m Services Company Ltd).
high. • San Fernando Waste Water
100
• Miss Gutter Ravine, Trincity – 100 100 Treatment Plant, Riverside Road, Gulf 100
construction of retaining wall 75m x 4.7m View Link Road – Construction of R.C.
high. Wall 60m long x 3.6m high (Paras Singh
• Mausica River – construction of 100 100 General Contractors Ltd).
retaining wall on tributary 100m x 4.7m • Maraval River, downstream of La 100 98
high. Seiva RC School – Construction of RC
• Manning River – construction of R.C wall 100 92 wall 60m x 3.6m high. (Ajay Enterprises
100m with 2.75 x 0.8 x 0.75m trapezoidal Ltd).
section. • St. Anns River – Construction of 100 100
• Hunter River, Damarie Hill, Guaico – 100 100 (Rubble) Retaining Wall 80m x 3.6m high
construction of R.C. wall and paving and (Arva Building & Maintenance Contractors
construction f box culvert 100m with 4.5m Ltd).
x 2.5m high section. • La Seiva Ravine, Maraval –
• Valencia River, between Kangalee 100 80 100 100
Construction of retaining wall 85m x 4.7m
Street & Valencia Old Road – construction high. (Romain’s Hardware & Supply Ltd).
of retaining wall 80m x 4m high. • Belle Avenue Main Drain –
• Guaico River, Nexter Rd. Sangre 100 100 Construction of open Box Drain 1.8m(W) 100 75
Grande – construction of retaining wall x 1.5m(D) x 400m(L) (Priority One
85m x 4m high. Contracting Services).
• Caparo River – construction of block box 100
• Tiwarie Main Drain, Arena Gardens 95
drain. – Construction of open Box Drain
1.8m(W) x 1.5m(D) x 400m(L) (Kall Co.
Ltd).
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Name Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ and Number Activities in 2012 (%) (%) Remarks/
Explanation Explanation
of Variances of Variances
• Bhagna Trace Main Drain – Construction 100 100 Satisfactorily 701/43/003/11/A/243 – Phase 4:
of Box drain (Vigai & Vijay Contracting Co. Ltd). completed. StudiesComprehensive NIDCO awarded 7 contracts during
National Drainage the period June to September 2012, to
undertake small drainage improvement
Development
works in various channels throughout
Studies the country.
Phase 3:
In June 2012, NIDCO awarded 17 small
Details of these works are as follows:
contracts for Small Drainage Improvement
Works to be carried out throughout the
• San Juan River Upstream of the 100 100
country.
Footbridge at Bridge Road, Aranguez
• Details are as follows:- – Construction of R.C. Wall 100m long x
60 2 Delays due to 4.7m high (Exclusive Japan Company
• Scorpion Ravine, Carenage – Construction
security issues Ltd).
of R.C. wall 125m long x 3.5m high (Ricky
on site.
Raghuanan Contractors Ltd).
• Blackman Ravine East Bank 100 100 Satisfactorily
100 Satisfactorily Downstream of Bassie Street, Spring completed.
• Blue Basin, Diego Martin – Construction 100
of R.C. retaining wall 120m long x 3.5m high completed. Village – Construction of R.C. Wall 100m
(Advance General Contractors Ltd). long x 3m high (M.I. General Services
Ltd).
• Fairways Main Drain, Maraval – 100 100 Satisfactorily
Construction of R.C. retaining wall 60m long completed. • Manicou River Downstream 5 5 Completion
x 3.0m high (Fred’s Hardware & General of O’Meara Road, Arima – (Udan in March
Contractors Ltd). Ramsahia General Contractors). 2013.
100 100 Satisfactorily
• Maraval River – Rehabilitation of 300m3 completed. • Lagoon Mahaut River, B1/1 100 100 Satisfactorily
invert (Manwyn Services Ltd). Guayaguayare Road, Mayaro – completed.
construction of Gabion basket walling
• St. Francois Valley Road, Movant 2 – 100 100 Satisfactorily 80m long x 4.0m high (Platinum
Construction of RC retaining wall 130m long x completed. Environmental and Civil Engineering
Services Ltd).
3.5m high (Fides Ltd).
• Nazim Avenue Penal – construction 0 0 To start
• Santa Cruz River, Saddle Rd – 100 100 Satisfactorily of box drain 2.0mx2.0mx360m length February
completed.
Construction of RC retaining wall 115m long x (R.M. Engineering Ltd). 2013.
3.5m high (ARP Associates). main’s Hardware &
Supply Ltd). • #13 Iere Village N.M.R. – construction Results of the
of retaining wall 2.8m high (D. Mahadeo soil test for
100 & Son Limited).
• La Canoe Rd, Santa Cruz – Construction of 100 Satisfactorily pile depths
RC blockwork covered drain 40m long (Vidara completed. are being
Enterprises Ltd). analyzed and
construction
• Morne Coco Ravine, Maraval – 95 95 To be should start
Construction of R.C. retaining wall B-LMMA completed early January
Total Construction & Maintenance Ltd). December 2013.
2012.
• Tacarigua River – construction of 100 100 Satisfactorily
100 100 Satisfactorily
• Maraval River, St. Andrews Golf Course – RC wall 90m x 4.7m high (Central Team
completed. completed
Construction of R.C. retaining wall 120m long Construction Limited).
x 3m high (Beckles Environmental Services
Ltd).
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ Name Activities in 2012 (%) (%) Remarks/
Explanation and Number Explanation
of Variances of Variances
3.4 East West Interchange Package C: 55 55 Associated Works (St Joseph River 40 19 A redesign of
Corridor Package C Ramps Bridge Widening) the works to
Transportation In April 2012, NIDCO contracted In June 2012, NIDCO contracted accommodate a WASA
Vinci Construction Grands Projets for General Earth Movers Ltd to widen the transmission main
construction of the approach ramps St. Joseph River Bridge southwards resulted in a minor
to Package C Bridge including the east of the CRH at a cost of $7,076,994.10. delay. This situation
Works are expected to be completed has been rectified and
to north loop, east to south ramp and
in 10 months. The contractor has the contractor has
a concrete overpass at a total cost of
completed piling works for the eastern revised the schedule to
$246,000,000. allow for a completion
and western abutments of the bridge
extension. Pile capping is on-going date of July 2013.
Base course material has been laid and works are scheduled to be
on the north side ramp of the Bridge. completed by July 2013.
Work continued on the build-up of
embankment of the ramp on the
southern side of the Bridge. Additionally, 55 45 Designs issues
Associated Works (North Side
have resulted in a
underground drainage works are well Infrastructure Works) minor setback in the
advanced. All works are on schedule to be In June 2012, NIDCO contracted execution of works.
completed by September 2013. Coosal’s Construction Co. Ltd for It is anticipated that
65 65 construction of the South to East the contractor will
Associated Works (Design & Ramp, West to North Ramp, North significantly improve
Supervision) to East Ramp including roadwork progress by April 2013
and drainage at total cost of
In March 2012, NIDCO procured the
$69,869,131.50. These works are
services of BBFL at cost of $9,302,125,
expected to be completed in 10
for preparation of designs and tender
months. The contractor continues to
documents and supervision of all the
perform rehabilitative works (milling,
associated works needed to complete the
restoration of granular base course
interchange. The construction oversight
layer in some areas and asphalt paving)
component of the consultant’s scope of
on the CRH eastbound. Works are also
services is on-going as the consultant
on-going at the North Roundabout -
continues to supervise all construction
UBH and CRH North in front of Nestle.
activities.
