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2012 Administrative Report

Publication of the National Infrastructure Development Company Limited, a special purpose state agency of the Government of Trinidad and Tobago.

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0% found this document useful (0 votes)

44 views

2012 Administrative Report

Publication of the National Infrastructure Development Company Limited, a special purpose state agency of the Government of Trinidad and Tobago.

Uploaded by

Donna Brodber

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PDF, TXT or read online on Scribd

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ADMINISTRATIVE REPORT

2012

National Infrastructure Development

Company Limited
“Partnering to Build Modern Infrastructure”
Annual 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

To create a premier project management

organisation with competencies responsive
to the delivery of strategic infrastructure
projects, always mindful of our stakeholders’
best interest and the impact of our work on
the environment. MIS
SIO
N

To fulfill our role as the leading project executing

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.

i ii
N I D CO N I D CO
contents

1
MESSAGE FROM THE PRESIDENT

MISSION, POLICY AND STRATEGIC PLAN

2 4
4.1
FINANCIAL OPERATIONS
Investment Policy
NIDCO’s Debt Policy
51
53
3 4.2 54
1.1 NIDCO’s Mandate 5 Budget Formulation
4.3 55
Priority Projects Expenditure: Actual vs Budgeted
1.2 5 4.4 56
Overview of National Infrastructure Development Projects in 4.5 Statement of Financial Position
1.2.1 7 57
NIDCO’s Portfolio
1.3 Vision, Mission and Core Values 13 5 HUMAN RESOURCE DEVELOPMENT PLAN 59
NIDCO’s Strategic Plan 5.1 Career Path Systems 61
1.4 14
1.5 Strategic Objectives 17 5.2 Performance Management Tools 67
5.3 Promotion 69
2 ORGANIZATIONAL STRUCTURE 19 5.4 Recruitment and Selection Policy 75
2.1 Corporate Structure 21

2.1.1 Department Profiles 23 6 REPORTING FUNCTIONS 83
2.2 Services Provided 25 6.1 Departmental Reports
85
Levels of Authority 6.2 Reports to the Ministries, the President and Parliament
2.3 27 89

2.3.1 NIDCO’s Governance Structure 29

2.3.2 Governance Committees 33 7 PROCUREMENT PROCEDURES 91

3 PERFORMANCE ACCOMPLISHMENTS 35 APPENDICES 95

Comprehensive National Drainage Development Studies
3.1 37
National Programme for the Upgrade of Drainage Channels
3.2 38
Flood Mitigation & Erosion Control Programme
3.3 38
3.4 East West Corridor Transportation
43
National Traffic Management System (NTMS) Enhancements
3.5 45
Duelling of Diego Martin Highway from Victoria Gardens
3.6 46
Bridges Rehabilitation Programme
3.7 47
Landslip Repair Programme
3.8 47
POS Northern Valley Link
3.9 47
Solomon Hochoy Highway Extension to Pt. Fortin
3.10 48

Message
Annual Administrative
Report 2012
Annual Administrative Report 2012

from the I am pleased to present the Administrative Report

of the National Infrastructure Development
repair projects and invited tenders on 16 such
projects. Under our transportation management

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.

DR. CARSON NIDCO has had another successful year in

managing the infrastructure development and
NIDCO has remained true to its commitment
to improve the quality of lives in communities
CHARLES transportation management programmes
entrusted to us by the government of Trinidad
impacted by our projects. Through our
Community Outreach Programme, several
and Tobago. The accomplishments we recorded small infrastructure projects were completed
can be attributed to the fact that we had in 2012 in communities along the alignment
envisioned 2012 to be a year of growth and of the Solomon Hochoy Highway Extension to
expansion. Having embraced the challenge Point Fortin Project. We also started our Play Park
in 2011 of undertaking the design and Programme with a pilot project in Debe.
construction of the Solomon Hochoy Highway
Extension to Point Fortin Project, the largest The year was also marked by our continued
highway construction project in the country’s strong partnership with the Ministry of Works
history, and committing to complete the final and Infrastructure, which is vested with
phase of the Churchill Roosevelt Highway-Uriah portfolio responsibility for NIDCO. This assisted
Butler Highway Interchange (Package ‘C’), our us to effectively respond to the challenging
management priorities were decidedly inwardly operational environment and fulfill our mandate
focussed. Decisive steps were taken to build of service to our stakeholders.
up our human resources to ensure that we had
the technical capacity to meet the increased I would like to extend my sincere gratitude to
demands of an expanded work programme. each member of NIDCO’s Board of Directors for
Focus was also placed on improving our their contribution to the accomplishments we
technological capabilities, enlarging our pool recorded for the year.
of registered and pre-qualified consultants and
contractors and strengthening our procurement Our achievements were augmented by the
and project management capabilities. commitment, diligence and unwavering
support of our employees. They were relentless
I am happy to report that our strategic decisions in pursuit of innovative solutions to ensure that
resulted in a financial year that closed with a NIDCO attained its goals. Our management
positive income growth in management fees of team continues to demonstrate a high-level of
just over TT$6.4M and a year-end Profit before expertise and team work for which I congratulate
Tax of $TT5.03M. Our major infrastructure them.
programme, the expansion and modernisation
of the nation’s highway network, advanced As we look forward to 2013, our plans will be
steadily and contributed significantly to the aimed at positioning NIDCO as the government’s
total management fees earned for the year. partner of choice in establishing a modern
We also made significant progress towards infrastructure platform as one of the contributing
alleviating the perennial flooding and soil pillars for propelling national economic growth
erosion problems in communities throughout and socio-economic equilibrium.
the country, with the completion of 36 small
drainage projects and another 15 in progress at Dr. Carson Charles
the close of the reporting period. NIDCO further President, NIDCO
completed design reviews for some 24 landslips

2
NID CO NID CO
Mission, Policy
I and

12
Strategic Plan

N I D CO
13
N I D CO
Annual Administrative Report 2012 Annual Administrative Report 2012

1.1 NIDCO’s Mandate procurement, project and construction management services

The National Infrastructure Development Company (NIDCO) and general oversight for the infrastructure development
was established in 2005 by the Government of Trinidad and programmes identified in Table 1. An overview of these projects
Tobago (GORTT), as a Special Purpose State Enterprise. It and their expected results are set out in Box 1.
was created to increase the rate of implementation of the
Government’s expanded Public Sector Investment Programme,
and to undertake projects in areas critical to overall national
development. More specifically, NIDCO has been charged Table 1: List of national infrastructure development projects assigned to NIDCO
with the responsibility for providing project management and
1. 2. 3.
construction management services, ensuring that the execution ROADS AND BRIDGES DRAINAGE & LANDSLIPS REPAIR TRANSPORTATION
of Government’s policy initiatives is done in a manner that is PROGRAMME PROGRAMME PROGRAMME
timely, transparent, efficient and effective.
San Fernando to Point Port of Spain Flood Alleviation Water Taxi Service
Fortin Highway Project
NIDCO, therefore, was mandated to build an organizational
structure and operations framework with appropriate facilities, Mamoral Dam & Reservoir East West Corridor
Churchill Roosevelt Mass Transit System
systems and resources (human, financial and material) so as to
Highways Interchange
be able to respond effectively and positively to the expectations Upgrade Programme
of Government and to the achievement of its own corporate
goals and objectives. From its inception in 2005 the Government
National Traffic
assigned responsibility to NIDCO for the development and
Diego Martin Highway Comprehensive National Drainage Management
implementation of project management services for several
Expansion Development Study System (NTMS)
major infrastructure development projects. Project

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

5 6
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.

ii. Community Business Support Programme. This specific programme is geared

towards stimulating business activity in the communities. NIDCO will provide the
necessary infrastructure to support community-based business activity in the
manufacturing and services sectors.

