2014 Administrative Report - KJ Final Version

ADMINISTRATIVE
REPORT 2014
GOLCONDA INTERCHANGE
National Infrastructure Development Company Limited
No. 3 Melbourne Street
Port of Spain
Trinidad
W.I.
www.nidco.co.tt
GOLCONDA TO DEBE SEGMENT
FOREWARD
This Administrative Report is 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 2014.
VISION
To create a premier project management organisation with competen-
cies responsive to the delivery of strategic infrastructure projects,
always mindful of our stakeholders’ best interest and the impact of our
work on the environment.
MISSION
To fulfil our role as the leading project executing agency, through a
philosophy of managing our business with the highest ethical stand-
ards providing optimal quality and value, while acting in a responsible
manner with our employees, our stakeholders and environmental
policies.
CONTENTS
MESSAGE FROM THE PRESIDENT PERFORMANCE ACCOMPLISHMENTS

• Comprehensive National Drainage Development Studies
MISSION, POLICY AND STRATEGIC PLAN
• National Programme for the Upgrade of Drainage Channels
• NIDCO’s Mandate • Flood Mitigation & Erosion Control Programme
• Priority Projects • East/ West Corridor Expansion Improvement Works (Packages C&D)
• Overview of National Infrastructure Development Projects • National Traffic Management System (NTMS) Enhancements
• NIDCO’s Portfolio • Traffic Management Programme
• NIDCO’s Strategic Plan • Diego Martin Highway Expansion Project
• Strategic Objectives • Bridges Reconstruction Programme
• Landslip Repair Programme
ORGANIZATIONAL STRUCTURE • Solomon Hochoy Highway Extension to Point Fortin
• Coastal Protection Programme
• Corporate Structure
• Department Profiles
FINANCIAL OPERATIONS
• Services Provided
• Levels of Authority • Investment Policy
• NIDCO’s Governance Structure • NIDCO’s Debt Policy
• Governance Committees • Budget Formulation
• Expenditure: Actual vs Budgeted
HUMAN RESOURCE DEVELOPMENT PLAN
• Career Path Systems
• Recruitment and Selection Policy
• Performance Management Tools
• Promotion
REPORTING FUNCTIONS
• Departmental Reports
• Reports to the Ministries, the President and Parliament
PROCUREMENT PROCEDURES
APPENDICES
MESSAGE FROM THE PRESIDENT
The calendar year 2014 can best be described as a challenging and
re-defining one for the National Infrastructure Development Com-
pany Limited (NIDCO). Throughout this reporting period, the
Government continued its robust programme of construction and
upgrade of physical infrastructure across the country as a means of
creating the requisite platform for economic productivity. Indeed,
while the overall economy reflected sluggish growth of around 0.7
percent due to the unexpected downturn in the energy sector, the
construction sector recorded an average growth of 3.1 percent.
The upward movement in sector growth was largely a result of
ongoing activities on several large-scale public sector projects,
including the construction of the San Fernando to Point Fortin
Highway.
The economic headwinds following the unexpected fall in global oil

prices, around the middle of the year, effectively slowed down
NIDCO’s project activities. For instance, our largest project, the
TT$7.5B Solomon Hochoy Highway Extension (San Fernando) to
Point Fortin, which has been funded since inception through the
treasury, was at risk of being delayed due to Government’s inability
to advance the necessary funds. Several of our other projects were
similarly affected. This situation however created the impetus for
strategic changes in NIDCO’s financing model. NIDCO was able to
secure a $1.5B commercial loan that would allow for the comple-
tion of much of the project in 2015. We also expanded our project
portfolio into the new area of coastal zone protection, with the
acquisition of five (5) major coastal stabilisation projects in Octo-
ber. All these operational changes helped to stabilise our overall
net income at a moderate TT$564,877 by the end of the year,
which was 40% below 2013.
Mr. Steve Garibsingh
President (Ag.)
We can therefore conclude that NIDCO turned in a very solid We challenges of the past. We foresee the Government making prudent
can therefore conclude that NIDCO turned in a favourable perfor- fiscal adjustments to maintain its positive credit rating, in the wake
mance for the calendar year. We made some notable achieve- of continued decline and uncertainty in the performance of the
ments on our transportation infrastructure projects, chief among energy sector. As a result, we will seek to relieve some of the
them was the opening of the Golconda Interchange in October, pressure on the Government’s treasury by adopting a more rigorous
giving the public access to the entire 4.7 km stretch from Golconda approach to securing project financing. This will enable the uninter-
to Debe in south Trinidad. This new stretch of highway has already rupted delivery of our work programme in order to meet our target
contributed to the reduction in travel time between the two towns of $58M in management fees for fiscal 2015. Special attention will
from an average of thirty minutes to five minutes. In northern therefore be given to how the company conducts its day-to-day
Trinidad, the much needed expansion of the Diego Martin Highway business. We will also be placing priority on maintaining a compe-
was substantially completed and commissioned in August, alleviat- tent and motivated work force.
ing customary peak hour traffic congestion between Diego Martin
and Port-of-Spain. Further east, we were able to open the last NIDCO has indeed shown its resilience in 2014 and is still considered
phase of the CRH/UBH interchange improvement project (Package one of the most trusted public entities in the country. The Govern-
C), four months ahead of schedule. With this structure, all traffic ment, the Board of Directors, Management and Staff can be equally
lights have been removed from this section of the highway, allow- proud of the company’s performance and achievements, despite
ing for free flow of north-to-south traffic. the several challenges. I would therefore now take the opportunity
to thank NIDCO’s Board of Directors for their invaluable contribu-
NIDCO continues to be proud of the operation of the Water Taxi tions, individually and collectively, throughout 2014. I would also like
Service, for which public demand has been rapidly increasing. In to commend and thank our resourceful and committed team of
2014 alone, the Service recorded an average monthly ridership of professional, technical and support staff, who are the mainstay of
approximately 44,000 passengers, with a high of 54,000 in Octo- the company’s success.
ber. This increased ridership augers favourably for the Service,
which currently receives Government subvention for the shortfall By deepening synergies within our network of partners and leverag-
in revenues from fares. Cognisant of the critical role of the Water ing the full breath of our expertise in our three business lines, NIDCO
Taxi in providing an affordable and reliable alternative for mass will capably meet the expected challenges and opportunities that
transit, the Service has been looking at implementing measures to 2015 will no doubt bring. I am therefore confident that we will
reduce the level of Government subsidies. Such measures include continue to be the Government’s partner of choice for economic
the leasing of berthing facilities at the Port-of-Spain and San prosperity and social advancement in the country, through the
Fernando terminals, revenue earnings from car park fees charged development of the highest quality physical infrastructure.
at the San Fernando terminal and the private charter of the Water
Taxi vessels for domestic and regional sailings. Charter revenue
alone accounted for approximately 44.8% of operating income for
the calendar year. Steve Garibsingh
President (Ag.)
NIDCO looks forward to the New Year with the same measure of
resilience, strategic vision and robust judgement that has guided it
securely through turbulent financial times and operational
1. MISSION, POLICY & STRATEGIC PLAN
1.1 NIDCO’S MANDATE
The National Infrastructure Development Company (NIDCO) was NIDCO, therefore, was mandated to build an organisation structure
established in 2005 by the Government of the Republic of Trinidad and operational framework with appropriate facilities, systems and
and Tobago (GORTT), as a Special Purpose State Enterprise. It was resources (human, financial and material) so as to be able to respond
created to increase the rate of implementation of the Government’s effectively and positively to the expectations of Government and to
expanded Public Sector Investment Programme, and to undertake the achievement of its own corporate goals and objectives. From its
projects in areas critical to overall national development. More inception in 2005 the Government assigned responsibility to NIDCO
specifically, NIDCO has been charged with the responsibility for for the development and implementation of project management
providing project management and construction management services for several major infrastructure development projects.
services, ensuring that the execution of Government’s policy initia-
tives is done in a manner that is timely, transparent, efficient and In carrying out this mandate, consideration was given to the objec-
effective. tives of improving quality standards and equity of access to facilities
and services throughout the country and to fashion and sustain a
culture of continuous human and national development.
1.2 PRIORITY PROJECTS
The GORTT, through the Ministry of Works and Infrastructure (MOWI), has
assigned responsibility to NIDCO to provide procurement, project and
construction management services, and general oversight for the infrastruc-
ture development programmes identified in the table below.
ROADS AND BRIDGES PROGRAMME DRAINAGE AND LANDSLIP REPAIR PROGRAMME
Solomon Hochoy Highway Extension Project Port of Spain Flood Alleviation Project
East/West Corridor Expansion and Improvement Mamoral Dam & Reservoir
Works (Packages C & D) Comprehensive National Drainage
Diego Martin Highway Expansion Project Development Study
San Fernando To Princes Town To Mayaro Highway Flood Mitigation and Coastal Erosion
Community Outreach Programmes Control Programme
Bridges Reconstruction Programme Major Landslip Repair Programme
Coastal Protection Programme
TRANSPORTATION PROGRAMME
Water Taxi Service
East West Corridor
Mass Transit System
National Traffic
Management System (NTMS) Project

1. EAST/WEST CORRIDOR EXPANSION AND IMPROVEMENT WORKS 2. THE NATIONAL TRAFFIC MANAGEMENT SYSTEM (N T M S)
Due to significant traffic congestion along the Churchill Roosevelt This project was conceptualised as a means to improve traffic man-
Highway, it was necessary to eliminate traffic signals and upgrade agement in Trinidad and Tobago. The NTMS is comprised of the
the intersections using a phased approach. The first of these Inter- following major components:
change Projects comprise three (3) packages at the intersection with
the Uriah Butler Highway. 1. A National Traffic Management Centre (NTMC)
Package A - the construction of the South to West Ramp which was 2. A Centralized Traffic Signal Control System (CTSCS)
completed in September 2006, brought relief to the nation’s
commuters travelling from South and Central Trinidad to Port of 3. A Central Corridor Traffic Management System (CCTMS)
Spain.
4. A Closed Circuit Television Subsystem (CCTV)
Package B - the construction of the West to South Overpass and the
Bamboo Bridge with associated ramps was completed in May 2009. 5. A Variable Message Sign Subsystem (VMS)
Package C - the construction of the remaining portions of the Inter- 6. A Vehicle Detection Subsystem (VDS)
change, including the re-alignment of the Uriah Butler Highway to
the West, through the Interchange with an Overpass over the 7. A Communications Subsystem (CS)
Churchill Roosevelt Highway. The project budget was US$80 Million.
The first phase of this project was completed in June 2011. The Red
Package D - the construction of an Interchange at the intersection of Light Enforcement System, which is part of the second phase of the
the Churchill Roosevelt Highway and the Southern Main Road, project, was completed at the end of 2013.
Curepe. This would involve grade separation and the use of appro-
priate loops and ramps, along with associated road works. Traffic
signals would also be removed at Valsayn and Curepe.
Other Interchanges are also to be constructed at Morvant and East PACKAGE C

of Curepe, as the East-West Corridor Improvement Works continue CRH/UBH INTERSECTION
to be implemented.
3. SOLOMON HOCHOY HIGHWAY EXTENSION PROJECT 4. DIEGO MARTIN EXPANSION PROJECT
This signature project involves the design and construction of a new This project involves the expansion of the Diego Martin Highway
highway to International Freeway Standards. It comprises 47km of from the Western Main Road to Morne Coco Road. The Project is to
4-lane dual carriageway and 2.5km of a 2-lane roadway (excluding be carried out in four (4) phases, with the first phase being previ-
ramps but including connector roads) to be built over a four year ously completed by the Ministry of Works and Infrastructure. The
period. The Highway will require the construction of several inter- project will realise (1) the widening of the south-bound lanes from
changes, cross roads that traverse under the Highway, cross roads Morne Coco Road to Western Main Road and (2) the dualling of the
that cross over the Highway, utility corridors and river bridges. This northbound lanes from Acton Court to Victoria Gardens. The budget
Highway will connect the City of San Fernando and the Southern for this project has been set at TT$80M. This project was substan-
towns of Debe, Penal, Siparia, Fyzabad and Point Fortin and will tially completed and opened to the public in August 2014 at a
create new economic space in the South-West Trinidad Peninsular, budget of approximately TT$70M.
one of the new growth poles identified by Government. This project
has a budget of US$1.2B, of which US$820M represents the
design/build contract price with Construtura Oas Ltda of Brazil. 5. MAJOR BRIDGES RECONSTRUCTION PROGRAMME
Land Acquisition costs are expected to approximate US$130M and This programme involves the reconstruction of dilapidated or
Consultancy Fees, Management Fees and Contingencies are dysfunctional bridges on the existing highway network. It comprises
projected to total US$230M. sixty-two (62) bridges to be rebuilt in three (3) phases over a period
of six (6) years. In 2012, two (2) Design and Supervision Services
As at 2014, 31.79% of Construction works was completed and Consultants were contracted for the design of twenty-six (25)
Design Works completed has increased to 88.19% giving an overall bridges. The entire programme has been budgeted at TT$404.25M.
percentage completion of 40.91%. As at the end of 2014, the contract for eighteen (18) bridges have
been awarded of which two (2) were completed and the other (16)
are currently under construction. The remaining bridges in this
phase will be awarded in early 2015.
6. MAJOR LANDSLIP REPAIR PROGRAMME
In 2012, this programme was executed throughout the country and

will continue for a period of five (5) years. The budget has been set
at US$65M. To date a total of 468 landslips have been identified as
needing urgent reconstruction. In September 2014 twenty-two (22)
landslips in twenty (20) contract packages were awarded.
7. DRAINAGE AND EROSION CONTROL 9. SAN FERNANDO TO PRINCES TOWN TO MAYARO HIGHWAY
The National Programme for Upgrade of Drainage Channels and The 56km-long San Fernando to Mayaro Highway is a new Highway
Flood Mitigation and Erosion Control Programme are currently to be constructed from San Fernando to Princes Town in the first
on-going. Up to December 2014 (119) Small Drainage projects have phase, followed by extension to the town of Mayaro. The Highway
been completed under this program. In addition, several Compre- will comprise a 4-lane divided carriageway to international freeway
hensive Drainage National Development Studies are now being standards commencing in the West at the Tarouba Intersection with
conducted by consultants seeking to identify the solutions to several the Solomon Hochoy Highway and continuing to a point east of
drainage and erosion problems in the country. Following this, Princes Town. Traffic Studies will determine the requirements and
projects will be identified to implement the solutions. timing for the extension of the Highway to Mayaro. As of August
2014 this project is no longer under NIDCOs’ remit.
8. MAMORAL DAM AND RESERVOIR PROJECT