99 99
Associated Works (South Side 45 35
Associated Works (San Juan River
Infrastructure Works)
Widening)
In June 2012, NIDCO contracted
In June 2012, NIDCO procured the firm of Jusamco Pavers Ltd for construction of
Lutchmeesingh’s Transport Contractors Ltd feeder roads to Grand Bazaar, Bamboo
to widen the San Juan River Bridge on the No. 2 and CRH (including drainage)
northern side of the existing eastbound at a cost of $64,625,770.13. The CRH
CRH. These works are expected to cost widening from Northern Boulevard
$4,865,145.62, and is 2 months ahead of to Grand Bazaar Bypass No.1 is
schedule. The river lining works have been substantially complete up to granular
completed which is the final major activity base course level. The drainage
to be performed by the contractor. channel alongside this embankment
is also substantially complete.
The contractor has commenced
rehabilitative works on the CRH
westbound (milling and asphalt
paving).
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Name Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ and Number Activities in 2012 (%) (%) Remarks/
Explanation Explanation
of Variances of Variances
1st Avenue & northern Boulevard 24 <1% The contractor 3.6 Duelling of Drainage Package – Phase 3: 95 95
Rehabilitation Works is challenged by Diego Martin In October 2012 works commenced
Seereeram Bros Ltd is constructing a the existence of Highway from by CAV Construction Ltd. On the
utilities in the way construction of culverts, catchpits,
covered concrete block box drain at Victoria Gardens
of construction. headwalls, open drains and extension
1st Avenue and Northern Boulevard. WASA, T&TEC of culverts. To date, 7 of 10 culverts
and TSTT have have been completed.
3.5 National Traffic Management 90 90 been contacted 100 60 Works have been
to coordinate the Demolition Works: delayed pending
System (NTMS) Enhancements
relocation of their In November 2012, the contractor the outcome
The operation of the RLE equipment respective utilities. of discussions
Fides Ltd commenced demolition,
continued to be assessed as violations This explains the removal and disposal from the site of between MOWI
were captured and stored on the RLE variance between buildings, sheds, fence walls, chain and HDC regarding
server at the NTM Centre. Activities planned and actual link fences, trees, shrubs, bushes and demolition of
physical progress existing signage within the highway HDC structures.
still to be executed include the system
right of way. In the meantime,
acceptance test and the ‘GO LIVE’ The ‘GO LIVE’ event the Contractor
event. will require the has demobilized
establishment until the matter is
of the legislative resolved.
100 100 framework and
NTMC Operations Support the enactment
In November 2012, the National of appropriate
Traffic Management Centre was fully legislation to effect
operationalized. the assignment
of penalties on
violators.
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Name Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ and Number Activities in 2012 (%) (%) Remarks/
Explanation Explanation
of Variances of Variances
3.7 Bridges Design & Supervision 86 86 3.10 Solomon • In February 2011, Cabinet agreed
Rehabilitation In March 2012, NIDCO awarded Hochoy High- to the construction of the Solomon
Programme contracts to BBFL Ltd & Trintoplan way Extension Hochoy Highway Extension to Point
Consultants Ltd for design and Fortin at a budgeted cost of $7,502.80
to Pt. Fortin
supervision services for the Bridges Mn. This budget covers the costs of
Rehabilitation Programme. The Construction, Consultancy Services,
bridge works have been divided into 2 Land Acquisition, Community
packages, Package A and Package B. Outreach, Contingency, Escalation
Cost, Custom Duties & Import Taxes,
Package A involves the design 91 91 and NIDCO’s Management Fees.
of 14 bridge structures. BBFL has • Phase 1 commenced in March
completed Topographical Surveys, 2011 and consists of (1) Widening of
and Preliminary Hydrology/Hydraulics the Southern Main Road from Paria
and Geotechnical Reports. Conceptual Suites to Godineau River and (2)
Drawings for 3 priority bridges are in Construction of 5km of new divided
progress. highway from Golconda to Debe.
• Phase 2 comprises the following
Package B involves the design of 12 segments:
90 90
Mon Desir Interchange to Tarouba
bridges. Trintoplan has completed
River Bridge and includes the Mon
the Topographical Surveys and
Desir Interchange and the Tarouba
Inception Report. Work is progressing
River Bridge; the Fyzabad Interchange
on Hydrology/Hydraulics Report and
and Connector Road, and the Siparia
Conceptual Drawings for 3 priority
Interchange and Connector Road.
bridges.
95 93 Designs
3.8- Landslip Designs
• The Contractor, Construtora OAS Overall
Repair Pro- In June 2012, consultancy services Ltda has significantly advanced Project
gramme commenced on the preparation of the designs of structures, drainage, Design
five (5) construction packages for geometrics, pavement and traffic 50%
the rehabilitation of 33 landslips management plans.
under Phase 1 of the Landslip • Under Phase 1, 100% designs were Phase 1
Repair Programme. Designs were completed for the Papourie Bridge, Overall
undertaken by 5 consulting firms. Godineau Bridge, Mosquito Creek Design 70%
Tenders were invited for 16 contract Bridge, Golconda Interchange Bridge,
packages on 5th November 2012. and Debe Interchange Bridge. Design Phase 2
is progressing well for Alley’s Creek Design
Bridge. Overall 33%
3.9- POS North- • The French consultant, Egis 95 93
• Under Phase 2, 100% of designs
ern International submitted the pre- were completed for the Tarouba
feasibility study report for the first Bridge, Berridge Trace Bridge and
Valley Link
phase of the project. Siparia Interchange Bridge.
• The local consultant, Planning and
Associated Ltd was commissioned to
independently review the Egis report
in advance of a proposed tri-partite
meeting between NIDCO, MOWI and
Egis on the way forward.
Annual Administrative Report 2012 Annual Administrative Report 2012
Project Name Detailed Project Planned Actual Constraints/ Project Name Detailed Project Planned Actual Constraints/
and Number Activities in 2012 (%) (%) Remarks/ and Number Activities in 2012 (%) (%) Remarks/
Explanation Explanation
of Variances of Variances
Design work is progressing Phase Sir Solomon Hochoy Construction Activities Overall
satisfactorily for the Mon Desir 3 &4 Highway Extension to • In 2012, work on the following project
Interchange, St. Mary’s Interchange, Design Pt. Fortin segments was undertaken: 8.1%
Fyzabad Interchange and the Fyzabad Overall
Road Bridge. 15% o Golconda to Debe Phase 1
o Paria Suites to Godineau 21.8%
• Drainage designs are 100% River
completed for the Golconda to o Dumfries Road to Paria Suites Phase 2
Debe Interchange as well as for o St. Mary’s to Mon Desir 4.1%
some sections of this segment of the o Fyzabad Interchange
highway. o Siparia Interchange
FISCAL POLICIES
4.1 INVESTMENT POLICY 4.2 NIDCO’S DEBT POLICY
FOR THE YEAR ENDING SEPTEMBER 30, 2012 FOR THE YEAR ENDING SEPTEMBER 30, 2012
NIDCO is governed by the debt policy of the Ministry of Finance of the Republic of
NIDCO adopts a less than aggressive approach to risk in the movement of surplus Trinidad and Tobago.
funds held for the financing of projects in the near future.
NIDCO, with the approval of Government, is authorised and empowered from time
Surplus funds held by NIDCO pending payment to contractors for works certified are to time to borrow money required for the efficient exercise of its functions and for
invested in instruments that carry minimum downside risk. meeting its obligations.
Criteria for Placement: This policy has been followed since the formation of the company and, as at 30th
The Company is mindful of its responsibility to seek out robust institutions for the September, 2012 the following represents our existing debt exposure that are all
placement of funds. guaranteed by the Government of Trinidad and Tobago:
In this regard these organisations must have demonstrated a strong, vibrant track Bank Project Amount
record together with a strong financial statement position. Such organisations
Scotia Bank – USD12M Water Taxi 15,440,491
must also possess sufficient collateral/asset base to back their investments thereby
presenting minimal risk to the investor.
