Younex builder brouchure

TABLE OF CONTENTS
• BUSINESS PROFILE1
• CONSTRUCTION CONTRACT REFERENCE2
• EQUIPMENT3
• COMPANY ORGANIZATION4
• SCHEDULE SYSTEM5
• SAFETY PROGRAM6
• QUALITY CONTROL PROGRAM7
• GUAM CONTRCTOR ‘S LICENSE8
Page 1

1.BUSINESS PROFILE
• YOUNEX BUILDER CORP.Business Name
• 228 De Harmon Industrial Park Harmon GuamBusiness Address
• P.o.box 12007 Tamuning Guam 96931 U.S.AMailing Address
• (671) 649 - 4111Business Number
• (671) 646 - 0761Fax Number
• Younexyoon@yahoo.comE-Mail Address
• 9 8 – 0 0 9 8 1 5 8Tax ID
• 8 9 2 5 5 1GRT Number
• Contractor & TraderBusiness Area
1) Company Entity
Page 2

1.BUSINESS PROFILE
Mr. Kil Koo Yoon
C.E.O. / General Manager
Mr. Dou Kyun Mok
President
Mr. Park Jae Won
Corporate Secretary
2) Executive Management
Page 3

1.BUSINESS PROFILE
3) Principle and Officers
Mr. Kil Koo Yoon
C.E.O.
General Manager
Mr. Dou Kyun Mok Pr
esident
Dep. of
Q.C
Mr. Suk Hwan Yoon
Mr. Hermie Quizon
Dep. Of Construction
Mr. Hee Yeoul Lee Mr. Do Seog Lee
Mr. Lamberto Garrote
Mr. Nestor Yaya
Mr. James Reyes Mr.Darwin Isip
Mr.Randy Paguio
Dep. of
Accountant
Mr. Byung Ock Kim
Mrs. Josephine Sotto Mr.Hyuncheol Kim
Page 4

2. Construction
Contract References
1. Micronesia Mall – 1986
Location : Cor. Marine Drive & Route 16, Upper Tumon, Guam
Owner : Grandspan
Contract Amount : $ 1,157,890.00
Description of Project : Two – Storey Shopping Center
Scope of Work : Finishing, Dry Wall Partition & Tile Work (Labor & Materials)
2. Hatsuo Golf Course - 1987
Location : Talofofo, Guam
Owner : Hatsuo
Description of Project : Golf Course Clubhouse
Scope of Work : Civil, Structural & Finishing Works (Labor & Materials)
Page 5

2. Construction
Contract References
3. Talafofo Golf Course - 1990
Location : Talafofo, Guam
Owner : Pricia Incorporated
Description of Project : Golf Course Clubhouse
4. Hyatt Regency Guam – 1991 to 1992
Location : Hotel Road, Tumon Bay, Guam
Owner : E.I.E. Incorporated
Description of Project : 15 Storey Hotel Building
Page 6

2. Construction
Contract References
5. Royal Palm Hotel – 1993 to 1994
Location : Hotel Road, Tumon Bay, Guam
Owner : Kawasho International Guam Inc.
Description of Project : 12 – Storey Hotel Building
6. Guam Airport (Phase 1) – 1995 to 1996
Location : Airport Road, Barrigada, Guam
Owner : Government of Guam
Description of Project : Airport Building
Scope of Work : Concrete Topping, Fire Proofing Work Acoustic Ceiling, Dry Wall,CMU,
Masonry Tile Works, Floor & Wall Stone Works
Page 7

2. Construction
Contract References
7. Southern High School Project – 1996 to 1997
Location : Sta. Rita, Guam
Description of Project : Two – Storey Building
Scope of Work : Civil, Structural & limited finishing works Bldg. 6,7,8,9A,9B,9C,10
Retaining Walls & Affiliation Building of Football, Softball & Baseball,
Road Works (Labor & Materials)
8. GPA San Vitores Substation – 1997 to 1998
Location : San Vitores, Tamuning, Guam
Contract Amount : $ 458,475.00
Description of Project : 1 – Storey Substation Building
Page 8

2. Construction
Contract References
9. Mandara Spa – Outrigger Hotel - 1999
Location : San Vitores, Hotel Road, Tumon, Guam
Owner : Tanota & Partners
Description of Project : Tenant Improvement Area
Scope of Work : Architectural, Electrical & Mechanical (Labor & Materials)
10. HIGH Class, Micronesia Mall - 2000
Location : Dededo, Guam
Owner : TRINOVA, Inc.
Scope of Work : Architectural, Electrical & Mechanical (Labor & Materials)
Page 9

2. Construction
Contract References
11. Onward Beach Resort – Ext. – 2001 to 2002
• Location : Tamuning, Guam
• Owner : Onward Beach Resort
• Contract Amount : $ 1,882,652.00
• Description of Project : 21 – Storey Hotel Building – New
Tower
• Scope of Work : Structural, Architectural & Finishing
Works(Labor & Limited Materials)
Page10