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.

In addition to the above projects, NIDCO will

also establish Community Outreach Centres
that will support the land acquisition
process for several of its major projects and
also bridge the gap between NIDCO and the
communities.

14. Water Taxi Service

NIDCO was given the responsibility in 2007
for the establishment and operation of a
Water Taxi Service between Point Fortin and
Diego Martin. The first phase of the project
was launched in December 2008 with the
introduction of a San Fernando/Port of Spain
service utilizing a fleet of three second-
hand 27m high speed ferries each with a
capacity of 149 passengers. The operation
was upgraded in 2010 with the introduction
of a new fleet of four newly-constructed
41m vessel each with a passenger capacity
of 405. Expansion of the service to new
ports at Point Fortin, Chaguanas and Diego
Martin has been planned for under the next
phase of development.

It must be stated, however, that meeting

the needs and satisfying the many demands
for service and facilities by an expectant
population is dynamic, such that, the
portfolio of project responsibilities and
priorities can change at any time.
Annual Administrative Report 2012 Annual Administrative Report 2012

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.

VISION MISSION NIDCO conducted an organisational assessment to determine

its capacities to be leveraged and its vulnerability to both the
To create a premier project management To fulfill our role as the leading project
executing agency, through a philosophy
external and internal environmental conditions.
organisation with competencies responsive
to the delivery of strategic of managing our business with the highest
infrastructure projects, always ethical standards providing optimal quality The 2011-2015 Corporate Strategic Plan was designed out of this
mindful of our stakeholders’ best and value, while acting in a responsible process. The Plan sets out the Company’s new vision, mission,
interest and the impact of our manner with our employees, our
and strategic goals for the period. The Plan also identified the
work on the environment stakeholders and environmental policies.
initiatives that would be undertaken to achieve NIDCO’S goals,
the expected performance outcomes, and possible measures
that might be used to monitor performance toward achieving
those goals.

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.

In pursuing these objectives, NIDCO strives to become the

standard by which Special Purpose State Agencies are measured.

13 14
NID CO NID CO
Annual Administrative Report 2012

NIDCO will spare no effort in adopting the most appropriate

structures, systems, operating matrices, and core competencies
to fulfil its obligations and achieve its corporate strategic goals.

The Planning Model

This Corporate Plan sets out the over-arching strategic
directions for NIDCO for the period beginning Fiscal Year 2010
- 2011 until Fiscal Year 2014 - 2015. The model used to develop
this Plan conforms to the specification provided in the Output
Management Framework as articulated by the Government of
Trinidad and Tobago, Ministry of Finance. In this framework,
each Ministry and State Agency is required to identify:

• Governmental Outcomes or Strategic Priorities, i.e. medium-

term national development policy framework;

• Strategic Objectives or statements, which show how each

Ministry or State Agency will assist the central government in
achieving its strategic priorities; and

• Outputs, which are the specific goods and services produced

and delivered by Ministries and State Agencies for external
customers.

In accordance with this model, the Corporate Plan focuses on

new strategic directions/ objectives, strategies, the operating
environment and outlines, resource requirements as well
as performance measures, action plans and targets for the
development projects for which responsibility has been
assigned to NIDCO.

The Company, however, recognises the need for periodic

revisions of the Plan to accommodate any possible shifts in
priority on the part of Government. NIDCO further recognises
the need to perodically evaluate the progress in implementing
the Corporate Management Plan.

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:

• Government policies and strategies will remain the same over

the duration of the Plan;

• Stakeholders will continue to be supportive of Government

programmes;

15
NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012

• Good partnership with other Government agencies, for Money.

private sector and non-governmental organisation on areas of
common interest; • Develop and implement administrative and operations
policies and procedures to improve consistency in methods
• The Government provides sufficient resources, monetary, of operation and encourage higher standards of performance
human and physical, to allow NIDCO to deliver its assigned excellence.
portfolio responsibilities;
• Incorporate quality management and quality assurance
systems in all areas of our business operations.
• The Government will continue to support and expand
NIDCO’s mandates. OUTCOME #3:
To become a model of corporate governance that can
1.5 Strategic Objectives withstand scrutiny in all facets of our business activities
NIDCO is an association of people – primarily employees,
clients, customers (inclusive of the wider citizenry of Trinidad • Perform all work and services to standards of total
and Tobago) and also, its suppliers who share a common long- accountability and transparency
term interest in the success and achievements of the Company.
Its success can be measured by the degree to which it is able to • D e v e l o p a n d i m p l e m e n t a n international benchmark
satisfy the needs and aspirations of its various publics. procedure for procurement of goods and services

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

OUTCOME #1: • Clear and understandable delegation of responsibility and

To provide consistently high quality project management authority
and construction services
•Improve the operational capability and capacity to execute • Shared vision of corporate objectives
project responsibilities with the highest levels of professional
excellence • An organisation structure that symbolises systemic
order
•P r o v i d e a p r o j e c t - s u p p o r t i v e organisational structure
• Introduce Communication Systems to strengthen inter-
•Establish project management systems to effectively monitor departmental relationships and strengthen communication
and control project progress stages with external stakeholders

•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

17 18
NID CO NID CO
Organizational
2 Structure
Annual Administrative Report 2012 Annual Administrative Report 2012