Citibank – TTD344.75M Aranguez Overpass 276,667,721
Emphasis on liquidity and security are important and as such only short-term tenors
that carry minimum risk for placement manages these funds in line with the future
Cash Outflow Requirements. Australia & New Zealand (ANZ) Water Taxi 309,104,799
Banking Group USD66.53M
Placements are only made to institutions regulated by the Central Bank under the
Financial Regulatory Act. ANSA Merchant Bank – TTD153M R/Rail$103M and NNHP$50M 127,059,719
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Annual Administrative Report 2012 Annual Administrative Report 2012
FINANCIAL STATEMENTS
4.3 BUDGET FORMULATION 4.4 EXPENDITURE: ACTUAL vs BUDGETED
FOR THE YEAR ENDING SEPTEMBER 30, 2012 FOR THE YEAR ENDING SEPTEMBER 30, 2012
Within the annual budget cycle, strategic imperatives are developed using prior
year’s financial and performance results to frame expected organisational objectives Personnel 28,755,969 27,740,314 (1,015,655) (4)
for the current year. Within this framework, departments develop their annual work
Depreciation 2,835,996 4,503,058 1,667,062 37
programme that describes the objectives, outputs and work to be accomplished
with the proposed resources. Departments further prepare budget justifications in Rent 6,836,346 6,992,400 156,054 (2)
a manner that allows for adjustments and for planning alternative courses of action.
Utilities 2,628,439 1,970,400 (658,039) 33
Departmental inputs contribute to the formulation of both Capital and Recurrent
Expenditure Budgets. Repairs and Maintenance 643,145 414,900 (228,245) 55
new projects for the year and Interest Income. Our Management Fees are based on Finance Costs 54,775 50,000 (4,775) (10)
an agreed tiered structure with the Ministry of Works and Infrastructure and ranges
between 2% to 7.5% of the value of projects awarded. Miscellaneous Expenses 376 5000 4,624 92
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Annual Administrative Report 2012 Annual Administrative Report 2012
Profit for the year before taxation 5,032,513 14,994,766 Total assets 1,515,164,120 1,763,654,901
Taxation Charge 14(b) 1,370,700 3,427,290
Comprehensive income for the year 3,661,813 11,567,476 EQUITY AND LIABILITIES
Equity
Water Taxi Stated capital 9 10 10
Retained earnings 2,339,704 (2,652,829)
Ticketing income 7,586,242 6,229,342
Net equity 2,339,714 (2,652,819)
Other income 1,240,512 -
Administrative expenses 21 40,242,746 45,795,770 Non-current liabilities
Loss from operations (31,415,992) (39,566,428) Long term portfolio of loans 10 760,423,414 1,017,763,987
Capital deferred grants water taxi 394,539,477 433,447,140
Government grants - operations 31,415,992 39,566,428
Total non-current liabilities 1,154,962,891 1,451,211,127
Profit/(loss) for the year from operations - -
Current Liabilities
Bank overdraft 11 448,305 -
Government capital grants 75,820,112 165,811,437 Trade payables 12 126,091,799 139,259,661
Depreciation 48,452,348 49,670,394 Accrued expenses and other liabilities 13 18,463,953 14,754,112
Short term portion of loan 10 212,857,458 161,082,820
Impairment loss - 88,738,653
Total current liabilities 357,861,515 315,096,593
Loan Interest 26,037,044 27,463,583
Total liabilities 1,512,824,406 1,766,307,720
Surplus /Defict on Capital Grants 1,330,720 (61,193)
Total equity and liabilities 1,515,164,120 1,763,654,901
Total Comprehensive Income and Surplus/Deficit on 4,992,533 11,506,283
Total Comprehensive Income and Surplus/Deficit on Capital Grants 4,992,533 11,506,283
57 58
NID CO NID CO
Human Resource
5 Development Plan
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Annual Administrative Report 2012 Annual Administrative Report 2012
To meet the challenges of today’s rapidly changing world, organisations need to maintain Talent strategies focus on recruiting, selection, performance management, training and
a highly motivated, capable and independent work force. A comprehensive Human development, developing career paths, succession planning and the like.
Resource Strategy integrates individual and organizational goals as well as external and
internal missions; Both strategies are designed to help the organisation be more effective by safeguarding it
and/or enhancing its capabilities. Both strategies are designed to serve an organization’s
• the External fit – which is aligning Human Resource Strategy with company strategy. employees: its people or “talent.”Together, their business goals are to make an organization
a desirable employer, to protect corporate assets and help it reach profitability goals.
• the Internal fit – which is creating positive bundling of Human Resources policies.
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NID CO NID CO
At NIDCO Human Resource (HR) tailors programmes to support the key areas identified
with the Executive Management Team. HR believes that its vision has to be that of the
NIDCO vision, that is:
“To be a key enabling vehicle for the development of infrastructure that enhances
and sustains our economic development and quality of life.”
The HR Team has endorsed its commitment to this vision and, in addition, has expressed its
own ambition, which is, “To be regarded by our internal clients and other stakeholders as a
valued partner - one which provides modern and professional Human Resource solutions
to enable the Company to realise its operational and strategic objectives”.
Our objectives are:
• to directly contribute to the achievement of the Company’s key goals by timely delivery
of modern HR strategies which are appropriate and relevant to the organisation’s needs
and employee aspirations.
• to add increasing value to the future employment and business environment of the
Company and also to its employees.
• to provide interesting and challenging work and appropriate personal development for
HR professionals, such that our ultimate ambition is achieved.
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NID CO NID CO
to ensure practices are in line with the Industrial Relations Act and so limit grievances; (vi) Resource Optimization
• Company Events that foster togetherness such as informal get togethers, birthday Employee Systems, Services /Administration to complete computerisation and migration
celebrations, Christmas functions and Take your Kids to Work to and integration with Payroll on PeopleSoft HRIS System during 2011, the focus will be on
• Team Building Exercises that will enhance the operational effectiveness through cohesion automation of all benefits and development of systems for tracking same.
of goals and objectives of the Executive Management Team, and improve problem
solving capabilities to generate positive synergies. (vii) New Business
• Use of alternative dispute resolution to resolve disputes at all levels within the hierarchy. To support the new business initiatives, in 2012, there will be a review of the corporate
HR will act as a neutral arbitrator to advise and lead arbitration processes. The use of culture to determine appropriateness to the current business environment and ensure
a panel for arbitration will depend on the nature of grievance/ issue and the impact on culture maintenance. This exercise will be extremely important as the organisation is
the organisation. A sample panel will consist of the Human Resource Manager and/or HR currently pursuing a growth strategy. Whilst the organisation engages in a recruitment drive
representative, Department Head and Legal Representative. to sustain the growth, HR is committed to drilling the organisational philosophy and core
values through the New Employee Orientation Programme.
(v) Occupational Health and Safety Strategies-
Creating a healthy and safe environment, for our employees, and our stakeholders. HR NIDCO will also create other opportunities to emphasise the organisation’s value system
will develop and implement initiatives geared towards fostering wellness and leading to longer standing employees of NIDCO. Parallel with this exercise, will be the auditing
healthy lifestyles which will increase morale, loyalty and productivity. Such initiatives will of the Performance Management System, with the focus on the employee development
include Annual Health Week and Health Fair Day, and a Biggest Loser Challenge. component
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Annual Administrative Report 2012 Annual Administrative Report 2012
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NID CO NID CO
5.3 Promotion
POLICY
It is the policy of NIDCO to encourage promotion from within by providing training
opportunities, advertising vacancies and considering capable, qualified and experience
employees.
APPOINTMENTS
Where an employee has been selected for a position, which represents a promotion, the
position will be offered to the employee and the person is expected to respond within
the specified timeframe. An employee who is offered a promotion may decline the
promotion without prejudice. Where applicable, the employee must be made aware
of the developmental opportunities inherent in the offer. A developmental position is
defined as one which, by reason of the work content, supervisory responsibility and
training opportunities available, it will provide the employee with the depth and variety
of experience necessary to qualify for a subsequent assignment offering increased
responsibilities as part of on-going career development.
b. That the employee is provided with the necessary tools and equipment to perform his
job satisfactorily.
c. That the necessary training is provided to ensure that the employee performs at an
efficient level.
d. That the employee’s performance is monitored and assessed during the first three (3)
months in his/her new position.
