Real-Estate & Retails

Transcription

1 Real-Estate & Retails

2 CONTENTS Approach Business Lines Values Responsibilities & Engagements Human Capital Offices Group Structure Main References Teams Financial Information Quality Assurance Construction & Administration Processes Quality Management System

3 YOUR PROJECT MANAGER IN YOUR PROJECT OF CONSTRUCTION OUR APPROACH We provide MANAGEMENT SERVICES TO THE BUILDING, CONSTRUCTION AND ENGINEERING INDUSTRIES, to resolve managerial difficulties and other issues which frequently arise in such building and civil engineering international contracts. Never has it been so important to pro-actively manage the building process from inception to occupation. PROJECT MANAGEMENT is necessary because: Design has become more complex and fragmented resulting in the need for additional professional consultants as Fire Consultant, Architect, Interior designer, Landscape Architect, Mechanical, Electrical and Structural Engineers. Contractors have specialized and fragmented to deal with the increased diversity and technical advances in materials and systems. OUR SERVICES PROJECT MANAGEMENT CONSTRUCTION MANAGEMENT CONTRACT MANAGEMENT COST MANAGEMENT CONSTRUCTION MANAGEMENT AT RISK OWNER S ASSISTANT OR ADVISER PROJECT DESIGN MANAGEMENT PROJECT SUPERVISION PROJECT PROCUREMENT DISPUTE RESOLUTION VALUE ENGINEERING OUR EXPERTISE ZONES AFRICAN COUNTRIES MIDDLE-EAST COUNTRIES Page 3

4 OUR BUSINESS LINES We offer a wide variety of services tailored to assist our Client at various stages of projects: PROJECT MANAGEMENT Dedicated specialized staff and effective tools to optimizing and guaranteeing project cost and delivery times with the highest quality levels and performance. We are a truly proactive partner in helping Clients succeed with their projects in spite of unforeseen events, and in all fields: Administrative: anticipating and monitoring procedures Technical: optimizing projects works quality Financial: keeping to and optimizing budget constraints Deadlines: supervising keeping to and optimizing deadlines Safety and environment: providing top class performance Our Client can choose one or a combination of these services as applies to their project requirements: Project Management Project Procurement Construction Management Risk Assessment Contract & Legal Management Communication and Reporting Cost Management Claim Assessor or Manager Construction Management at risk Dispute Resolution Owner s Representative Staffing and Resource Management Owner s Assistant or Adviser Bid Analysis and Evaluation Project Design Management Constructability Review Project Supervision Value Engineering Project Scheduling, Planning, & Tracking Independent Engineer Page 4

5 CONSULTANCY & AUDITS Prior to implementing projects, we perform technical and environmental studies, strategic, economic and financial studies, planning, assistance and assessment assignments concerning private investments. Our Project Assignments: Due diligence Tenant Coordination Audits and assessments General planning Multi-annual work plans Project Management Scheduling Feasibility studies Programme Management Enhancement scenarios Definition of maintenance Strategies Operating programs Assistance with commissioning STAGES PROCESSES FOR THE PROJECT MANAGER Definition Establish a clear project brief Facilitate a feasibility study/assessment Identify project constraints and risks Establish an initial programme and budget Planning Finalize the Project Scope Established a Detailed Programme and Work breakdown structure Develop structures and tools for the Project Execution Execute weekly and/or monthly reporting Monitor scope or budget changes and review/establish Client approval Monitor and control Project Programmes Monitor and control costs, risks and benefits Closure Obtain Client approvals of final deliverables Finalise Project close-out Review lessons learned Page 5

6 OUR VALUES QUALITY Providing quality services and solutions to our clients is a major preoccupation of the Gassim group. And this depends on the quality of our staff but also on the quality of processes that allow teams to work together in an efficient, reliable manner and improve working methods, experience and individual and collective know-how. RISK MANAGEMENT Risk management is an essential component of the group s Management System. The risks managed are those faced by the company, its employees, its clients and partners. Effective risk management is the result of close cooperation between the business units and support service departments. ETHICS Our corporate and social responsibility policy lays great emphasis on ethics. For several years Gassim has been employing a very strict internal integrity policy based on the application of OECD and UN directives. Gassim adheres to the deonlogical chart of the European Federation of Engineering Consultancy Association (EFCA) ENVIRONMENT Environmental and social issues are becoming a greater challenge everyday in light of the climates change. Promoting sustainable development provides the opportunity to join together all our company values through the project assignments we carry out for our clients. Page 6