2.1 Corporate Structure

The organisational capability and capacity of NIDCO at

any given time is determined by its assigned portfolio of Figure 1: Organisational Chart
responsibilities and schedule of project delivery. Particularly,
with regard to the Engineering & Programme Management
BOARD OF
Department, it is a dynamism that responds to the needs and DIRECTORS BOARD-APPOINTED
resource requirements of projects. COMMITTEES:
Tenders Committee
The core organisational structure in turn has significant Finance &
implications for the achievement of governmental project Investments
Committee
outcomes and the impact on the National Infrastructural Corporate
Audit Manager
Secretary Audit Committee
Development Plan. The organisation therefore, is taking steps
to ensure that it has considered the core competencies required
to deliver on its portfolio responsibilities, the capability and Compliance &
capacity to develop the relevant policies and procedures so as Contracts Manager
to fulfill the organisation’s operational needs.
Further, the organisation’s structure is designed with flexibility
to adjust to any shift in government policy that may alter OFFICE OF THE
PRESIDENT
the scope and focus of national infrastructure development
initiatives. These fundamental principles would be incorporated
into the organisation’s structural design without compromising
the performance outputs and quality of service. Community Corporate
Outreach Prog. Communications
The Organisation Structure of NIDCO makes provision for Project Director Manager
a top management group comprising a Board of Directors,
a President, five (5) Executive Vice-Presidents, a Corporate
Human Resources Senior Planning
Secretary and a Director, Water Taxi Service. Six (6) Senior Manager Officer
Executives with distinctive vertical service cells of responsibility
manage key functional Departments and a cadre of support
staff as follows:
Water Taxi Engineering & Procurement &
The key functional departments of the current structure of Services
Corporate Services
Programme Mgmt Contracts Mgmt.
Finance Legal Services
the NIDCO are presented in Fig. 1 below. A more detailed Project Director
Vice President
Vice President Vice President
Vice President Vice President
Organisational Chart is also attached at Appendix 1.

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

• Vice President - Finance

Senior Project
HSSE Manager Contracts Manager
Manager
• Vice President - Corporate Services

• Vice President - Legal Services Tenders

Secretariat
Manager
• Vice President – Engineering & Programme Management

• Vice President – Procurement and Contracts Management

• Director - Water Taxi Service

21 22
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

4. Engineering and Programme Management 7. Internal Audit Department

•Interpret project scope and responsibility of The approved Internal Audit Methodology includes
NIDCO services in the areas of consulting, independent
•Conduct Needs Assessment of projects assurance assessments, internal control reviews
•Prepare Project Development and and evaluations, proactive advisory services and
Implementation Schedule special investigations as guided by standards set
•Prepare human resource requirements (projects) out by the Institute of Internal Auditors:
•Establish Project Administrative Structure •Periodic terms of reference review, update and
•Management of project budget approval
•Conduct project monitoring and control •Strategic Risk Assessments and strategic internal
functions audit planning
•Prepare Project Progress Reports •Detailed internal audit planning
•Manage Project Risks •Audit execution
•Verify and substantiate claims for payment •Evaluation of opportunities for improvement
•Fulfill and achieve deliverables of project •Development of value for money and
effective recommendations and solutions
5. Procurement and Contracts Management •Periodic reporting to the Board/Audit Committee,
•Update Procurement Policies and Procedures for Executive Management and the Investment
acquisition of work, goods and services Division of the Ministry of Finance
•Update Tender Policies and Procedures
•Establishment of Evaluations Methodology
•Establish Project Evaluation and Analysis Policy
and Procedures (for operations management
2.2 Services Provided Project Monitoring and Evaluation:
NIDCO’s core areas of business may be categorized as follows: Development and implementation of systems to monitor
project benchmarks against international best practices for
Project Planning: delivery of infrastructure projects and facilities.
Formulation of strategic goals for implementation of sustainable
infrastructure development projects. Management of the Water Taxi Service:
Responsibility for the efficient and effective management and
Procurement and Contracts Management: operation of this Service and projects assigned to it.
Acquisition of goods and services through a process that reflects
the highest level of integrity, ensures value for money and TYPES OF PROJECTS UNDERTAKEN BY NIDCO :
enables the effective management of contracts to maximise NIDCO provides expert Procurement, Project Management and
financial and operational performance and minimise risks. Construction Management Services (incl. Feasibility Studies) for
the following types of infrastructure projects:
Project Development:
Continuous review of processes, procedures and systems to i. Highways and Major Roadways
ensure project efficiency and optimize value for money. ii. Dams and Reservoirs
iii. Bridges Construction
Project Execution and Implementation: iv. Rivers/Watercourses Rehabilitation
Institute an appropriate project organisation and teams with v. Land Use Projects
vi. Landslip Mitigation and Repair
technical and administrative resources to ensure high quality
vii. Flood Mitigation
services and satisfactory project outcomes. viii. Drainage Upgrade
viiii. Coastal Protection
x. Community Outreach

25 26
NID CO NID CO
2.3 Levels of Authority

Corporate Governance relates to how an organisation is directed and managed to

provide adequate accountability and achieve organisational goals. It influences how
the organisation’s objectives are set and achieved, how risk is monitored and assessed,
and how performance is optimised. Open and transparent corporate governance
processes support an organisation’s continuous improvement as it plans,
delivers, reviews and reports on its priorities and objectives.

As a Special Purpose State Enterprise,

established under the Companies
Act Chapter 81:01 (1995), NIDCO’s
Corporate Governance Structure is set
out by legislation. This Act effectively
places responsibility for the overall
direction of the organisation with its
Board of Directors, which is appointed
by Cabinet in two (2) year cycles.
The Board reports to the Ministry
of Finance (Investment Division) in
corporate governance compliance.
This governance structure ensures that
NIDCO’s activities are conducted in
accordance with relevant statutes, as
well as with Government policies and
directives.

As part of its commitment to good

governance, NIDCO prepares an annual
administrative report in accordance
with Section 66D of the Constitution
of Trinidad and Tobago. The report is
submitted to the Minister of Works and
Infrastructure for tabling in Parliament.
NIDCO’s corporate governance
arrangements will continue to evolve
to ensure the company is always
managed effectively, efficiently and
transparently.

36 37
NID CO NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012

2.3.1 NIDCO’s Governance Structure State Enterprise.

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
NID CO NID CO
POSITION TITLE NAME OF OFFICER

President Dr. Carson Charles

Vice President Ms. Hilda Goodial

Procurement and
Contracts Management

Vice President, Mr. Steve Garibsingh

Engineering & Programme
Management

Vice President, Mr. Roger Joseph

Corporate Services

Vice President, Legal Mr. Dinanath Ramkissoon

Services

Vice President, Finance Mr. Michael Guyadeen

Director, Water Taxi Ms. Sharon Taylor

Service

40 41
NID CO NID CO
2.3.2 Governance Committees

The performance monitoring

regulations for State Agencies requires
the appointment of a number of
governance committees to support the
Board in the carrying out of its duties.
The Committees are appointed by the
Board of Directors and are comprised
of members of the Board and Officers
of the Company. However, external
independent professionals may be
appointed at the discretion of the
Minister of Finance, as in the case of the
Audit Committee.

During the year 2012, the Tenders

Committee was appointed and
became operational in accordance
with the guidelines set out in the
State Enterprise Performance Manual.
NIDCO’s Board of Directors initiated the
process of finalising Charters for the
proper functioning of the Finance and
Investments Committee and the Audit
Committee, respectively.