2. Construction
Contract References
12. La France Rest. – 2001 to 2002
Location : Tumon Bay, Tumon, Guam
Scope of Work : Architectural, Electrical & Mechanical (Labor & Limited Materials)
13. Regency Hotel – 2002 to March 2003
Location : San Vitores Road, Tumon, Guam
Description of Project : Renovation Work 10-Storey Hotel Bldg.
Scope of Work : Finishing Work (Labor & Materials)
Page 11

2. Construction
Contract References
14. Mandara Spa at Ohana Oceanview Hotel 2003
Location : San Vitores Road, Tumon, Guam
Scope of Work : Interior Finishing, Electrical, Plumbing and Mechanical Work
Page 12

2. Construction
Contract References
15. Guam International Airport – 2002 to 2003
Location : Tamuning, Guam
Description of Project : Terminal Renovation & Structural
Upgrade Work
Scope of Work : Finishing Work (Labor & Materials)
Page 13

2. Construction
Contract References
16. Leo Palace Hotel & Resort – 2002 to 2003
Location : Manenggon Hills, Yona, Guam
Owner : Miyanma Development Incorporation
Contract Amount : $932,500.00
Description of Project : Renovation Work
Scope of Work : Architectural, Plastering, Structural Work Finishing Work
Page 14

2. Construction
Contract References
17. Leo Palace Hotel & Resort – 2002 to 2003
Location : Manenggon Hills, Yona, Guam
Owner : Miyanma Development Incorporation
Description of Project : Renovation Work
Scope of Work : Architectural, Plastering, Structural Work Finishing Work
18. Onward Beach Resort – 2003
Owner : Onward Beach Resort
Description of Project : Typhoon Repair Work
Scope of Work : Repair Gypsum Board Wall & Ceiling New Tile / New Paint / New
Water Slide etc. (Labor & Materials)
Page 15

2. Construction
Contract References
19. BBQ Pavilion – March 2003 to June 2003
Location : Tumon, Guam
Owner : Westin Hotel
Scope of Work : Steel Structure Work (Labor & Equipment only )
20. Typhoon Repair Work at Alupang Beach Tower Condominium – 2003 to 2004
Owner : Alupang Beach Tower
Description Project : Typhoon Repair Work
Scope of Work : Repair Gypsum Board / New Carpet New Wood Floor / New Paint /
New Window / New Door, etc. (Labor & Materials)
Page 16

2. Construction
Contract References
21. Baseball Stadium Project at Leo Palace,Yona, 2003 to 2004
Location : Yona, Guam
Owner : MDI Guam Inc.
Contract Amount : $ 290,000.00 (Labor only)
Description of Work : Concrete Structure Work for Baseball Stadium
Page17

2. Construction
Contract References
22. Misc. Work at Guam Plaza Hotel 2003 to 2004
Owner : City Hill Company (Guam) Ltd.
Description of Work : Various Renovation & Repair Work
Scope of Work : Reroofing Work, Interior Work for New Store, Furniture Fab. Interior
& Exterior Painting, Tile Work
Page18

2. Construction
Contract References
23. Bank of Guam, Main Headquarters Bldg.2004 to 2005
•Location : Hagatna, Guam
•Owner: Bank of Guam
•Contract Amount : $ 2,900,000.00
•Description of Project : Curtain Walls (Bay Window) Replacement & Typhoon Pongsona
•Damage Various Restoration & Renovation Work
•Scope of Work : Replacement of Baywindow, Remove/Replace Damaged Gypsum
•Board Wall & Tile Ceiling, Mold Remediation Work,Remove/Replace Carpet, Crack Repair
Page 19

2. Construction
Contract References
24. Agana Shopping Center Renovation 2003 to 2004
Location : Agana, Guam
Owner : Gregorio F. Perez, Inc.
Description of Work : Concrete Structure / Interior Finishing
Page20

2. Construction
Contract References
25. Bank Of Guam ( Three Branches ) 2006-2007
Location : Harmon, Tamuning and Tumon, Guam
Owner : Bank Of Guam
Description of Project : Interior Renovation Work Interior Finishing, Electrical, Plumbing
And Mechanical Work. (Labor and Materials)
Page 21

2. Construction
Contract References
26. Saipan World Resort, 2005
Location : Beach Road, Susupe, Saipan
Owner : Saipan World Resort
Description of Project : Upgrade & Renovation
Scope of Work : Interior Renovation & Waterproofing
Page22

2. Construction
Contract References
27. Guam Plaza Hotel 2006-2008
Owner : City Hill Company ( Guam ) Ltd.
Description of Project : Hotel Renovation Work Bldg. I , II, & III with 506 rooms,
Hallways & Elevator Lobbies Interior Finishing, Electrical, Plumbing
& Mechanical works (Labor & Materials)
Page23

