Draft Construction Management Plan

Draft Construction Management Plan

Contract Management Plan

Contract No. C21/06 Contract Name: Kōpū Marine Project

– Earthworks and Roading

Document ID: FHLIB-1677224255-21616 Version: 8.0

This is an uncontrolled copy if photocopied or printed from the Intranet. Copyright © 2020, Fulton Hogan Ltd. All rights reserved.

Published:20/11/2020 Page 2 of 36

Quality Assurance Statement

Prepared by: Sarah Carian Date: 13 September 2021

Reviewed by: Gordon Inglis Date:

Approved by: Date:

Distribution Register Copies of this plan have been distributed to the following (either electronically or hard copy):

Copy No. Organisation Role

v1

v2

v3

v4

v5

Revision Register Revision Date By Who Section No. Details

Description of Contract

The Kōpū Marine Project involves the delivery of marine servicing infrastructure at the Kōpū Industrial precinct located on the Waihou River, 7km south of Thames township. The physical works has been separated into an Earthworks and Roading Contract and a Marine Contract.

i. Commercial Area & Recretional Area The commercial area is approximately 7,000m2 and is unsealed due to the ongoing gradual ground settlement issues. The works involve the existing silt trap area being filled and the commercial haulage area topped with metal and regraded to improve access and vehicular movements.

The area adjacent to the public boat ramp (approx. 4,200m2) is to be developed to provide for around 45 boat trailer parks with separate rigging and derigging areas.

ii. King Street Formation & Quay Street Upgrade Access to the new public boat ramp will be provided by forming King Street. King Street will have a two-lane carriageway with an overall width of 8.0m and an asphalt pavement surface. The new footpath adjacent to the properties to the north will have a combined services trench with power and wastewater






and associated street lighting. A vegetative swale along the southern side of the road will capture and treat stormwater runoff.

Quay Street is to be widened to 10m over the existing stop bank to allow access for vessels to be hauled out of the slipway to adjacent marine sector businesses and beyond.

Key Contract Personnel Position Name Email Phone Contractor’s Representative

Gordon Inglis [email protected] 0272 848 458

Contract/Project Manager

Kerry Manson [email protected] 0274 728 762

Quality/IANZ Accredited Lab Manager

Chris Wright [email protected] 0272 334 597

Health and Safety Manager

Greg White [email protected] 0272 022 513

Site Supervisor/Foreman Chaz Beasley TBC TBC

Site Traffic Management Supervisor

Marc Thurgood [email protected] 0272 738 194

Service Engineer Kevin Cannell [email protected] 021 599 112

Quantity Surveyor Peter Chapman [email protected] 021 967 785

Environmental Manager Campbell Stewart [email protected] 021 837 824

Engineer to Contract Lorenzo Canal [email protected] 021 748 006

Engineer’s Representative

Joshua Ackers [email protected] 0279 318 444

Project Manager Ross Ashby REQUIRED REQUIRED

Project Delivery Manager Andrew Boden REQUIRED REQUIRED

TCDC/Urban Solutions to add further personnel if applicable

mailto:[email protected]















1. INTRODUCTION This Contract Management Plan (CMP) outlines the systems and procedures that will be used on this contract to ensure it is delivered to meet both Client and Fulton Hogan contract objectives in accordance with: Contract Specifications and Plans Fulton Hogan Policies, Systems and Procedures Relevant Legislation, Regulations, Codes of Practice and Bylaws NZ Tranport Agency Quality Standard TQS1 The CMP is made up of a general section related to how we will administer this contract, followed by sub plans for Health and Safety, Construction Quality and Environment.

Management Structure






Integrated Management System (IMS) Fulton Hogan’s IMS is a comprehensive set of documents that define the rules and the mandatory procedures that must be adopted. It contains a suite of documents in relation to Health and Safety, Quality and Environment that ensures all employees have the correct information and tools to plan, execute, control and record the tasks they perform. These systems are independently audited by Telarc NZ on an annual basis against the following Standards: ISO 9001:2015, ISO 14001: 2015 and AS/NZS 4801: 2001. We invite the Client or Client’s Representative to view our systems at any time. Fulton Hogan’s IMS document hierarchy is represented here:

