Principal Contractor Research Articles

The long‐term importance of education to raise safety levels and the implementation of the CDM regulations in the European building industry

Sets out to examine the need to educate professionals involved in all trades at all levels throughout the construction industry so that the industry as a whole becomes safety conscious. States that the European legislation governing the conduct of building operations from inception, through use and maintenance to demolition is now in place, and in the UK the CDM regulations came into effect in March 1995 and implement the European Community Temporary or Mobile Construction Site Directive. Says that many problems have been instigated by the CDM in the UK in smaller contractors on smaller jobs who may become the “principal contractor”, without having the financial, managerial or technical resources of the larger contractor, yet having the same safety responsibilities. This would seem to potentially create a problem which affects the operation and validity of the regulations. Seeks to address these problems and inconsistencies in the knowledge and expertise gap concerning safety in the construction industry. Aims to address a number of questions: how can we ensure the long‐term safety on site?; how can these problems be alleviated, while achieving in this case the worthwhile goal of safer building?; how can the problem of the small builder be addressed on a European basis?; can the training and education of those in the building trade be altered to improve safety awareness and procedures? Anticipates that feedback information will be generated regarding safety standards and their optimization throughout sectors of the industry. Recommends that all trades and professions must incorporate safety within their particular skill training and all persons involved should be licensed by the trade association and a consumer safeguard and the safety of persons in the industry.

Well Construction Team Approach Creates a New Future for One Company's Operations on the Dutch Continental Shelf

Summary Rising costs and low energy prices were inhibiting the development of marginal fields on the Dutch Continental Shelf, resulting in a reduction in drilling activity and a loss of business opportunities. Independent benchmark surveys and critical analysis of total well costs showed the potential for major cost reductions that could turn many of the smaller offshore gas finds into economic development prospects. This triggered a change from traditional operating and contracting strategies to a partnering approach with the principal drilling and service contractors and the institution of a well-construction team (WCT). The WCT proved so successful, with an average well cost reduction of 21% in the first year, that a similar organization has been set up for all the land drilling and workover operations. This paper describes the strategies used and presents a comparison between the traditional performance and the results from the first year of operating as a WCT. The comparison includes the results of an independent benchmark study of 20 North Sea operating companies. Introduction The operator's Well Engineering Dept. delivered 22 offshore wells of various types during 1992 at a cost of $260 million. Subsequent remedial work with associated production deferment cost a further $60 million, giving a total cost to the operator of $320 million. Although this was considered to be representative of the general industry performance on the Dutch Continental Shelf, these cost levels made many of the smaller gas finds subeconomic development prospects. This resulted in a reduction in activity from five rigs in 1992 to two rigs in 1993. Further reductions in drilling activity were likely in the following months unless major cost savings could be realized. The prospect of minimal activity threatened both the contractors' survival and the continuation of the operator's offshore activities. These threats dictated a need for a radical change in strategy. The following options for achieving this change were considered by the operator:terminating the current contracts and retendering in order to obtain lower rates oraggressively pursuing improvements in all elements of the well-construction process while retaining the existing contracts. The latter option was selected as the only sure way of delivering the "best -value" wells to the operator while providing the contractors with the profit margins necessary to sustain and improve their business into the future. This decision was supported by an analysis of the 1992 well costs, which indicated that, in an ideal world, the total costs could be halved by a combination of optimization of well design and working practices, the development and application of new technology, and avoiding workovers through improved quality.

The professionals' view of the Health and Safety Commission's draft Construction (Design and Management) Regulations

This paper reports the situation in early 1993 at the end of the consultation period and before negotiations between the Construction Industry Council and the Health and Safety Executive commenced. These have led to the great majority of the Council's recommendations being accepted. In June 1992 the Council of the European Communities adopted the Directive ‘The minimum safety and health requirements at temporary or mobile construction sites’.This is to be transposed into UK law by new Regulations made under the Health and Safety at Work etc. Act 1974. The Directive and the Regulations set out to improve coordination of health and safety matters throughout construction, from inception to completion and beyond. New duties will be imposed on clients, designers, on planning supervisors (in fact a coordinator) and on principal contractors. Whilst professionals support the Health and Safety Commission's aims, there is great concern about the practicality of the proposed arrangements and the liability they will ...

Sans sulphur

The author discusses the reasons for the Drax coal fired power station flue gas desulphurisation (FGD) retrofit. It's National Power's biggest project, will take eight years to finish, and cost £684 million. At the end of 1993, the first phase of the project was completed with the handover by Babcock Energy, the project's principal contractor, of the first two SO2 absorber vessels and associated plant. A further two absorbers will become operational in 1995, and the project will be completed in mid 1996 when the last two absorbers are handed over. The Drax absorbers use the limestone-gypsum process, applied in more than half the world's FGD installations, although never before on such a huge scale. The absorbers and their operation are discussed.