7 RESPONSIBILITIES & ENGAGEMENTS To issue the project program in close cooperation with the Owner and the Operator To arrange the selection of the design team (architects, engineers) To establish project budget, execution strategy, master project schedule To control the design and to perform the value engineering To manage the construction tenders and the construction contracts To issue and manage the HSE (health, security, environment) plan To control and evaluate the Quality Assurance Plan To manage, coordinate and control the construction works To control and evaluate the budget, the payments, the contracts variations To arrange commissioning and handing over To coordinate the as-built drawings HUMAN CAPITAL The men and women of Gassim are a cornerstone of the group s approach to social responsibility, far beyond only complying with labor law and statutory dialogue between management and employees. Gassim supports personal development of its staff members through an ambitious training plan in line with the company s own development in order to guarantee their employability and strengthen the organization s ability to adapt itself. Our specialist teams are made up of highly qualified construction professionals with considerable relevant experience world-wide. Gassim s success and international expansion mean we are constantly on the lookout for new employees eager to work in autonomous project teams worldwide. Gassim encourages a sense of responsibility, team spirit and networking. Page 7

8 A HIGH-PROFILE PRESENCE IN AFRICA We offer our capability and knowledge across the continent for more than 20 years. Our subsidiaries develop their own areas of expertise on their local market with the full head office support. Gassim is investing extensively in developing these areas of synergy. All its international offices work together as a team with a common understanding of the business, common objectives, common systems and standards, and share the same values and ethics. Paris Coordination Office Cyprus Head Office Dubaï - UAE Middle-East Morocco Tunisia Libya Mali Niger Chad Guinea Benin Sudan Ivory Coast Togo Ghana Nigeria Ethiopia Cameroon Subsidiaries Lagos Yaoundé Lomé Tripoli Marrakech Projects Equatorial Guinea Gabon Congo Democratic Republic of the Congo Kenya Offices Niamey Cotonou Conakry Addis Ababa Nairobi Bamako Malabo Abuja Accra Abidjan Khartoum Libreville Kinshasa N Djaména Lusaka Harare Gaborone Johannesburg Brazzaville Zambia Zimbabwe Botswana South Africa Page 8

9 OUR GROUP STRUCTURE CHIEF EXECUTIVE OFFICER CHIEF FINANCIAL OFFICER CHIEF TECHNICAL OFFICER FINANCE ACCOUNTANT ADMINISTRATION HVAC PLUMBING ELECTRICAL ARCHITECTURE CHIEF CONTRACT OFFICER SENIOR COST MANAGERS PROJECT SITE OFFICES CONSTRUCTION MANAGER PROJECT MANAGER PROJECT MANAGER PROJECT MANAGER SITE SUPERVISORS SITE SUPERVISORS SITE SUPERVISORS SITE SUPERVISORS SCHEDULERS SCHEDULERS SCHEDULERS COORDINATORS HSE SUPERVISORS COORDINATORS HSE SUPERVISORS DOC. CONTROLLER DOC CONTROLLER QUANTITY SURVEYORS Page 9

10 SOME PROJECTS Shopping Mall & Offices, Tbilisi, Georgia Royal Atlantis Palm 2, Dubai 220 shops Value: 80 M 42 storeys Residences adjacent to the existing Atlantis Resorts Plaza Views Khalidiya, Abu Dhabi Housing, Orléans La Bolière, France Commercial & Residential Complex of Towers with 5 Basement levels 550 appartments 11 buildings Conference Centre Abuja, Nigeria Grand Arena Mall, Bucharest, Romania Auditorium 5,000 seats Conference rooms Value: $ 80 M 180 Shops Carrefour Decathlon GLA: 50,000 m² Page 10

11 SOME PROJECTS Gardens of Discovery, Jebel Ali, Dubai Sonara Housing, Limbe, Cameroon Residential & Commercial Complex Mogul Gardens Development 55 appartments 6 buildings Magnolia Park, Wroclaw, Poland Sabic Headquarter, Riyadh, Saudi Arabia 253 shops GLA: 77,595 m² Parking: 3,500 Offices Auditorium Gymnasium Entertainment center Area: 60,000 m² Value: $ 110 M Central Station Complex, Kinshasa, Congo Residential Area, Gaborone, Botswana Mix-use development comprising Residential & Office Towers 850 villas Value: $ 88 M Page 11