Work Systems

Framework PolicyStrategy

ManualsGuidelinesStandards

ProceduresWork Instructions

TemplatesForms






Policies To ensure everyone has a common understanding of what is important to Fulton Hogan, seven core policies have been developed. Staff are taken through these policies at induction so they are fully aware of the boundaries within which they operate and behave. The five policies key to this CMP are shown here:











Contract Responsibilities

Responsibilities

Job Title

Cont

ract

M

anag

er

Cont

ract

En

gine

er

Safe

ty

Man

ager

Qual

ity

Man

ager

Envi

ro

Man

ager

Supe

rvis

or/

Fore

man

Liaison with Client/Statutory Organisations

Compliance with legislation, Regulations, CoP

Compliance with this CMP

Overall Safety, Quality and Environmental management

On site management of Safety, Quality and Environment

Overall responsibility for adherence to programme

Engagement and Management of Subcontractors

Day to day supervision, control and inspection of work

Communication with the Client’s Representative

On site compliance with specifications and programming

Ensuring staff are trained, licenced and competent

Ensuring all risks are identified and managed

Health and Safety advice/support to contract staff

Investigation of any health and safety incident

Quality Assurance advice/support to contract staff

Reviewing revisions of CMP

Investigation of any quality incident

Environmental advice/support to contract staff

Investigation of any environmental incident

Leading prestart tailgates with crews/subcontractors

Induction All employees undergo a Company Induction at the time of commencing work with Fulton Hogan. All workers (including Subcontractors and Labour Hire employees) undertaking physical works on site undergo a site induction. This includes the Fulton Hogan induction video available through KnowHow.

Training and Competence Training is identified by job position. Specific training requirements for each position/task are defined in our People Development Training Database (PDP). Each employee has an individual training plan detailing the training to be completed in the coming year. As training is completed it is updated in PDP. Training needs are formally reviewed as part of the annual performance review process. Specific task/plant training can be accessed via our Skills View App which is available to all Foreman and Supervisors on site. Skills View is a smart phone app that can instantly verify staff competencies in the field.






Fulton Hogan operate a “Competent to Operate” (CTO) programme which in addition to meeting driver licence requirements, assesses the level of competence of all heavy plant operators. This assessment includes theory and practical assessments which are completed by trained assessors. The CTO status of plant operators is also available on the Skills View App.

Contract Meetings and Formal Reporting

Meeting Type Timing/Frequency Applicable Y / N

Tailgate Meetings Daily Y

Site Meeting Weekly Y

Contract Meeting Monthly Y

Site Inspections As required Y

Contract Review Meeting Monthly Y

Report Type Timing/Frequency Applicable Y / N

Client Progress Report Weekly Y

Contract Report Monthly Y

Consultation, Communication, and Collaboration Relevant information will be shared with the Client and workers in a timely manner. Workers will be given every opportunity to share their views and contribute to the decision making process as opportunities arise.

All workers are given the opportunity to provide feedback on safety, quality and environmental issues through a number of forums including: tailgates, safety meetings, risk control plan discussions, CAMs reporting etc.

Risk control planning meetings are held at least daily by each work crew and/or prior to the commencement of any new tasks or work. Tailgate meetings are held regularly (minimum frequency is monthly) in the workplace to stimulate awareness of all matters concerning safety, environment, quality, work practices, plant and method improvements.






Subcontractor Management Fulton Hogan’s subcontractor management process is managed and recorded in the Subbie Register. The diagram below summarises the key steps. Refer to the Subbie Manual for more detail.

The following approved subcontractors/suppliers will be used on this contract:

Subcontractor Activity Elektron Group Street lighting

Stakeout Survey Quantity surveying

Marokina Pile Driving Installation of wooden piles

Kevin Smith Kerbing Kerb and channel, concrete works

Evergreen Landcare Landscaping

Supplier Activity HG Leach Aggregate and bulk fill supply

Cirtex Geotextiles

Humes Pipe materials

Visitor Control 1.10.1. Fixed Sites: All visitors must report to Reception / Site Office and sign in. Where there is no reception, visitors must report to the Supervisor/Foreman. Visitors will be taken through the risks/hazards relevant to the area they are visiting and a check will be made to ensure they have the appropriate PPE/PPC.

