The Gooch Companies are part of NVC Fund Holding Trust Group of Companies. NVC and Gooch companies are entities under the Frank Ekejija Estate Trust changing and developing the world.

1. Pre-Qualifications

3. Nigeria 2012
2
Table of Contents
A. Contractor’s Project Specific Approach…………..3
1. Prime Contractor / Sub Contractor
Relationships…………………………………………………….. 4
2. Staff Organization Chart……………….................... 6
3. Resume Summaries…………….......................................7
4. Current Staff Assignments for
Project Managers……………………………………............24
5. Methodology………………………………………………………25
B. Contractor’s Firm History…………………………………….28
C. Contractors Plan for Self-Performing
Work………………………………................................................29
D. Contractor’s Relevant Experience,
Underway & Completed…………………………………………..30
E. Contractors Pending Claims and/or
Litigation………………………………………………………………… 32
F. Contractors Safety Program and
Record……………………………………………………………………..33
G. Contractors Financial Information…………………….35
H. Appendix……………………………………………………………………36

4. Nigeria 2012
3
Contractors Project Specific Approach
Upon receipt of the notice-to-proceed on any project, Gooch will
determine the capabilities required for accomplishment. When necessary,
GOOCH will access our consultant contractor resource pool to
support our internal capabilities. These may include engineering services,
material suppliers or contractor services, for example. The following
organization chart is a simplified depiction.
GOOCH maintains a seamless team approach between the government
stakeholder, designer, construction manager and contractor. The
Design-Build approach will eliminate the adversarial relationship
sometimes created by the design-bid-build, low bid environment. We will
always seek the best value for our client.
GOOCH will retain overall project control (scheduling, estimating,
budget, finance) responsibilities. State-of-the-art industry program
management software will be used to enhance record keeping, statuses,
or other analyses. This will include document control (drawings,
contract documents, correspondence, etc.). Program Management
Oversight (PMO) is an option for the stakeholder as a periodic,
independent audit or assessment of GOOCH’s program efficiencies and to
ensure for the stakeholder that all pertinent industry standards are
being met or adhered to for a specialized project.
Asset Owners,
Government
Stakeholders
&
PPP
Partnerships
Local
Partner
Project
Management
Consultant/Contractor
Resource Pool & Project
Management
§ Balfour Beatty
§ BNSF
§ Gooch Excavation
§ Fluor
§ IBG
§ Parsons Brinkerhoff
Gooch
Companies
Program
Management
Oversight

5. Nigeria 2012
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Prime Contractor/ Sub Contractor
Relationships
Company
Gooch
Companies
Gooch
Companies
Gooch / Balfour
Joint Venture
Gooch / Balfour
Joint Venture
Gooch
Excavation
Fluor / Gooch
Joint Venture
Gooch
Companies
Oversight Of
Entire Project
Program Management
Project Management
Roads, Highways, Bridges and Rail
Construction Management /
Project Management
Water resources
Project Management / design /
Build: Power, Energy, Steel
Project Management / Design /
Build Housing Development
Gooch
Excavation
Project Management / Design /
Build: Agriculture & Irrigation
Parsons
Brinkerhoff
Design & Engineering:
Roads, Highways & Bridge
BNSF/HDR/ Gooch
Joint Venture
Project Management / Design &
Build: Railway development
Balfour Beatty /
Gooch Joint
Venture
Project Management / Design /
Build Engineering: Education,
Health care, Commercial

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Prime Contractor/ Sub
Contractor Relationships
Bridgefarmer
Associates
The Transtec Group
CSJ engineering
Associates
Bohannon
Hutson
Kimely Horn
Lina T. Ramey
Oldfield Davis
Lott Power and
Light
Structural Engineering
Pavement Engineering
Utility Coordination
Traffic & Transportation Analytics,
Traffic Studies, Signal & Lighting
Analysis & Design, Gov.
Environmental Approvals &
Compliance, Concrete Field Testing,
Laboratory Sopil Testing, Surveying
& Mapping
Landscape Design & Installation
Subsurface Utility Engineering
Traffic Signing
Electric Light & Power Generation
IBG
Development
Project Mgmt – Social
Infrastructure
Gooch
Concessions
Toll Plaza & Monitoring Facility
Constructions, Operations, &
Maintenance
Electronic
Transaction
Consultants (ETC)
Electronic Toll Collection Design,
Development, Implementation and
Operation
Sub
Contractors Oversight Of