2. Construction
Contract References
28. Tarza 2006-2007
Description of Project : Construction of New Concrete Slab Roofing (6 Pavillion Roof Top)
Page24

2. Construction
Contract References
29. Joinus Restaurant 2007
Description of Project :Restaurant Renovation Work Interior Finishing, Electrical,
Plumbing & Mechanical works. (Labor & Materials)
Page25

2. Construction
Contract References
30. Emerald OceanView Project 2009-Present
Location : Johnestown Tamuning
Owner : Younex International Corporation
Contract Amount : $150,000,000.00
Description of Project : Two 16 Storey and Two19 Storey Bldg.
Condominium with included Amenities
Page 26

2. Construction
Contract References
31. UKUDU Workforce Housing May 2010 - Present
Location : Tanguinsen Road Dededo
Owner : Younex Enterprises
Description of Project : Workforce Housing Village for 18,000 Thousand Temporary Workers
Page 27

2. Construction
Contract References
32. Guam Plaza Hotel 2011
Owner : City Hill Company ( Guam ) Ltd.
Description of Project : Renovation of Multipurpose Room,
Hallways & Elevator Lobbies Interior Finishing, Electrical, Plumbing & Mechanical works
(Labor & Materials)
Page28

2. Construction
Contract References
33. D.M.R Building 2011 - Present
Location : Lot No.5211-2-2-1-R2-R1,Barrigada,Guam
Owner : Data Management Resources
Description of Project : Office Building
Scope of Work : Architectural, Electrical & Mechanical (Labor & Limited Materials)
Page 29

3. EQUIPMENT
● COMPACTOR ● JUMPING JACK
● COMPRESSOR ● WATER BLASTER
● LEVEL TRANSIT ● TILE CUTTER
● MASONRY SAW ● DIESEL GENERATOR
● FLAT BED ● PORK LIFT
Page 30

4. COMPANY ORGANIZATION
MAJOR ACTIVITIES
A. Feasibility Studies
B. Construction, Project Study and Evaluation
C. Project Management and Administration
D. Planning, engineering, constructing, commissioning, operating and maintaining.
1. Civil Works – highways & bridgeshas had maintained a complete manpower which support its
activities. The break, drainage system, waterlines and underground storage facilities.
2. Architectural Works – building and housing works, office buildings, school buildings, hotels, airport and
other facilities.
3. Structural Steel Works
4. Temporary building and temporary fence
With these services, Younex Builder Corporation downs of manpower resources are as follows:
Executive Management Staff 10
Engineers 8
Foremen 5
Administrative Staff 5
Skilled Workers
Carpenters 150
Plasterers 10
Cement Masons 100
Steel Workers 40
Electricians 5
Mechanics 5
Painter 10
TOTAL MANPOWER 348
Page31

Younex has the qualified manpower, tools and equipment necessary to undertake most of any of the construction or renovation
projects.
FUNCTIONAL STATEMENTS
Functional statements have been prepared for each of the major organizational element.
The functional statements are not meant to identify every small sub-function, but instead provide general guidance to
responsible managers and supervisors. When a project has been awarded, selected functional statements are revised to
cover those areas where more detail directions are required.
PRESIDENT / GENERAL MANAGER
The company President / General Manager takes an active roles in management.
He ensures that each individual project, regardless of size or scope, is provided with the resources necessary.
To ensure all work is accomplished on or ahead of the scheduled completion, and meet or exceed the prescribed quality standards.
To ensure that the project shall only be accomplished in a safe environment. He plays a key role in the office management by
ensuring policies are published for those activities requiring such action and the development of procedures to be followed
in carrying out the various task.
Page 32

OFFICE MANAGER
The office manager, under the direct control and supervision of the President / General Manager, acts as department head.
The office manager provides administrative coordination among department heads and established work priorities based on
guidelines drawn by the President / General Manager. He fills the gap in office management to allow the President /
General Manager to make job site inspection; meets with clients, subcontractors, engineering firms, and key material
and equipment suppliers.
FINANCE AND ACCOUNTING DEPARTMENT
The company finance management responsibilities are assigned to the President /
General Manager who provides overall supervision and direction to the finance and accounting department.
The department has a direct support role to project management in the accounting and distribution of funds for all contract
expenditures including expenditures for subcontractors and supplies.
PROCUREMENT / PURCHASING
Procurement department is a company support element reporting directly to the President /
General Manager. The department provides direct support to the construction department in the purchase,
ental, and leasing of equipment, tools and materials. The department maintains a library of catalogs
and references concerning various types of materials, tools and equipment.
Page 33