Before Work Starts

• Prequalification• Contract Preparation• Competency and Induction

On the Job

• Site Checks• Inspections

Works Completion

• Subbie Review• Handover / Close Out






1.10.2. Mobile Operations: All visitors must report to the Supervisor/Foreman or STMS who will explain the emergency procedures and site specific risks/hazards and check they have the appropriate PPE/PPC. Visitors must sign the Risk Control Plan

Standard Work Methodologies (Work Instructions, Blue Books) Relevant work instructions and Standard Operating Procedures have been developed for mainstream work activities. These are complemented by the Fulton Hogan Blue Books which provide step by step best practice work methodologies. Task specific Inspection and Test Plans, checklists and test record sheets form part of the suite of documents.

Audit and Review Internal audits of contract operations will be carried out to verify compliance with the specification and this CMP. The following audits will be completed on this contract:

Audit Type By Who Frequency Audit Tool On Site Integrated SQE Audit Greg White Monthly Integrated On Site Audit Tool

Spot Audit/Inspection Greg White Monthly Spot Audit Tool

Traffic Management Audit STMS 2 hourly & daily CoPTTM Audit Tool

Subcontractor Audit Kerry Manson Within 1st month on-site

Subbie Inspection Tool

Contract Management Plan Audit Kerry Manson Every 3 months Contract Management Plan

Environmental Inspection Chas Beazley Daily Daily Inspection

Environmental Control Inspection (if required)

Regional Council Monthly Report

All audits are entered into CAMs (Fulton Hogan’s Incident Reporting and Management database). Action items are assigned to address any non-conformances and monitored until they are closed out.

1.12.1. Contract Review A Contract Review Team has been set up to independently monitor the progress of the contract and support the contract team to deliver the best outcome. A key role of the Contract Review team is to identify risks and opportunities and provide support and direction where required to ensure contract objectives are met.

Non Conformance If during the process of executing the work or during the process of inspection and testing, materials or work is identified which does not conform to the specified contract requirements, the Contract Engineer/Foreman must be notified immediately. Work must not proceed until the relevant approval is given. A CAMs entry must be completed and the Client notified accordingly.

Continuous Improvement Continuous improvement is one of the fundamental outputs from applying a robust Quality Management System. Fulton Hogan will continually seek to improve our systems by identifying opportunities for improvement through client Feedback, reviews, tailgate meetings, data analysis, audits, investigations and alerts to name a few.






Emergency Response Refer to Living Safely Manual sections Incident Response and Emergency Management.

An Emergency Response Plan has been developed for this contract and is available on site. A copy is appended as Appendix 1.

Rescue Plans for specific high risk tasks will be developed as required in line with our Risk Management Procedures.

Incident Reporting, Notification and Investigation Refer Living Safely Manual sections: Incident response Reporting Investigation

In summary:

1.16.1. Contract specific notification requirements:

Incident type: Fulton Hogan contact Name & Number

Client contact Name & number

High risk safety Greg White – HSE Advisor 0272 022 513

To be confirmed

High risk environment Campbell Stewarr – Director SouthernSkies Environmental 027 837 824

To be confirmed

Incident occurs

Assess scene & make safe

Implement appropriate response

Notify supervisor / manager

Notification

Internal via phone or CAMs

Senior Management Notification as

required

External regulators as

required

Client notifications in timely manner

Investigation

Low potential consequence-

complete within CAMs

High potential consequence -Significant or

Standard Investigaiton

Share learnings, eg alert






Safety Plan






2. INTRODUCTION This safety plan has been developed specifically for this contract and includes elements of Fulton Hogan’s Integrated Management System that will be used to control Health and Safety on the contract. The site safety supervisor for this contract is: Greg White – 0272 022 513.

Living Safely Fulton Hogan’s overarching Safety Strategy is Living Safely. Living Safely puts people at the heart of everything we do and shifts us from ‘safety’ as a target, to ‘safely’ as a lifestyle. It is a holistic approach that encompasses health and wellbeing and extends beyond the work place. We intend to put extra focus on preventing high risk activities that have the potential to change lives, not scratches and bumps. It is focused on people not statistics. Living Safely is about personal responsibility and leadership accountability.

Living Safely Manual This manual provides a single source of truth and encapsulates our health and safety system. It is the main reference point for current health and safety information; the material in this plan is provided as a summary.

GoTo and KnowHow GoTo and KnowHow are pictorial and video based information about our minimum requirements. They are simple reminders for field staff that can be accessed by anyone, anywhere who has a smart device.