It is the policy of this Company to establish and maintain a workforce of the highest quality
that would function in a work environment, which offers both opportunity and challenge
for a satisfying and rewarding career.
- Fostering employee relations based on trust and confidence, including the provision of
safe and suitable working conditions, and reasonable hours of work;
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Annual Administrative Report 2012 Annual Administrative Report 2012
- Providing employee benefits and welfare services which would facilitate personal
and family protection and encourage continuous self-development;
- Ensuring that all new employees attend an Orientation Programme within one (1)
month of joining the company.
In line with NIDCO’s policy of fair and equal treatment, an applicant’s eligibility will not
be affected by race, colour, gender, ethnic origin, religion or any other characteristic
not relevant to the job requirements.
The probationary period is the time allowed for all newly hired employees to
demonstrate their qualifications for the job. All new employees will be required
to serve a probationary period of up to six (6) months before confirmation of
employment with the Company to be determined by the Executive Management.
During the probationary period, the performance of the employee will be monitored
to determine his/her suitability for the position. At the end of the probationary period
a performance appraisal will be conducted to assess/determine the employee’s
training needs and suitability for continued employment.
It is the policy of NIDCO to provide each new employee within one (1) month of
employment, with a thorough orientation to the company’s policies and procedures.
The following are some of the areas that will be covered during the Orientation
process:-
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Annual Administrative Report 2012 Annual Administrative Report 2012
consideration the overall well-being of NIDCO and the Staff member/s, both in the
- Introduction to the Company; short as well as in the long term.
The employee would be required to read all documents mentioned above, and sign
to acknowledge that they have read and understood all documents.
EMPLOYMENT OF RELATIVES
NIDCO has a clear policy of non-discrimination. The organisation holds that there
will be no preferential treatment in employment on the basis of family or other
relationships to existing employees or associates. Employment decisions shall be
based on merit and NIDCO’s manpower needs. For purposes of clarity, relatives are
defined as follows:
• Husband or wife inclusive of Common- Law
relationship
• Mother or father
• Son or daughter
• Brother or sister
• Mother-in-law or father-in-law
• Son-in-law or daughter-in-law
• Brother-in-law or sister-in-law
The following guidelines will apply where relatives of employees are hired:
a. Generally, relatives should not be assigned where there are direct reporting lines
between them
b. Employees are required to declare if any relatives are being hired or are already
employed with NIDCO.
c. Executives and Managers are required to declare their family relationship with an
interviewee to the President or Human Resource Manager as appropriate.
As stated, the above are guidelines only. In all cases of employment or transfers,
proper judgement must be exercised in making the placement decision, taking into
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NID CO NID CO
5.4 Recruitment And Selection Policy
NIDCO will provide equal employment opportunities to all persons regardless of
race, religion, gender, marital status, political association.
NIDCO uses a merit based system to select the most suitable applicant for the job. This
method uses a combination of written application, qualifications, and experience in
the field and reference reports to determine relative merit against defined selection
criteria. This process has been established to ensure the best possible choice and
that selection is at all times related to the requirements of the position.
GUIDELINES:
Once per year or as the need arises, each Department Head will be required to
forecast the manpower needs of their unit for the ensuing year. The HR Department
will create the Manpower Plan for approval by the President. As vacancies arise, the
positions accounted for in the Manpower Plan can therefore, be filled. New positions
created during the year will require the approval of the President.
Recruitment Request
When a vacancy becomes available through any of the above circumstances, a
“Recruitment Request Form” may be completed and signed by the Manager of the
department or the responsible Vice President, or the HR Manager, and submitted for
the President’s approval.
2. This file will then be submitted by the HR Manager to the President for review and
approval to begin the recruitment process.
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The ratings received during the short-listing process shall be used to determine
whether interviews might be necessary. The rating (score) for this purpose shall be
set by and be at the sole discretion of the President; however, when so stated these
ratings must be used consistently for all applications of the specific finalist pool.
FINAL SELECTION
It is the policy of NIDCO to select the most qualified person for the job. In making
the final selection, close evaluation of each candidate against the requirements
and needs of the position is standard. Final selection may be made by means of
interviews, ‘Panel Discussion’ or through a ‘Head Hunting’ process.
In the case of an agreement by Panel Members, the interview assessment forms will
be used and all appropriate categories scored and rated as necessary to reflect a
rational and consistent approach to making a final decision. A selection panel must
be convened for this purpose except that the applicant may not be present. Panel
Discussion notwithstanding, all procedures outlined in the section “Authority to
make Offer of Employment” must be followed.
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NID CO NID CO
INTERVIEW PROCESS
Executive Management
1. All interviews shall be conducted by a selection panel convened specifically for
that purpose.
2. The selection panel for Executive Management positions shall comprise
representatives of the Board of Directors, the President of the Company and any other
persons deemed appropriate in providing knowledge relevant to the interview/
selection process. Designates may represent the President as required.
3. A file comprising a copy of the applicant’s resume and or/profile, an interview
assessment form, a list of possible interview questions and reference reviews must
be provided to and used by each panellist.
4. All interview assessment forms must be completely filled in and signed by the
relevant panellist. All scores must be tallied by the panellists and candidates ranked
appropriately.
5. All completed interview assessment forms together with tallied scores must
be passed to the HR Department which shall be responsible for maintaining such
records.
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Offers to Senior Management and Senior Professional Level Pre-employment Reference Checks
1. A thorough reference check shall be conducted before an offer of employment is made
1. Offers of employment to Senior Management and Senior Professionals are to be to the successful candidate. Where necessary, an external agency may be contracted to
signed by the President or a delegated member of the Executive Management. conduct such reference check.
2. In the case of Senior Management and Senior Professional level jobs, where letters 2. The HR Department shall formulate the job related reference questions.
of offer are issued; the President must have ratified the selection. 3. If more than one candidate is being considered the same reference check questions
3. All preferred candidates identified by the selection panel for recruitment shall be must be asked to maintain consistency and fairness in selection.
viewed as a recommendation until such time as approval to recruit is conveyed.
4. All interview files and assessments forms must be made available for review and Required for Approval to Proceed with Recruitment:
ratification by the HR Department. Staff Recruitment Request Form
5. All offers of employment must be made in writing and must be signed by either Remuneration and Benefits package
the President, or a member of the Executive Management consistent with the policies Reference Verification report
stated herein. Interview Assessment
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Reporting
Functions
6
92 93
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Annual Administrative Report 2012 Annual Administrative Report 2012
Purchase Orders
• Monthly Purchase Order Report
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Annual Administrative Report 2012 Annual Administrative Report 2012
Legal Services Status Reports Table 3: Summary of Reports to Ministries, the President/Parliament
• Litigation – Industrial
• Civil/Commercial Claims TYPE/TITLE OF REPORT SCHEDULE SUBMITTED TO
• Contracts Executed Minutes of Board Meetings Monthly Ministry of Finance
• On-going reviews/Meetings/Negotiations /Opinions
Cash Statements of Monthly Ministry of Finance
• Ongoing Legal Matters
Operations
Acquisitions Return of Award of Monthly Ministry of Finance
• Aranguez Contracts
• Golconda to Debe Litigation Reports Quarterly Ministry of Finance
• San Fernando to Point Fortin
Quarterly Returns Report Quarterly Ministry of Finance
Industrial Relations/Employment Matters
• Douglas Barzey re Unfair Dismissal Status of Loans, Overdrafts, Quarterly Ministry of Finance
• Jared Dobson re Termination of Employment Investments in Securities
• Civil/Commercial Claims:
Internal Audit Reports Quarterly Ministry of Finance
o SAP
o Claim by VINCI
o Claim by Merle Dial Annual Budget Annually Ministry of Finance;
Ministry of Works and
Infrastructure
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Annual Administrative Report 2012
Procurement
Procedures
7
91 92
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As part of its compliance strategy, NIDCO has developed its
Tendering Policy and Procedures, which are directly aligned
with the GORTT’s Standard Procurement Procedures for the
Acquisition of Goods, Provision of Services, Undertaking Works
and Disposals of Unserviceable Items in State Enterprises/
Statutory Bodies (State Agencies). The complete Procurement
Policy document can be found at Appendix 2.