33 34
NID CO NID CO
Performance
3 Accomplishments

35
NID CO
36
NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012

ACHIEVEMENT OF PROJECTS/PROGRAMMES 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
3.1 Caroni River Basin Study:- 50 47 Delays experienced 3.2 National Monroe-Warren Main Drain 95 95
Comprehensive • A contract was signed with Royal in the conduct of Programme • A contract was awarded in late August
National Haskoning. The consultants have this study were for the 2011 and works commenced at the end of
mobilised and the study primarily due to Upgrade of September 2011 for a period of 18 months.
Drainage
commenced in February 2012. late payments to • To date approximately 1200m of concrete
Development • The Formulation and the consultants Drainage
retaining walls and invert has been
Analysis of Alternatives Report has on account of Channels
constructed.
been completed. the protracted
payment processes.
0 0 Coromata River Improvement Works Phase 10 2
South Oropouche River Basin:-
1
• Bids were invited in January 2012
and closed at the end of February 2012. • A contract was awarded on 29 May 2012 to
• Bids were received and an evaluated Lutchmeesingh’s Transport Contractors Ltd in
committee was the sum of $12,418,395 VAT exclusive.
appointed in March 2012. • Works commenced in November 2012
• Evaluation of bids was and to date the contractor has constructed
completed and negotiations are in approximately 12m of base; and 12m of stem.
progress with the
preferred bidder. Coromata River Improvement Works Phase 5 1
10 7 2
Caparo River Basin Study, incl.
• A contract was awarded in June 2012 to
Mamoral Dam:-
LMCS Limited in the sum of $12,375,000 VAT
• Award of contract made to Royal exclusive.
Haskoning with Letter of Award
• Works commenced in August 2012 and
signed 2nd October 2012. Consultant
completed LiDAR surveys, but will not to date activities include sheet piling,
continue work due to non-payment of excavation and preparation of steel cages for
mobilization fee. piles. Contractor has installed six (6) piles to
date.
Ortoire River Basin Study 100 99
• Final Report was reviewed Mausica River Improvement Works 0 0
by Drainage Division. Consultant, Procurement activities completed. Award of
Lee Young and Partners requested contracts expected in January 2013.
to complete design and tender
3.3 Flood Small Drainage Projects:
documents for a levee to protect
Mafeking Village. Mitigation
& Erosion Phase 1: 100 100
Control In October 2011, NIDCO commenced civil
Programme works on a package of 16 small drainage
rehabilitation projects.

Details on these 16 drainage projects located

throughout the country as follows:
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

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

• Pavement designs for the highway • Generally, works involved

from Golconda to Debe are 100% clearing and grubbing,
complete. geotechnical investigations and
laboratory testing, earthworks,
• Roadway designs for the Paria drainage works including
Suites to Godineau segment are 100% construction of box drains and
completed. major structures such as box
culverts.
• Final roadway designs for the Mon
Desir to Godineau segment were • Piles for the Papourie Bridge
submitted in August 2012, and are were completed; clearing
currently being reviewed prior to final and grubbing continued for
approval. the Tarouba River Bridge and
other areas along the segment.
• Traffic Engineering designs and Earthworks are ongoing for
studies are about 80% complete in the Berridge Trace Bridge.
respect of Phase 1 of the highway and Roadworks are also in progress
about 57% complete in respect of at Golconda.
Phase 2.
• Clearing and Grubbing were
undertaken at the Fyzabad and
Siparia interchange sites.

• Overall construction progress

is 8.1%.
Financial
4 Operations
Annual Administrative Report 2012 Annual Administrative Report 2012

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

The list of the institutions utilised are as follows:

• First Citizens Bank Limited RBC Merchant Bank-TTD53M Nat Traffic Management System 45,234,390
• First Caribbean International Bank Limited
• Republic Bank Trinidad & Tobago Limited
• RBC Royal Bank Limited Scotia Bank – USD9.462M National Network of Highways 30,417,921
Programme
• Citibank
• Bank of Nova Scotia Limited
• Intercommercial Bank Limited Citibank – USD52M Rapid Rail Project 169,355,831
• Trinidad and Tobago Unit Trust Corporation
• Other Financial Institutions with a strong financial statement position. Total Borrowing 973,280,872

53 54
NID CO NID CO
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

NIDCO utilises a performance-based budget development approach, which

effectively links our budgeting cycle with our annual strategic planning process
towards achieving our strategic objectives. This approach allows for the ideal
combination of top-down priorities with bottom-up operational inputs to arrive at Expenditure Variance
a realistic projection that ensures the achievement of maximum results for every Budgeted, 2011 Actual, 2011 $ %
expenditure. Operational Expenditure:

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

Public Relations 1,794,955 13,394,000 11,599,045 87

NIDCO’s revenue is derived from Management Fees that accounts for 95% of its total
income and, which are earned from the various infrastructure projects received from Professional Fees 2,702,594 3,829,420 1,126,826 29
the Ministry of Works and Infrastructure, and the management of the Water Taxi
Service. The other 5% of its revenue streams include Tender Fees based on expected Office Expenses 1,311,109 950,658 (360,451) (38)

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

Total Operational 47,563,704 59,850,150 16,820,776 21

Expenditure

55 56
NID CO NID CO
Annual Administrative Report 2012 Annual Administrative Report 2012

National Infrastructure Development Company Limited

National Infrastructure Development Company Limited
4.5 Statement
Statement ofPosition
of Financial Financial Position (Trinidad and Tobago Dollars) Statement of Financial Position (Trinidad and Tobago Dollars)
Statement of Financial Position
FOR THE
(Trinidad andYEAR ENDING
Tobago Dollars) SEPTEMBER 30, 2012 FOR THE YEAR ENDING SEPTEMBER 30, 2012
(Trinidad and Tobago Dollars)
For the year ended SEPTEMBER 30, 2012 For the year ended SEPTEMBER 30, 2012

Year ended September 30, As at September 30,

(RESTATED) (RESTATED)
Notes 2012 2011 Notes 2012 2011
ASSETS $ $
$ $
Non-current assets
NIDCO
Property and equipment
Revenue Tangible 4(a) 431,459,476 464,210,642
Intangible 4(b) 1,629,909 3,093,044
Management fees 49,990,770 43,608,927 Security deposit 5 1,353,828 1,289,568
Tender fees 260,180 137,725 Deferred tax 14(a) 245,203 305,496
Interest income 1,353,204 5,801,562 Total non-current assets 434,688,416 468,898,750
Other income 992,063 774,093
52,596,217 50,322,307
Current assets
Trade and other receivables 8 2,182,138 7,410,495
Operating expenses Due from Government of Trinidad and Tobago 7 161,565,859 811,508,517
Administrative expenses 19 38,294,909 29,754,354 Tax refundable 14(c) 1,441,968 851,721
Cash and cash equivalents 6 878,701,714 439,531,418
Depreciation and amortization 2,835,996 1,207,436 Restricted cash 6 36,584,025 35,454,000
Other expenses 20 6,432,799 4,365,751
Total current assets 1,080,475,704 1,294,756,151
47,563,704 35,327,541

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

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Human Resource
5 Development Plan

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5.1 Career Path Systems

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.