10. PORT OF SPAIN FLOOD ALLEVIATION PROJECT
The Mamoral and Caparo Rivers drain into a basin originating in the
Central Range of Trinidad. On an annual basis, there is severe flood- In December 2013, the IDB approved a loan of US$120M for the
ing in this basin, which results in damage to homes, agriculture and Flood Alleviation and Drainage Programme for the City of Port-of-
the cutting off of access for several communities, including Mamoral Spain. The main objective of this programme is the reduction of
and Caparo Villages. flood risk in Port-of-Spain by improving the management of the
water resource in the drainage channels (through the development
The construction of the Mamoral Dam will not only address the of the built infrastructure). The project will comprise nine (9) pack-
concerns of flood relief, but the design of the dam will also allow for ages and is part of the Flood Mitigation and Erosion Control
winning of water by the Water and Sewerage Authority for injection Programme.
into potable water supply system. This project is considered to be of
high priority for the country at this time. It will be the first compre- In 2014 an MOU was executed between NIDCO and the Ministry of
hensive water management project, comprising the related Environment and Water Resources to whereby NIDCO would be
elements of drainage, domestic water supply recreation and overall responsible for the procurement of consultants and contractors
infrastructure improvement in the central area with a construction aswell as undertaking project management for this project.
budget of TT$221M. A contract was awarded in October 2012 for
the Feasibility Study and Conceptual Design of the dam, inclusive of
water retention. 11. COMMUNITY OUTREACH PROGRAMME
To date the feasibility study and conceptual design were substan- The Community Outreach Programme is a new initiative comprising
tially completed. It should also be noted that the studies for both the several strategic infrastructure projects aimed at improving infra-
Caroni River Basin and the Caparo River Basin were completed, structure support to citizens at the community levels. This compre-
however, the South Oropouche River Basin Study is yet to hensive programme will significantly enhance the quality of life of
commence. the people in locations where NIDCO’s major projects and
programmes are being implemented. There are three (3) major
components of the Community Outreach Programme as follows:
i. Highway Connectivity Improvement Programme. This will ensure In continuing in its thrust towards diversification of revenue streams,
effective connections to the major new highways being undertaken the Water Taxi Service undertook its third annual sailing to Grenada
by NIDCO. This aspect of the programme will involve the rehabilita- for the islands annual spice mas in August 2014.
tion of access roads of the existing network.
ii. Community Business Support Programme. This specific 13. COASTAL PROTECTION PROGRAMME
programme is geared towards stimulating business activity in the
communities. This Programme involves the conduct of feasibility studies, designs,
and construction of coastal protection solutions including revet-
NIDCO will provide the necessary infrastructure to support ments, walls, and infrastructure for fishermen and the general
community-based business activity in the manufacturing and public. To-date, eight (8) new shoreline stabilisation projects have
services sectors. been identified in South Trinidad, including -
iii. Community Infrastructure Enhancement Programme. As a good • Shore of Peace Cliff Stabilisation Works
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 • South Cocos Bay Shoreline Stabilisation Works
implement specific projects in communities in order to foster the
spirit of community development and social cohesion. • North Cocos Shoreline Stabilisation Works
In addition to the above projects, NIDCO has also established Comu- • Matelot Shoreline Stabilisation Works Phase II
nity Outreach Centres that support the land acquisition process for
several of its major projects and also bridge the gap between NIDCO • Cap de Ville Shoreline Stabilisation Works Phase II
and the communities.
• Manzanilla Shoreline Stabilisation Works
12. WATER TAXI SERVICE • Quinam Coastal Protection Works
Under the oversight of NIDCO, the Water Taxi Service commenced • Icacos Bay Erosion Alleviation Project
operations in December 2008 with the launch of its first phase of
service between San Fernando and Port of Spain. In July 2013, Four of these shoreline projects were presented to the Board of
NIDCO was pleased to partner with the Chaguaramas Development Directors in December 2014, for its approval to proceed to tender.
Authority (CDA) to offer a second route, that between Port of Spain These included Shore of Peace Cliff Stabilisation Works, Manzanilla
and Chaguaramas, under charter arrangement with the CDA. While Beach Facility Sea Wall Stabilisation Works, Matelot Shoreline Stabi-
the July 2013 operations commenced with only a weekend service, lisation Works, and North Cocos Shoreline Stabilisation Works.
in October 2013 the service had expanded to include weekday as
well as weekend sailings to Chaguaramas, catering to both business
as well as leisure travellers.
1.3 NIDCO’S STRATEGIC PLAN framework would enable the development and strategic manage-
ment of targeted programmes that support the delivery of infra-
In formulating its Corporate Strategic Plan for the period 2011 to structure development projects and services requested by the
2015, NIDCO sought to align its key activities with the goals set for Government of Trinidad and Tobago.
national human development and to enhance the quality of life for
all residents. In pursuing these objectives, NIDCO strives to become the standard
by which Special Purpose State Agencies are measured. NIDCO will
NIDCO conducted an organisational assessment to determine its spare no effort in adopting the most appropriate structures,
capacities to be leveraged and its vulnerability to both the external systems, operating matrices and core competencies to fulfil its
and internal environmental conditions. obligations and achieve its corporate strategic goals.
The 2011-2015 Corporate Strategic Plan was designed out of this

process. The Plan set out the Company’s new vision, mission, and
strategic goals for the period. The Plan also identified the 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, set 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.
Accordingly, NIDCO identified five (5) major strategic objectives to

be pursued over the Plan period. These are detailed at Section 1.5.
The main focus of the strategic thrust resides with the commitment
of NIDCO to provide procurement, project and construction man-
agement services whilst adhering to and in compliance with sound
business principles that are anchored to a policy of best practices,
integrity at all stages of business development, and systems
designed so as to achieve best value for money.
Therefore, NIDCO would of necessity adopt a corporate governance

framework that integrates systems of best practice, quality manage-
ment, procurement policy and a management structure that would
encourage performance excellence of its staff. This governance
PASSENGERS BOARDING THE WTS VESSELS AT

THE INTERNATIONAL WATERFRONT CENTRE
WRIGHTSON ROAD, PORT OF SPAIN
PLANNING MODE • Government policies and strategies will remain the same over the
remaining duration of the plan;
This Corporate Plan sets out the over-arching strategic directions for
NIDCO for the period beginning Fiscal Year 2010 - 2011 until Fiscal • Stakeholders will continue to be supportive of government
Year 2014 - 2015. The model used to develop this Plan conforms to programmes;
the specification provided in the Output Management Framework
as articulated by the Government of Trinidad and Tobago – Ministry • Good partnership with other government agencies, private sector
of Finance. In this framework, each Ministry and State Agency is and non-governmental organisation on areas of common interest;
required to identify:
• The Government provides sufficient resources - monetary, human
• Governmental Outcomes or Strategic Priorities, i.e. medium-term and physical - to allow NIDCO to deliver its assigned portfolio respon-
national development policy framework; sibilities;
• Strategic Objectives or statements, which show how each Ministry • The Government will continue to support and expand NIDCO’s
or state agency will assist the central Government in achieving its mandates.
strategic priorities; and
STRATEGIC OBJECTIVES
• Outputs, which are the specific goods and services produced and
delivered by Ministries and state agencies for external customers. NIDCO is an association of people, primarily employees, clients,
customers (inclusive of the wider citizenry of Trinidad and Tobago)
In accordance with this model, the Corporate Plan focuses on new and also its suppliers who share a common long-term interest in the
strategic directions/objectives, strategies, the operating environ- success and achievements of the Company. Its success can be meas-
ment and outlines, resource requirements as well as performance ured by the degree to which it is able to satisfy the needs and aspira-
measures, action plans and targets for the development projects for tions of its various publics.
which responsibility has been assigned to NIDCO.
NIDCO achievements depend on having a clearly stated purpose and
The Company, however, recognises the need for periodic revisions of a set of goals that are realistic and understood by all concerned. The
the Plan to accommodate any possible shifts in priority on the part Corporate Objectives are statements of NIDCO’s medium-term
of the Government. NIDCO further recognises the need to periodi- purpose and goals. The Company accepts that its goals are not
cally evaluate the progress in implementing the Corporate Manage- always easily achievable. However, they are meant to create a
ment Plan. challenging environment for people who want to make above
average contributions and who expect to receive above average
ASSUMPTIONS rewards.
NIDCO is confident that the following scenarios will continue for the The four (4) Strategic Objectives that were identified in the in Corpo-
Company to utilise its resources and apply best practices in the rate Strategic Plan 2011-2015 are as follows:
delivery of its tasks and services:
OUTCOME #1: and transparency.
• To provide consistently high quality project management and • Develop and implement an international benchmark procedure for
construction services. procurement of goods and services.
•Improve the operational capability and capacity to execute project • Perform all work in compliance with established policies and proce-
responsibilities with the highest levels of professional excellence. dures.
• Provide a project-supportive organisational structure . • Delegate authority and hold persons responsible for their actions
• Establish project management systems to effectively monitor and OUTCOME #4:

control project progress stages.
• Alignment of NIDCO’s human resources to identify with its corporate
• Ensure project outcomes satisfy the terms of reference of the vision.
assigned responsibility.
• Create a structure to reward standards of performance.
OUTCOME #2:
• Clear and understandable delegation of responsibility and authority.
• To become a model for corporate governance that operates in
compliance with established policies and procedures. • Shared vision of corporate objectives.
• Ensure that all project services and organisational needs are • An organization structure that symbolises systemic order.
acquired through a system of best practices to obtain best value for
money. • Introduce communication systems to strengthen inter-departmental
relationships and strengthen communication with external stakehold-
• Develop and implement administrative and operations policies ers.
and procedures to improve consistency in methods of operation
and encourage higher standards of performance excellence. • Training and development.
• Incorporate quality management and quality assurance systems in

all areas of our business operations.
OUTCOME #3:
• To become a model of corporate governance that can withstand

scrutiny in all facets of our business activities.
• Perform all work and services to standards of total accountability

2. ORGANISATIONAL STRUCTURE
CORPORATE STRUCTURE BRIDGES REHABILITATION
PROGRAMME
The organisational capability and capacity of NIDCO at any given
time is determined by its assigned portfolio of responsibilities and
schedule of project delivery. It is a dynamism that responds to the
needs and resource requirements of projects.
The core organisational structure in turn has significant implications

for the achievement of governmental project outcomes and the
impact on the National Infrastructural Development Plan. The
organisation therefore, is taking steps to ensure that it has consid-
ered the core competencies required to deliver on its portfolio
responsibilities, the capability and capacity to develop the relevant
policies and procedures so as to fulfill the its operational needs.
Further, the organisation’s structure is designed with flexibility to

adjust to any shift in government policy that may alter the scope and
focus of national infrastructure development initiatives. These
fundamental principles would be incorporated into the
organisation’s structural design without compromising the perfor-
mance outputs and quality of service.
The organisation structure of NIDCO makes provision for a top man-

agement group comprising a Board of Directors, a President, five (5)
Executive Vice- Presidents, a Corporate Secretary and a Director,
Water Taxi Service. These six (6) Senior Executives with distinctive
vertical service cells of responsibility would manage key functional
departments and a cadre of support staff as follows:
BOARD OF DIRECTORS
BOARD APPOINTED COMMITTEES
ORGANISATIONAL - TENERS COMMITTEE
CHART OFFICE OF THE PRESIDENT - FINANCE & INVESTMENT COMMITTEE
- AUDIT COMMITTEE
CORPORATE SECRETARY AUDIT MANAGER
COMPLIANCE &
CONTRACTS
MANAGER
COMMUNITY OUTREACH HUMAN RESOURCES CORPORATE SENIOR PLANNING

PROGRAMME DEPARTMENT COMMUNICATIONS OFFICER
DEPARTMENT
WATER TAXI SERVICE CORPORATE SERVICES ENGINEERING & PROGRAMME PROCUREMENT & CONTRACTS FINANCE LEGAL SERVICES
BUSINESS UNIT DEPARTMENT MANAGEMENT DEPARTMENT MANAGEMENT DEPARTMENT DEPARTMENT DEPARTMENT
DIRECTOR VICE PRESIDENT VICE PRESIDENT VICE PRESIDENT VICE PRESIDENT VICE PRESIDENT
FACILITIES SENIOR PROJECT PROCUREMENT & FINANCIAL SENIOR LEGAL

PORT CAPTAIN MANAGER MANAGER CONTRACTS MANAGEMENT CONTROLLER OFFICERS
MANAGER
MAINTENANCE IT PROGRAMME PROCUREMENT SENIOR LEGAL

MANAGER MANAGER MANAGER (PURCHASING) ACCOUNTANTS OFFICERS
MANAGER
CUSTOMER SERVICE HSSE PROJECT

MANAGERS CONTRACTS ACCOUNTANTS
COORDINATOR MANAGER
MANAGER
SECURITY PROJECT
PROJECT MANAGER ENGINEERS TENDERS
MANAGER
SECRETARIAT
MANAGER
PROJECT
ACCOUNTANT ANALYST
2.11 DEPARTMENTAL PROFILES
DEPARTMENT RESPONSIBILITIES
OFFICE OF • Overall responsibility for management, administration and leadership of the company.
THE PRESIDENT • Responsible for the implementation of Government’s policy and provides direction for the organisation.
• Responsible for ensuring the development of procedures, policies, systems and strategies by the various departments of the Company.
• Responsible for the specific functions of the Human Resource Management, Community Outreach, Corporate Communications and
Planning Unit which are outlined as follows:
HUMAN RESOURCES • Responsible for attracting, developing, retaining and rewarding employees to ensure NIDCO’s strategic objectives are achieved.
• Ensure that employees are provided adequate training, coaching and meaningful projects for growth within their respective departments.
• Responsible for establishing a corporate culture and environment that encourages performance excellence.
• Focused on maintaining a healthy work environment wherein employees feel motivated to perform at their best, thereby ensuring organis-
tional success and personal actualiSation.
• Develop and deliver excellent human resource systems, policies and procedures consistence with good industrial relations practices.
COMMUNITY OUTREACH • Aimed at improving infrastructure support to citizens at the community levels .
• Partner with several Government Ministries and community-based organisations to construction and refurbish infrastructure with the aim of
improving communities that will foster the spirit of community development and social cohesion
• Developed a prioritised programme of playpark investment in communities which will create outdoor recreation opportunities
• The Community Business Support Programme is geared towards stimulating business activity in the communities
• The Community Outreach Centres demonstrate a strong commitment to community relations and support the land acquisition process for
several of its major highway projects and also bridge the gap between NIDCO and its communities
• The Debe Community Outreach Centre provides information on the land acquisition process, a reception centre for the submission of
claims and counselling services, provided by one of the Caribbean’s renowned psychologist
CORPORATE • Create and implement community relations strategy in conjunction with the Community Outreach Department
COMMUNICATIONS • Develop partnerships and interface with Communities in which NIDCO operates
• Prepare and edit articles, press releases, human interest stories and other information material for both web- based and traditional media
• Prepare background communication and promotional material for briefings to media and Government officials
• Liaison with officials of the Ministry of Works and Infrastructure and other Ministries/Departments and other relevant parties
CORPORATE SERVICES • Management of the Company’s Information Communication Technology

• Provide departments with Administrative Support Services to promote and enable leading business outcomes and objectives
• Management and maintenance of Corporate Facilities and Asset Management
• Maintenance of Securities and Insurance Contracts
• Promote the Health, Safety and Security of employees through effective occupational and environmental management practices
FIANANCE • Secure Project Funding