12 SOME PROJECTS Offices Building, Nairobi, Kenya Entisar Tower, Dubai 6 storeys with 2 basements Shops Value: $ 10 M Iconic Tower 527m tall 115 storeys Residential Building with 2 levels of basements Life Camp, Addis Ababa, Ethiopia Luxury Appartments, Abuja, Nigeria 37 appartments Swimming-pool Pool House Fitness Centre Childcare 2 towers 100 apartments Value: $ 130 M Amwaj City, Morocco SNPC Offices Building, Brazzaville, Congo Hotels Housing Mall Clinic Value: 1000 M 6 storeys with 2 basements Page 12

13 OUR TEAMS Our specialist teams are made up of highly qualified construction professionals with considerable relevant experience world-wide. The group s full-time staff members currently exceed 60 persons. Gassim s success and international expansion mean we are constantly on the lookout for new employees eager to work in autonomous project teams worldwide. Gassim encourages a sense of responsibility, team spirit and networking. The Company employs: Project Managers Risk Engineers/Managers Construction Managers Programming Engineers Contract Administrators Engineering Managers Project Engineers Specialized Engineers Cost Controllers Construction Engineers Quantity Surveyors Site Supervisors Planning Engineers Quality Managers Estimating Engineers HSE Managers Page 13

14 OUR WORLDWIDE PROJECTS SUPPORTING EXPERTS Marc Leroy François Evard Bernard Durand Luc Forestier Wilfredo Perez Project Director Master of Science in Civil Engineering 19 years SNC Lavallin Architect Bachelor of Science in Architecture 15 years Voutay S.A. Quality Manager Bachelor of Science in Civil Engineering 26 years SOCOTEC, Icade G3A Contract Manager Master in Law 24 years COTEBA Planning and Scheduling Engineer Bachelor of Science in Civil Engineering 18 years Samsung Engineering Co. Ltd. Miguelito Sanlao Planning and Scheduling Engineer Bachelor of Science in Civil Engineering 22 years Al Ain General Contracting Co., LLC Darwin Vallejos Senior M.E.P. Bachelor of Science in Civil Engineering 11 years Bechtel Co. Page 14

15 OUR WORLDWIDE PROJECTS SUPPORTING EXPERTS Syed Hassaby Jason Alfon Anthony Aquino Virgil Medina Mario Atis Greg Dayrit Paul Arada Site Engineer Bachelor of Science in Civil Engineering 30 years WSP International Sweden Engineer HQE/BREEAM Bachelor of Science in Architecture 15 years Dseco General Contracting LLC Fluid Engineer Bachelor of Science in Civil Engineering 12 years Bouygues Bâtiment International Cost Manager Bachelor of Science in Civil Engineering 16 years Dutco Balfour Beatty Group Senior Quantity Surveyor Bachelor of Science in Civil Engineering 20 years Taisei Corporation International Engineer HVAC Bachelor of Science in Civil Engineering 10 years NASA Multiplex L.L.C. Senior Quantity Surveyor Bachelor of Science in Electrical Engineering 19 years CBI Chicago Bridge & Iron Co. Page 15

16 OUR WORLDWIDE PROJECTS SUPPORTING EXPERTS Adam Jura Nicolas Adjovi David Zoure Richard Gauthé Sliman Ayari Design Director Master of Science in Architecture & Town Planning 10 years ARCHIDEA Architecture & Design Contract Administrator Master in Technology 15 years Louis Berger S.A. Architect Bachelor of Science in Architecture 5 years Beau Concept & Design Legal and Financial Framework Ingénieur des Mines 12 years Cabinet AG Conseils & Services Urban Planner Master of Urbanism and Strategic Planning 35 years Vinci Page 16

17 FINANCIAL INFORMATION OWNERSHIP STRUCTURE Shareholding 14% 10% 30% 10% 15% 21% Dumont Family Baritaux Family Yoro Diallo Samir Saab Jean-Michel Rivier Employees KEY FIGURES IN AFRICA 6,09 7,11 8,28 0,31 0,36 0,42 TURNOVER ( m) NET INCOME ( m) Page 17