HR strategies focus on compensation, benefits, compliance and so on. HR strategies

provide fair pay, insurance coverage, equal opportunities, and a safe and comfortable
working environment.

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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.

HUMAN RESOURCES STRATEGIES

The Organisation and the HR Team have agreed seven (7) underpinning strategies as ‘Key
Success Strategies’:

(i) Organisation Change Strategies-Creating an environment where the organisation

can change in response to its internal and external environments, through effective
organisational development, change management and communication

(ii) Employee Development Strategies-

Creating a knowledge and skill based organisation, where all our employees can experience
interesting and challenging work. Staff development will take place by way of:
 Formal Education such as attending Continuous Professional Development (CPD)
training programmes
 Performance Appraisals which will highlight performance gaps which must be mitigated
through training
 Job Experiences such as job rotation, job enlargement, acting appointments
 Coaching between peers
 Mentoring programmes to develop leadership capabilities and structured learning
 Interpersonal relationships through involvement in sub-committees and meetings

(iii) Pay and Reward Strategies-

Creating an environment that promotes, recognises and reward excellent performance.
HR believe all employees should work in an environment where they are valued and where
exceptional performance is recognised. As the organisation’s performance improves,
employees share in the financial success of the total organisation. This encourages
employees to identify with the company, fosters a common focus and improves customer
service of the company and drives team-based performance

(iv) Employee Relations Strategies

Creating a stable, ‘partnership’ based environment with our employees, relevant
Stakeholders and other representative groups.
• Continued education and training on terms and conditions for Management/Supervisors

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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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5.2 Performance Management Tools

NIDCO is committed to effective on-going performance management for all staff. The The appraisal will be conducted by the employee’s immediate Supervisor/Manager on the
Company will periodically measure employee performance as a basis for determining specified Appraisal Form and reviewed by the HR Department. Reviews will be conducted
employee’s training needs and further, to establish individual accountability and deal with annually for executive management and on a bi-annual basis for staff.
poor performance. In addition, the measurement will also serve as a basis for establishing
a developmental plan to improve employee performance and determine employee’s The Performance Appraisal Instrument measures employees’ performance on a scale of
suitability for the job. one (1) to five (5) with one being the lowest and five being the highest. An employee
who receives an outstanding performance rating may be considered for a salary increase.
Performance management is intended to be an on-going process of communication Such rating indicates that the employee has performed above acceptable performance
between the Manager and the employee, focused on helping the employee achieve his or standards. This rating is given for outstanding work, completed before the timeframe.
her best workplace results and potential. Employee performance management includes:
• Planning work and setting expectations, The quantum of such salary increase will be informed by:
• Continually monitoring performance, • The organisation’s financial ability,
• Developing the capacity to perform, • The industry average for the position and
• Periodically rating performance in a summary fashion, and • The existing range within the organisation.
• Rewarding good performance.
SUCCESSION PLANNING
NIDCO will reward excellent performance via a pay for performance system – guided by the The Company will develop a system of Succession Planning to ensure that the staff
organization’s financial policies. Salary increases will be linked to employee performance. requirements are identified and that a high calibre of staff with the competencies to
deliver the Company’s objectives are recruited, retained and developed in accordance with
Performance Management tools are related to NIDCO’s vision, values and goals. The identified requirements.
Company will conduct performance reviews biannually with all employees, thus the
appraisal is intended to be a development activity to assist and motivate employees to The Company will expose staff to the necessary training and provide the resources required
attain their maximum potential. to allow for growth and development to prepare them to assume higher positions along
the career path within the organisation.
PERFORMANCE APPRAISAL
It is Company’s policy to conduct performance reviews bi-annually with all employees.
The appraisal is intended to be a developmental activity to ascertain employee’s suitability
to continue in the job, and to assist and motivate employees to attain their maximum
potential.

The objectives of the Performance Appraisal are:

• To establish mutually acceptable performance goals and objectives
• To motivate and guide employees toward greater self-development and improved
performance by encouraging the discussion of significant strengths and areas needing
improvement in a positive and constructive manner.
• To provide an objective and uniform means for supervisors to make recommendations
for merit salary determinations based on an assessment of employee performance.
• To identify training needs and succession planning activities.
• To determine whether the employee is suitable to continue in the job.
• To provide the employee with an opportunity to indicate preferences for future work
assignments
• To provide a record of employee’s progress.

Written Performance Appraisal Reports are required:

• At completion of the probation period for newly hired employees;
• On the anniversary date of employment or date of merit review;
• On permanent change of position (i.e., transfer, promotion or demotion) even within the
same department;
• When a significant change of performance occurs;
• As requested by the HR Department (e.g., for trainees);
• On other occasions at the discretion of the President or his/her delegate.

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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.

ORIENTATION & FOLLOW UP

When an employee has been transferred, promoted or re-assigned, the Manager must
give the employee an understanding of the responsibilities and duties of the new position
together with an explanation of work routine and performance expectations.

The Manager must ensure the following:

a. That the employee adapts to his/her new role and becomes productive in the shortest
timeframe possible.

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.

e. A formal report on his/her performance is provided to the HR Department and action

plans developed as necessary.

Recruitment And Selection Procedures

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.

In order to achieve this objective NIDCO is committed to:

- Recruiting the most competent individuals irrespective of religion, age, race, sex, cultural
background or physical appearance;

- 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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- Compensating employees fairly and equitably in keeping with their responsibilities,

quality of work and industry standards;

- Providing employee benefits and welfare services which would facilitate personal
and family protection and encourage continuous self-development;

- Providing on-the-job training/support to help employees work more effectively.

- Ensuring that all new employees attend an Orientation Programme within one (1)
month of joining the company.

- Conducting post-placement review sessions to encourage a work environment,

which promotes satisfaction in the job, and goodwill among employees.

ELIGIBILITY FOR EMPLOYMENT

To be eligible for employment, applicants must be:
a. A citizen of Trinidad & Tobago; or
b. A resident of Trinidad & Tobago with a valid work permit as provided for in the
Immigration Act; or
c. A qualifying candidate under the CSME; or
d. A Non Resident with a valid work permit.

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.

SELECTION AND ORIENTATION

Applicants who have satisfied the requirements of the Company’s recruitment

process will be considered for employment.

Successful applicants will be provided with an Employment Contract detailing the

terms and conditions of employment. The individual will be expected to sign the
Contract in duplicate as confirmation of acceptance of the offer. One copy of the
Employment Contract will be given to the Employee for his/her personal records and
the other retained for the employee’s personal file.

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.

Orientation – New Employees:

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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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.