• Financial Management and Reporting
• Preparation of Annual Budget
• Project Budget Monitoring
• Maintenance of Financial Control Systems
• Preparation of Financial Statements
• General Accounts
LEGAL SERVICES • Provide legal advice

• Prepare, negotiate, review engagement contracts
• Coordinate with external Attorneys
• Interpret relevant legislation
• Represent company in legal proceedings
• Ensure legal compliance with Tender Rules and Procedures
ENGINEERING AND • Interpret Project Scope

PROGRAMME • Conduct Needs Assessment of Projects
MANAGEMENT • Prepare Project Development and Implementation Schedule
• Prepare Human Resource requirements (Projects)
• Establish Project Administrative Structure
• Management of Project Budget
• Conduct Project Monitoring and Control Functions
• Prepare Project Progress Reports
• Manage Project Risks
• Verify and substantiate claims for payment
• Fulfil and achieve deliverables of project
PROCUREMENT AND • Update Procurement Policies and Procedures for acquisition of work, goods and services
CONTRACTS MANAGEMENT • Update Tender Policies and Procedures
• Establishment of Evaluations Methodologies
• Establish project evaluation and analysis policy and procedures for operations management and project-related functions.
• Management of procurement functions
• Ensure compliance with established policies and procedures
• Monitor international ‘best practice’ in procurement
• Issuing of Tenders/Requests for Quotations (RFQ)
• Provides Contract Management functions
• Purchasing of materials, goods and services
• Prequalification of contractors, consultants and suppliers
• Provides secretariat services to the Tenders Committee
WATER TAXI SERVICE • Overall responsibility for management and operations of Water Taxi Service
• Establish organisation structure to achieve project goals and objectives
• Ensure compliance with obligation as stated in contractual arrangements between NIDCO and Ministry of Transport
• Ensure procedures of operations are consistent with best practice
• Promotion of Water Taxi Service
• Preparation of Management Report
• Preparation of Business Economic Performance Report
INTERNAL AUDIT • The approved Internal Audit Methodology includes services in the areas of consulting, independent assurance assessments, internal
DEPARTMENT control reviews and evaluations, proactive advisory services and special investigations as guided by standards set out by the Institute of
Internal Auditors
• Periodic terms of reference review, update and approval
• Strategic Risk Assessments and Strategic Internal Audit Planning
• Detailed Internal Audit Planning
• Audit Execution
• Evaluation of opportunities for impro
• Development of value for money and
• Periodic reporting to the Board/AuMinistry of Finance
2.2 SERVICES PROVIDED
NIDCO’s core areas of business may be categorised as follows:
• Project Planning
Formulation of strategic goals for implementation of sustainable
infrastructure development projects.
• Procurement and Contracts Management

Acquisition of goods and services through a process that reflects the
highest level of integrity, ensures value for money and enables the PROJECTS UNDERTAKEN BY NIDCO
effective management of contracts to maximise financial and opera-
tional performance and minimise risks. NIDCO provides expert Procurement, Project Management and
Construction Management Services for the following types of infra-
• Project Development structure projects:
Continuous review of processes, procedures and systems to ensure
project efficiency and optimise value for money. • Highways and Major Roadways
• Dams and Reservoirs
• Project Execution and Implementation • Bridges Construction
Institution of appropriate project organisation and teams, technical • Rivers/Watercourses Rehabilitation
and administrative resources to ensure high quality services and • Land Use Projects
satisfactory project outcomes. • Landslip Mitigation and Repair
• Flood Mitigation
• Project Monitoring and Evaluation • Drainage Upgrade
Development and implementation of systems to monitor project • Coastal Protection
benchmarks against international best practices for delivery of infra- • Community Outreach
structure projects and facilities.
• Management of the Water Taxi Service

Responsibility for the efficient and effective management and
operation of this service and projects assigned to it.
2.3 LEVELS OF AUTHORITY 2.31 NIDCO’S GOVERNANCE STRUCTURE
Corporate Governance relates to how an organisation is directed Board of Directors

and managed to provide adequate accountability and achieve
organisational goals. It influences how the organisation’s objectives The Board of Directors is collectively responsible for promoting the
are set and achieved, how risk is monitored and assessed, and how success of NIDCO by leading and directing the Company’s activities.
performance is optimised. Open and transparent corporate govern- It provides strategic guidance and monitors the activities and effec-
ance processes support an organisation’s continuous improvement tiveness of management. Board members are required to act on a
as it plans, delivers, reviews and reports on its priorities and objec- fully informed basis, in good faith, with due diligence and care, and
tives. in the best interest of the Company, subject to the policies and
objectives set by Government.
As a Special Purpose State Enterprise, established under the Compa-
nies Act Chapter 81:01 (1995), NIDCO’s Corporate Governance The Board represents the interest of the stakeholders, and is
structure is set out by legislation. This Act effectively places respon- accountable for the quality of the services provided by the Company.
sibility for the overall direction of the organisation with its Board of It is also responsible for ensuring that the Company keeps the prom-
Directors, which is appointed by Cabinet on two (2) year cycles. The ises described in its mission and values statements, and for assuring
Board reports to the Ministry of Finance (Investment Division) in that it is accountable for acting within the laws governing its opera-
corporate governance compliance. This governance structure tions as a State Enterprise.
ensures that NIDCO’s activities are conducted in accordance with
relevant statutes, as well as Government policies and directives. The Board of Directors is also responsible for ensuring the fiscal
integrity of the Company’s operations and records, representing the
As part of its commitment to good governance, NIDCO prepares an ideas, culture, needs, and quality of service to the community it
Annual Administrative Report in accordance with Section 66D of the serves, and developing policies and procedures that assure the
Constitution of Trinidad and Tobago. The report is submitted to the conduct of the business operations and activities are set against
Minister of Works and Infrastructure for tabling in Parliament. established standards of performance
NIDCO’s corporate governance arrangements will continue to evolve

to ensure the company is always managed effectively, efficiently and
transparently.
BOARD OF DIRECTORS
Standing from the left

Ms. Hilda Goodial- Corporate Secretary
Mr. Ramzan Hosein- Director
Mr. Rabindra Outar- Director Sitting from the left.
Mr. David De Souza- Director Ms. Mandavi Tiwary- Director
Mr. Peter R. Ramadhar- Director Dr. Carson Charles- President
Mr. Amrish Maharaj- Director Mr. Krishendath Ramoutar- Chairman
Mr. Hollis Eversley- Director Prof. Winston Suite- Deputy Chairman
Ms. Vanda Thomas Lynch- Assistant Corporate Secretary Ms. Reneelise Khan- Director
PRESIDENT’S OFFICE EXECUTIVE MANAGEMENT TEAM
The President has overall responsibility for management, adminis- The implementation of good governance practices is the responsibility of the
tration and leadership of the Company. He is responsible for the Executive Management Team. The Team reviews the strategic direction, priorities
implementation of Government’s policy and provides direction for and performance objectives of the organisation to enable the efficient and effec-
the organisation. He also has responsibility for ensuring the devel- tive achievement of outcomes.
opment of procedures, policies, systems and strategies by the
various Departments of the Company. The President is also President- Dr. Carson Charles
responsible for the specific functions of the Human Resource Vice President Procurement and Contracts Management- Ms. Hilda Goodial
Management, Corporate Communications, Community Outreach Vice President Finance- Ms. Charlear Straker
and Corporate Planning. Vice President Corporate Services- Mr. Roger Joseph
Vice President Legal Services- Mr. Dinanath Ramkissoon
Vice President Engineering and Programme Management- Mr. Steve Garibsingh
CORPORATE SECRETARY Project Director Water Taxi Service- Ms. Sharon Taylor
The Corporate Secretary is responsible for maintaining statutory

and other records (including Minutes of Board of Directors Meet- 2.3.2 GOVERNANCE COMMITTEES
ings and Shareholders Meetings) convening meetings and
complying with requirements under the Companies Act, NIDCO’s The performance monitoring regulations for State Agencies requires the appoint-
By-Laws and other Statutes. Additionally, the Corporate Secretary ment of a number of governance committees to support the Board in the carrying
is responsible for executing other duties delegated by the Board of out of its duties. The Committees are appointed by the Board of Directors and are
Directors. comprised of members of the Board and Officers of the Company. However, exter-
nal independent professionals may be appointed at the discretion of the Minister
of Finance, as in the case of the Audit Committee.
Sub-committees of the Board:
i. Tenders Committee
ii. Audit Committee
iii. Finance and Investment Committtee
iv. Human Resource Committee
v. Project Monitoring Committee
3. PERFORMANCE ACCOMPLISHMENTS
STATUS OF PROJECTS / PROGRAMMES 2014
PROGRAMME NAME PROJECT ACTIVITIES
3.1 COMPREHENSIVE South Oropouche River Basin

NATIONAL DRAINAGE • Contract awarded to Haskoning Nederlands BV. & Haskoning Caribbean Ltd. for the conduct of the feasibility study and design;
DEVELOPMENT STUDY • Consultant will commence services upon receipt of the Advance Payment.
Caparo River Basin Study, including Mamoral Dam:

• MOEWR (Drainage Division) is currently reviewing of the consultant’s designs;
• Consultant (Haskoning Nederlands BV. & Haskoning Caribbean Ltd) to proceed with design of the water treatment plant upon receipt
of the Advance Payment.
Caroni River Basin Study:

• Designs have been completed
• All CEC applications have been made and responses received from the EMA;
• EIA’s are required for Cumuto Dam, Caroni Swamp Inlet Regulator and St. Joseph Dam;
Ortoire River Basin Study:

• Project study is substantially completed;
• Design-build documents are being finalized with respect to low areas at Naparima Mayaro Road.bmission of
claims and counselling services, provided by one of the Caribbean’s renowned psychologist
3.2 NATIONAL PROGRAMME Port of Spain Flood Alleviation Project:

FOR THE UPGRADE OF • Various drainage projects throughout the city of POS have been identified;
DRAINAGE CHANNELS • The Inter-American Development Bank (IADB) loan has been approved;
• The project is to be managed by the Project Execution Unit (PEU) of the Ministry of the Environment and Water Resources;
• MOU between NIDCO and MOEWR has been established;
• Design deliverables for lot 1 has been received from the consultant (WSP International) by NIDCO through the PEU;
• The PEU collated all comments from NIDCO, the Drainage Division, PEU personnel, and WASA and forwarded their collective comments to
WSP for action.
3.2 NATIONAL PROGRAMME Mausica River Improvement Works:

FOR THE UPGRADE OF DRAIN- • Contractor has completed the construction of approximately 218m of rubble masonry walls, 392m of invert paving, 1348m of base and
AGE CHANNELS 1348m of stem;
• The contractor is currently executing backfilling works which is 50% complete.
3.3 FLOOD MITIGATION & Small Drainage Projects:

EROSION CONTROL
PROGRAMME The Programme comprises 154 projects, which are valued at below $2M. Phases 1 to 4 were completed over the period 2011 and 2013.
To-date, a total of 119 projects have been completed. The projects completed during the 2014 calendar year are as follows:
Phase 5:
Improvement Works to La Puerta River - Construction of 100m long x 4.0m high Reinforced Concrete Wall;
Improvement Works to Scorpion Ravine, Carenage - Construction of R.C. wall 125m long x 3.5m high;
Improvement Works to Camacho Drain, La Puerta, Diego Martin - Construction of 110m long x 4.0m high Reinforced Concrete Wall ;
Improvement Works to Jason Lane LP#50 Belle Vue Road - Construction of 55m long x 3.5m high Reinforced Concrete Wall;
Improvement Works to BelleVue in the Cocoa - Construction of 115m long x 3.5m high Reinforced Concrete Wall;
De-silting of the mouth of Brickfield River - The de-silting of the mouth of the Brickfield River and the disposal of the de-silted material
Improvement Works to Morvant Avenue Main Drain - Construction of 110m long x 3.5m high Reinforced Concrete Wall;
Improvement Works to Arima River Gillis Road - Construction of 110m long x 3.65m high Reinforced Concrete Wall;
Upgrade Drainage Channel, Jordan Trace, St. Augustine - Construction of 100m long x 3.5m high Reinforced Concrete Wall and RC Steps
with Handrails;
Drainage Improvement Works to Mausica River, Frankhart Street, Arima - Construction of 100m long x 3.6m high Reinforced Concrete
Wall;
Phase 6:
Improvement Works to Arima River, Buena Vista, Tumpuna Road - Construction of 120m long x 3.75m high Reinforced Concrete Wall ;
El Dorado drain, RC Walling & Paving from the PBR going downstream to Macoya Gardens - Construction of 90m (both sides) of reinforced
block-work box drain 4.5m wide x 3.0m deep;
St. Joseph River RC Wall Mayfield Road Bridge Valsayn North - Construction of 100m long x 4.7m high Reinforced Concrete Wall;
Tacarigua River at Gladioli Boulevard downstream of the footbridge, Macoya Gardens - Construction of 100m long x 4.7m high Reinforced
Concrete Wall;
Miss Gutter Ravine Construction of RC Wall at Sunrise Park, Trincity - Construction of 100m long x 4.75m high Reinforced Concrete Wall;
Tunapuna River Phase 2 along Dry River Trace South, St. Augustine - Construction of 120m long x 3.6m high Reinforced Concrete Wall;
Construction of Retaining wall on Pleasantville Ravine downstream of Bridge crossing Cipero Rd. - Construction of 70m long x 4.7m high
Reinforced Concrete Wall;
Construction of Retaining wall on Morne Roche River 94-96 Poona Williamsville - Construction of 70m long x 4.7m high Reinforced Concrete
Wall on Augered Piles;
Improvement Works to Dyette Estate Drainage (Box Drains) - Construction Of 450m of box drain 0.6m wide by 0.6m deep, 30m of box drain
1.2m wide by 1m deep, 7m of box culvert 0.75m wide by 0.75m deep, 4 catchpits and a flap gate;
Realignment and Construction of RC Crossing and Ramp at Sesame Street, Claxton Bay;
Construction of Gabion Basket (Maccaferi) works along Couva River, Nacir Terrace Ext. - Construction of 70M linear metres of Gabion
Basket Walling;
Construction of Block Work Drain at Ramlal Drain Calcutta No. 2 Freeport - Construction of 240m long x 2.0m wide x 1.5m high of Block
Work Box Drain;
Construction of Block Work Drain at Calcutta No. 3 Main Drain - Construction of 240m long x 2.0m wide x 1.5m high of Block Work Box
Drain;
Improvement Works to Arima River Valley View - Construction of 120m long x 4.0m high Reinforced Concrete Wall;
Improvements Works to Kalpoo Street Main Drain, Spring Village - Construction of 240m long x 2.0m wide x 1.5m high of Block Work Box
Drain;
Phase 7:
Improvement Works to Maraval River at the intersection with Andalusia Ravine - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to the invert of Maraval River along the Saddle Road, Maraval - Construction of 325m3 of R.C. Invert;
Improvement Works to St. Joseph River Phase 2 - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Santa Cruz River, Campo De Leon, La Pastora Development, La Pastora Road, Santa Cruz - Construction of 130m x
3.6m high R.C. Wall;
Improvement Works to San Juan River behind San Juan Presbyterian Church, First Street, San Juan - Construction of 100m x 4.7m high R.C.
Wall;
Improvement Works to Tacarigua River Phase 2 - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Arouca River downstream of Arima Old Road, D’Abadie - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Agua Santa River, Demerara Road, Cumuto - Construction of Maccaferri Gabion Basket 100m long x 5m deep;
Improvement Works to St. Joseph River, Mc Lean Drive, St. Joseph - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Arouca River, Manilla Road Basketball Court - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Cunupia River, downstream of Bridge #1/7 Southern Main Road, Cunupia - Construction of 100m x 4.7m high R.C.
Wall;
Improvement Works to Bovell Canal, Cunupia - Construction of 150m long R.C. box drain 3.6m wide x 2.0m deep;
Walling and Paving of Main Drain along Mission Road, Freeport - Construction of 30m of R.C. Retaining wall 3m high and 60m of box drain
4m wide x 3m high;
Phase 8:
Improvement Works to Blue Basin River upstream of Water Wheel - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to Rich Plain Ravine, Hassanali Drive, Diego Martin - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to the Invert of East Dry River, upstream of South Quay Bridge, P.O.S. - Construction of 300m3 of reinforced concrete
invert;
Improvement Works to Santa Cruz River, Saddle Road near the Horse Farm - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to Santa Cruz River, opposite Mellow Moods, lower Santa Cruz - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to Moraldo Ravine, Sam Boucaud, Santa Cruz - Construction of 120m x 3.0m high R.C. Wall;
Improvement Works to Santa Cruz River, upstream of the Farmer’s Market - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to Malick River, Malick Senior Comprehensive - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to San Juan River, Bains Avenue, Saddle Road, San Juan - Construction of 150m long x 4.0m high Gabion Basket
Walling;
Improvement Works to Arouca River, downstream of PBR, Barcaday Road Ext. Arouca - Construction of 100m x 4.7m high R.C. Wall;
Improvement Works to Upper Union Drive and Alyce Glen Ravine Diego Martin - Construction of 110m x 3.0m high R.C. Wall;
Improvement Works to Corby Main Drain from the vicinity of Mr. Ramlal’s property on Cacandee Road, Felicity to Mancharles Street, Pierre
Road, Felicity - Construction of 275m x 2.15m wide x 1.15m high of reinforced concrete blocks, box drain;
Phase 9:
Improvement works to La Seiva Ravine Phase 1 - Construction of 50m of reinforced concrete drain, 10m of Rubble masonry Wall and a
Reinforced Concrete Ramp 8m(L) x 3m(W);
Improvement works to Blue Basin Ravine, Cizan Trace, Blue Basin Diego Martin - Construction of 110m long x 3.65m high Reinforced
Concrete Wall;
Construction of Silt Trap downstream of Waterhole Main Drain, Cocorite - Construction of Reinforced Concrete Wall, Rubble Masonry
Wall, Invert paving and Trash Rack;
Improvement works to Bournes Road Ravine, Bombay Street, St. James - Construction of 110m long x 3.65m high Reinforced Concrete Wall;
Improvement Works to La Pastora Ravine Lower La Pastora Road, Santa Cruz - Construction of 110m long x 3.65m high Reinforced Concrete
Wall;
Improvement Works to Tunapuna River Phase III RC Wall Dry River Trace South, St. Augustine - Construction of 120m long x 3.6m high
Reinforced Concrete Wall;
Improvement works to Basanta Trace Drain, St. John Road, St. Augustine - Construction of 130m x 2.4m wide x 2.0m high Block Work Box
Drain;
Construction of R
C block drain structure along the Ramgoolie East Road, Chin Chin Road, Cunupia - Construction of 300m of Box Drain 0.45-
0.6m (W) X 0.5m (D) on Ramgoolie Trace South and Construction of 400m of Box Drain 1.0 - 1.2m (W) X 0.7m (D) on Ramgoolie Trace North;
Improvement Works to Covigne Ravine, Upper Covigne Road, Diego Martin - Construction of 110m x 3.65m high R.C. Wall;
Improvement Works to Hermitage Road, Union Village, Claxton Bay - Construction of 110m of Reinforced Concrete Drain 5.4m (W) X 3.0m
(D);
Phase 10:
Improvement Works to Moraldo Road River, Sam Boucaud, Santa Cruz - Construction of 120m long x 3.0m high Reinforced Concrete Wall;
Improvement Works to La Horquette River, Mid La Horquette Road, Carenage - Construction of 110m long x 3.65m high Reinforced Concrete
Wall;
Improvement Works to Richardson Street, Main Drain, Sam Boucaud, Santa Cruz - Construction of 120m long x 3.0m high Reinforced
Concrete Wall;
3.4 BRIDGES RECONSTRUCTION BBFL Caribbean Ltd. and Trintoplan Consultants are responsible for Design & Supervision services for the BRP. As at December 2014, the
PROGRAMME (BRP) following bridges are under construction:
3.5 LANDSLIP REPAIR • CP2 - Bridge B1/12 EMR St. Joseph

PROGRAMME • CP3 - B2/1 Valencia Road
• CP3 - Bridge B1/9 Talparo Main Road
• CP4 - Bridge B1/19 EMR Gunapo
• CP5 - Bridge B2/10 Toco Road
• CP6 - Bridge B1/19 Toco Road
• CP7 - Culvert C1/32 Toco Road
• CP9 - Bridge B1/1 Camden Road
• CP12 - Bridge B1/3 Cedar Hill Road
• CP13 - Bridge B1/3 Sisters Road
• CP14 - Bridge B1/3 Torrib Tabaquite Road
• CP15 - Bridge B3/5 Pluck Road
• CP16 - Bridge B1/22 Naparima Mayaro
• CP17 - Bridge B1/13 Mayaro Guayaguayare
• CP19 - Bridge B1/3 Calcutta Road#2
• CP21 - Bridge B1/10 Talapro
• CP22 - Bridge B1/3 Four Roads Tamana
• CP23 - Bridge B1/1 Cumuto Tumpuna Road
The following landslips were under construction at the end of the calendar year:
• CP9 - L39 & L41 Bonne Aventure Road
• CP10 - L36 & L38 Mayo Road
• CP13 - L51 Reform Road
• CP15 - L50 Torrib Tabaquite Road
• CP17 - L59 Southern Main Road
• CP18 - L64 San Francique Road
• CP19 - L05 North Coast Road
• CP21 - L32 Cunapo Southern Main Road
3.6 DIEGO MARTIN HIGHWAY • This project was substantially completed and the new highway opened to the public in August 2014. The project was delivered at a
EXPANSION cost of approximately TT$70M, which was below the expected TT$80M budget.
3.7 SOLOMON HOCHOY STRETCH 1A

HIGHWAY EXTENSION TO
POINT FORTIN Golconda Interchange
• The interchange was substantially completed and opened to the public in October 2014.
• Works continue on the median ditch and slopes.
• Works ongoing on kerbs, asphalt and drainage.
• Grassing of slopes continues
Golconda to Debe
• This segment was substantially completed and opened to the public in August 2013.
• Debe Gas Corridor Bridge – concrete pour at north western wing walls and installation of steel reinforcement for northern abutment
completed; installation of formwork for the southern abutment progressing.
Debe Interchange
• Earthworks are approximately 62% completed.
• Road works are ongoing.
Segment 1B
Debe to Penal
• Clearing and grubbing and backfilling of materials between Station 5+814 and Station 5+950 are ongoing.
• Installation of capping layer between Station 5+400 and Station 5+700 and backfilling of materials between Station 5+700 to Station
5+800 (M2 Ring Road to Ghandi Village) and Station 6+000 to Station 7+300 (Ghandi Road to Oropouche River) are ongoing.
• Auger piling at the southern abutment of the Oropouche River Bridge is ongoing.
• Construction of the last segment of deck slab and downstream wing walls at box culvert no. 24 was completed.
Penal Interchange and Connector Road

• No work done in the reporting period.
SEGMENT 2A
Dumfries Road to Paria Suites

• Road construction in this segment continued. This included installation of base course and asphalt.
• WASA’s work on the water mains is ongoing.
• Steelwork and formwork at the east abutment pile cap at Alley’s Creek Bridge continue.
SEGMENT 2B
Godineau River Bridge to Paria Suites (2B.1)

• Installation of final surcharge layer and monitoring of materials settlement at Foreshore area are ongoing.
• Fabrication of pile reinforcement for Mosquito Creek Bridge is in progress.
• Fabrication of Post Tension Girders for second and third span of the Godineau Bridge is ongoing (out of 42 units, 9 units are outstanding to
be fabricated).
• Placing of revetment stones at the seawall continues.
St. Mary’s Intersection to Godineau River Bridge (2B.2)

• Earthworks at St. Mary’s Interchange were delayed due to rainfall and wet ground conditions.
• Installation of capping layer at Ramp # 4 is progressing.
• WASA work continues.
SEGMENT 2C
Tarouba River to Mon Desir

• Work continues on embankments for approaches to the Tarouba Bridge (95%).
• Installation of final layer of asphalt in this stretch is in progress.
• Miscellaneous works on Tarouba Bridge continue, including concrete barriers and drainage.
SEGMENT 1D
Mon Desir Interchange

• Earthworks at Mon Desir Interchange are ongoing. Mon Desir Interchange to La Brea Interchange
• Earthworks at Delhi Road and Eccles Trace continue to progress.
• Earthworks, formwork and steelwork at Silver Stream Bridge.

• Formwork and steelwork for Culvert 653.
• Excavation for foundation works for Delhi Road Bridge.
• Installation of formwork and steel reinforcement for walls and deck slab of several box culverts was completed.
SEGMENT 1E
Dunlop Roundabout to La Brea Interchange

• Minor efforts were concentrated on No. 8 Road Bridge and Guapo River Bridge. However, these works continued to be impacted by
protests and inclement weather.
• Contractor’s report/recommendations for landslip areas are being reviewed by AECOM.
La Brea Interchange
• Earthworks are ongoing but were affected by inclement weather, thus minimal works continued in this stretch.
SEGMENT 1D
Siparia to Mon Desir, incl. Fyzabad I/C

• Clearing and grubbing completed in 2013. No current activity in this segment.
3.8 COASTAL PROTECTION Shore of Peace Cliff Stabilization Works

PROGRAMME
• The work consists mainly of the construction of a concrete structure to provide coastal protection of 530m of shoreline, near Mosquito
Creek in the vicinity of the Cremation Site. This would reduce the under-cutting of the base of the cliff. The scope of the Project includes:
1. Site clearing and preparation of Facilities Area and Stockpile Area near Mosquito Creek Shoreline;
2. Construction of coastal defense along the coast;
3. Construction of precast reinforced concrete seawall;
4. Installation of safety railings at the Cremation Site.
• The contract for this project was awarded to Trinidad Contractors Limited. The Advance Payment is to be made
Manzanilla Beach Facility Seawall Stabilization Works Phase 1:

• The scope of the project includes:.
1. Demolition and disposal of failed sections of the existing reinforced concrete seawall
2. Construction of 252 linear meters of new vinyl sheet pile coastal defence
3. Construction of 252 linear meters of concrete capping
4. Installation of 252 linear meters of aluminum safety railings
5. Demolition and reconstruction of access stairs and ramps forward of the new vinyl sheet pile defence line
• The project scope does NOT include construction of seawall beyond the extents of the project boundaries.
• The contract for this project was awarded to Zeeton General Contractors Limited.
Matelot Shoreline Stabilization Works Phase 1:

• The objectives of the project are to:
1. Conduct a detailed structural and functional assessment of the existing coastal defence /schemes within the project extent.
2. Reduce the frequency and severity of the coastal erosion and inundation, thereby reducing the risk to lives and preventing damage
to public and private properties, and infrastructure.
3. Eliminate the loss/damage to major infrastructure, with emphasis on the Paria Main Road.
4. Reduce losses in the productive sector as a result of traffic and other disruptions.
The consultant is required to perform the following services, as per the Terms of Reference:
1. Evaluation of existing information through review of previous studies
2. Solution Identification and Impact Assessment
3. Formulation and Analysis of Alternatives and
4. Preparation of a Final Report inclusive of detailed designs, cost estimates, bidding documents, drawings etc.
5. Feasibility Study and Detailed Design for the Matelot Shoreline from Malot Point to Madame Peo Point.
• The project was awarded to Royal Haskoning DHV. The Advance Payment is to be made.
North Coast Shoreline Stabilization Works

• The scope of works for the North Cocos Stabilization Project involves:
1. Installation of 100 linear meters of vinyl sheet pile seawall (with rubble mound toe ends)
2. Construction of a slipway (27m long x 10m wide)
3. Construction of a shed to facilitate launching, berthing and landing of catch
4. External Works - paving, drainage, landscaping
• Procurement was completed and contract award approved for RJB Building and Civil Engineering Contractors Ltd
3.9 TRAFFIC MANAGEMENT CP#1 Churchill Roosevelt Highway Westbound - Aranguez to Vmcott:
PROGRAMME • These works involve replacement of all permanent pavement markings and the supply and installation of raised Retro-Reflective
Road studs. A total length of 4.3 km.
• A contract was awarded to Unisure Limited on July 7, 2014. However, in a letter dated August 22, 2014 the Bridges, Landslips and
Traffic Management Unit (BLT) advised NIDCO to cancel this contract. This was due to works that were to be undertaken in this area by the
PURE Unit of the Ministry of Works and Infrastructure (MOWI).
CP# 2 Churchill Roosevelt Highway Eastbound-Vmcott to Aranguez:

• These works involve the replacement of all permanent pavement markings and the supply and installation of raised Retro-Reflective
• A contract was awarded to Premier Road Maintenance Company Limited on July 7, 2014. The execution of the works commenced on
September 2, 2014 and was completed on October 15, 2014. Delays were due to inclement weather.
CP#3 Uriah Butler Highway North and South Carriageway - Maraj-Khanhai Street Bamboo # 1 to Grace Street Chaguanas:
• These works involve the replacement of all permanent pavement markings and the supply and installation of raised Retro-Reflective
• A contract was awarded to Unisure Limited on June 13, 2014. In a letter dated August 22, 2014 the Bridges, Landslips and Traffic
Management Unit advised NIDCO to cancel this contract. This was due to planned works to be undertaken in this area by the Highways
Division of the Ministry of Works and Infrastructure.
On 24th November 2014, MOWI requested NIDCO to invite tenders for the following contracts under the Traffic Management Programme
(TMP):
• CP 4: Audrey Jeffers Highway – Ana Street to Cocorite Fishing Centre