Risk Management Our full risk management procedures are described in our Living Safely Manual.: Risk Management. We apply risk management from the tendering and design stage, through to work on site and product delivery. This process is summarised in this diagram:






The Risk Control Plan is our main risk management tool onsite; it is the agenda for a conversation about the important risks for the day and a form to record the minutes of that discussion. It is appropriate for routine tasks and common risks; higher risk tasks and activities may require a safe work method statement or permit.

Site Specific Risks Identified site specific hazards and risks are reviewed: prior to the start of work each day using the Risk Control Plan when the task / environment changes during the day’s work when an unexpected or non-standard activity on the site is required Any changes are communicated, to all workers involved, at the daily pre-start meeting, or other suitable time, and the risk control plan signed.

2.5.1. Project specific risks For specific environmental risks, please refer to the Kopū Marine Project Environmental Management Plan.

Risk Mitigation Fall Working Near Water • Work carried out in conjunction with tides and monitor weather and tidal height

of water • Know workers’ ability to swim when planning work above water • Documented rescue plan specific to the work. Consider the need for a rescue

boat / vehicle on standby • Do not work alone around water

Working Around the Public/Local Businesses

• TMP arranged if required / Vehicle movement plan where required within site/yard areas

• Work area set up to avoid need to reverse • STMS to set up site in accordance with TMP before starting work • Pedestrian walkways set up as required • Plan delivery to avoid congestion and use a spotter to guide driver into site • Consider traffic visibility if creating dust. Use watercart for sweeping if required

and direct sweeping away from traffic to avoid stone flying damage Working with Subbies • Manage in accordance with Subbie Manual - Prequalifications, Inductions, Site

Inspections • Ensure all subbies are fully aware of, understand and comply with legislative

requirements, management plans, risk control plans, emergency plans, work instructions and procedures

• Subcontractor plant to be inducted to site and meet FH minimum requirements • Fulton Hogan staff to be aware of hazards from other contractors

Permits Permits are to manage certain high risk activities in conjunction with our primary risk management tool, the risk control plan. We use a combination of self-issue, dual-issue and external permits as required.






Plant Compliance (hired plant and internal) All machine and plant operators, complete daily pre-start checks specific to the equipment/plant they are operating. Fulton Hogan has a plant and asset management system in place and Certified Safe; an internal process to ensure all owned plant meets our requirements.

Plant compliance (hired in and subcontractor) Fulton Hogan has set minimum requirements for hired-in and subcontractor-owned plant. These are checked annually; this can easily be checked by looking at the plant induction sticker

Traffic Management An approved traffic management plan (TMP) is in place for the site/contract and site specific requirements outlined in the site induction.

Drugs and Alcohol Fulton Hogan’s Drug and Alcohol policy will be implemented in full on this contract.

Site Security Where required, site security measures will be implemented for this contract. All sites will be left secure at the end of each day.

Wellness Fulton Hogan’s wellness programmes focus on preventing the effects of work on health, e.g. fatigue management. We want everyone to be “match fit” for work and our wellbeing strategy is based around this concept.

https://fultonhoganknowhow.co.nz/subcontractor-and-hired-in-plant/






Employee assistance programmes are available to all staff; the provider varies across New Zealand to allow local preferences to be met.

Hazardous Substance Management Management of all hazardous substances will be in accordance with the Living Safely Manual Critical Safety Risks: Hazardous Substances. Safety Data Sheets (SDS) are available for hazardous substances used on site via TheHub or the attached QR code.

Personal Protective Equipment/Clothing (PPE/PPC) Fulton Hogan’s mandatory PPE is: Steel or composite capped boots – lace up unless gumboots are necessary to keep feet dry TTMC compliant hi-vis vests, shirts or overalls Safety glasses Other PPE shall be identified on a risk-based approach, or to meet client site requirements.






Construction Quality Plan






3. INTRODUCTION This Construction Quality Plan (CQP) has been developed in line with the Contract Specifications and outlines the various elements of Fulton Hogan’s Integrated Management System that will be used to control construction quality on the contract.