CONSTRUCTION DEPARTMENT
The construction department is the operational arm of the company and is responsible for the successful
accomplishment of construction and renovation projects. The department is responsible to provide project
management in accordance with company policies and procedures. The Project Manager is the department head
and reports directly to the President / General Manager. He conducts weekly meetings with key staff members
providing the status and progress for all project assignments. He also assists other company elements, engineering
in particular, in preparing and reviewing cost estimates for potential new work.
ENGINEERING SUPPORT DEPARTMENT
The engineering department is the technical arm of the company and provides direct support to the construction
department. The Chief Engineer is the head of the department and he reports directly to the President / General Manager.
PROJECT MANAGEMENT
Project Management is the responsibility of the President / General Manager who delegates responsibilities
to individual project managers. Project Manager may delegate some of the functional responsibilities to
field site engineers, depending on the size and nature of project.
Page 34

5. SCHEDULING SYSTEM
Scheduling resources on a time phase basis for the accomplishment of the various work tasks involved in
project execution is one of the most exciting and important management tools available to a contractor.
Presently, Younex utilizes two types of schedules: a simple Bar Chart and the Critical Path Method (CPM).
Both types can be very accurate and provide the desired results. Normally, the complexity of the project
determines the method of scheduling to be employed. Projects with relatively few activities and short time duration
are normally scheduled using bar charts.
Regardless of the type of schedule employed, responsible individuals must manage schedules on a daily
basis to ensure the appropriate resources are applied properly the way they are planned.
This is a great amount of information that must be known before any type of schedule can be developed.
The most important is a correct and detailed scope of work. The description of work is normally provided
to the contractor in the form of drawings and details written on the drawings; however, the total scope of work
may be included in a narrative description, or in the specifications, or any combinations thereto.
When a solicitation package is received, Younex assigns engineers, estimators, and other technical personnel.
Their task is to identify the complete scope of work. After the scope is known, the same or other responsible
engineers and estimators can continue the work to determine resources necessary to accomplish the
work scope. Normally, Younex will accomplish a detailed estimate where materials, manpower, and
equipment requirements are identified. This is the best method especially if all or majority of work is
to be accomplished utilizing in-house capabilities.
Page 35

When subcontractors are employed, Younex must prepare the necessary documents to obtain the resources the
subcontractor proposes to utilize to accomplish designated scope of work. As a rule of thumb, subcontractors
do not want to provide contractors with detailed estimate, which will identify the materials, equipment and manpower
required. However, this information is critical if a proper schedule is to be developed. Since general partners of
Younex have been in the construction business for over nine years, we have build relationship with a great number
of subcontractors. These relationships have allowed Younex to obtain the necessary data to prepare a workable schedule.
When a detailed estimate is completed, the next major step is to determine material and equipment requirements.
Not only must they be identified, coordination must be made with the various suppliers and / or manufacturers
to determine the availability. This effort can be time consuming.
After a clear scope of work is completed and identified other variables such as manpower by craft, availability
of materials and source of equipment, scheduling work can commence either using bar chart or CPM Method.
It would appear the next step would be, to lie out the activities based on the estimates. This might be the case,
but most often, the client states a date all work must be completed. If the date is sooner than the initial estimate,
then a detailed analysis must be made to determine methods to accomplish the work task in less time. Increasing
manpower is normally the method used; however, other actions are sometimes required such as material and equipment
expediting.
After time duration for each task meets an acceptable timetable, then work can commence to lie out the schedule.
The schedule normally always starts with the notice to proceed (NTP). The next step is the administrative tasks
that must be accomplished, i.e., submission of surety bonds, insurance certificates, contract acceptance, quality
control, and safety plans. The administrative tasks most often have to be provided prior to any site work.
Page 36

The actual work schedule must identify critical factors to be realistic. For example, the schedule will identify
dates of materials / equipment orders, ship date time, or manufacturer and ship time, if not readily available,
date arrived at job site. Materials and equipment must be at job site ready for use prior to manpower installation.
This means materials and equipment must be inspected immediately upon receipt. When materials and equipment
to be installed or use is ready for installation, schedules must ensures that manpower has the correct tools
and equipment necessary for professional, safe installation.
Work schedules must be designed in such a fashion to provide flexibility for unforeseen problems.
Younex pledges to apply the necessary resources, i.e. manpower, materials and equipment to ensure quality
work is performed in accordance with the established and client approved work schedule.
Younex understands the importance of construction schedule and we have demonstrated the success of our
effort with all the projects we have completed.
Page37