18 QUALITY ASSURANCE Planning and controlling standards for quality are fundamental in both the design and construction phases of a project. This aspect of a project, while closely interrelated with costs, schedule, procurement, and value engineering, deserves its own amplification. Quality assurance involves economic studies to select the types of materials and methods to be included in design, making certain that the design is in accordance with all applicable building codes and other regulations, and controlling the construction on the project to be sure that the work is performed according to the standards specified in the contract documents. The GASSIM Quality System includes Quality Engineering Quality Control Quality Assurance GASSIM team must satisfy itself that the construction complies with the design specifications to include applicable local regulatory & statutory requirements. A matrix for responsibility and authority is developed early in the project to manage the inspection and test requirements of each works package. This information should be included in the requirements of each of the relevant Contractors Plans whose work is subject to test. The Contractors Plans have to include the Inspection and Test Plan before the contractor commences work. After contractors complete sections of their work including 100% clearance of snags, they may offer the works, to the best of their knowledge and as a result of 100% checking, defect free, to the Clients. The GASSIM Manager is responsible for the defect clearance process and as such must determine: Who should witness/ inspect? Who should sign? Notice Periods Procedures and Authority for checking rework Any additional works or changes to specification identified during these inspections may be treated as defects and must be treated as additional works including the issue of relevant instructions and acceptance of time and cost variations. Page 18

19 CONSTRUCTION & ADMINISTRATION PROCESSES The application of project and construction management principles and techniques is as essential to the success of the project as are sound engineering design and planning. The paragraphs below outline the most essential elements of project management which are so crucial to claims avoidance and claims management. One of the most important principles of project management is that there should be a single point of responsibility for the success of the project GASSIM, the Project Manager. GASSIM must be granted sufficient authority commensurate with his responsibility for ensuring that project management principles and goals are followed and achieved, respectively GASSIM project management skills encompass important components of effective claims avoidance, including: Planning and Scheduling - Planning and scheduling requires highly technical training to understand the Contractor's proposed approach and to ensure the completion of a construction project within the time constraints. GASSIM team will analyze the logic of the Contractor's baseline schedule, determining whether the project is on schedule or delayed, determining the cause of any delays, and allocating responsibility for delays to variations, lack of progress by the Contractor, delayed approvals by the Design Team or other parties or any other specific events. Our GASSIM team should develop the initial programme at a summary level at the very beginning of the Pre-Tender Phase. It is typically at that time that the Client is able to identify the 'Client defined need date', or the date operations of the completed facilities are to commence. Document Control - The organization and management of all project documents and records through systematic document control is an integral part of successful of the project management and claims avoidance. Value Engineering is the formal and organized process to seek out the optimum value for the initial investment level and long-term cost. GASSIM oobjectives of value engineering include: o Have all the best solutions from all available options been designed into the project? o Can the function and quality of a project be delivered at a reduced cost? o Can improved function and quality be obtained at the same cost or lower? o Can improved function and quality be obtained at a higher cost, but have benefits outweighing this cost? o Can improved function and quality be obtained at a reduced cost, staying within acceptable limits of quality? Project Risk Management. If risks can be identified early, then the Client can decide how to manage them before they occur. This lessens the opportunities for claims to develop if such risks actually occur during the project. The objective is to promote the timely and economical completion of the project works by avoiding the occurrence of identified risks, or by minimizing their impact on the project. Please refer to the GASSIM Construction Project Management Guidelines. Page 19

20 OUR QUALITY MANAGEMENT SYSTEM PROCEDURES This is an introduction of the concept of the Quality Management System (QMS) and a description of the document structure to be used. This document describes the management arrangements to be implemented by Gassim throughout his contracts. (The full version of our Quality Management System Manual is available on demand). INTRODUCTION This Quality Management Plan (QMP) has been produced to describe the management system to be implemented on the project and guide the project team members in the performance of their duties. The Quality Management Plan identifies project team member s responsibilities and provides a framework for co-coordinating the various actions and procedures from other documents/data, currently or likely to be prepared, into one comprehensive and authoritative document. It covers project roles and responsibilities, the project structure, communication lines, processes and procedures. The Quality Management Plan is a live document that will be developed throughout the project life cycle. The project documentation will be regularly updated as the project proceeds. Gassim will produce and update as necessary this QMP that fully describes the Quality Management System to be adopted on the Project. The QMP will address all stages of the project from commencement to project completion and commissioning. It will adopt a pro-active approach and fully recognize input from all project stakeholders. QUALITY MANAGEMENT SYSTEM - GENERAL OVERVIEW Gassim takes the view that the activities of all functions affect the ability of all project team members to operate effectively and profitably. Consequently it is in the best interests of the project participants and clients, for mapped processes to be produced to describe and communicate the significant aspects of these activities. These processes and the associated supporting documentation are referred to as the Quality Management System (QMS). The key objective of the QMS is to achieve or exceed the highest levels of quality in all aspects of the project, irrespective of whether the requirements are specified by statute, contract or internally, and including all requirements in respect of health, safety and the environment. The records arising from the QMS will demonstrate whether the requirements, expectations and perceptions of our customers are being met. The QMS covers the management and control of the project management process from instigation to the post take-over phase of a project. The QMS is a fully documented integrated system which requires managers with functional responsibility to approve and maintain the documentation relevant to their respective fields of activity. The management system will be continually modernized and improved to enhance its effectiveness. Gassim is committed to a policy of continual improvement, by increasing both the scope and depth of the management system commensurate with client requirements. Page 20