• CP 6: Eastern Main Road – La Plaisance POS to Byatt Street Petit Bourg
• CP 7: Eastern Main Road – Byatt Street to Macoya Junction.
4. FINANCIAL OPERATIONS
FISCAL POLICIES 4.2 NIDCO’S DEBT POLICY
For The Year Ending in September 30, 2014
4.1 INVESTMENT POLICY
For The Year Ending September 30, 2014 NIDCO is governed by the debt policy of the Ministry of Finance of the Republic of
Trinidad and Tobago.
NIDCO adopts a less than aggressive approach to risk in the move-
ment of surplus funds held for the financing of projects in the near NIDCO, with the approval of the Government, is authorised and empowered from time to
future. Surplus funds held by NIDCO pending payment to contrac- time to borrow money required for the efficient exercise of its functions and for meeting
tors for works certified are invested in instruments that carry mini- its obligations.
mum downside risk.
This policy has been followed since the formation of the company and, as at 30th
Criteria for Placement: September, 2014 the following represents the existing debt exposure which are all guar-
The Company is mindful of its responsibility to seek out robust anteed by the Government of Trinidad and Tobago:
institutions for the placement of funds. In this regard these organisa-
tions must have demonstrated a strong, vibrant track record BANK PROJECT AMOUNT
together with a strong financial statement position. Such organisa-
tions must also possess sufficient collateral/asset base to back their Citibank - Aranguez 230,584,336.00
investments thereby presenting minimal risk to the investor. TTD3.4475M Overpass
Emphasis on liquidity and security are important and, as such only Austrailia & New Zealand-
short-term tenors that carry minimum risk for placement manages (Anz) Banking Group Water Taxi Service 182,973,162.00
these funds in line with the future Cash Outflow Requirements. USD66.53M
Placements are only made to institutions regulated by the Central
Bank under the Financial Regulatory Act. ANSA Merchant Bank- Rapid Rail TTD103M 87,968,399.00
TTD153M NNHP TTD50M
The list of the Institutions utilised is as follows:
RBC Merchant Bank- National Traffic 37,996,887.00
• First Citizens Bank Limited TTD53M Management System
• First Caribbean International Bank Limited
• Republic Bank Trinidad & Tobago Limited Scotia Bank- National Network of 6,026,702.00
• RBC Royal Bank Ltd USD9.46M Highways Programme
• Citibank
• Bank of Nova Scotia Limited Citibank- Rapid Rail Project 33,597,173.00
• Intercommercial Bank Limited USD9.462M
• Trinidad and Tobago Unit Trust Corporation
• Other Financial Institutions with a strong financial statement TOTAL BORROWING 579,146,659.00
position
4.3 BUDGET FORMULATION
For The Year Ending in September 30, 2014
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 a realistic projection
that ensures the achievement of maximum results for every
expenditure.
Within the annual budget cycle, strategic imperatives are developed

using prior year’s financial and performance results to frame
expected organisational objectives for the current year. Within this
framework, departments develop their annual work programme
that describes the objectives, outputs and work to be accomplished
with the proposed resources. Departments further prepare budget
justifications in a manner that allows for adjustments and for
planning alternative courses of action. Departmental inputs contrib-
ute to the formulation of both Capital and Recurrent Expenditure
Budgets.
NIDCO’s revenue is derived from Management Fees that accounts

for 98% of its total income and, which are earned from the various
infrastructure projects received from the Ministry of Works and
Infrastructure, and the management of the Water Taxi Service. The
other 2% of its revenue stream includes Tender Fees based on
expected new projects for the year and Interest Income. Our Man-
agement Fees are based on an agreed tiered structured with the
Ministry of Works and Infrastructure and ranges between 2.5% to
7.5% of the contract value projects that have been awarded.
WTS VESSELS
4.3 FINANCIAL STATEMENTS
Expenditure:Actual vs Budgeted for the Year Ending September 30, 2014
Operational Expenditure Budgeted 2014 Actual 2014 $ %
Personnel 38,044 36,912 1,132 3
Depreciation 3,993 3,727 266 7
Rent 8,370 8,277 93 1
Utilities 3,388 3,379 9 0
Repairs and Maintenance 1,129 864 264 23
Public Relations 2,431 1,654 777 32
Professional Fees 1,641 1,145 496 30
Office Expenses 2,723 2,449 275 10
Finance Costs 60 38 22 37
Miscellaneous Expenses - - - -
Total Operational Expenditure 61,779 58,445 3,334 5

Statement of Profit or Loss and Other Comprehensive Income
(Expressed in Trinidad and Tobago dollars)
Year ended 30 September

Notes 2014 2013
$ $
NIDCO
Revenue
Management fees 57,283,929 52,672,715
Tender fees 402,500 566,125
Interest income 653,795 4,708,595
Other income 163,260 3,065,149
58,503,484 61,012,584
Operating expenses
Administrative expenses 22 46,334,409 47,634,577
Depreciation and amortisation 3,727,321 3,611,300
Other expenses 23 8,383,646 7,588,841
58,445,376 58,834,718
Profit for the year before taxation 58,108 2,177,866
Taxation credit/(charge) 15(b) 506,769 (1,248,649)
Profit for the year after tax 564,877 929,217
Water Taxi
Revenue
Ticketing income 8,676,602 6,610,688
Charter income 9,549,459 2,056,561
Other income 1,767,968 593,983
19,994,029 9,261,232
Operating expenses
Administrative expenses 24 50,956,292 39,650,539
Loss from operations (Net) (30,962,263) (30,389,307)

Government grants - operations 30,962,263 30,389,307
Surplus for the year from operations - -
Government capital grants 58,176,659 63,779,466

Depreciation (45,885,917) (46,458,476)
Loan interest (12,290,742) (17,320,990)
Surplus on capital grants - -
Other comprehensive income - -
Total comprehensive income for the Year 564,877 929,217

Statement of Financial Position
(Expressed in Trinidad and Tobago dollars)
As at 30 September
Notes 2014 2013
ASSETS $ $
Non-current assets
Property and equipment 5 339,343,337 385,183,467
Intangible assets 6 854,702 1,134,663
Security deposits 7 1,030,748 1,354,828
Deferred tax asset 15(a) 754,400 -
Deferred capital grant shortfall 16 33,090,426 30,834,609
Total non-current assets 375,073,613 418,507,567
Current assets
Trade and other receivables 10 8,926,901 5,993,324
Due from Government of Trinidad and Tobago 9 593,051,962 616,616,423
Tax refundable 15(c) 447,132 694,216
Cash and cash equivalents 8(a) 148,808,941 266,743,150
Restricted cash 8(b) 36,242,310 36,591,150
Total current assets 787,477,246 926,638,263
Total assets 1,162,550,859 1,345,145,830
EQUITY AND LIABILITIES

Shareholder’s Equity
Share capital 11 10 10
Accumulated deficit (3,597,773) (4,163,900)
Net shareholder’s equity (3,597,763) (4,163,890)
Non-current liabilities
Borrowings 12 447,568,113 574,457,293
Deferred government capital grant water taxi 18 342,736,268 381,703,539
Deferred tax liability 15(a) - 112,110
Security deposit – Lessee 10,000 -
Total non-current liabilities 790,314,381 956,272,942
Current Liabilities
Trade payables 13 225,380,434 183,523,824
Accrued expenses and other liabilities 14 15,478,501 10,156,852
Borrowings 12 131,578,546 195,319,693
Deferred income 17 3,396,760 4,036,409
Total current liabilities 375,834,241 393,036,778
Total liabilities 1,166,148,622 1,349,309,720
Total equity and liabilities 1,162,550,859 1,345,145,830
5. HUMAN RESOURCES DEVELOPMENT PLAN
HUMAN RESOURCE STRATEGIES The benefits to be derived from the Human Resource Strategy include:
• Building staff morale which will facilitate employees who are highly moti-
The Human Resource Strategy aims to support NIDCO’s mission by providing and vated and satisfied.
developing the human resource capital necessary for our Projects and, at the • Fostering a sense of increased employee loyalty and citizenship to
same time, providing the supporting services and work environment which will NIDCO.
maximize NIDCO’s ability to retain such employees. • Increased productivity by motivating staff to perform at their optimal
potential.
The key elements of the Human Resource Strategy: • Motivated employees who will share their enthusiasm with other
colleagues within their department and the organization as a whole.
Human Resource Professional assigned to Departments.
• Utilisation of Human Resource Dashboard to measure HR’s Perfomance. In essence, the aim of the Human Resource Strategy is to deliver a culture
and working environment which value:
• Peer Comparison/Benchmarking International HR best practices • High performance.
• Transparency.
• Updating of HR Practices and Procedures to boost staff morale and promote • Excellence in leadership, management and supervision.
trans- • Innovation, creativity and adaptability in changing circumstances.
parency. • Team work.
• Effective and meaningful employee engagement and involvement.
The main objectives of the Human Resource Strategy are: • Responsiveness to the diverse needs of HR’s stakeholders (Executive
• To build institutional capacity to achieve successful change in the short, Man- agement, Line Managers and Employees) in ways that are appropri-
medium ate and professional.
and long term providing support for and building the leadership capabilities • Organisational learning and development through the giving and receiv-
whe ing of constructive feedback.
ever they are required.
It is through the skills and efforts of our employees that NIDCO achieves its
• To establish and maintain effective relations among staff and management, objectives. Our Human Resource Strategy will enable us to attract and
individually and collectively to achieve high levels of employee engagement. recruit staff with the qualities needed, valued and fully engage them
professionally.
• To develop an environment that fosters employees’ well-being in which in-
equity is The Human Resource Department will partner with our stakeholders
not encouraged. (Executive Management, Line Managers, Employees, and Government
Agencies) in order to meet NIDCO’s aims. The role of HR within those
• To develop a workforce plan, in terms of size, composition and competence, partnerships will vary with time and circumstance; however HR’s role will
integrated with NIDCO’s strategic aims. be to provide leadership, support and advice to gain a competitive advan-
tage from our collaborative efforts.
• To develop and deliver excellent HR systems, policies, procedures and provide
a cost effective structure.
5.1 CAREER PATH SYSTEMS RECRUITMENT AND SELECTION POLICY
NIDCO will provide equal employment opportunities to all persons regardless of
In keeping with the thrust to build the NIDCO brand and ensure the race, religion, gender, marital status, political association.
organisation achieve its corporate goals, the Human Resource
Department focuses on quality Human Resources programs and The goal of the recruitment/selection process is to select qualified candidates who
services to meet a multitude of objectives regarding hiring, best ‘fit’ the organisational needs of the Company and to ensure that NID- CO
employee relations, training and development, organizational struc- attracts and retains the most highly qualified workforce available.
ture and benefits administration.
NIDCO uses a merit based system to select the most suitable applicant for the job.
At NIDCO the Human Resource Department tailors programmes to This method uses a combination of written application, qualifications, and experi-
support the organisational changes with the aim of positively ence in the field and reference reports to determine relative merit against defined
impacting employees while increasing their levels of motivation selection criteria. This process has been established to ensure the best possible
and satisfaction. The HR’s vision is simply “to collaborate and build choice and that selection is at all times related to the requirements of the position.
capacity in our Human Resource”, utilising Human Resource (HR)
strategies which are “people oriented”, formalised and aligned with GUIDELINES
NIDCO’s objectives. 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 Human
The key to any successful organisation is to create an environment Resource Department will create the Manpower Plan for approval by the President.
that moti- vates employees to attain the company’s objectives As vacancies arise, the positions accounted for in the Manpower Plan can therefore
through good employee relations. This is based on employee be filled. New positions created during the year will require the approval of the Presi-
engagement, mutual respect, setting realistic goals, monitoring dent.
performance and understanding the principles that guide these
processes. The Human Resource Department understands the The President will determine the composition of the interview panels.
importance of excellent people management since ultimately, all A vacancy will be determined to exist if any of the following conditions occur:
strategy is executed by people; HR will ensure employees are • Internal Movement, Separation and Termination – An employee is promoted or
supported, trained and equipped to fulfil NIDCO’s strategic vision. reassigned, resigns, has abandoned the job or is terminated.
• Organisational Development – The required staffing levels are below that
The Human Resource Department Strategic Plan for NIDCO centres of the ‘approved’ establishment.
around the ways in which HR can positively impact on the success of • Re-Organisation – A new position is created as a result of the changing
the organisation, by providing the supporting services and work business needs of the organisation.
environment which will maximize NIDCO’s ability to attract and
retain high performing individuals. ELIGIBILITY FOR EMPLOYMENT
To be eligible for employment, applicants must be:
• A citizen of Trinidad & Tobago; or
• A resident of Trinidad & Tobago with a valid work permit as provided for in the
Immigration Act; or
• A qualifying candidate under the CSME; or • Vacancies to be advertised externally must be advertised in at least two daily news-
• A Non Resident with a valid work permit. papers, whichever is deemed as having the greater circulation for the period of the
In line with NIDCO’s policy of fair and equal treatment, an applicant’s eligibility will advertisements.
not be affected by race, colour, gender, ethnic origin, religion or any other character- • The Human Resource Department shall be responsible for developing, dis- tribut-
istic not relevant to the job requirements. ing and posting all internal and external vacancy notices on all Notice Boards, via
email and in the daily newspapers.
EMPLOYMENT OF RELATIVES • Vacancy notices will not be placed for acting appointments.
NIDCO has a clear policy of non-discrimination. The organisation holds that there will • Acting Appointments at the Executive Management level shall be determined by
be no preferential treatment in employment on the basis of family or other relation- the President, while those for other levels of staff will be determined by the Depart-
ships to existing employees or associates. Employment decisions shall be based on ment Manager in consultation with the Human Resource Department. Whenever
merit and NIDCO’s manpower needs. there is disagreement between the Department Manager and the Human Resource
Department, the President will determine the issue.
For purposes of clarity, relatives are defined as follows:
• Husband or wife inclusive of common-law relationship FINALIST POOL FOR STAFF
• Mother or father A finalist pool (short-list) for interviews shall be selected from the applications
• Son or daughter received for the job vacancies by rating (scoring) their qualifications and experience
• Brother or sister against the requirements for the position. The candidates selected for the finalist
• Mother-in-law or father-in-law pool would be selected based upon the criteria necessary to successfully perform
• Son-in-law or Daughter-in-law the essential functions of the job. The interview assessment form shall be used for
• Brother-in-law or Sister-in-law 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 evalu-
RECRUITMENT REQUEST ated against the same criteria.
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 The ratings received during the short-listing process shall be used to determine
department or the responsible Vice President, or the Human Resource Manager, and whether interviews might be necessary. The rating (score) for this purpose shall be
submitted for the President’s approval. 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.
The following procedures must then be adhered to:
• A file comprising the ‘Recruitment Request Form’ together with the appropriate INTERVIEW PROCESS
justification and job description must be prepared by the Line Manager and Executive Management
forwarded to the Human Resource Department for processing. The Human Resource • All interviews shall be conducted by a selection panel convened specifically for that
Department will then determine the level and range of the job, and the remunera- purpose.
tion and benefits package attached to it to facilitate the recruitment and selection • The selection panel for Executive Management positions shall comprise repre-
process. sentatives of the Board of Directors, the President of the Company and any other
• This file will then be submitted by the HR Manager to the President for review and persons deemed appropriate in providing knowledge relevant to the
approval to begin the recruitment process. interview/selection process. Designates may represent the President as required.
• Vacancies may be advertised both internally and externally simultaneously as • A file comprising a copy of the applicant’s resume and or/profile, an interview
appropriate. assessment form, a list of possible interview questions and reference reviews must
be provided to and used by each panellist. President.
• All interview assessment forms must be completely filled in and signed by the • In the case of Executive Management Positions, and before letters of offer can be
relevant panellist. All scores must be tallied by the panellists and candidates ranked issued, the President must review all completed scores and or recommendations
appropriately. and convey approval to proceed with the recruitment of the selected candidate.
• All completed interview assessment forms together with tallied scores must be • In the case of Vice Presidents positions, and before approval to proceed with
passed to the Human Resource Department which shall be responsible for maintain- recruitment is given, the President must review all completed scores and/or recom-
ing such records. mendations and gain ratification by the Board of Directors.
• All preferred candidates identified by the selection panel for recruitment shall be
Senior Management and Senior Professional Level viewed as a recommendation until such time as approval to recruit is conveyed.
• The selection panel for Senior Management and Senior Professional level job • All interview files and assessment forms must be made available for review and
positions shall comprise at least two (2) members of Executive Manage- ment, the ratification by the President.
President of the Company and any other persons deemed appropriate in providing
expert knowledge critical to the interview/selection process. Other Heads of Depart- Offers to Senior Management and Senior Professional Level
ment may also sit on the selection panel, as required. • Offers of employment to Senior Management and Senior Professionals are to be
signed by the President or a delegated member of the Executive Management.
FINAL SELECTION • In the case of Senior Management and Senior Professional level jobs, where letters
It is the policy of NIDCO to select the most qualified person for the job. In making the of offer are issued; the President must have ratified the selection.
final selection, close evaluation of each candidate against the requirements and • All preferred candidates identified by the selection panel for recruitment shall be
needs of the position is standard. Final selection may be made by means of inter- viewed as a recommendation until such time as approval to recruit is conveyed.
views, ‘Panel Discussion’ or through a ‘Head Hunting’ process. • All interview files and assessments forms must be made available for review and
ratification by the Human Resource Department.
In the case of an agreement by Panel Members, the interview assessment forms will • All offers of employment must be made in writing and must be signed by either the
be used and all appropriate categories scored and rated as necessary to reflect a President, or a member of the Executive Management consist ent with the policies
rational and consistent approach to making a final decision. A selection panel must stated herein.
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 Offers to Junior Management and Junior Professionals
Offer of Employment” must be followed. • Offers of employment to Junior Management and Junior Professionals are to be
signed by the President or a delegated member of the Executive Management.
The option of ‘Head-Hunting’ may be used for Executive Management positions • In the case of Junior Management, Junior Professionals, and all other non- man-
after the open selection process has failed to yield sufficiently adequate applicants, agement jobs, letters of offer of employment may be signed by either the President
and where confidentiality, performance and proven competence is critical to the or any other member of the Executive Management as designated by the President.
organisation and the successful performance of the job in question. Head Hunting • All preferred candidates identified by the selection panel for recruitment shall be
may be used at the sole discretion of the President when deemed necessary in the viewed as a recommendation until such time as approval to recruit is conveyed.
best interest of the organisation. Pre-employment Reference Checks
• A thorough reference check shall be conducted before an offer of employment is
AUTHORITY TO MAKE OFFERS OF EMPLOYMENT made to the successful candidate. Where necessary, an external agency may be
Offers to Executive Management contracted to conduct such reference check.
• Offers of employment to Executive Management are to be signed by the • The Human Resource Department shall formulate the job related reference ques-
tions.
• If more than one candidate is being considered, the same reference check ques- • Review of the Confidentiality Requirements;
tions must be asked to maintain consistency and fairness in selection. • Review of the Code of Conduct;
Required for Approval to Proceed with Recruitment: • Review of the Benefits and Compensation Package;
• Staff Recruitment Request Form • Provision of a Job Description and
• Remuneration and Benefits Package • Introduction to fellow employees.
• Reference Verification Report The employee would be required to read all documents mentioned above, and sign
• Interview Assessment Form to acknowledge that they have read and understood all documents.
SELECTION ORIENTATION 5.2 PERFORMANCE MANAGEMENT TOOLS