6. SAFETY PROGRAM
SAFETY PROGRAM
The most basic and fundamental aspect of company’s safety program is our total commitment;
to provide safe working environment free from recognized hazard for all our employees. To achieve this goal,
senior management of Younex accepts the responsibility for accupational safety and health as an integral
part of each job task.
Our first step toward our commitment is to publish and distribute to all our employees, as well as subcontractors,
a corporate SAFETY POLICY. The management safety policy statement will outline the company’s philosophy
on safety and sets the tone for management commitment to that safety effort. The policy is simple and concise;
identifying the overall objectives of the company with its safety program.
The purpose of a safety policy is to stimulate awareness of safety in others and show their own interest.
It will be the responsibility of others to cooperate in maintaining working conditions safe and healthful.
Safety and accident prevention is not the sole responsibility of management. Every individual is responsible for
their portion. The safety plan discussed herein is designed to be general in those areas where detailed scope of
work is not yet known. After notice to proceed, then a detailed plan is provided that incorporates all elements of the project.
Younex understands that accidents prevention is not free. Like any other prevention accident prevention cost
money and most of the time expensive. It may be expensive at a glance but very beneficial to the company
at the end. Every project includes a budget for safety awareness; signs, posters, handouts, and etc., plus safety
equipment, clothing and very importantly, tools that are safe and used only for the purpose they are designed.
Page 38

6. SAFETY PROGRAM
PROJECT MANAGEMENT AND SAFETY
Senior management establishes company policies, but field or job site management must enact or
implement them. The best corporate safety policy is totally ineffective unless it is property implemented in the field.
To ensure safety policies are enacted at field locations, the following actions are taken:
CARE ABOUT PEOPLE
Field managers must care about the safety of their employees. They must also earn employees’ respect.
SITE INSPECTION AND DEFICIENCIES
Scheduled and unscheduled safety inspections at the job site location are being undertaken by senior management
personnel such as the Safety Engineer, General Manager and Project Engineer. Formal inspection includes the use of
pre-established checklist to determine condition and deficiencies. Records of all inspections are maintained and copies
are distributed to concerned personnel. A follow-up action program will be initiated to ensure all corrective action is taken
and the unsafe condition removed or eliminated.
Page39

6. SAFETY PROGRAM
SAFETY ORGANIZATION
Our safety organization follows a line and staff concept for coordination and administrative control.
The organization was designed along functional lines to ensure it can fulfill its goal for safety management.
Staffing under the Safety Department are staffs of the Construction Department assigned safety responsibilities
and authority in writing? Under this concept, the Safety Engineer has technical control over operational personnel for
safety related matters. This is nothing new or unusual about his type of a functional organization. The concept has been
proven sound and is employed on the majority of all construction and renovation projects. Most quality control
organizations are designed and operated in the same fashion.
SAFETY FUNCTIONS AND RESPONSIBILITY
As with all other aspect of business operations, the success of Younex Safety Program is dependent on
management’s assignment of responsibility to specific individual. Younex has made clear assignments of
responsibility to members of the project safety team to ensure that those members understand their role in
the safety effort. The established responsibilities allow line management and individual alike to be held accountable
for results in the accident prevention program.
As stated above and in earlier discussion, we have laid out management’s commitment and responsibilities
by providing each line management their functional responsibilities as follows:
Page 40

6. SAFETY PROGRAM
ORGANIZATIONAL ELEMENT – OPERATIONS MANAGER – SAFETY
Management responsibility include the following:
* Impress upon all supervisory personnel the responsibility and accountability of each individual to
maintain a safety and healthy workplace.
* Provide employees with the necessary safety training in all facets of their work operations.
* Disseminate safety information, reports, accident data, and changes in health and safety regulations
or codes that pertains to company operations.
* Provide all supervisors with copies of all written appropriate and applicable rules and regulations.
* Incorporate safety when planning for all phases of the project to maximize the use of engineering
and administrative controls in the overall accident control program.
* Continue to monitor all aspect of the program for overall effectiveness, necessary assistance to field personnel,
and compliance with company policy and safety regulations.
* Conduct and assist higher management in conducting safety inspections and accident report analysis.
* Provide administrative reports concerning safety as directed by the Safety Engineer.
ORGANIZATIONAL ELEMENT – CHIEF ENGINEER – SAFETY
The Safety Engineer will direct the duties and responsibilities concerning safety management.
The Chief Engineer is responsible for the active administration and control of all aspect of safety program
at the workplace. The Chief Engineer can most effectively reduce the occurrence of accident and improve safety.
Duties and responsibilities include the following:
Page 41