21 QUALITY MANAGEMENT SYSTEM - STRUCTURE 1. Policies Management system policies set a clear direction for the organization to follow. They contribute to all aspects of project performance as part of a demonstrable commitment to continuous improvement. Responsibilities to people and the environment are met in ways which fulfill the spirit and letter of the law. Stakeholders' expectations in the activity (whether they are shareholders, employees, or their representatives, customers or society at large) are satisfied. The policies are cost-effective approaches to preserving and developing physical and human resources that reduce liabilities. 2. Organizing An effective management structure and arrangements are in place for delivering the policy. All staff is motivated and empowered to produce work that is of a high standard. The arrangements are: supported by effective staff involvement and participation sustained by effective communication and the promotion of competence which allows all employees and their representatives to make a responsible and informed contribution to the project. There is a shared common understanding of the organization s vision, values and beliefs. A positive culture is fostered by the visible and active leadership of senior managers. 3. Planning There is a planned and systematic approach to implementing the project policies through an effective project management system. The aim is to minimize risks. Risk assessment methods will be used to decide on priorities and to set objectives for eliminating threats and reducing risks. Gassim requires that risks are eliminated through selection and design of facilities, equipment and processes. If risks cannot be eliminated, Gassim requires that they are minimized by the use of physical controls or, as a last resort, through systems of work and, in the case of health and safety, minimized by the use of personal protective equipment. Performance standards are being established and used for measuring achievement. Specific actions to promote a positive working culture are identified. 4. Measuring performance Performance is measured against agreed standards to reveal when and where improvement is needed. Active monitoring, including self-monitoring, reveals how effectively the management system is functioning. GASSIM carries out self-monitoring and requires its consultants and contractors to look at both hardware (premises, plant and substances) and software (people, processes and systems) including individual behavior and performance. If controls fail, reactive monitoring discovers why by investigating accidents, ill health or incidents which could cause harm or loss. The objectives of active and reactive monitoring are: Page 21

22 to determine the immediate causes of sub-standard performance; and to identify the underlying causes and the implications for the design and operation of the management system. Longer-term objectives are also monitored. 5. Schematic Page 22

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24 Level 1 Manuals/Plans The objective of the Project and Supervision Management Plans is to communicate to all relevant parties the scope of the works, the organization structures, the responsibilities of the staff and the management arrangements to be adopted in the day-to-day running of the project. The Project Manager is responsible for approving all sections of the Project Management Plan/Supervision Management Plan. Level 2 - Processes/Procedures A process is a flow chart identifying WHAT activities are to be performed in fulfillment of policy, and WHO is responsible for ensuring that they are carried out correctly. Processes shall be clear, simple and direct. Processes will be approved by the Project Manager. Level 3 Modus Operandi Modus Operandi will be prepared in support of a documented process. They may be drawn from library documents and work practices established throughout our operational business from all types of project environments and world zones of operation where Gassim are working or have worked. They provide descriptions in sufficient detail appropriate to the work type, criticality and competence of resources, for process requirements in respect of HOW to carry out a particular activity including e.g.: Referencing a letter Modus Operandi are produced when managers identify a need for communicating further detailed information about specific issues areas described in documented processes. This may be necessary to assist new system users, or to ensure that complex instructions are clearly described. Wherever Modus Operandi are issued, briefed and implemented, the process result should achieve an operation which has been carried out correctly FIRST TIME. Modus Operandi should only be produced for work that is: important to the successful completion of activities prone to error required to be done in a specified manner Modus Operandi will be approved by the relevant manager. Level 4 - Project Records Wherever possible electronic systems are being used for the storage and dissemination of project information. Record documents take many formats from original contract agreements, specifications, drawings etc. to signed-off works inspection requests. The significant records must be identified and the arrangements for filing and archiving described. There are a significant number of standard Gassim templates for record keeping. Page 24

25 C O NTAC T LAG O S Mr. Lenny Verduyn Tel.: lenny.verduyn@gassim.eu Otunba Adeleke Street Lekki Phase 1