Applicants who have satisfied the requirements of the Company’s recruitment
process will be considered for employment. NIDCO is committed to effective on-going performance management for all staff. The
Company will periodically measure employee performance as a basis for determin-
Successful applicants will be provided with an Employment Contract detailing the ing employee’s training needs and further, to establish individual accountability and
terms and conditions of employment. The individual will be expected to sign the deal with poor performance. In addition, the measurement will also serve as a basis
Contract in duplicate as confirmation of acceptance of the offer. One copy of the for establishing a Developmental Plan to improve employee performance and deter-
Employment Contract will be given to the Employee for his/her personal records mine employee’s suitability for the job.
and the other retained for the employee’s personal file.
Performance management is intended to be an on-going process of commu-
The probationary period is the time allowed for all newly hired employees to demon- nication between the Manager and the employee, focused on helping the employee
strate their qualifications for the job. All new employees will be required to serve a achieve his or her best workplace results and potential. Employee performance
probationary period of up to six months before confirmation of employment with management includes:
the Company to be determined by the Executive Management. • Planning work and setting expectations,
• Continually monitoring performance,
During the probationary period, the performance of the employee will be moni- • Developing the capacity to perform,
tored to determine his/her suitability for the position. At the end of the proba- • Periodically rating performance in a summary fashion, and
tionary period a performance appraisal will be conducted to assess/determine the • Rewarding good performance.
employee’s training needs and suitability for continued employment.
NIDCO will reward excellent performance via a pay for performance system – guided
ORIENTATION - NEW EMPLOYEES by the organisation’s financial policies. Salary increases will be linked to employee
It is the policy of NIDCO to provide each new employee, within one month of performance.
employment, with a thorough orientation to the company’s policies and pro- Performance Management tools are related to NIDCO’s vision, values and goals. The
cedures. The following are some of the areas that will be covered during the orienta- Company will conduct performance reviews bi-annually with all employees, thus
tion process:- the appraisal is intended to be a development activity to assist and motivate employ-
• Introduction to the Company; ees to attain their maximum potential.
• Discussion of the Organisational Structure;
• Review of the Human Resources Policies and Procedures Manual;
• Review of the Health and Safety Policies and Procedures;
• Review of the Information Technology Policies and Procedures;
PERFORMANCE APPRAISAL The quantum of such salary increase will be informed by:
It is Company’s policy to conduct performance reviews bi-annually with all employ- • The organisation’s financial ability,
ees. The appraisal is intended to be a developmental activity to ascertain employee’s • The industry average for the position and
suitability to continue in the job, and to assist and motivate employees to attain their • The existing range within the organisation.
maximum potential.
SUCCESSION PLANNING
The objectives of the Performance Appraisal are: The Company will develop a system of Succession Planning to ensure that the staff
• To establish mutually acceptable performance goals and objectives requirements are identified and that a high calibre of staff with the competencies to
• To motivate and guide employees toward greater self-development and improved deliver the Company’s objectives are recruited, retained and developed in accord-
performance by encouraging the discussion of significant strengths and areas need- ance with identified requirements.
ing improvement in a positive, constructive manner.
• To provide an objective and uniform means for supervisors to make rec- ommen- The Company will expose staff to the necessary training and provide the resources
dations for merit salary determinations based on an assessment of employee perfor- required to allow for growth and development to prepare them to assume higher
mance. positions along the career path within the organisation.
• To identify training needs and succession planning activities.
• To determine whether the employee is suitable to continue in the job. 5.3 PROMOTION
• To provide the employee with an opportunity to indicate preferences for future
work assignments POLICY
• To provide a record of employee’s progress. It is the policy of NIDCO to encourage promotion from within by providing training
• Written Performance Appraisal Reports are required: opportunities, advertising vacancies and considering capable, qualified and experi-
• At completion of the probation period for newly hired employees; enced employees.
• On the anniversary date of employment or date of merit review;
• On permanent change of position (i.e., transfer, promotion or demotion) APPOINTMENTS
even within the same department; Where an employee has been selected for a position, which represents a promotion,
• When a significant change of performance occurs; the position will be offered to the employee and the person is expected to respond
• As requested by the Human Resource Department (e.g., for trainees); within the specified timeframe. An employee who is offered a promotion may
• On other occasions at the discretion of the President or his/her delegate. decline the promotion without prejudice. Where applicable, the employee must be
made aware of the developmental opportunities inherent in the offer. A develop-
The appraisal will be conducted by the employee’s immediate Supervisor/ Manager mental position is defined as one which, by reason of the work content, supervisory
on the specified Appraisal Form and reviewed by the HR Department. Reviews will responsibility and training opportunities available, it will provide the employee with
be conducted annually for executive management and on a bi- annual basis for staff. the depth and variety of experience necessary to qualify for a subsequent assign-
The Performance Appraisal Instrument measures employees’ performance on a ment offering increased responsibilities as part of on-going career development.
scale of 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 ORIENTATION AND FOLLOW UP
salary increase. Such rating indicates that the employee has performed above When an employee has been transferred, promoted or reassigned, the manager
acceptable performance standards. This rating is given for outstanding work, must give the employee an understanding of the responsibilities and duties of the
completed before the timeframe. new position together with an explanation of work routine and performance expec-
tations.
The Manager must ensure the following:
• That the employee adapts to his/her new role and becomes productive in the
shortest timeframe possible.
• That the employee is provided with the necessary tools and equipment to perform
his job satisfactorily.
• That the necessary training is provided to ensure that the employee performs at an OFFICE OF THE
efficient level. PRESIDENT 6%
• That the employee’s performance is monitored and assessed in the first three (3) LEGAL 3%
months in his/her new position.
HUMAN
• A formal report on his/her performance is provided to the Human Resource RESOURCES 2%
Department and action plans developed as necessary.
DRAINAGE 4%
RETIREMENT
An employee can retire at the age of sixty five (65) years. An employee can continue COMMUNITY
to be employed beyond retirement age with the consent of the President. The OUTREACH 4%
ENGINEERING 20%
company also reserves the right to request a medical from such employees from an
AUDIT 1%
approved medical provider. The Company may choose to offer employment for
persons beyond the retirement age for durations shorter than one year.
PROCUREMENT 9%
NNHP/WIP
22%
CORPORATE
SERVICES 21%
FINANCE
8%
DEBE INTERCHANGE
PAPOURIE BRIDGE
GOLCONDA
6. REPORTING FUNCTIONS
6.1 DEPARTMENTAL REPORTS
The following reports of the Executive Management were presented at the Board Meetings and Executive Meetings for the year 2014.
DEPARTMENT TITLE OF REPORT
HUMAN RESOURCES • New Recruitment

MANAGEMENT • Probation Confirmations
• Contract Renewals
• Resignations
• Staff Complement
• Internal Promotions
• Interview, Recruit And Hire
• End Of Contract Reviews
CORPORATE NIDCO Activities

COMMUNICATIONS • Press Advertisements
• Media Monitoring
• Public Notices
• NIDCO’s Monitoring Website And Updates
• NIDCO’s Quarterly Newsletter
• Promotional Report
PROCUREMENT Status Of Tenders

AND CONTRACTS • Tenders Issued
MANAGEMENT • Evaluations to Commence
• Evaluations On-going
• Evaluations Completed
• Upcoming Tenders
• Tenders on Hold
• Tenders Cancelled
• Opening and Closing of Tenders Report
Status of Pre-qualifications Contracts

• Pre-qualifications issued • Letters of Award issued
• Pre-qualification Evaluations on-going • Contracts executed
• Pre-qualification completed • Contracts varied
• Pre-qualification to be issued • Leases and Frameworks Agreement Reports
ENGINEERING AND • Drainage Projects

PROGRAMME • East West Corridor Expansion and Improvement Works
MANAGEMENT • Comprehensive Land Transportation Project – San Fernando to Point Fortin Highway
• Cadastral Surveys
• Bridge Reconstruction Programme
• Northern Valley Link Project
• Landslip Repair Programme
• Diego Martin Expansion Project
• Northern Range Feasibility Studies
• SFPFH – Land Acquisition Status
• Extension of Solomon Hochoy Highway to Point Fortin – Monthly Status
• Water Taxi Infrastructure Project Status Report
WATER TAXI SERVICE Major Operational Issues

• Utilisation of Service
• Capacity Utilisation
• Sailings
• Marketing and Advertising
• Maintenance and Engineering
• Vessel Status End of Month
• Safety and Security
• Manning
• Training
• Regularity and Compliance
LEGAL SERVICES Status Reports Acquisitions Industrial Relations/Employment Matters

• Litigation – Industrial • Aranguez • Douglas Barzey re Unfair Dismissal
• Civil/Commercial Claims • Golconda to Debe • Jared Dobson re Termination of Employment
• Contracts Executed • San Fernando to Point Fortin • Civil/Commercial Claims:
• On-going reviews/Meetings/Negotiations /Opinions • SAP
• On-going Legal Matters • Claim by VINCI
• Claim by Merle Dial
CRH/UBH INTERSECTION
CORPORATE SERVICES Health Safety and Environment Status and Activity Report:
• Activities
• NIDCO Head Office HSE Statistics
• Water Taxi HSE Statistics
Information Technology Department:

• Short Term Objectives
• Progress achieved
Facilities Management Unit Status and Activity Report

• Head Office
• Water Taxi Facilities
• Capildeo House
• Debe Office
Security Management Unit Status and Activity Report

• Security
• Water Taxi Facilities
• Capildeo House
• Debe Office
7. PROCUREMENT PROCEDURES
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
Page 1 of 3
PROCUREMENT POLICY
INTRODUCTION
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
and legal environment.
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
Procurement is the process of acquiring property and services using money to accomplish specific
purposes. The process is characterised by a legal requirement that all stages of the process
reflect the highest standards of integrity and professionalism so as to engender mutual trust and
confidence in the system. In acquiring such items there are three basic operating principles, which
are: Value for Money, Transparency and Accountability.
 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.
 Transparency
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
procurement requirements, rules and decision-making criteria.
 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
integrity.
Page 2 of 3
PROCUREMENT POLICY
METHOD OF PROCUREMENT
As no single procurement method suits all situations, specific methods are not mandated.
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.
NATIONAL DEVELOPMENT
For sustainable development of local industries including small and medium enterprises (SME’s),
domestic industry will be given 10% price differential over foreign suppliers of goods and
services. 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,
shall be used as a priority. 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 suppliers or as subcontractors should be considered.
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
attribute weightings to a particular criterion should not discriminate against small businesses.
The use of this policy is supplemented by Tendering Procedures and should not be taken in
isolation.
Page 3 of 3
NATIONAL INFRASTRUCTURE DEVELOPMENT COMPANY LIMITED
TENDERING PROCEDURES
1. OBJECTIVE AND SCOPE…………………………………………………….…..…..3