6. SAFETY PROGRAM
* Planning and requiring that all work operations be done in compliance with established safety r
egulations and work practices.
* Appointing competent person (as defined by OSHA) to assist in the project safety program.
* Ensuring the availability of all necessary personnel protective equipment, job safety materials, and first aid facilities.
* Ensuring that all new employees are properly instructed in safe work practices, hazard recognition, and OSHA
required training, and conducting safety training programs prior to field assignments
* Ensuring the maintenance of all safety record keeping and documentation. This includes accident reports,
employee training records, and all OSHA record keeping.
* Instructing all supervisors about their safety responsibilities prior to initial project activities.
* Reviewing all lost-time injury accident, and property damage reports with the appropriate supervisors.
* Ensuring to the greatest extent possible subcontractors’ compliance with the company’s accident
prevention policy, and all applicable federal, state and local standard and regulations.
* Communicating to all employees regarding safety related information and reports.
* Keeping company home offices informed of all safety activities, communications, and problems.
* Properly treating all injuries and investigating all accidents, injuries, or property damage occurrences.
ORGANIZATIONAL ELEMENT – SAFETY SUPERVISOR
He is the most senior Civil Engineer from the Construction Department. The Safety Engineer will
direct his duties and responsibilities concerning safety management. It is realized that the attitude
developed by workers toward safety is a direct reflection of the supervisor. Therefore, all supervisors
must pay attention to and take appropriate action on employees safety suggestions and report unsafe
conditions and practices. The following supervisory responsibilities address these objectives:
Page 42

6. SAFETY PROGRAM
* Ensuring that all employees under his supervision understand their safety responsibilities.
* Ensuring proper use of all necessary personnel protective equipment. Acting without delay to address
all hazard and unsafe conditions or actions within the scope of his area of responsibility.
* Cooperating fully in the investigation of any accident, taking all necessary measures to prevent recurrence,
and reviewing causes and possible prevention of accidents with employee(s) involved.
* Informing project management of any safety problems that lie beyond his authority to correct.
* Holding weekly toolbox safety training meetings with the workers under his supervision and maintaining
proper toolbox documentation and submitting them as directed.
* Caring for all injuries immediately and reporting all accidents properly. A report should follow all injuries
involving lost time, doctor’s care, or damage to company property, equipment, or facilities above
a potential cost set by the company.
ORGANIZATION ELEMENT – EMPLOYEE
The term employee includes all field hands, craft persons, lead men, operations, technicians, or laborers.
Employee plays a vital role in the safety program. Without the full understanding and cooperation of each
employee, the company cannot hope to achieve the full potential of the accident prevention program.
Employees’ responsibilities include:
* Consistently observes work conditions, operations, equipment, and tolls for the purpose of accident prevention.
* Complies with all federal, state, and local regulations as well as safe work practices and company safety rules.
* Uses all necessary personal protective equipment, safety equipment and safe work practices required for the
safe performance of the job.
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6. SAFETY PROGRAM
* Corrects any unsafe work practices within the scope of the work operations and reporting any unsafe
work actions or conditions to the supervisors.
* Examines tools and equipment before its use and advising supervisor of any defects or problems;
do not use defective tool or piece of equipment for any reason; do not use tools or equipment improperly
or in a manner for which the tool or equipment was not designed.
* Stops work if conditions present an immediate danger to life, limb, or property and reporting such
conditions immediately.
* Avails all company and industry sponsored safety training, information, or program.
* Assist other employees in performing their work in a safe manner by informing them of potential problems,
unsafe conditions, or unsafe actions.
ORGANIZATIONAL ELEMENT – SUB-CONTRACTOR
All subcontractors are required to adhere to the company’s accident prevention program.
Including safety responsibilities into subcontractors’ contract scope of work ensures this Acceptance.
Additional responsibilities include:
* Abides to all safety rules of the owner and the other subcontractors.
* Notifies all other subcontractors when actions or activities of your work operations may present
a safety or health problem to other subcontractor’s employee.
* Informs the company whenever they will be on site.
* Reports and observes unsafe conditions or actions to the appropriate authority.
Page 44

7. QUALITY CONTROL PROGRAM
QUALITY CONTROL PROGRAM
The management of Younex Builders Corporation is committed to provide the necessary resources to establish
an effective quality control program. The program function in such a manner to ensure the project will be
completed within time allotted and in accordance with industry standards and applicable contract
directions and specifications.
Quality Control has been around nearly as man existed. History recorded quality control measures
dated back in the 18th Century B.C. when King Hummurabi of Babylon established laws on trade
and commerce, under which subjects prohibit giving poor services or unequal value in trade.
Traders have to satisfy their customers by correcting the deficiencies in the services they provided or
commodities they traded. We have come a long way since the time of King Hummurabi, however,
the philosophy of quality control has not changed much. Quality is a universal need.
Though we may first think of quality in terms of products or services, we seek quality in all what we do.
This means that Younex, there is a quality of management, quality of accounting, quality of administrative
services, quality of purchasing, quality of production, quality of services, and indeed quality of assurance and control.
We understand that there are varying degrees of quality control which are governed by economics.
Total quality control is a very good goal but too expensive to achieve since it involves back-up system.
The balance between quality and cost had been reached when the client developed standards and
specifications to be founded. Our program for accomplishing the quality control measures necessary
to satisfy the requirements stated in the contract and acceptable industry standards are provided herein below.
Page45