- Discussion of the Organisational Structure; RETIREMENT

An employee can retire at the age of 65 years. An employee can continue to be
- Review of the HR Policies and Procedures Manual employed beyond retirement age with the consent of the President. The company
also reserves the right to request a medical from such employees from an approved
- Review of the Health and Safety Policies and Procedures medical provider. The Company may choose to offer employment for persons
beyond the retirement age for durations shorter than one (1) year.
- Review of the Information Technology Policies and Procedures

- Review of the Confidentiality Requirements

- Review of the Code of Conduct

- Review of the Benefits and Compensation

Package

- Provision of a Job Description and

- Introduction to fellow employees

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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5.4 Recruitment And Selection Policy
NIDCO will provide equal employment opportunities to all persons regardless of
race, religion, gender, marital status, political association.

The goal of the recruitment/selection process is to select qualified candidates who

best ‘fit’ the organisational needs of the Company and to ensure that NIDCO attracts
and retains the most highly qualified workforce available.

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.

The President will determine the composition of the interview panels.

A vacancy will be determined to exist if any of the following conditions occur:

1.‘Internal Movement, Separation and Termination’ – An employee is promoted

or reassigned, resigns, has abandoned the job or is terminated.
2. ‘Organisational Development’ – The required staffing levels are below that of
the ‘approved’ establishment.

3. ‘Re-Organisation’ – A new position is created as a result of the changing business

needs of the organisation.

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.

The following procedures must then be adhered to:

1. A file comprising the ‘Recruitment Request Form’ together with the appropriate
justification and job description must be prepared by the Line Manager and forwarded
to the HR Department for processing. The HR Department will then determine the
level and range of the job and the remuneration and benefits package attached to it
to facilitate the recruitment and selection process.

2. This file will then be submitted by the HR Manager to the President for review and
approval to begin the recruitment process.

3. Vacancies may be advertised both internally and externally or simultaneously as

appropriate.

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4. Vacancies to be advertised externally must be advertised in at least two (2) daily

newspapers, whichever is deemed as having the greater circulation for the period of
the advertisements.

5. The HR Department shall be responsible for developing, distributing and posting

all internal and external vacancy notices on all Notice Boards, via email and in the
daily newspapers.

6. Vacancy notices will not be placed for acting appointments.

7. Acting Appointments at the Executive Management level shall be determined

by the President, while those for other levels of staff will be determined by the
Department Manager in consultation with the Human Resource Department.
Whenever there is disagreement between the Department Manager and the HR
Department, the President will determine the issue.

Finalist Pool for Staff

A finalist pool (short-list) for interviews shall be selected from the applications
received for the job vacancies by rating (scoring) their qualifications and experience
against the requirements for the position. The candidates selected for the finalist
pool would be selected based upon the criteria necessary to successfully perform
the essential functions of the job. The interview assessment form shall be used for
this purpose, and should be amended to reflect any changes made in the selection
criteria during the selection process to ensure that all applications have been
evaluated against the same criteria.

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.

The option of ‘Head-Hunting’ may be used for Executive Management positions

after the open selection process has failed to yield sufficiently adequate applicants,
and where confidentiality, performance and proven competence is critical to the
organisation and the successful performance of the job in question. Head Hunting
may be used at the sole discretion of the President when deemed necessary in the
best interest of the organisation.

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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.

Senior Management and Senior Professional Level

1. The selection panel for Senior Management and Senior Professional level job
positions shall comprise at least two members of Executive Management, the
President of the Company and any other persons deemed appropriate in providing
expert knowledge critical to the interview/selection process. Other Heads of
Department may also sit on the selection panel, as required.
2. 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.
3. All interview assessment forms must be completely filled in and signed by the
relevant panellist. All scores must be tallied by the panellist and candidates ranked
appropriately.
4. All completed interview assessment forms together with tallied scores must
be passed to the HR Department which shall be responsible for maintaining such
records

AUTHORITY TO MAKE OFFERS OF EMPLOYMENT

Offers to Executive Management

1. Offers of employment to Executive Management are to be signed by the President.
2. In the case of Executive Management positions, and before letters of offer can be
issued, the President must review all completed scores and or recommendations and
convey approval to proceed with the recruitment of the selected candidate.
3. In the case of Vice Presidents Positions, and before approval to proceed with
recruitment is given, the President must review all completed scores and or
recommendations and gain ratification by the Board of Directors
4. All preferred candidates identified by the selection panel for recruitment shall be
viewed as a recommendation until such time as approval to recruit is conveyed.
5. All interview files and assessment forms must be made available for review and
ratification by the President.

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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

Offers to Junior Management and Junior Professionals

1. Offers of employment to Junior Management and Junior Professionals are to be
signed by the President or a delegated member of the Executive Management.
2. In the case of Junior Management, Junior Professionals, and all other non-
management jobs, letters of offer of employment may be signed by either the
President or any other member of the Executive Management as designated by the
President.
3. All preferred candidates identified by the selection panel for recruitment shall be
viewed as a recommendation until such time as approval to recruit is conveyed.

Figure 8: Staff Complement for 2012

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Reporting
Functions
6

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6.1 Departmental Reports Department Title of Report

The following reports of the Executive Management were presented at Board
Meetings and Executive Management Meetings during the period October 2010 Engineering and • Drainage Projects
to September 2012: Programme • East-West Corridor Expansion and Improvement Works
Management • Comprehensive Land Transportation Project – San Fernando
to Point Fortin Highway
Table 2: Summary of Departmental Reports Produced in 2012
• Cadastral Surveys
• Bridge Reconstruction Programme
• Northern Valley Link Project
Department Title of Report
• Landslip Repair Programme
Human Resource • New Recruitment • Diego Martin Highway Extension Project
Management • Probation Confirmations • Project Status Report – Drainage Projects
• Contract Renewals • Small Drainage Projects
• Resignations • East West Corridor Expansion and Improvement Works
• Terminations • Northern Range Feasibility Studies
• Staff Complement • SFPFH – Land Acquisition Status
• Internal Promotions • Extension of Solomon Hochoy Highway to Point Fortin,
• Interview, Recruit and Hire Monthly Status
• End of Contract Reviews • Water Taxi Infrastructure Project Status Report

Corporate • Press Advertisements

Communications • Media Monitoring
• Public Notices Water Taxi Service Major Operational Issues
• NIDCO’s Monitoring Website and Updates • Utilization of Service
• NIDCO’s Quarterly Newsletter • Capacity Utilization
• Promotional Report • Sailings
• NIDCO’s Monthly Events Report • Marketing and Advertising