2. GENERAL…………………………………………………………………………….3
3. DEFINITIONS…………………………………………………………………..…….4
4. QUALIFIED TENDERS LIST……………………………………………………..……..5
4.1 Contractor Removal or Suspension………………………………………..…….6
5. WHEN A CONTRACT IS REQUIRED……………………………………………..…..7
6. TENDERS COMMITTEE…………………………………………………………….....7
6.1 Composition…………………………………………………………………..…8
6.2 Quorum………………………………………………………………….….…...9
6.3 Alternates…………………………………………………………………….…9
6.4 Chairman…………………………………………………………………….….9
6.5 Agenda…………………………………………………………………………9
6.6 Minutes……………………………………………………….…………….…..10
6.7 Functions of Tenders Committee………………………………………….…….10
7. TENDERING CONTRACTS…………………………………………………….…….11
8. COMPANY’S ESTIMATE (C/E) ………………………………………………….…..13
9. TENDER BOXES………………………………………………………………….….14
10. OPENING BIDS……………………………………………………………….……15
10.1 Opening Committee……………………………………………………….….15
10.2 Secretary to the Tenders Committee…………………………………………15
10.3 Invalid Bids……………………………………………………………………15
10.4 Alternative proposal(s)………………………………………………………..16
10.5 Late Bids………………………………………………………………………16
11. BID EVALUATION ………………………………………………………………….16
12. AWARDING OF CONTRACTS……………………………………………………..17
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
16. PREPARATION OF CONTRACTS…………………………………………………..….20
Page 1 of 28
16.1 Distribution……………………………………………………………………....20
16.2 Approval Authority……………………………………………………………...20
17. CONTRACT MODIFICATIONS ………………………………………………….……20
17.1 Original Approving Authority……………………………………….…………...21
17.2 Higher Authority…………………………………………………….……………21
17.3 Final Authority……………………………………………………………………21
18. CONTRACT EXTENSIONS……………………………………………………………...21
18.1 Best Interest………………………………………………………………………21
18.2 Lower Cost………………………………………………………………………..21
18.3 Additional Benefits……………………………………………………………….21
19. CONTRACT TERMINATION…………………………………………………………….22
20. INITIATING WORK UNDER CONTRACT……………………………………………….23
21. CONTROL OF CONTRACT PAYMENTS………………………………………………..23
22. CONTROL OF EXPIRATION DATES AND/OR RENEWAL OF CONTRACTS……………24
23. CONTRACT LEDGER……………………………………………………………………24
24. CONTRACT WORK COORDINATED BY STATUTORY BODIES…………………………24
25. USE OF WORK ORDERS IN LIEU OF FORMAL CONTRACTS………………….………..25
26. USE OF PUBLISHED PRICE LISTS……………………………………………….………..26
27. ENVIRONMENT, HEALTH AND SAFETY (EHS) REQUIREMENTS……………….………..26
28. CONFLICT OF INTEREST……………………………………………………….………..27
29. DISQUALIFICATION FOR AWARD OF CONTRACT…………………………….………27
30. NATIONAL DEVELOPMENT……………………………………………………..……….27
31. CONFIDENTIALITY OF INFORMATION…………………………………………………28
Page 2 of 28
1. OBJECTIVE AND SCOPE
The purpose of these procedures is to establish guidelines by which NIDCO must comply in
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.
Procurement in State Agencies is the responsibility of the Board of Directors. However, the
Board may delegate some of this responsibility to a Tenders Committee.
The Tenders Committee and by extension the Vice President – Procurement and Contracts
Management (VP-P&CM) is there to effect efficient management of the procurement
function and to ensure compliance with established procedures, recommend modifying
procedures when required, and to assist departments in their handling of contract matters.
2. GENERAL
All work performed by contractors must be covered by an approved formal written

contract, published price list or work order. No verbal agreements shall be entered into
between Department/Section Heads and contractors or other entities to provide services
on a one-off, regular or temporary basis.
The purchase of materials is covered by a separate procedure.
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3. DEFINITIONS
TERM DEFINITION
Bidder Same as Contractor and/or Consultant
Board Board of Directors
Chairman Chairman of the Tenders Committee or the Chairman of the

Board as specified
Company National Infrastructure Development Company Limited (NIDCO)
Committee Tenders Committee charged with the responsibility of matters relating to

tenders and contracts
Contract Formal written form of agreement between/among Parties
Consultant Consulting firm or individual who provides services of an Intellectual

and/or advisory capacity
Contractor Means the legal entity(firm, company, joint venture, partnership, sole
trader) who is approved to execute works/services for the Company
Invitation to Bid (ITB) Company’s request for bids and includes instructions to bidders, scope of
works/services, specifications, drawings, conditions of contract, form of
bid, bonds/guarantees where applicable, and any other relevant
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,

maintenance and works of all kinds.
Tender An offer made by a bidder(s) to conduct works and/or services in

response to a request by the Company
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4. QUALIFIED TENDERS LIST
Only reputable and responsible contractors should be invited to submit bids.
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
Authorities. The Tenders Committee will serve as the pre-qualification Committee.
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-
qualification Registration Committee. The Committee shall comprise:
 VP – Finance and Accounting as Chairman
 VP – Program Management
 VP - Legal
 VP – Procurement and Contracts Management as Secretary
The Secretary and any two (2) members shall form a quorum. In the absence of the
Chairman of this Committee, the members present shall elect one of their members to the
chair for the meeting.
In establishing the lists of qualified bidders, consideration should be given to such factors
including, but not limited to, experience, competence to perform in accordance with
industry standards, financial stability, reliability and acceptable safety record.
A Contractor wishing to do work for NIDCO will duly complete and sign a pre-
qualification form. The Application for Registration form provides pre-requisite
information for review and approval of applicants.
A team will be appointed by the Tenders Committee to conduct a site visit of the
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
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.
Page 4 of 28
This recommendation must be initiated by a written request justifying the addition or

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.
The Tenders Committee may approve deletion or suspension of a contractor from the
bidders list. Subsidiaries, Associated or Related companies will not be registered for
provision of the same services.
4.1 Contractor Removal or Suspension
Contractors can be removed or suspended from the approved lists for reasons such as:
 Continual failure to respond to bid invitations.

 Unsatisfactory work.
 Excuses of errors in estimating tenders by contractors in an effort to withdraw from
the execution of the contract.
 Poor conduct.
 History of unsuccessful bids due to high quotations.
 Non-compliance/adherence with EHS rules and regulations, and/or unacceptable
EHS performance.
 Failure to observe the Standard Contractual Terms and Conditions or other
contractual arrangements especially non-provision of evidence of insurance
coverage and non-compliance with minimum wage agreements.
 Evidence or collusion between the contractor and Company Officers and Directors.
 Official notification of inability to carry on the operations of the business
(bankruptcy, receivership etc.)
 At own request.
 Any other just cause.
The Committee shall afford the contractor an opportunity to be heard if so decided.
Page 6 of 28
In cases of deletion or suspension of a contractor from the bidders’ list, the Vice President-
Procurement and Contracts Management shall inform all department heads in writing.
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
sufficiently satisfied with five to ten contractors. Also, the types of work service categories
should be consolidated where possible, when the same contractors are respectively listed
for similar services.
5. WHEN A CONTRACT IS REQUIRED
A formal contract is required for:

 All building or office rentals.
 All consultancy services
All work services in excess of three months:
 All types of work, including construction and expense items, when the total cost
of the work is as indicated by the approved Delegation of Authorities.
 All work of a continuous or repetitive nature.
6. TENDERS COMMITTEE
In order to carry out the functions described in the tendering procedures outlined herein, a
Tenders Committee shall be established and shall carry out the responsibilities set forth in
these procedures.
The role of the Tenders Committee as authorized in the Delegation of Authority shall be
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.
Page 7 of 28
The Tenders Committee shall have the responsibility to review, analyze, approve and/or
recommend appropriate action for approval to the respective position under the current
Delegation of Authority for all matters related to contract procedures, competitive bidding
and approval of contracts.
The Board has the authority to change the composition, designation and delegation of
Committee Members.
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
to members.
6.1 Composition
The Tenders Committee shall comprise a minimum of five (5) members who shall be:
 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
necessary.
 The President (voting member). An alternate will be assigned when necessary.
 The VP – Finance and Accounting (voting member). An alternate will be assigned
when necessary.
 The VP – Legal (voting member).
The VP – Procurement and Contracts Management will be the Secretary to the Committee,
(non-voting member).
The Team Manager directly involved in the matters included in the Agenda for that
specific occasion, (non-voting member).
Page 8 of 28
Whenever necessary, any other person or employee can be requested to attend as a

visitor or attendee. The Secretary of the Committee is to be notified beforehand of any
attendees.
6.2 Quorum
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
recommendations by the Tenders Committee to the approval authority shall be by
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
the Committee Minutes, upon request.
6.3 Alternates
The Board has the Authority to designate Alternates as and when required.
6.4 Chairman
The role of the Tenders Committee Chairman, is to preside over the Tenders Committee
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
or rejection of those recommendations for the supply of services and/or works necessary
to be undertaken to achieve the company’s objectives.
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
their respective financial limits. Subdividing works and/or services by User Departments
for similar purposes is not allowed.
6.5 Agenda
The Agenda to be followed shall include:

 Report on Opening of Tenders
Page 9 of 28
 Assignment of Tenders for Evaluation

 Recommendations concerning Tenders evaluated
 Requests to issue Tenders
 Review any approved bidders list matter
 Any other business
The Agenda will be distributed to the voting members at least two working days in
advance of each meeting.
6.6 Minutes
All meetings of the Tenders Committee are to have Minutes prepared. The Minutes
shall be consecutively numbered and itemized.
The VP – Procurement and Contracts Management shall serve as the Secretary of

the Tenders Committee and will minute all significant items discussed at the
meeting, including the reasons given by any member who may oppose any
proposed recommendation of the majority.
The Minutes are for information purposes to register what transpired at the
meeting and to designate the individual to whom action has been assigned. If
action is require, the individual designated to take action will be noted in the
Minutes.
Any request to deviate from these procedures will be in the Minutes of the Tenders
Committee, with an explanation justifying the exceptions.
The Minutes will be reviewed and signed by all voting members and the
Secretary. The signed Minutes will be kept by the VP-Procurement and Contracts
Management and a copy submitted for Board consideration. The Secretary will
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.
Page 10 of 28
 Review and approve or reject companies or partnerships or joint ventures or

individuals on the approved bidders list.
 Ensure accountability and transparency in all matters pertaining to tendering,

procurement and contracting.
 Recommend action to be taken with regard to tenders and contracts.
 Implement the policy and procedures on Tendering, Procurement and

Contracting.
Papers should not be circulated to any member who has declared an interest. Decisions
shall be by majority vote, and in the event of an equality of votes, the Chairman shall
have an original and casting vote.
 Decisions shall be taken at Committee Meetings or where the Chairman so directs

by circulation of papers.
 The Tenders Committee can refer special matters to the Board for final
determination.
7. TENDERING CONTRACTS
Three or more tenders are to be solicited for contracts, where possible. Competitive
bidding is generally in order if:
 It is possible to develop clear specifications such that accurate pricing can be
developed
 There is an adequate number of potential contractors.
Page 11 of 28
Departments are required to apply through the VP-P&CM to the Tenders Committee to issue a
tender, stating clearly in writing the justification and nature of the expenditure, and the source of
funding.
The name of the person who prepared the Company’s estimate should be included in all requests.
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
information:
 Executive Summary including an estimate

 Scope of Work (to be included in the proforma contract as Exhibit “A” Description of
Services)
 Department Head’s Sign-off
 Bid Format
The Executive Summary will be in the form of a memorandum addressed to the final approving
authority position for each contract award. This document will contain the following sections:
 Scope of Approval Request

 Background Information
 Justification
 Attachments
In addition, the Executive Summary for a bid tender application must state the proposed:
 List of bidders (where applicable)

 Issuing date
 Site visit date
 Closing date and hour
 Source of Funding
 Any other pertinent information
Page 12 of 28
Once the respective Delegated Authority has approved the Department’s request to issue a
tender, the VP-P&CM will assign a number to the tender.
Before tenders are invited, a third party suitably qualified shall conduct a review of bid
specifications and evidence of same.
The VP-P&CM will issue to contractors on the approved bidders list for the appropriate service
category, or as approved by the Tenders Committee/Board as appropriate. Only the VP-P&CM
may issue tenders.
All correspondence related to tenders or contracts will be handled by the VP-P&CM. Answers to
questions from contractors must be in writing, with copies to all bidders. Contractors will receive
instructions in this regard with their bid package.
The General Instructions to Bidders must be included with all bid solicitation requests. Any
deviation to these Instructions must be fully justified and have prior support of the Tenders
Committee or Board as per Delegation of Authority.
The Chairman of the Tenders Committee in consultation with the user section must review/approve
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
bid must be advised in writing of said extension.
8. COMPANY ESTIMATE (C/E)
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
included.
The Company’s Estimate must include the name of the person who prepared the document, dated
and signed.
The envelope must be clearly marked:
Page 13 of 28
 Company’s Estimate
 The tender number clearly affixed
 Enter into a log and deposited in the Tenders Box where it will remain sealed until the
contractors’ bids are opened together with the respective tenders.
9. TENDER BOXES
In order to retain bids in a secure place, a Tender Box should be placed as directed by the VP-
Procurement & Contracts Management.
Contractors must deliver sealed bids to NIDCO’s VP-P&CM. All bids received will be logged in
by the VP-P&CM showing:
 The tender number
 Name of person delivering the bid
 Date and time received
 Verification should be made that envelopes are properly sealed, then
 Deposit the envelopes in the locked Tenders Box controlled by the Chairman of the
Tenders Committee and the VP-P&CM.
After logging, the contractor must place the sealed bids in the tender box before the closing date
and time as directed.
It is the contractor’s responsibility to deliver bids as per ITB.
There will be two independent locks to secure the Tenders Box. The Chairman of the Tenders
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
except when opened for the Tenders Committee Meetings.
Page 14 of 28
10. OPENING BIDS

Sealed bids, together with the Company’s Estimate, will be retrieved by the designated Tenders
Committee Members, opened in the presence of the Tenders Committee Members, stamped and
initialed by each member. Bids cannot be opened or evaluated if the Company’s Estimate is not
presented at the moment of opening the corresponding bids. If any contractor submits more than
one bid for the same job, such facts must be put in the Minutes and investigated by the Tenders
Committee.
10.1 Opening Committee

The Opening Committee comprising the President, VP-Finance and VP-Legal, will sign each
offer as it is opened, and shall sign the register containing the information.
10.2 Secretary to the Tenders Committee

The VP-P&CM will make entries of the following:
 The names of the persons or firms making the tender
 The sums of money quoted in the tender
 Exceptions
 Any other requirements
The results of the bids received will be recorded in sufficient detail (companies that bid,
did not bid and/or did not answer, late bids, etc.) to enable identification.
10.3 Invalid Bids