Our company’s first step to achieve our commitment in providing effective quality control program
is to publish and disseminate to all our employees as well as subcontractors a corporate quality control policy.
Our company quality control policy outlines the philosophy in quality control and sets the same tone
for management commitment to that effort.
The purpose of our quality control policy is to stimulate awareness to others and motivate them to
solicit their interest and cooperation for making the program a success.
Quality control is employee’s responsibility regardless of their organizational assignment.
Support elements include such activities as administration, finance, accounting, safety, subcontract
administration, and procurement.
The scope of quality control requirements is directly related to the requirements of the project.
This means that our company is committed to provide necessary resources, i.e., manpower, tools,
equipment, and materials required to achieve the goal of accomplishing the work in accordance with
the specifications and quality standards. The applications of this procedure will apply:
1) When the procedure is called in the contract or is referred in other document which are they called up
In the contract or when a jurisdictional authority calls it for. (Local standards and codes)
2) To the operations carried on within the company in respect to project work.
3) When an ongoing project is to be assessed and this procedure is being used.
It should be noted that if conflicts arise between the requirements of this procedure and other quality
control system requirements in the contract, the requirements in the contract would prevail.
Page 46

YOUNEX BUILDER CORPORATION RESPONSIBILITIES
1. Younex will carry the sole and final responsibility to meet all quality and reliability requirements for the project.
2. We are responsible for developing and implementing the quality control program and procedures
to prevent non-conformance to contractual or locally applied requirements.
3. We are responsible for developing and implementing procedures and controls for detecting and correcting.
4. We will satisfy all local codes and standards and clients requirements specified in the contract.
QUALITY REQUIREMENTS
THE QUALITY PROGRAM
Younex shall plan, establish, implement and maintain a quality control program in accordance to
the requirements of this procedure. When quality control is to be implemented, quality assurance
program is to be maintained to meet the requirements of this procedure
ORGANIZATION
Younex Builder Corporation will:
1 .Clearly define management policies, objectives and responsibilities for control and quality assurance.
The responsibilities of different contributors to the accomplishment of the project shall be defined.
The responsibility and authority for quality delegation to the individuals and managers of the organization
who must manage and perform the work. Those who must inspect and verify conformance of the work
to requirements shall be defined and their relationship shall be shown on the functional organization chart.
2. Appoint a quality control manager who will report regularly to the president / general manager which
will ensure that quality requirements are not subordinate to design, productivity, construction, or delivery
and will define the authority of the quality control manager to obtain resolution of quality matters.
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3. Provide for regular reviews by management of affected areas of the status and adequacy of t
he quality control program and any quality assurance program responsibilities placed on sub-contractors.
These reviews shall cover the activities of those responsible for managing and carrying out the work in
quality-controlled manner, as well as those responsible for verifying conformance to quality requirements.
4. Define the responsibility and authority of personnel who are primarily responsible for controlling quality
and organizational method used to:
- Identify and record problems.
- Initiate, recommend, or provide solutions to quality problems.
- Verify implementation and effectiveness of solutions to qualify problems.
- Control the on-going processing, fabrication, delivery, installation of items containing non-conformities
up to the sate at which verification establishes the satisfactory disposition of the earlier questioned items.
- Carry out by personnel, other than those actually doing or supervising the work, on work items
being inspected, verification of work done. The inspection and test plan will clearly indicate when
personnel responsible for verification of quality may report to supervisors who are directly
responsible for accompanying quality.
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INSPECTIONS OR AUDITS
Younex will design, establish, and implement a documented plan for inspections which will
objectively evaluate and ensure that:
1. All requirements of the quality control program are being complied with and work is proceeding
in accordance with documented quality program procedures.
2. The quality control program effectively.
3. Recommended corrective action is being implemented in an effective and timely manner.
4. Any area of control previously found deficient is being re-inspected.
The inspection plan, as a minimum, defines:
1. Assignment of personnel conducting the inspection(s).
2. Functional areas to be inspected.
3. Frequency areas to be inspected.
4. Method of reporting findings and recommendations.
5. The procedure for deciding on and implementing corrective actions.
Inspection will, as a minimum, include an evaluation of:
1.Work areas, activities and processes.
2. Products and services being produced.
3. Quality control practices being used.
4. Documented quality program procedures and instructions.
5. Documents, reports and records.
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Personnel assigned to carry out inspections will be appropriate trained and experienced and
not be directly responsible for the area being inspected.
Inspections will be carried out in accordance with this procedure.
Management responsible for the areas inspected will review and correct any deficiencies found
and reported in documented inspection report.
FUNCTIONS AND RESPONSIBILITIES
ORGANIZATIONAL ELEMENT – MANAGER, QUALITY CONTROL
The Manager – Quality control, has three basic areas of responsibility to the organization. These include:
* Business Responsibility – The Manager will provide client quality assurance for the services of