Risk management for premises managers 1993‐94

Discusses how the Construction Design and Management Regulations scheduled for 1 January 1994 will affect premises and facilities managers. Considers the responsibilities of the client, planning supervisor, principal contractor, designer and other contractors as a result of the new regulations, particularly with regard to Health and Safety at Work regulations and risk management. Summarizes new requirements as designed to ensure health and safety throughout the project.

Information manpower development programme in Egypt

The Information Manpower Development Pro gramme is a major component of the Egypian National Scien tific and Technological Information Project, the goal of which is to implement a national network of scientific and technical information systems in Egypt. The principal USAID contrac tor, the Georgia Institute of Technology, is assisting the Egyptian Academy of Scientific Research and Technology in all phases of this three-year programme. The programme objective is to train 1,000 trainees to manage, operate, and make effective use of the national information network. The training plan includes eight differ ent courses for: top management, professionals, and parapro fessionals. Courses have different durations and different frequencies. The total training days of the programme ex ceeded 800.

THE AMERICAN SOCIETY OF NAVAL ENGINEERS takes great pleasure in presenting: THE HAROLD E. SAUNDERS AWARD FOR 1991

Naval Engineers JournalVolume 104, Issue 4 p. 70-71 THE AMERICAN SOCIETY OF NAVAL ENGINEERS takes great pleasure in presenting: THE HAROLD E. SAUNDERS AWARD FOR 1991 JOSEPH T. THRESTON, Joseph Threston has been a most significant contributor to the impressive success of Aegis since its inception. Throughout his more than thirty years in naval engineering, Mr. Threston has devoted his considerable engineering talents and business acumen to the betterment of the Surface Navy. He is an engineer of national acclaim and a dedicated proponent of sound and proven engineering concepts. Mr. Threston is known and highly respected by Congressional oversight committees, the Department of the Navy, and throughout the defense industry. In systems engineering, he is without peer. Joseph Threston is General Manager of the General Electric Naval Systems Department. He is responsible for directing GE's dual role in the Aegis Program as the principal contractor in the design and production of the basic Aegis weapon system and as Combat System Design Agent for the Aegis cruiser and destroyer programs. In addition, his department has been responsible for the development of variants to the Aegis system, which have ensured that Aegis remains capable of meeting evolving threats specified by the United States Navy. Mr. Threston has been extraordinarily successful in integrating the resulting efforts of all weapon system contractors and agencies in meeting specified requirements. Long before it was fashionable, Mr. Threston implemented and practiced the attributes featured in the TQM-TQL philosophy. He has emphasized quality and openly listened to and encouraged suggestions for improvements from subordinates. As a direct result, Aegis production equipment has shown constant quality improvement over the past decade. The superb Aegis fleet at sea today is a supreme testimonial to Mr. Threston's worthiness to receive the Harold E. Saunders Award for 1991. It is most appropriate that he receive this recognition for his lifetime of superior and dedicated service to his country.Search for more papers by this author JOSEPH T. THRESTON, Joseph Threston has been a most significant contributor to the impressive success of Aegis since its inception. Throughout his more than thirty years in naval engineering, Mr. Threston has devoted his considerable engineering talents and business acumen to the betterment of the Surface Navy. He is an engineer of national acclaim and a dedicated proponent of sound and proven engineering concepts. Mr. Threston is known and highly respected by Congressional oversight committees, the Department of the Navy, and throughout the defense industry. In systems engineering, he is without peer. Joseph Threston is General Manager of the General Electric Naval Systems Department. He is responsible for directing GE's dual role in the Aegis Program as the principal contractor in the design and production of the basic Aegis weapon system and as Combat System Design Agent for the Aegis cruiser and destroyer programs. In addition, his department has been responsible for the development of variants to the Aegis system, which have ensured that Aegis remains capable of meeting evolving threats specified by the United States Navy. Mr. Threston has been extraordinarily successful in integrating the resulting efforts of all weapon system contractors and agencies in meeting specified requirements. Long before it was fashionable, Mr. Threston implemented and practiced the attributes featured in the TQM-TQL philosophy. He has emphasized quality and openly listened to and encouraged suggestions for improvements from subordinates. As a direct result, Aegis production equipment has shown constant quality improvement over the past decade. The superb Aegis fleet at sea today is a supreme testimonial to Mr. Threston's worthiness to receive the Harold E. Saunders Award for 1991. It is most appropriate that he receive this recognition for his lifetime of superior and dedicated service to his country.Search for more papers by this author First published: July 1992 https://doi.org/10.1111/j.1559-3584.1992.tb01114.x AboutPDF ToolsExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume104, Issue4July 1992Pages 70-71 RelatedInformation