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APPENDICES
102 103
NID CO NID CO
BOARD OF
DIRECTORS
CORPORATE INTERNAL
PRESIDENT
SECRETARIAT AUDIT
Executive Executive
Coordinator Assistant
PROCUREMENT ENGINEERING &
LEGAL CORPORATE WATER TAXI OFFICE OF THE
FINANCE & CONTRACTS PROGRAMME
SERVICES MANAGEMENT MANAGEMENT SERVICES SERVICE PRESIDENT
VP, Legal Services VP, Finance VP, Procurement & VP, Engineering & VP, Corporate Services Project Director CORPORATE PLANNING
Executive Assistant Executive Assistant Contracts Management Programme Executive Assistant Administrative Assistant Senior Planning Officer
Executive Assistant Management
Administrative Assistant Project Officer
Administrative Assistant Executive Assistant
Senior Legal Officers Facilities Manager Project Manager
Administrative Assistant HUMAN RESOURCES
Legal Officer Financial Controller IT Manager Customer Service
Senior Procurement Coordinator HR Manager
Senior Accountant HSE Manager
Manager Senior Project Managers Accountant HR Officer
Accountants Security Manager
Contracts Manager Programme Manager Water Taxi Operations Management Trainee
Assistant Accountants IT Specialists
Manager, Tenders Project Engineers Team HR Assistant
Accounting Assistants Secretariat Client Support
Project Managers Technicians CORPORATE
Purchasing Manager Project Analyst COMMUNICATIONS
Facilities Coordinators
Senior Procurement CAD Specialist Corporate Communications
Officers Facilities Assistants
Project Officers Manager
Procurement Officers Security Cooirdinator
Document Specialist Administrative Assistant
Procurement Assistants Office Assistant
Valuation Surveyors Project Officer
Contract Officer Communications Officers
Project Assistants Receptionists
Project Officer Communications Assistant
Project Assistants Drivers
Office Attendants COMMUNITY OUTREACH
PROGRAMME
Project Director
Project Managers
Project Engineers
Community Relations
Coordinator
Project Officer, Outreach
Office
Project Officers
Administrative Assistant
NID CO
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APPENDIX 1
Annual Administrative Report 2012 Annual Administrative Report 2012
APPENDIX 2
NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY
PROCUREMENT POLICY
INTRODUCTION ……………………………………………………………………………..2
PROCUREMENT……………………………………………………………………….……...2
ETHICS……………………………………………………………………………………….2
METHOD OF PROCUREMENT………………………………………………………………..3
NATIONAL DEVELOPMENT…………………………………………………………………..3
____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN
Page 1 of 3
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For sustainable development of local industries including small and medium enterprises (SME’s),
Procurement is the process of acquiring property and services using money to accomplish specific
domestic industry will be given 10% price differential over foreign suppliers of goods and
purposes. The process is characterised by a legal requirement that all stages of the process
services. Requirements for property and services produced, generated or provided by domestic
reflect the highest standards of integrity and professionalism so as to engender mutual trust and
firms, once they satisfy the criteria of competitive quality, price, standards and delivery schedules,
confidence in the system. In acquiring such items there are three basic operating principles, which shall be used as a priority. Resort to foreign goods and services will be entertained only where
are: Value for Money, Transparency and Accountability. domestic firms are unable to meet the requirement. On arriving at the evaluation criteria,
participation by SME’s as direct suppliers or as subcontractors should be considered.
Value for Money
This is the achievement of the best combination of price and quality to meet the particular
needs in the shortest possible time.
A proportion of contracts shall be reserved for small and medium local firms in accordance with
the “Fair Share Programme” and any other Governmental Policy. In setting the selection criteria
Transparency
attribute weightings to a particular criterion should not discriminate against small businesses.
This requires that information regarding the procurement process be in the public domain.
Potential suppliers of property and services should have full access to information on The use of this policy is supplemented by Tendering Procedures and should not be taken in
procurement requirements, rules and decision-making criteria. isolation.
Accountability
The hallmark of this approach is promoting clear responsibility for the decision-makers,
who must abide by a pre-determined standard and are answerable for actions and
outcomes. Good record keeping is an essential element, which can be scrutinised at any
point of the process.
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NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY LIMITED NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY LIMITED
TENDERING PROCEDURES TENDERING PROCEDURES
16.1 Distribution……………………………………………………………………....20
1. OBJECTIVE AND SCOPE…………………………………………………….…..…..3 16.2 Approval Authority……………………………………………………………...20
2. GENERAL…………………………………………………………………………….3 17. CONTRACT MODIFICATIONS ………………………………………………….……20
3. DEFINITIONS…………………………………………………………………..…….4 17.1 Original Approving Authority……………………………………….…………...21
4. QUALIFIED TENDERS LIST……………………………………………………..……..5 17.2 Higher Authority…………………………………………………….……………21
4.1 Contractor Removal or Suspension………………………………………..…….6
17.3 Final Authority……………………………………………………………………21
5. WHEN A CONTRACT IS REQUIRED……………………………………………..…..7
6. TENDERS COMMITTEE…………………………………………………………….....7 18. CONTRACT EXTENSIONS……………………………………………………………...21
6.1 Composition…………………………………………………………………..…8 18.1 Best Interest………………………………………………………………………21
6.2 Quorum………………………………………………………………….….…...9 18.2 Lower Cost………………………………………………………………………..21
6.3 Alternates…………………………………………………………………….…9 18.3 Additional Benefits……………………………………………………………….21
6.4 Chairman…………………………………………………………………….….9 19. CONTRACT TERMINATION…………………………………………………………….22
6.5 Agenda…………………………………………………………………………9 20. INITIATING WORK UNDER CONTRACT……………………………………………….23
6.6 Minutes……………………………………………………….…………….…..10
21. CONTROL OF CONTRACT PAYMENTS………………………………………………..23
6.7 Functions of Tenders Committee………………………………………….…….10
7. TENDERING CONTRACTS…………………………………………………….…….11 22. CONTROL OF EXPIRATION DATES AND/OR RENEWAL OF CONTRACTS……………24
8. COMPANY’S ESTIMATE (C/E) ………………………………………………….…..13 23. CONTRACT LEDGER……………………………………………………………………24
9. TENDER BOXES………………………………………………………………….….14 24. CONTRACT WORK COORDINATED BY STATUTORY BODIES…………………………24
10. OPENING BIDS……………………………………………………………….……15 25. USE OF WORK ORDERS IN LIEU OF FORMAL CONTRACTS………………….………..25
10.1 Opening Committee……………………………………………………….….15 26. USE OF PUBLISHED PRICE LISTS……………………………………………….………..26
10.2 Secretary to the Tenders Committee…………………………………………15 27. ENVIRONMENT, HEALTH AND SAFETY (EHS) REQUIREMENTS……………….………..26
10.3 Invalid Bids……………………………………………………………………15
10.4 Alternative proposal(s)………………………………………………………..16 28. CONFLICT OF INTEREST……………………………………………………….………..27
10.5 Late Bids………………………………………………………………………16 29. DISQUALIFICATION FOR AWARD OF CONTRACT…………………………….………27
11. BID EVALUATION ………………………………………………………………….16 30. NATIONAL DEVELOPMENT……………………………………………………..……….27
12. AWARDING OF CONTRACTS……………………………………………………..17 31. CONFIDENTIALITY OF INFORMATION…………………………………………………28
12.1Recommendation…………………………………………………….…………17
12.2 Approval………………………………………………………………………17
12.3 Notice of Award………………………………………………………………18
13. ALTERNATIVE CONTRACT SELECTION PROCEDURES………………………………18
13.1 Negotiation………………………………………………………………….…18
13.2 Price Analysis…………………………………………………………………...18
13.3 Cost Analysis…………………………………………………………………....18
13.4 Strategic Evaluation…………………………………………………………….18
13.5 Merit……………………………………………………………………………18
14. EMERGENCY SITUATIONS…………………………………………………….……...19 ____________________________________ __________________________
15. APPEAL AGAINST TENDERING AND CONTRACT DECISION(S)……………….……..19 DAVID BRASH DATE
16. PREPARATION OF CONTRACTS…………………………………………………..….20 CHAIRMAN
____________________________________ __________________________
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CHAIRMAN
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3. DEFINITIONS
1. OBJECTIVE AND SCOPE
TERM DEFINITION
The purpose of these procedures is to establish guidelines by which NIDCO must comply in Bidder Same as Contractor and/or Consultant
the solicitation, execution and administration of Contracts for the provision of work or
services. This procedure is to be used in conjunction with the Procurement Policy. Board Board of Directors
____________________________________ __________________________ Works Means construction type tasks, electricity, water, engineering works,
DAVID BRASH DATE maintenance and works of all kinds.