the company and assist in assuring the achievement of the optimum quality cost for the company.
The manager will participate in the strategic business planning concerning the project. He will assist by
taking lead in formulation and documentation of basic company quality control policies and control program
to the improvement of productivity and ensuring compliance with quality standards and contract specifications.
* System Responsibility – As delegated by senior management and in close cooperation with other
functional elements of the organization, the manager will provide leadership in quality control system
establishment and maintenance. He will also assure and contribute to the regular collection and
analysis of quality cost to measure the business effectiveness of the quality control program for
achieving an optimum balance among various work task.
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* Technical Responsibilities – the Manager will provide for suitable company and field operation applications
of the engineering, management, and statistical technologies of quality control. The technical applications
of quality control will be exercised through the sub-function areas of quality control organization.
This will include inspections for quality effectiveness, especially planning program for procedural audits, quality
system audits and material equipment audits.
Whether the limits of approved policies, programs, budget, and procedures, the Quality Control Manager is responsible
for and has the authority to fulfill the duties listed below:
1 . Management Responsibilities – the Manager is responsible for providing leadership to all employees
of the Quality Control organization in planning, organizing, integrating and measuring.
2. Functional Responsibilities – The Manager shares knowledge as well as working with those reporting directly with him will:
a) Formulates basic policies, plans, programs, standards, and techniques necessary to carry out the objectives
of the Quality Control component and upon their approval will carry out such policies, plans, and programs.
b) Provides adequate facilities and equipment necessary for inspecting, testing and measuring the quality of the
company products and the most economical maintenance of such equipment and facilities.
c) Provides and distributes to all appropriate personnel the business program designed to promote the spirit
of quality thinking throughout the component, and encourage participation of Quality Control personnel in any
educational courses that may be available to keep themselves informed of the newest developments that
involve quality control proceeds.
d) Maintains relationships with Engineering units to discuss quality considerations as early as possible in the design stage.
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e) Maintains relationship with manufacturing units to assure adequate process capability and quality information feedback.
f) Maintains relationships with vendors to ensure that their products meet company quality standards.
ORGANIZATIONAL ELEMENT – CHIEF ENGINEER
Under the technical control of the Quality Control Manager, the Chief Engineer performs inspection for
work related to a specific discipline, i.e., civil, structural, mechanical, piping, welding and electrical.
He has a working knowledge of the company Quality Control Program, company and industry standards,
procedures, codes and project specifications. Functions include:
- Performs inspections and witness test applicable to discipline to determine acceptability of work.
- Participates in review board meetings to resolve non-conformance areas. Provides follow-up actions
to ensure corrections are implemented. Provides on-the-job training.
- Performs internal and external audits to ensure quality control requirements are implemented and maintained.
- Coordinates quality control programs with job-site departments and subcontractors.
- Performs additional duties as directed by the Project Manager or Quality Control Manager.
- Maintains work performance records, inspection records, and other related items.
- Coordinates quality control inspection schedules with other schedules.
- Reviews purchase documents to ensure compliance with quality control requirements.
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ORGANIZATIONAL ELEMENT – PROJECT ENGINEER
Under the technical control of the Quality Control Manager, performs quality control functions in
accordance with the company’s Quality Control Plan and procedures detailing quality control task.
Directs and supervises the implementation of the project quality control activities at job site location.
Supervises and directs on-site personnel in quality control work including technical directions of activities,
resolution of problems. Additional function include:
Assist in preparation of quality control procedures (documentation). Reviews other departmental
procedures for compliance with quality control requirements as related to field activities.
Participates in review board meetings to resolve non-conformance areas. Provides follow-up
actions to ensure corrections are implemented. Provides on-the-job training.
Performs internal and external audits to ensure quality control requirements are implemented and maintained.
Coordinates quality control program with job-site departments and subcontractors.
Performs duties as directed by Project Manager or Quality Control Manager.
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ORGANIZATIONAL ELEMENT – CIVIL ENGINEER
Under the direct supervision of the Project Engineer performs on-site quality control functions
in accordance with company quality control plan and written procedures. Provides inspection services
and accepts or rejects work performed in a particular discipline with applicable codes and specifications.
Additional functions include:
- Performs inspections and witness test as required.
- Prepares reports and quality records in compliance with procedures.
- Coordinates areas of quality control work with other works, i.e., start-up, engineering, process and the like.
- Performs receipt inspections of material for work area in conjunction with material control staff. (Procurement)
- Performs system verifications on completed system to assure correct installation per design specifications.
- Tests and calibrates measuring and testing equipment as required to ensure accuracy.
- Performs other function as directed by the Project Engineer
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8. Guam Contractor’s License
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