OAKLAND ESTUARY OIL SPILL CLEANUP: A REVIEW OF A MAJOR OIL SPILL CLEANUP IN A TRASH-LADEN ESTUARY EMPHASIZING SMALL BOAT HARBOR CLEANUP

ABSTRACT Shortly before midnight, January 18, 1973, 171,000 gallons of oil spilled into storm drains and waters of the Oakland (California) Estuary. This report covers the $1.2 million cleanup by Clean Bay, Inc., an industry-sponsored oil spill cooperative designated by the U.S. Coast Guard as the principal cleanup contractor. The report includes a day-by-day review of the cleanup experience and an evaluation of procedures, emphasizing problems encountered in cleanup of oil in trash-laden waters. Experience gained in the cleanup of 16 small boat harbors is reviewed, including pre-cleanup arrangements, techniques of consolidating and removing oil around boats and finger-piers, and the final cleanup of marina facilites.

Some Structural Features of Relations Between The Department of Defense, The National Aeronautics and Space Administration, and Their Principal Contractors

From a social-psychological viewpoint comparative temporal trends in contracting relations between private industrial organizations and NASA and the Defense Department are examined. Evidence is presented of stable and strongly convergent tendencies in the working relations among these parties, but accompanied by noteworthy variations in pattern as between NASA and Defense Department relations with their industrial contractors. The former exhibits more concentration but less stability than the latter, but gives evidence of moving in the direction of increased stability whereas the latter shows opposite tendencies. The findings are analyzed in terms of Galbraith-Weidenbaum convergence hypotheses and it is concluded that they are suggestive of the operation of a mastery motive working, under specified conditions, to both sustain and dissipate exchange relations. The term military-industrial complex (MIC) is a modern-day catchphrase and slogan. Nevertheless it points to a substantial reality in the form of an integrated pattern of interorganizational relations developed to serve and preserve a set of special interests. Specifically, in the simple, direct language of Newsweek magazine (1969:74), the MIC . . consists of the sprawling Pentagon and its network of defense suppliers and research facilities that together produce America's armed might. As a public manifestation the gross features of the MIC are familiar enough. Its magnitude, its participants, some of its history, its growth (at least in total dollar volume), its comparative status relative to competing federal programs, some of its operational facts and foibles (e.g., modes of contracting, cost-overruns), etc., all have been well reviewed in the popular press, probably nowhere more effectively than in Newsweek's balanced presentation or in the more searching if somewhat exhortative offerings by Galbraith in Harpers (1969) and Kaufman in the New York Times Magazine (1969). Futhermore, as a market, some of the structural and behavioral features of the MIC, broadly conceived, have received careful analytic review (cf. Baldwin, 1967; Stekler, 1965). Yet we have been left with something distinctly less than full understanding of the MIC despite the welter of words written and spoken on the subject and despite the fact that as a societal and organizational phenomenon, the MIC is unusually significant both in its own right and for the lessons it can teach regarding resource management; it is, moreover, an attractive setting for analysis of organizational behavior and especially of interorganizational exchange pro-

Some Structural Features of Relations between The Department of Defense, The National Aeronautics and Space Administration, and Their Principal Contractors

From a social-psychological viewpoint comparative temporal trends in contracting relations between private industrial organizations and NASA and the Defense Department are examined. Evidence is presented of stable and strongly convergent tendencies in the working relations among these parties, but accompanied by noteworthy variations in pattern as between NASA and Defense Department relations with their industrial contractors. The former exhibits more concentration but less stability than the latter, but gives evidence of moving in the direction of increased stability whereas the latter shows opposite tendencies. The findings are analyzed in terms of Galbraith-Weidenbaum “convergence hypotheses” and it is concluded that they are suggestive of the operation of a “mastery motive” working, under specified conditions, to both sustain and dissipate exchange relations.

Appendix II : The Principal Specialist Contractors

Appendix II : The Principal Specialist Contractors

Government Contracts. Conflict of Interest. Contract Valid Where Government Knowingly Employs Part-Time Contract Expediter Who May Profit from Transactions between His Principal Employer and Contractor

Government Contracts. Conflict of Interest. Contract Valid Where Government Knowingly Employs Part-Time Contract Expediter Who May Profit from Transactions between His Principal Employer and Contractor