Vessel Operations Summary Report

Procurement and Status of Tenders
• Overview
Contracts Management • Tenders Issued
• Maintenance and Engineering
• Evaluations to Commence
• Vessel Status End of Month
• Evaluations On-going
• Safety and Security
• Evaluations Completed
• Manning
• Upcoming Tenders
• Training
• Tenders on Hold
• Regularity and Compliance
• Tenders Cancelled
• Opening and Closing of Tenders Report
• Report of the Tenders Committee Finance NIDCO and Water Taxi
• Gifts and Hospitality Register • Financial Performance Highlights
Status of Pre-qualifications • Statement of Comprehensive Income
• Pre-qualifications issued • Statement of Financial Position
• Pre-qualification Evaluations On-going • Statement of Changes in Equity
• Pre-qualification completed • Statement of Cash Flows
• Pre-qualification to be issued • Ratio Analysis
• Annual Budget
Contracts • Audited Financial Statement
• Letters of Award issued
• Contracts executed
• Contracts varied
• Leases & Framework Agreement Reports

Purchase Orders
• Monthly Purchase Order Report

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Department Title of Report 6.2 Reports to the Ministries the President/Parliament

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

Administrative Report Annually Ministry of Works and Infrastructure

The President of the Republic of
Trinidad and Tobago Parliament of the
Republic of Trinidad and Tobago
Annual Performance Annually Ministry of Works and Infrastructure
Corporate Services Health Safety & Environment Status and Activity Re-
Appraisal Reports
port:
• Activities Audited Financial Statements Annually Ministry of Finance Parliament of the
• NIDCO Head Office HSE Statistics Republic of Trinidad and Tobago
• Water Taxi HSE Statistics Annual Financial Statements Annually Ministry of Finance; Ministry of Works
/ Annual Reports and Infrastructure
Information Technology Department:
• Short Term Objectives
• Progress achieved Strategic Plan Plan Period – 5 Ministry of Finance; Ministry of Works
Year and Infrastructure
Facilities Management Unit Status and Activity Report Updates of Strategic Plan Annually Ministry of Finance; Ministry of Works
• Head Office and Infrastructure
• Water Taxi Facilities
• Capildeo House
• Debe Office

Security Management Unit Status and Activity Report

• Security
• Water Taxi Facilities
• Capildeo House
• Debe Office

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Procurement
Procedures
7

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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

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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

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APPENDIX 1
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APPENDIX 2
NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY

PROCUREMENT POLICY
INTRODUCTION ……………………………………………………………………………..2

PROCUREMENT……………………………………………………………………….……...2

 Value for Money……………………………………………………………..…..…..2

 Transparency ………………………………………………………….………….…2
 Accountability …………………………………………………………………….…2

ETHICS……………………………………………………………………………………….2

METHOD OF PROCUREMENT………………………………………………………………..3

NATIONAL DEVELOPMENT…………………………………………………………………..3

____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN

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PROCUREMENT POLICY PROCUREMENT POLICY

INTRODUCTION
METHOD OF PROCUREMENT
The purpose of this policy is to establish the National Infrastructure Development Company Limited
(NIDCO) procurement guidelines which have a tremendous impact on the economic, social, political As no single procurement method suits all situations, specific methods are not mandated.
and legal environment. Therefore, consideration shall be given to the requirements and conditions of the existing market
of each procurement item and a selection based on its merits.
The emphasis in best procurement practice is on promoting objectivity and flexibility, minimising
the opportunity for manipulation, and increasing public trust in the integrity of the process.

PROCUREMENT NATIONAL DEVELOPMENT

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.

ETHICS __________

Procurement must be conducted based on mutual trust and respect, fairly, reasonably and with DAVID BRASH DATE
integrity. CHAIRMAN

__________ Page 3 of 3

DAVID BRASH DATE
CHAIRMAN
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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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TENDERING PROCEDURES TENDERING PROCEDURES
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

Chairman Chairman of the Tenders Committee or the Chairman of the

Procurement in State Agencies is the responsibility of the Board of Directors. However, the Board as specified
Board may delegate some of this responsibility to a Tenders Committee.
Company National Infrastructure Development Company Limited (NIDCO)
The Tenders Committee and by extension the Vice President – Procurement and Contracts
Committee Tenders Committee charged with the responsibility of matters relating to
Management (VP-P&CM) is there to effect efficient management of the procurement tenders and contracts
function and to ensure compliance with established procedures, recommend modifying
procedures when required, and to assist departments in their handling of contract matters. Contract Formal written form of agreement between/among Parties

Consultant Consulting firm or individual who provides services of an Intellectual

2. GENERAL and/or advisory capacity
All work performed by contractors must be covered by an approved formal written Contractor Means the legal entity(firm, company, joint venture, partnership, sole
contract, published price list or work order. No verbal agreements shall be entered into trader) who is approved to execute works/services for the Company
between Department/Section Heads and contractors or other entities to provide services
Invitation to Bid (ITB) Company’s request for bids and includes instructions to bidders, scope of
on a one-off, regular or temporary basis. works/services, specifications, drawings, conditions of contract, form of
bid, bonds/guarantees where applicable, and any other relevant
The purchase of materials is covered by a separate procedure. information submitted by the Company in relation to said request

Relative Spouse (including common-law), child, siblings, grand-child, parent,

nephews, nieces, son/daughter-in law, mother/father-in-law,
brother/sister-in-law.

Secretary Secretary to the Tenders Committee or as otherwise specified

Services Administrative, financial, engineering, support, and all other technical

services including consultancy services.

____________________________________ __________________________ 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

Page 3 of 28
____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN
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TENDERING PROCEDURES TENDERING PROCEDURES

4. QUALIFIED TENDERS LIST

This recommendation must be initiated by a written request justifying the addition or
Only reputable and responsible contractors should be invited to submit bids. rejection, outlining the classification of the contractor, the work service(s) and the financial
range within which the contractor is considered qualified. A response will be forwarded
to the contractor stating inclusion or rejection by the VP-P&CM.
Lists of qualified bidders are to be maintained by the VP-P&CM and approved by the
appropriate authorization level prior to soliciting tenders, as per the Delegation of The Tenders Committee may approve deletion or suspension of a contractor from the
Authorities. The Tenders Committee will serve as the pre-qualification Committee. bidders list. Subsidiaries, Associated or Related companies will not be registered for
provision of the same services.
An approved bidders list may be maintained on a current basis or may be developed as
the need arises for each individual contract. There shall be established, a Pre- 4.1 Contractor Removal or Suspension
qualification Registration Committee. The Committee shall comprise:
 VP – Finance and Accounting as Chairman Contractors can be removed or suspended from the approved lists for reasons such as:
 VP – Program Management
 Continual failure to respond to bid invitations.
 VP - Legal
 Unsatisfactory work.
 VP – Procurement and Contracts Management as Secretary
 Excuses of errors in estimating tenders by contractors in an effort to withdraw from
The Secretary and any two (2) members shall form a quorum. In the absence of the the execution of the contract.
Chairman of this Committee, the members present shall elect one of their members to the  Poor conduct.
chair for the meeting.  History of unsuccessful bids due to high quotations.
 Non-compliance/adherence with EHS rules and regulations, and/or unacceptable
In establishing the lists of qualified bidders, consideration should be given to such factors EHS performance.
including, but not limited to, experience, competence to perform in accordance with  Failure to observe the Standard Contractual Terms and Conditions or other
industry standards, financial stability, reliability and acceptable safety record. contractual arrangements especially non-provision of evidence of insurance
coverage and non-compliance with minimum wage agreements.
A Contractor wishing to do work for NIDCO will duly complete and sign a pre-  Evidence or collusion between the contractor and Company Officers and Directors.
qualification form. The Application for Registration form provides pre-requisite  Official notification of inability to carry on the operations of the business
information for review and approval of applicants. (bankruptcy, receivership etc.)
 At own request.
A team will be appointed by the Tenders Committee to conduct a site visit of the  Any other just cause.
applicant’s operations including, but not limited to, offices, equipment yards and materials
warehouses. An Interview Report form will be completed subsequent to presentation of an The Committee shall afford the contractor an opportunity to be heard if so decided.
Application Form. After a site visit and interview, a recommendation will be presented via
the VP-P&CM to the Tenders Committee who will approve the inclusion or rejection of the
____________________________________ __________________________
contractor with respect to the approved bidders list. DAVID BRASH DATE
CHAIRMAN
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____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN
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TENDERING PROCEDURES TENDERING PROCEDURES
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.