Bids will be disqualified for the following reasons:
 Non-compliance to bid specifications
 Non-submission on the original form provided
 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
Page 15 of 28
10.4 Alternative Proposal(s)
Alternative proposals received as part of submitted bid(s) can be viewed by the Tenders
Committee and, if acceptable, referred to the evaluator together with other bids for
review.
10.5 Late Bids

Bids reaching the tenders box after closing time will not be accepted by the Tenders
Committee and shall remain unopened (where possible) in their original envelopes and
returned to the contractor via letter of cover by the VP-P&CM.
11. BID EVALUATION

The Tenders Committee will recommend the designated person or persons to whom the evaluation
of bids received will be assigned. A person familiar with the particular contract or such works
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.
The VP-P&CM will log same and hold in a secured area until the next scheduled Tenders Meeting.
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.
All tenders and associated working papers will be held fully confidential before and after the
award, including any price lists or other documents containing competitive information from
bidders. Tenders sent for evaluation must be kept secured.
It is important that recommendation to the Tenders Committee are clear, concise and cover the
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
recommended bid. Where possible, comparisons to prior costs of the same service should be
provided and any options or alternatives discarded by the department should be explained.
Any change in the Company’s Estimate Analysis must be fully justified.
Page 16 of 28
After bids are evaluated, they will be recorded in a summary format and then submitted to the
Tenders Committee under a covering memorandum on the results of the evaluation and a
recommendation on the winning bid with all justifications for the recommendation. The total
contract amount for the overall contract period shall be shown for each tender. Where
appropriate, the covering letter should include comparisons of the quantity and type of personnel
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.
The Tenders Committee shall ensure that the evaluation was made on the same basis as the
Company’s Estimate Analysis. Any revision in the basic assumptions that will alter the selection of
the contractor should be carefully reviewed and documented in the Tenders Committee’s
recommendation to the relevant person as per the current Delegation of Authority.
The bid evaluation report must be signed by all voting members of the Tenders Committee
indicating support and/or approval.
Copies of all foregoing documents (tenders to bid form, company’s estimate, bid summary,
correspondence, etc.) will be filed together with the contract.
12. AWARDING OF CONTRACTS
12.1 Recommendation
The recommendation should include the contract terms, the dollar amount awarded for
payment during the contract period and specific reasons for the selection. This
documentation should be maintained for internal control and for eventual audit review.
12.2 Approval
The contractor to whom the bid is to be awarded will not be notified until the contract has
been approved in accordance with the Delegation of Authority.
Page 17 of 28
12.3 Notice of Award
A Letter of Acceptance is to be sent by the VP-Procurement and Contracts Management to the

successful bidder(s). Likewise, a declination letter will be sent by the VP-Procurement and
Contracts Management to the unsuccessful bidders to notify that the work has been awarded to
others. Such notification will not be made until appropriate approval to enter into the contract
has been received and the successful bidder notified and accepts the award.
13. ALTERNATIVE CONTRACT SELECTION PROCEDURES
Alternative methods, in lieu of or together with competitive bidding, may offer the opportunity to
arrive at a better arrangement. Recognised selection procedures include:
13.1 Negotiation
13.2 Price Analysis

An examination of a proposal against a target or market price where warranted.
13.3 Cost Analysis
13.4 Strategic Evaluation

This is a review and evaluation of a contractor’s actual or anticipated cost data and an
associated margin to arrive at an acceptable total cost.
13.5 Merit
Such procedures may lead to strategic relationships with contractors offering NIDCO the
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
provide no practical, economic or time saving benefits, or negatively impact on the life, assets or
existence of NIDCO.
Page 18 of 28
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
procurement item and a selection based on its merits.
14. EMERGENCY SITUATIONS
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
be undertaken as necessary to avert the danger and/or to bring the situation under control
and/or minimize the damages, and/or reduce the loss of time, and/or liability as per the
Delegation of Authority.
Within twenty-four (24) hours form the award of the contract, the Chairman of the Board or
Tenders Committee as appropriate must be advised of the action taken.
Within forty-eight (48) hours from the award of the contract, a report of such action must be
submitted directly to the Chairman. Such report must include:
 A statement of the urgency and/or emergency circumstance that prevailed and the
potential loss of liability
 The Company’s Estimate
 The Actual Cost
 The reason why the particular contractor was chosen
15. APPEAL AGAINST TENDERING AND CONTRACT DECISION(S)
Applicants and contractors who have sound reason to believe that they have been unfairly
treated, in respect of the application of the rules may appeal in writing to the Chairman of the
Board outlining their complaint and provide reasons and/or evidence.
Page 19 of 28
The Chairman, if in his opinion determines the complaint warrants an investigation, at the next
Board Meeting may appoint a Sub-Committee to investigate same and communicate back to the
Chairman for his consideration.
16. PREPARING OF CONTRACTS
The VP–Procurement & Contracts Management will ensure that contracts are finalized.
16.1 Distribution
After execution, the distribution is as follows:
 One original to the Contractor
 One original to Legal
 One copy to Tender File at the VP-P&CM’s Office
 One copy to User Department
 Once copy to Finance Department
The VP-Legal and the Contractor’s representative will initial all pages of all contracts executed.
The date of execution must be stated. The VP-P&CM will sign as witness to the contractor’s
signature.
16.2 Approval Authority

The President or the Chairman of the Board will execute all contracts on behalf of NIDCO
or as per the Delegation of Authority.
17. CONTRACT MODIFICATIONS
Any change to the scope or amount of the contract is to be considered a modification. The User
Department through the VP-Procurement and Contracts Management to the Tenders Committee
should request approval for contract modifications. The Tenders Committee should then
recommend such modification to the relevant Delegation of Authority holder.
Page 20 of 28
17.1 Original Approving Authority

Delegated authorities may approve contract modifications where:
 Payments including modifications will not exceed contract amount previously approved
within the relevant contract approval authority; and/or
 Total payments, including modifications will exceed contract amount previously approved
but remain within his original contract approval.
17.2 Higher Authority

The next higher level approval is required for all other contract modifications not
specified.
17.3 Final Authority

The Board is the final approving authority as it relates to contracts.
18. CONTRACT EXTENSIONS
A contract term’s length should be based on sound business decisions, which provides the greatest
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;
approval and continuance by the proper level of authority. Contract extensions can be approved
for additional periods under the following conditions:
18.1 Best Interest

Extension is demonstrated to be in the Company’s best interest
18.2 Lower Cost

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.
Page 21 of 28
There is no limit to the number of extensions provided the above reviews are conducted,
justifications exist and proper approval obtained.
All recommendations for extensions must include a full justification including the Source of Funding
by the User Department in an Executive Summary addressed to the Tenders Committee via the
VP-Procurement and Contracts Management.
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
approved evaluation form.
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
Paragraph 13 hereto or re-tendered.
Total value of contracts including extensions should be within the relevant Delegation of Authority.
19. CONTRACT TERMINATION
In the event a User section wishes to terminate a proposal/contract prior to the expiration of the
normal term, advice must be obtained from the VP-Legal prior to forwarding to the Tenders
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
Tenders Committee for approval or recommendation for Board approval.
The VP-Procurement & Contracts Management will issue the termination notice and advise the
Finance Department and User Department when such termination is actually effected.
Page 22 of 28
20. INITIATING WORK UNDER CONTRACT
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
work, appropriate approval by the Delegated Authority must be obtained. Within three (3)
working days a written justification must be presented to the Tenders Committee. The contractor
representatives will execute a Letter of Intent, outlining their understanding of the scope of works,
cost and any other relevant information, prior to obtaining the required approval.
21. CONTROL OF CONTRACT PAYMENTS
Total payments against a contract during the contract period should not exceed the amount
originally approved.
Finance and each Originating Department are to establish controls to prevent such overpayments.
Copies of the executed contract will be forwarded to the respective Department indicating the
approved expenditures against the contracts over the contract period.
All Originating Departments (contract control locations) will maintain contract control records with
pertinent information on invoices received against the contracts.
Copies of invoices accepted for services by the user section will be passed to the VP-P&CM for
verification of contract terms.
The Tenders Committee will review the following report to be provided by the VP-Procurement &
Contracts Management on a monthly and or quarterly basis, and include information on:
 Approved contract values

 Actual cumulative payments against contracts as of reporting date
 Contract period
 Estimated under or over-run
Page 23 of 28
22. CONTROL OF EXPIRATION DATES AND/OR RENEWAL OF CONTRACTS
Originating Departments shall be responsible for reviewing contracts before their expiration
dates as indicated on the monthly contract tabulated listings.
The VP-Procurement & Contracts Management will maintain an up-to-date control sheet (Contract
Summary) of all active contracts including their respective expiration dates. This control sheet is to
be presented for required action monthly to:
 Management
 Department Heads
 Tenders Committee
 Board
23. CONTRACT LEDGER
The Contract Ledger shall be maintained by the VP-Procurement & Contracts Management in
numerical sequence according to contract number.
The Ledger shall include all contract invoice data per columnar headings.
It is the responsibility of the Finance Department and the Originating Department to verify that no
duplicate payments are made and to refer to the relevant supervisor immediately any
questionable documents received.
24. CONTRACT WORK COORDINATED BY STATUTORY BODIES
Contract work carried out on behalf of NIDCO in coordination of projects by the statutory bodies
shall be in accordance with procedures for Contracted Statutory Resources, which will be approved
and appended hereto at a later date. Documentation relative to contract awards and selection
procedures shall be completed and maintained in NIDCO’s contract files. All such requests will be
approved by the Board.
Page 24 of 28
25. USE OF WORK ORDERS IN LIEU OF FORMAL CONTRACTS
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
tender procedures shall be carried out in accordance with instructions and delegations of authority.
Frequent or repetitive services by individual contractors should preferably be covered under

contracts awarded for services on a call-out basis in order to minimize the use of work orders and
to maintain adequate controls over contract work.
Non-continuous work services are those services or jobs that are not regular or periodic, but
solicited on an as and when required basis. On the other hand, continuous work services are those
requested on a daily, weekly, month, etc. basis. Continuous work services should be included in a
formal contract.
Approval of such work orders is included in Delegations of Authority.
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.
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.
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.
Page 25 of 28
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
through the VP-P&CM for Tenders Committee review and referral with any recommendations or
observations to the Board. The VP-Procurement &Contracts Management should analyse the
reports to establish if the procedures are being followed.
26. USE OF PUBLISHED PRICE LISTS
Price lists may be utilized for work services performed by common carriers, specialized service
companies and repair shops. However, they should preferably be incorporated in the Pricing
Exhibit of a Miscellaneous Service Contract to cover the service.
Price lists are to be maintained on a current basis.
Payment records for each Price List contractor are to be generated by the Finance Department. A
monthly report showing total payments to each contractor is to be submitted through the VP-P&CM
for Tenders Committee review and referral with observations and recommendations to the Board.
The VP-P&CM should analyse the reports to establish if the procedures are being followed.
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.
27. ENVIRONMENT, HEALTH AND SAFETY (EHS) REQUIREMENTS
Detailed requirements regarding EHS must be adhered to at all times as per industry standards
as per scope of works.
Page 26 of 28
28. CONFLICT OF INTEREST
A member of the Committee shall disclose his interest and not take part in evaluation,
consideration or discussing an offer, nor furnish any recommendation or vote on any question
where:
 He is a member, director or shareholder of a company or other body corporate; or

 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
 Is a relative of someone
 Who has submitted an offer for the consideration of the Committee.
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
industry will be given a 10% price differential over foreign suppliers of goods and services.
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
used as a first option.
Page 27 of 28
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
suppliers or as sub-contractors should be considered.
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
attribute weightings to a particular criterion should not discriminate against small businesses.
31. CONFIDENTIALITY OF INFORMATION
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.
Page 28of 28
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ADMINISTRATIVE

MESSAGE FROM THE PRESIDENT PERFORMANCE ACCOMPLISHMENTS

The economic headwinds following the unexpected fall in global oil

ROADS AND BRIDGES PROGRAMME DRAINAGE AND LANDSLIP REPAIR PROGRAMME

East/West Corridor Expansion and Improvement Mamoral Dam & Reservoir

Works (Packages C & D) Comprehensive National Drainage

Diego Martin Highway Expansion Project Development Study

Community Outreach Programmes Control Programme

Bridges Reconstruction Programme Major Landslip Repair Programme

Coastal Protection Programme

Water Taxi Service

East West Corridor

Mass Transit System

Management System (NTMS) Project

Other Interchanges are also to be constructed at Morvant and East PACKAGE C

6. MAJOR LANDSLIP REPAIR PROGRAMME

In 2012, this programme was executed throughout the country and

8. MAMORAL DAM AND RESERVOIR PROJECT

12. WATER TAXI SERVICE • Quinam Coastal Protection Works

The 2011-2015 Corporate Strategic Plan was designed out of this

Accordingly, NIDCO identiﬁed ﬁve (5) major strategic objectives to

Therefore, NIDCO would of necessity adopt a corporate governance

PASSENGERS BOARDING THE WTS VESSELS AT

• Establish project management systems to eﬀectively monitor and OUTCOME #4:

• Incorporate quality management and quality assurance systems in

• To become a model of corporate governance that can withstand

• Perform all work and services to standards of total accountability

The core organisational structure in turn has signiﬁcant implications

Further, the organisation’s structure is designed with ﬂexibility to

The organisation structure of NIDCO makes provision for a top man-

CORPORATE SECRETARY AUDIT MANAGER

COMMUNITY OUTREACH HUMAN RESOURCES CORPORATE SENIOR PLANNING

FACILITIES SENIOR PROJECT PROCUREMENT & FINANCIAL SENIOR LEGAL

MAINTENANCE IT PROGRAMME PROCUREMENT SENIOR LEGAL

CUSTOMER SERVICE HSSE PROJECT

CORPORATE SERVICES • Management of the Company’s Information Communication Technology

FIANANCE • Secure Project Funding

LEGAL SERVICES • Provide legal advice

ENGINEERING AND • Interpret Project Scope

NIDCO’s core areas of business may be categorised as follows:

• Procurement and Contracts Management

• Management of the Water Taxi Service

Corporate Governance relates to how an organisation is directed Board of Directors

NIDCO’s corporate governance arrangements will continue to evolve

Standing from the left

The Corporate Secretary is responsible for maintaining statutory

Sub-committees of the Board:

PROGRAMME NAME PROJECT ACTIVITIES

3.1 COMPREHENSIVE South Oropouche River Basin

Caparo River Basin Study, including Mamoral Dam:

Caroni River Basin Study:

Ortoire River Basin Study:

3.2 NATIONAL PROGRAMME Port of Spain Flood Alleviation Project:

3.2 NATIONAL PROGRAMME Mausica River Improvement Works:

3.3 FLOOD MITIGATION & Small Drainage Projects:

3.5 LANDSLIP REPAIR • CP2 - Bridge B1/12 EMR St. Joseph

3.7 SOLOMON HOCHOY STRETCH 1A

Penal Interchange and Connector Road

Dumfries Road to Paria Suites

Godineau River Bridge to Paria Suites (2B.1)