CHAIRMAN Tender An offer made by a bidder(s) to conduct works and/or services in
response to a request by the Company
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____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN
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The Tenders Committee shall have the responsibility to review, analyze, approve and/or
In cases of deletion or suspension of a contractor from the bidders’ list, the Vice President- recommend appropriate action for approval to the respective position under the current
Procurement and Contracts Management shall inform all department heads in writing. Delegation of Authority for all matters related to contract procedures, competitive bidding
and approval of contracts.
Every effort shall be used to include only the most qualified bidders in the bidders’ list in
order to prevent having an excessive number of bidders. Most categories can be The Board has the authority to change the composition, designation and delegation of
sufficiently satisfied with five to ten contractors. Also, the types of work service categories Committee Members.
should be consolidated where possible, when the same contractors are respectively listed
for similar services. The Tenders Committee will meet on a scheduled basis at agreed times. Unscheduled
meetings may be requested by the Secretary of the Tenders Committee upon giving notice
5. WHEN A CONTRACT IS REQUIRED to members.
All work services in excess of three months: A minimum of two (2) Directors, (all voting members) one of whom will be the
Chairman as approved by the Board. An alternate will be assigned when
All types of work, including construction and expense items, when the total cost necessary.
of the work is as indicated by the approved Delegation of Authorities. The President (voting member). An alternate will be assigned when necessary.
All work of a continuous or repetitive nature. The VP – Finance and Accounting (voting member). An alternate will be assigned
when necessary.
6. TENDERS COMMITTEE The VP – Legal (voting member).
In order to carry out the functions described in the tendering procedures outlined herein, a The VP – Procurement and Contracts Management will be the Secretary to the Committee,
Tenders Committee shall be established and shall carry out the responsibilities set forth in (non-voting member).
these procedures.
The Team Manager directly involved in the matters included in the Agenda for that
The role of the Tenders Committee as authorized in the Delegation of Authority shall be specific occasion, (non-voting member).
that of an advisory committee to the Board, who has final responsibility for all contractual
matters. This committee shall ensure fairness, transparency and consistency of all
transactions with all Parties. It shall maintain a high standard of work ethics.
____________________________________ __________________________
DAVID BRASH DATE ____________________________________ __________________________
CHAIRMAN DAVID BRASH DATE
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Assignment of Tenders for Evaluation
Whenever necessary, any other person or employee can be requested to attend as a Recommendations concerning Tenders evaluated
visitor or attendee. The Secretary of the Committee is to be notified beforehand of any
Requests to issue Tenders
attendees.
Review any approved bidders list matter
6.2 Quorum Any other business
A quorum for the Tenders Committee shall consist of three voting members, one of which
shall be a Director. Each voting member shall have one vote, and all approval and The Agenda will be distributed to the voting members at least two working days in
recommendations by the Tenders Committee to the approval authority shall be by advance of each meeting.
majority. When the Tenders Committee consists of three voting members, there cannot be
more than one alternate. Any exception to any issue by any member shall be quoted in 6.6 Minutes
the Committee Minutes, upon request. All meetings of the Tenders Committee are to have Minutes prepared. The Minutes
shall be consecutively numbered and itemized.
6.3 Alternates
The Board has the Authority to designate Alternates as and when required. The VP – Procurement and Contracts Management shall serve as the Secretary of
the Tenders Committee and will minute all significant items discussed at the
6.4 Chairman meeting, including the reasons given by any member who may oppose any
The role of the Tenders Committee Chairman, is to preside over the Tenders Committee proposed recommendation of the majority.
meetings, in accordance with the Delegation of Authority, including the consideration for
the issue of invitations and tender evaluation(s) and to make decisions on the acceptance The Minutes are for information purposes to register what transpired at the
or rejection of those recommendations for the supply of services and/or works necessary meeting and to designate the individual to whom action has been assigned. If
to be undertaken to achieve the company’s objectives. action is require, the individual designated to take action will be noted in the
Minutes.
The Tenders Committee shall not for the purposes of giving themselves authority to act,
subdivide the quantity of services or works to be undertaken in portions which fall within Any request to deviate from these procedures will be in the Minutes of the Tenders
their respective financial limits. Subdividing works and/or services by User Departments Committee, with an explanation justifying the exceptions.
for similar purposes is not allowed.
The Minutes will be reviewed and signed by all voting members and the
6.5 Agenda Secretary. The signed Minutes will be kept by the VP-Procurement and Contracts
The Agenda to be followed shall include: Management and a copy submitted for Board consideration. The Secretary will
Report on Opening of Tenders notify the pertinent person assigned of any action to be taken.
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Departments are required to apply through the VP-P&CM to the Tenders Committee to issue a
Review and approve or reject companies or partnerships or joint ventures or tender, stating clearly in writing the justification and nature of the expenditure, and the source of
individuals on the approved bidders list. funding.
Ensure accountability and transparency in all matters pertaining to tendering, The name of the person who prepared the Company’s estimate should be included in all requests.
procurement and contracting. An adequate period of time for bidders to formulate and present bids should be allowed.
All requests to issue tender applications shall be accompanied with the following documented
Recommend action to be taken with regard to tenders and contracts.
information:
Implement the policy and procedures on Tendering, Procurement and
Contracting. Executive Summary including an estimate
Scope of Work (to be included in the proforma contract as Exhibit “A” Description of
Services)
Papers should not be circulated to any member who has declared an interest. Decisions Department Head’s Sign-off
shall be by majority vote, and in the event of an equality of votes, the Chairman shall
Bid Format
have an original and casting vote.
The Executive Summary will be in the form of a memorandum addressed to the final approving
Decisions shall be taken at Committee Meetings or where the Chairman so directs authority position for each contract award. This document will contain the following sections:
by circulation of papers.
The Tenders Committee can refer special matters to the Board for final Scope of Approval Request
determination. Background Information
Justification
Attachments
7. TENDERING CONTRACTS
Three or more tenders are to be solicited for contracts, where possible. Competitive In addition, the Executive Summary for a bid tender application must state the proposed:
bidding is generally in order if:
List of bidders (where applicable)
It is possible to develop clear specifications such that accurate pricing can be
Issuing date
developed
Site visit date
There is an adequate number of potential contractors.
Closing date and hour
Source of Funding
Any other pertinent information
____________________________________ __________________________
____________________________________ __________________________
DAVID BRASH DATE
DAVID BRASH DATE
CHAIRMAN
CHAIRMAN
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Company’s Estimate
The tender number clearly affixed
Once the respective Delegated Authority has approved the Department’s request to issue a
Enter into a log and deposited in the Tenders Box where it will remain sealed until the
tender, the VP-P&CM will assign a number to the tender.
contractors’ bids are opened together with the respective tenders.