A formal contract is required for: 6.1 Composition

 All building or office rentals.
 All consultancy services The Tenders Committee shall comprise a minimum of five (5) members who shall be:

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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TENDERING PROCEDURES TENDERING PROCEDURES
 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.

6.7 Functions of the Tenders Committee

____________________________________ __________________________  Recommend to the Board instructions on contracts and tenders procedures.
DAVID BRASH DATE
CHAIRMAN
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DAVID BRASH DATE
CHAIRMAN
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TENDERING PROCEDURES TENDERING PROCEDURES
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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TENDERING PROCEDURES TENDERING PROCEDURES
 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.

The envelope must be clearly marked:

____________________________________ __________________________
DAVID BRASH DATE
CHAIRMAN
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CHAIRMAN Page 14 of 28
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TENDERING PROCEDURES TENDERING PROCEDURES
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
DAVID BRASH DATE Page 16 of 28
CHAIRMAN
Page 15 of 28

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TENDERING PROCEDURES TENDERING PROCEDURES

12.3 Notice of Award

After bids are evaluated, they will be recorded in a summary format and then submitted to the A Letter of Acceptance is to be sent by the VP-Procurement and Contracts Management to the
Tenders Committee under a covering memorandum on the results of the evaluation and a successful bidder(s). Likewise, a declination letter will be sent by the VP-Procurement and
recommendation on the winning bid with all justifications for the recommendation. The total Contracts Management to the unsuccessful bidders to notify that the work has been awarded to
contract amount for the overall contract period shall be shown for each tender. Where others. Such notification will not be made until appropriate approval to enter into the contract
appropriate, the covering letter should include comparisons of the quantity and type of personnel has been received and the successful bidder notified and accepts the award.
and equipment offered by each contractor, and other pertinent information, e.g. contract
exceptions. Reasons should be stated if lowest bid is not recommended with full justification. 13. ALTERNATIVE CONTRACT SELECTION PROCEDURES

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
Page 18 of 28
__________________ _________________
D. Brash Date
Chairman

Page 17 of 28

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TENDERING PROCEDURES NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY LIMITED
TENDERING PROCEDURES
As no single purchasing method suits all situations, specific methods are not mandated.
Consideration must be given to the requirements and conditions of the existing market of each The Chairman, if in his opinion determines the complaint warrants an investigation, at the next
procurement item and a selection based on its merits. Board Meeting may appoint a Sub-Committee to investigate same and communicate back to the
Chairman for his consideration.
14. EMERGENCY SITUATIONS
16. PREPARING OF CONTRACTS
In cases of emergency where safety of people, property, plant and equipment is in jeopardy or
where continuity of the operations requires that contract(s) be awarded with urgency, works may The VP–Procurement & Contracts Management will ensure that contracts are finalized.
be undertaken as necessary to avert the danger and/or to bring the situation under control 16.1 Distribution
and/or minimize the damages, and/or reduce the loss of time, and/or liability as per the After execution, the distribution is as follows:
Delegation of Authority.  One original to the Contractor
Within twenty-four (24) hours form the award of the contract, the Chairman of the Board or  One original to Legal
Tenders Committee as appropriate must be advised of the action taken.  One copy to Tender File at the VP-P&CM’s Office
 One copy to User Department
Within forty-eight (48) hours from the award of the contract, a report of such action must be  Once copy to Finance Department
submitted directly to the Chairman. Such report must include:

 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.

15. APPEAL AGAINST TENDERING AND CONTRACT DECISION(S)

17. CONTRACT MODIFICATIONS
Applicants and contractors who have sound reason to believe that they have been unfairly
Any change to the scope or amount of the contract is to be considered a modification. The User
treated, in respect of the application of the rules may appeal in writing to the Chairman of the Department through the VP-Procurement and Contracts Management to the Tenders Committee
Board outlining their complaint and provide reasons and/or evidence. should request approval for contract modifications. The Tenders Committee should then
recommend such modification to the relevant Delegation of Authority holder.

__________________ _________________
D. Brash Date __________________ _________________
Chairman D. Brash Date
Chairman
Page 19of 28 Page 20 of 28

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TENDERING PROCEDURES TENDERING PROCEDURES

17.1 Original Approving Authority

There is no limit to the number of extensions provided the above reviews are conducted,
Delegated authorities may approve contract modifications where:
justifications exist and proper approval obtained.

 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

18.3 Additional Benefits

Extension is demonstrated to provide tangible and/or intangible benefits from the
contractual agreement or strategic alliance. __________________ _________________
D. Brash Date
Chairman

Page 22 of 28
__________________ _________________
D. Brash Date
Chairman

Page 21 of 28

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TENDERING PROCEDURES TENDERING PROCEDURES
 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
Page 24 of 28
Page 23of 28

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TENDERING PROCEDURES TENDERING PROCEDURES

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
Page 26 of 28
Chairman

Page 25 of 28

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TENDERING PROCEDURES TENDERING PROCEDURES
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.

29. DISQUALIFICATION FOR AWARD OF CONTRACT

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.

30. NATIONAL DEVELOPMENT

__________________ _________________
To develop competitive local industries including small and medium enterprises (SME’s), domestic D. Brash Date
industry will be given a 10% price differential over foreign suppliers of goods and services. Chairman
Requirements for property and services produced, generated or provided by domestic firms, once
they satisfy the criteria of competitive quality, price, standards, and delivery schedules, should be Page 28of 28
used as a first option.

__________________ _________________
D. Brash Date
Chairman
Page 27 of 28

127 128
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Annual Administrative Report 2012 Annual Administrative Report 2012

NOTES
NOTES

129 130
NID CO NID CO

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