Quality Records Those records that demonstrate implementation of this CQP shall be maintained in electronic and/or paper format and will be available to the Client on request. These records may include any of the following:

Applicable Y/N

Inspection & Test Plans (ITP) Y

Test Results Y

Lot Register N

As Builts Y

Specification & Drawing Register Y

Daily Job records Y

Checklists Y

Non-conformance Records Y

Notice to Engineer / Contractor Y

Audits Y

Meeting Minutes Y

CAMs records Y

Risk Control Plans Y

Control of Drawings Where required, drawings will be controlled through the use of a Contract Drawing Register to ensure that the latest versions are available. Superseded drawings shall be clearly identified to prevent unintended use.

Retention of Records All records shall be retained in accordance with statutory requirements and Fulton Hogan’s IMS. Applicable hard copy records will be retained for a period of seven years except where specific requirements apply.

Process Control – In Field Quality Work Instructions, Blue Books and Checklists will be used to control the work and verify compliance with the specification and Fulton Hogan’s quality requirements. All works will be recorded / reported on the C21/06 Kopū Marine Project supplied ITP.






Measuring and Monitoring Equipment All measuring and monitoring equipment used on the works will be calibrated in accordance with the manufacturer’s recommendations. All such equipment shall be handled, used and stored in a manner to maintain accuracy.

Construction Programme A construction programme has been prepared for this contract and will be updated/reviewed to reflect the current state of the contract work. This will ensure appropriate resources and time are available to meet contractual and quality requirements.

As Built Drawings As built details/drawings will be recorded throughout construction. It is the site engineer’s responsibility to have information surveyed, especially that which will be covered or concealed as construction progresses.






Environmental Plan






4. INTRODUCTION This Environmental Plan has been developed in line with the Contract Specification and outlines the various elements of Fulton Hogan’s Integrated Management System that will be used to control environmental aspects throughout the contract.

Legal Requirements All staff onsite, including subcontractors, must ensure all work meets the requirements of the Resource Management Act 1991, local and regional plans, conditions of consents and designations. Resource Consents, Local and Regional Plan rules can require notification of works to certain parties, ongoing monitoring and reporting to the correct authority. Refer to Appendix 3 for the information relevant to this contract.

Environmental Aspects and Controls Please refer to Kopū Marine Project Environmental Management Plan.

Monitoring, Inspections and Audits Routine inspections of site and any mitigation measures in place will be undertaken daily by visual inspection as part of our usual work. Spot checks will be carried out by a suitable person and, depending on the findings, control measures and processes may be reviewed and improved. These actions will be recorded and tracked in CAMs. All inspections and audits will verify effectiveness of the systems implemented on site and can include regulatory compliance. Subcontractors and suppliers will be included in these audits when on site.

4.3.1. Identification, management and mitigation of greenhouse emissions This Contract will utilise the Green Star Framework to analyse its environmental and sustainability performance. Monthly reporting will include information on the Contract’s records for:

1. Staff who have received Envirowise training. 2. Staff who have received Environmental Leadership training. 3. Audit/Inspection frequency rate. 4. Consent compliance. 5. Accumulated diesel litres against targets set by the HSQES Strategy. 6. Accumulated carbon equivalent tonnes used and how it tracks against targets set by the HSQES Strategy or

contract-specific performance standards. 7. Accumulated waste to landfill tonnes YTD. 8. Compliance enforcements.

4.3.2. Contract specific monitoring requirements

Monitoring requirements By Who Frequency Sub Contractor environmental induction / audit

Kerry Manson Inductions – at start of worksas required Auditing – bi-annually

Environmental Inspection/ audit Kerry Manson Weekly






Environmental Training Greg White As required






Sustainability and Social Procurement Plan






5. INTRODUCTION This Sustainability and Social Procurement Plan (SSPP) is a client specified plan as part of Thames Coromandel District Council’s funding agreement with the Ministry of Business, Innovation and Enterprise (MBIE). The SSPP has been developed to show Fulton Hogan’s commitment to work towards these goals.

Employment of Targeted Workers 5.1.1. Staffers Employed for this Contract

Of the approximately 28 Fulton Hogan staff who will be involved in this contract, nearly 43% are either Māori, Pasifika and/or female. Please refer to the table below for a breakdown of our staff that will be utilised for this contract, both on the ground and in our Hamilton regional office. All field personnel are subject to change depending on availability.