Before tenders are invited, a third party suitably qualified shall conduct a review of bid
specifications and evidence of same.
9. TENDER BOXES
The VP-P&CM will issue to contractors on the approved bidders list for the appropriate service In order to retain bids in a secure place, a Tender Box should be placed as directed by the VP-
category, or as approved by the Tenders Committee/Board as appropriate. Only the VP-P&CM Procurement & Contracts Management.
may issue tenders.
Contractors must deliver sealed bids to NIDCO’s VP-P&CM. All bids received will be logged in
All correspondence related to tenders or contracts will be handled by the VP-P&CM. Answers to
by the VP-P&CM showing:
questions from contractors must be in writing, with copies to all bidders. Contractors will receive
instructions in this regard with their bid package. The tender number
Name of person delivering the bid
The General Instructions to Bidders must be included with all bid solicitation requests. Any Date and time received
deviation to these Instructions must be fully justified and have prior support of the Tenders Verification should be made that envelopes are properly sealed, then
Committee or Board as per Delegation of Authority.
Deposit the envelopes in the locked Tenders Box controlled by the Chairman of the
The Chairman of the Tenders Committee in consultation with the user section must review/approve Tenders Committee and the VP-P&CM.
any request for an extension to the tender deadline. If acceptable, recommend for the Chairman
of the Board’s approval. If an extension is approved, all contractors who have been requested to After logging, the contractor must place the sealed bids in the tender box before the closing date
bid must be advised in writing of said extension. and time as directed.
8. COMPANY ESTIMATE (C/E) It is the contractor’s responsibility to deliver bids as per ITB.
The Company’s Estimate shall be prepared and submitted in the same time, form and manner as
required by contractors. All cost and quantity elements for developing a total estimate must be There will be two independent locks to secure the Tenders Box. The Chairman of the Tenders
included. Committee will keep the key to one lock. The VP-P&CM will keep the key to the other lock. No
other keys will be made for the Tenders Box. Bids cannot be withdrawn from the Tenders Box
The Company’s Estimate must include the name of the person who prepared the document, dated except when opened for the Tenders Committee Meetings.
and signed.
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10.4 Alternative Proposal(s)
Alternative proposals received as part of submitted bid(s) can be viewed by the Tenders
10. OPENING BIDS Committee and, if acceptable, referred to the evaluator together with other bids for
Sealed bids, together with the Company’s Estimate, will be retrieved by the designated Tenders review.
Committee Members, opened in the presence of the Tenders Committee Members, stamped and 10.5 Late Bids
initialed by each member. Bids cannot be opened or evaluated if the Company’s Estimate is not Bids reaching the tenders box after closing time will not be accepted by the Tenders
presented at the moment of opening the corresponding bids. If any contractor submits more than Committee and shall remain unopened (where possible) in their original envelopes and
one bid for the same job, such facts must be put in the Minutes and investigated by the Tenders returned to the contractor via letter of cover by the VP-P&CM.
Committee.
11. BID EVALUATION
10.1 Opening Committee The Tenders Committee will recommend the designated person or persons to whom the evaluation
The Opening Committee comprising the President, VP-Finance and VP-Legal, will sign each of bids received will be assigned. A person familiar with the particular contract or such works
offer as it is opened, and shall sign the register containing the information. should prepare the bid evaluation. The evaluation should be signed and dated by the
evaluator(s) and returned, together with the bids, to the Tenders Committee via the VP-P&CM.
10.2 Secretary to the Tenders Committee The VP-P&CM will log same and hold in a secured area until the next scheduled Tenders Meeting.
The VP-P&CM will make entries of the following:
The names of the persons or firms making the tender The results of the bids received will be summarized in sufficient detail (companies that bid, did not
bid, and/or did not answer, late bids, etc.) to enable identification.
The sums of money quoted in the tender
Exceptions All tenders and associated working papers will be held fully confidential before and after the
Any other requirements award, including any price lists or other documents containing competitive information from
The results of the bids received will be recorded in sufficient detail (companies that bid, bidders. Tenders sent for evaluation must be kept secured.
did not bid and/or did not answer, late bids, etc.) to enable identification.
It is important that recommendation to the Tenders Committee are clear, concise and cover the
10.3 Invalid Bids pertinent factors. It should give the background reasons for the tender, number of bids issued and
received and must explain any wide variance between the Company’s Estimate analysis and the
Bids will be disqualified for the following reasons:
recommended bid. Where possible, comparisons to prior costs of the same service should be
Non-compliance to bid specifications provided and any options or alternatives discarded by the department should be explained.
Non-submission on the original form provided Any change in the Company’s Estimate Analysis must be fully justified.
The form is incomplete, including unsigned
More than one bid is received from the same contractor unless one is stated as
superseding a previous submission
Invalid bid(s) will be returned to the tenderer unopened where possible, under cover
of letter by the VP-P&CM
____________________________________ __________________________
DAVID BRASH DATE
____________________________________ __________________________ CHAIRMAN
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CHAIRMAN
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The Tenders Committee shall ensure that the evaluation was made on the same basis as the Alternative methods, in lieu of or together with competitive bidding, may offer the opportunity to
Company’s Estimate Analysis. Any revision in the basic assumptions that will alter the selection of arrive at a better arrangement. Recognised selection procedures include:
the contractor should be carefully reviewed and documented in the Tenders Committee’s 13.1 Negotiation
recommendation to the relevant person as per the current Delegation of Authority.
13.2 Price Analysis
The bid evaluation report must be signed by all voting members of the Tenders Committee An examination of a proposal against a target or market price where warranted.
indicating support and/or approval.
13.3 Cost Analysis
Copies of all foregoing documents (tenders to bid form, company’s estimate, bid summary,
correspondence, etc.) will be filed together with the contract. 13.4 Strategic Evaluation
This is a review and evaluation of a contractor’s actual or anticipated cost data and an
12. AWARDING OF CONTRACTS associated margin to arrive at an acceptable total cost.
12.1 Recommendation
13.5 Merit
The recommendation should include the contract terms, the dollar amount awarded for
payment during the contract period and specific reasons for the selection. This Such procedures may lead to strategic relationships with contractors offering NIDCO the
documentation should be maintained for internal control and for eventual audit review. opportunity to develop a competitive advantage. Regardless of the selection procedure, the
written approval request must clearly demonstrate the financial and or operational advantage as
compared to the available alternatives. This request must demonstrate where tendering will
12.2 Approval provide no practical, economic or time saving benefits, or negatively impact on the life, assets or
The contractor to whom the bid is to be awarded will not be notified until the contract has
existence of NIDCO.
been approved in accordance with the Delegation of Authority.
__________________ _________________
D. Brash Date
Chairman
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__________________ _________________
D. Brash Date
Chairman
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A statement of the urgency and/or emergency circumstance that prevailed and the The VP-Legal and the Contractor’s representative will initial all pages of all contracts executed.
potential loss of liability The date of execution must be stated. The VP-P&CM will sign as witness to the contractor’s
signature.
The Company’s Estimate
The Actual Cost 16.2 Approval Authority
The reason why the particular contractor was chosen The President or the Chairman of the Board will execute all contracts on behalf of NIDCO
or as per the Delegation of Authority.
__________________ _________________
D. Brash Date __________________ _________________
Chairman D. Brash Date
Chairman
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Payments including modifications will not exceed contract amount previously approved All recommendations for extensions must include a full justification including the Source of Funding
within the relevant contract approval authority; and/or by the User Department in an Executive Summary addressed to the Tenders Committee via the
VP-Procurement and Contracts Management.`
Total payments, including modifications will exceed contract amount previously approved
but remain within his original contract approval. In order to record contract and contractor performance, evaluations of the performance of all
contractors shall be completed by the respective department, on a project specific basis, on the
17.2 Higher Authority approved evaluation form.
The next higher level approval is required for all other contract modifications not
specified. Any changes to the original contractual scope of works or compensation package (terms and
conditions) will be considered an alternative selection procedure and handled in accordance with
17.3 Final Authority Paragraph 13 hereto or re-tendered.
The Board is the final approving authority as it relates to contracts.