Name Role Affiliation Chas Beazley Site Supervisor / Foreman Ngāpuhi

Ngāti Hāua Imin Atutahi Pavement Operator Ngāti Maniapoto

Adrian Waitere Drainage Operator Māori – iwi unknown

Sarah Carian Stakeholder Liaison Ngāti Maniapoto Ngāti Tūwharetoa Ngāi Tūhoe Kāti Māmoe

Tony Graham Driver / Operator Ngāi Te Rangi

Tony Opetaia Driver / Operator Pasifika

James Maru Asphalt Operator Ngāti Rupani ki Waikaremoana

Corey Te Kanawa Asphalt Operator Ngāti Maniapoto

John Taingahue Asphalt Operator Ngāi Tūhoe

Fiona Strickland Trainee STMS N / A

5.1.2. Prioritisation of Targeted Workers

In 2015/16 Fulton Hogan came together to consolidate our approach to engaging with Māori. A steering group was formed and we ensured we had a shared understanding of the culture, history, perspective, opportunities and challenges of Māori in NZ. We learned more about the Māori economy and engaged with iwi organisations to gain their perspective. Embracing our REAL values, we recognise the importance of Māori and Pasifika to our workforce, over 26% of our Waikato regional staff are Māori and Pasifika men and women. We are committed increasing opportunities through schemes like the Te Auaunga youth education and employment scheme and the Te Puni Kōkiri Pathways Mātauranga Programme. Supporting our local community, we have directly employed disadvantaged young people through the Gateway Project. We have presented at Hillcrest, Hamilton Boys, Fairfield and Huntly High Schools, and at the Tainui Employment Expo offering work experience days for students. We also present to Wintec and Waikato University 2nd and 3rd year Engineering students. We also provide 15 scholarships for leadership training and education alongside the Fulton Hogan Pathway programme, 10 for existing Māori employees and five for new Māori employees. As part of our strategy to achieve






proportional representation of Māori in management positions, our scholarships are targeted to business units that have a high demographic of Māori. With female’s representing only approximately 6% of the infrastructure industry, Fulton Hogan has partnered with Connexis Industry Training on their Girls with High-Vis® initiative. This programme is designed to give young women the opportunity to gain hands-on experience and in-depth information on what a career in the infrastructure industry can offer.

Local Businesses 5.2.1. Businesses Local to Thames-Coromandel Fulton Hogan has awarded material supply contracts to Cirtex Limtied (geotextiles) and HG Leach Quarry (aggregates) for the Kopū Marine Project, with 4.9% and 24.3% of the contract price going to each of these local businesses respectively. This value is subject to change due to the reduction in scope by the Council.

5.2.2. Waikato Regional Subcontractors Fulton Hogan has awarded sub contracts to the following Waikato-based subcontractors: Elektron Group Stakeout Construction Survey Limited Kevin Smith Kerbing Limited Evergreen Landcare Limited The works these subcontractors have been engaged to complete make up 7.3% of the contract price. This value is subject to change due to the reduction in scope by the Council.

Supplier Diversity No other subcontractors are required for this contract. Fulton Hogan is unable to fulfil this item.

Worker Conditions 5.4.1. Employee Registration to Health and Safety Testing Organisation It is ingrained in our Fulton Hogan policies to promote programmes that improve the health and wellbeing of our people. To support our Living Safely policy, we conduct annual health checks of our staff with Life Care Consultants to ensure the physical wellbeing of our staff, as well as providing free UniMed health insurance after 18 months’ continuous service. The mental wellbeing of our staff is as much important as physical health. All employees have access to professional wellbeing services through our Employee Assistance Programme (EAP). Fulton Hogan has been a premium partner of MATES since October 2020, and in August 2021 we signed a nationwide partnership to provide support for our people across the country. Our partnership is designed to give guidance and support, encouraging an environment of positive wellbeing, and assisting people with mental illness and in times of trauma. We have two full time field workers dedicated to Fulton Hogan.






5.4.2. Employee’s Wages Employees’ wages will increase progressively in line with their career development plan achievements. Employees receive wage targets as set out in their career development plan. All of our waged staff in the Waikato are employed under the Collective Agreement with the Amalgamated Workers Union Incorporated (AWUNZ). This agreement ensures all our staff receive fair wage entitlements and workplace environments. The AWUNZ has classifications and grading to provide flexibility and ability to reward for attained skills and levels of achievement. All grading/classifications are reviewed following achievement of training or development milestones, as well as annually with a target date of 31 July each year.

Environmental Responsbility 5.5.1. Protecting and Enhancing the Local Ecosystem Fulton Hogan’s Environmental and Sustainability Policies recognise our responsibility to protect our planet. The principles of our policies consider that as we deliver good work for our customers, we must meet the needs of the present, without compromising the ability of future generations to meet their needs. Specific to the Kōpū Marine Project, we will undertake the works in accordance with the Waikato Regional Council environmental standards and report on weekly findings to ensure compliance and environmental protection.

5.5.2. Minimising our Carbon Impact Fulton Hogan has developed and committed to a 2020-2025 carbon strategy, designed to reduce our net carbon by 80,000tn by 2030. The graphic below outlines the nationwide initiatives that we are taking in order to achieve this goal. We are also engaged with Toitū Envirocare (https://www.toitu.co.nz/) to officially certify our carbon emissions and align our strategy with an approved benchmark.

5.5.2.1. Diesel Reduction As part of our 2020-2025 sustainability strategy Fulton Hogan aims to reduce our diesel usage from to 25 million litres per year (refer to graphic below.

https://www.toitu.co.nz/






5.5.3. Minimisation of Waste Led by our staff in the Waikato Region, we have a Sustainability Working Group who focus on minimising waste, with a national goal of reducing waste to landfill by 25% by 2025. Office rubbish bins have been replaced with recycling bins for paper, glass, metal, plastics and e-waste for old cell phones and computer equipment, old traffic cones are vedge marker posts into plastic culverts. Other initiatives include: Increase the proportion of ‘clean fuelled’ vehicles, plant and equipment, and optimise fixed plant configurations, site

layouts and work programmes to reduce fuel use. We have made a significant investment in land in Drury to replicate our South Island Greenfuels® Biodiesel manufacturing plant, this plant will also supply the Waikato. Using 20% biodiesel blends saves 16% carbon and has not impacted on performance.

Invest in plantation and/or native forestry assets to offset ‘above Paris’ emissions. We will also support increased native plantings to projects, contracts and jobs.

5.5.3.1. Recycled Oil Saves the Environment (R.O.S.E) R.O.S.E was established in 2011 as a government accredited partnership between themselves, Fulton Hogan, Petroleum Services Ltd and Salters Cartage Ltd. Recently re-accredited until 2026, R.O.S.E is part of our commitment to a circular economy. The scheme has collected more than 120 million litres of used oil for recycling as industrial fuel oil. Across the three partners, there are over 8,200 collection/drop off sites nationwide.

5.5.4. Efficient Water Usage Our company environmental policy directs that all works shall focus on principles of environmental protection and sustainability. Some water conserving initiatives relevant to this project include: Dust Supression Use of dust polymers in place of water to help suppress dust

Keep ground disturbance to a minimum Utilise water collected on site through sediment treatment devices/dewatering for dust

suppression Watercarts fitted with spray nozzles that evenly distribute water across the target spray area

and reduce waste wastage

Earthworks Compaction

Watercarts fitted with spray nozzles that evenly distribute water across the target spray area and reduce waste wastage

Staff trained on moisture control to only apply water judiciously in line with specifications

5.5.5. Sustainable Materials Fulton Hogan will work with TCDC to look at materials from site that may be suitable as a cut-to-fill option to minimise the use of virgin aggregate products.






Wherever possible, we will utilise local materials and resources to minimise the impacts of cartage and transport. We will work with the designers and engineers to ensure the structural stability of the bulk earthworks in relation to the marine environment and tidal water movements, minimising scour and erosion of the hardstand structure.






Skills Development Plan






6. INTRODUCTION This Skills Development Plan (SDP) is a client specified plan as part of Thames Coromandel District Council’s funding agreement with the Ministry of Business, Innovation and Enterprise (MBIE). The SDP has been developed to show Fulton Hogan’s commitment to work towards these goals.

Skill and Training 6.1.1. Available Training Our people are at the heart of everything we do and investing in training is important in valuing and growing our great people. Fulton Hogan has developed a comprehensive National Training and Development Manual (NTDM) – a catalogue that provides our staff with the information necessary to identify the essential training required for staff to operate safely, develop / enhance their skills and help them progress through their career with Fulton Hogan. A copy of this catalogue is available on request. The NTDM contains over 145 training courses, taught both internally and by accredited training providors. The categories include: Core Skills (Literacy) Compulsory Training Safety Courses Temporary Traffic Management

Crane Operation Management Development Technical Courses Computer Skills

Competent to Operate Industry Qualifications Development Programmes Virtual Reality

The table below outlines the compulsary training for staff at various levels:

6.1.2. The GROW Model The “Grow” model is a simple tool that can be used in conversation to help build a development plan. Goal = where they want to be, Reality = where they are now, Obstacles /Options = what action could be taken, Way Forward = who will do what by when.