Total value of contracts including extensions should be within the relevant Delegation of Authority.
18. CONTRACT EXTENSIONS
A contract term’s length should be based on sound business decisions, which provides the greatest 19. CONTRACT TERMINATION
overall benefit to NIDCO. As a guideline, contracts should normally be for a period not to
exceed over five years, unless project specific and should be reviewed periodically for renewal; In the event a User section wishes to terminate a proposal/contract prior to the expiration of the
approval and continuance by the proper level of authority. Contract extensions can be approved normal term, advice must be obtained from the VP-Legal prior to forwarding to the Tenders
for additional periods under the following conditions: Committee or Board. A justification in writing with the reasons and other facts pertinent to the
proposed termination including the effective date should be prepared and presented to the
18.1 Best Interest Tenders Committee for approval or recommendation for Board approval.
Extension is demonstrated to be in the Company’s best interest
The VP-Procurement & Contracts Management will issue the termination notice and advise the
18.2 Lower Cost Finance Department and User Department when such termination is actually effected.
Extension is demonstrated to result in lower overall cost to the Company
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__________________ _________________
D. Brash Date
Chairman
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Estimated under or over-run
20. INITIATING WORK UNDER CONTRACT
22. CONTROL OF EXPIRATION DATES AND/OR RENEWAL OF CONTRACTS
Except in cases of extreme emergency, contractor shall not start work on any project until the
Letter of Intent or contract has been signed. In case of emergency and prior to beginning the Originating Departments shall be responsible for reviewing contracts before their expiration
work, appropriate approval by the Delegated Authority must be obtained. Within three (3) dates as indicated on the monthly contract tabulated listings.
working days a written justification must be presented to the Tenders Committee. The contractor
The VP-Procurement & Contracts Management will maintain an up-to-date control sheet (Contract
representatives will execute a Letter of Intent, outlining their understanding of the scope of works,
Summary) of all active contracts including their respective expiration dates. This control sheet is to
cost and any other relevant information, prior to obtaining the required approval.
be presented for required action monthly to:
Management
21. CONTROL OF CONTRACT PAYMENTS
Department Heads
Total payments against a contract during the contract period should not exceed the amount Tenders Committee
originally approved. Board
Finance and each Originating Department are to establish controls to prevent such overpayments. 23. CONTRACT LEDGER
Copies of the executed contract will be forwarded to the respective Department indicating the The Contract Ledger shall be maintained by the VP-Procurement & Contracts Management in
approved expenditures against the contracts over the contract period. numerical sequence according to contract number.
All Originating Departments (contract control locations) will maintain contract control records with The Ledger shall include all contract invoice data per columnar headings.
pertinent information on invoices received against the contracts.
It is the responsibility of the Finance Department and the Originating Department to verify that no
Copies of invoices accepted for services by the user section will be passed to the VP-P&CM for duplicate payments are made and to refer to the relevant supervisor immediately any
verification of contract terms.
questionable documents received.
The Tenders Committee will review the following report to be provided by the VP-Procurement & 24. CONTRACT WORK COORDINATED BY STATUTORY BODIES
Contracts Management on a monthly and or quarterly basis, and include information on:
Contract work carried out on behalf of NIDCO in coordination of projects by the statutory bodies
Approved contract values shall be in accordance with procedures for Contracted Statutory Resources, which will be approved
Actual cumulative payments against contracts as of reporting date
Contract period
__________________ _________________
__________________ _________________ D. Brash Date
D. Brash Date Chairman
Chairman
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and appended hereto at a later date. Documentation relative to contract awards and selection Payment records under work orders for each contractor are to be generated by the Finance
Department and a monthly report showing total payments to each contractor is to be submitted
procedures shall be completed and maintained in NIDCO’s contract files. All such requests will be
through the VP-P&CM for Tenders Committee review and referral with any recommendations or
approved by the Board.
observations to the Board. The VP-Procurement &Contracts Management should analyse the
25. USE OF WORK ORDERS IN LIEU OF FORMAL CONTRACTS reports to establish if the procedures are being followed.
Work orders may be issued in lieu of formal contracts for non-continuous work services of less than
90–day duration where total payments will not be exceeded as per Delegation of Authority. Bid 26. USE OF PUBLISHED PRICE LISTS
tender procedures shall be carried out in accordance with instructions and delegations of authority.
Price lists may be utilized for work services performed by common carriers, specialized service
Frequent or repetitive services by individual contractors should preferably be covered under companies and repair shops. However, they should preferably be incorporated in the Pricing
contracts awarded for services on a call-out basis in order to minimize the use of work orders and Exhibit of a Miscellaneous Service Contract to cover the service.
to maintain adequate controls over contract work. Price lists are to be maintained on a current basis.
Non-continuous work services are those services or jobs that are not regular or periodic, but Payment records for each Price List contractor are to be generated by the Finance Department. A
solicited on an as and when required basis. On the other hand, continuous work services are those monthly report showing total payments to each contractor is to be submitted through the VP-P&CM
requested on a daily, weekly, month, etc. basis. Continuous work services should be included in a for Tenders Committee review and referral with observations and recommendations to the Board.
formal contract. The VP-P&CM should analyse the reports to establish if the procedures are being followed.
Approval of such work orders is included in Delegations of Authority. For repetitive work or special projects where a formal contract for those services would be
practical, rates should be established through competitive bidding and a contract awarded.
Work orders used in lieu of contract should be issued only to companies on the approved bidders
list or work order list. These lists should have been prior acted on by the Tenders Committee.
27. ENVIRONMENT, HEALTH AND SAFETY (EHS) REQUIREMENTS
In cases of emergencies only, work orders issued to companies not on the approved bidders list or
work order lists require the concurrence of the VP-P&CM, prior to execution of the work order. Detailed requirements regarding EHS must be adhered to at all times as per industry standards
as per scope of works.
No work order in lieu of contract should be issued if there is a formal contract for the services
required. Also, jobs should not be split to stay within the monetary approved limits.
__________________ _________________
D. Brash Date
__________________ _________________ Chairman
D. Brash Date
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Chairman
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28. CONFLICT OF INTEREST Resort to foreign goods and services will be entertained only where domestic firms are unable to
meet the requirement. On arriving at the evaluation criteria, participation by SME’s as direct
A member of the Committee shall disclose his interest and not take part in evaluation,
suppliers or as sub-contractors should be considered.
consideration or discussing an offer, nor furnish any recommendation or vote on any question
where: A proportion of contracts should be reserved for small and medium local firms in accordance with
the “Fair Share Programme” and any other Government Policy. In setting the selection criteria
He is a member, director or shareholder of a company or other body corporate; or attribute weightings to a particular criterion should not discriminate against small businesses.
Is a proprietor of or partner in a firm, or partnership; or
Is employed by or is otherwise a party to a contract for services; or
Has a financial interest in or a relationship or 31. CONFIDENTIALITY OF INFORMATION
Is a relative of someone
Who has submitted an offer for the consideration of the Committee. Every person having an official duty or being employed as Committee Members shall regard and
deal with documents and information relating to the function of the Committee as confidential.
Any person who, with the intention of gaining any advantage for himself or herself or any other
person whether he has made an offer or not, offers any member of the Committee or officer of
the Company, a gift or money or other consideration or approaches any member of the Company
in respect to any matter that is before the Committee or that is expected to come before the
Committee shall be disqualified from being awarded a contract. This should be stated in the
Invitation to Tender.
The person or firm on whose behalf the representation was made will also be disqualified.
__________________ _________________
D. Brash Date
Chairman
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NOTES
NOTES
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