6.1.2.1. Goal – What do you need to achieve? Where do you want to be in 3 years? What skills do you want to sharpen? When you achieve this goal, what will it look like /feel like?

6.1.2.2. Reality – What is happening now? Where are you now with those skills (scale 1 to 10 and why?) What other factors are relevant. What have you tried so far? What’s working / not working?

6.1.2.3. Obstacles / Options – What could you do? What are the options for achieving this goal? What could you do to change the situation /What alternatives are there to that approach? Tell me what possibilities for action you see. What approaches have you used yourself, or seen others use, in similar circumstances? What advice would you give someone else who was in a similar position to you? Would you like suggestions from me? What are the benefits and pitfalls of these options?

6.1.2.4. Way Forward – The plan? What options do you like the most, so What will you do? What are the next steps? What, where, when? How and when will you do it? What might get in the way? How can we address that? What needs to be different about your thoughts, feelings, behaviours or environment to ensure you carry out these? Lets pick the 3 to 5 things we want to focus on and plan it.






Appendices

Appendices






APPENDIX 1: EMERGENCY RESPONSE PLAN

ON SITE PROCEDURES

Make incident site safe Assess the Scene Send for help or use radio telephone to call for help Attend to the injured Call 111 in an emergency Notify your supervisor immediately Use AED Locations app on smartphone to locate the nearest AED

For serious injuries phone 111

KEY CONTACT NUMBERS You must see a Company Doctor for any work related injuries that do not require immediate medical attention. Contact your Manager or SQE Manager who will arrange an appointment.

Title Contact phone number

Health and Safety Manager Greg White – 0272 022 513

Contract/Project Manager Kerry Manson – 0274 728 762

Nearest Public Hospital/Medical Centre is:

Thames Hospital 610 Mackay Street, Thames 07 868 0040

Environmental Manager Campbell Stewart – 021 837 824

Council Compliance Officer TBC

Environment Pollution Hotline 0800 800 402

National Poison Centre 0800 POISON – 0800 764 766

WorkSafe NZ 0800 030 040






CHEMICAL SPILLS Assess the situation – can you clean it up safely? If possible turn off the source e.g. turn off valves or taps Contain the spill and block off drains Inform your manager and the appropriate services Clean up using a spill kit, crusher dust, liquid waste contractor Dispose contaminated material to an authorised site (ask the Council if unsure) Report Restock your spill kit

FIRE EVACUATION IF YOU DISCOVER A FIRE CALL 111 On site: If you hear a long continuous blast on a horn or the sounding of a fire alarm, this means you are to evacuate the site IMMEDIATELY and proceed directly to the assembly point as discussed at the risk control plan meeting.

EARTHQUAKE When the ground begins to shake: Drop Cover Hold

TSUNAMI WARNING Tsunami sirens are installed along the coastline from <Insert Location> and are one channel used by Civil Defence to warn people to evacuate coastal areas when there is a tsunami coming. A long or strong earthquake is your tsunami warning. Don’t wait for the sirens before evacuating. Do not return to the evacuation zone until the official all clear is given (if the tsunami siren stops this doesn't mean

you can return). Move inland to high ground DO NOT go to the beach, streams and rivers

SERVICE STRIKES If a cable has been struck (underground or overhead) report immediately to the project manager/site supervisor. ELECTROCUTION Protect your own safety Break the electric current before coming in contact with the patient. If you can’t DO NOT TOUCH the patient Call 111 If no pulse, start CPR

BURNS Damage to the skin from heat can leave lifelong scarring 1st, 2nd and 3rd degree burns all needed to be cooled as quickly as possible Cool the area down as soon as possible

CABLE STRIKE IN A DIGGER: If a cable is struck, the driver should stay in the cab. If it is necessary to leave the cab, the driver should jump clear and not climb down to avoid being electrocuted.






APPENDIX 3: RESOURCE CONSENTS AND OTHER REGULATORY APPROVALS TBC

Documents

Draft Construction Management Plan