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Staff Organizational Chart
Federal Republic of Nigeria
I.B. Gooch Development
Tommy Campbell
Senior Project
Manager
Gooch Companies
Keith McCoy
Project Manager
Aviation
Gooch Companies
Jimmy Hodnett
Project Manager
Heavy Highway
Gooch Companies
Al Brunson
Project manager
Railways
Gooch Companies
Crencenio Medrano
Safety Coordinator
Gooch Companies
Gooch
Companies
Executive
Support
Marvin Gooch
Chairman / CEO
Spencer
McGruder
Vice Chairman
Colin Graidage
Prsident
Brian Cooper
Project Manager
Water Structures
Gooch Companies
Tony Waweru
Project Manager
Industrial
Gooch Companies
Bruce Strange
Chief Field Engineer
Gooch Companies
Field Engineer
Gooch
Companies
Field Engineer
Gooch
Companies
Quality Control
Team
Tommy Hancock
QC Coordinator,
Transportation
Avery Martin
QC Coordinator
Residential &
development
Matt Davis
QC Coordinator
Water Resources
Dennis Bowden
QC Coordinator
Power & Energy
Travis Webber
Project Manager
Social
Infrastructure
Gooch Companies
Kenny Blankenship
Project Manager
Housing
Gooch Companies
Parsons Brinkerhoff
Engineering
Nigeria Planning
Commission
(NPC)

8. Nigeria 2012
7
Resume Summaries
Staffed with the Most Qualified Construction
Professionals for this Unique Project.
In developing our staffing approach for this
project, we hand picked team members, matching
their specific and recent experience to the
requirements of this flagship project. In doing
so, our staffing plan, execution strategy, and
project schedule are interrelated and are
perfectly aligned to deliver a smooth project
journey.
On the following pages, we provide detailed
resumes for key members with direct relevant
experience. Our plan is to staff the Project
with personnel to the maximum extent practical
with Gooch Companies Associates.

9. Nigeria 2012
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Marvin Gooch, Chairman and Chief Executive Officer
The following projects are a few examples of Marvins proven abilities in the successful completion of
similar projects over his 45 plus years of industry experience.
Housing Developments
Douglas County / Sarpy County, Nebraska
Infrastructure and Site Preparation Subcontract Management
Construction Management
$7.8 Billion
Managed all aspects of companies 17,297 acre housing development site prepartion and
infrastructure contracts.
Washington Dulles International Airport
Chantilly, Virginia
Project Engineering
$5 Billion
Performed design-phase oversight and assisted Airport Authority Project Manager during
$5 Billion Capital Development Programs. Provided project planning, design/engineering,
construction, safety, public information, and historic/archeological management; and
further assisted Resident Engineer during construction.
McCarran International Airport - Terminal 3
Las Vegas, Nevada
Project Management
$2 Billion
This project is a ground up 14 gate new terminals in which McCarran is the
first US International Airport to employ the RFID technology.
Miami International Airport
Miami, Florida
Construction Management
$1.9 Billion
Performed program design and construction management, and quality control for $1.9
Billion Capital Improvement Program at Miami International Airport. Monitored progress,
identified and resolved issues, and ensured achievement of project objectives and
schedules within budget constraints. Reported directly to Construction Manager and
Airport Authority Project Managers.
Olmsted Dam Project
Rochester, Minnesota
Project Management
$800 Million
Provide leadership and experience to project controls team on the $800 million
Olmsted Dam Project. Managed, integrated, coordinated and reviewed the work of the
project control team. Provided program management and coordination between the client
(US Army Corps of Engineers), the contractor (Washington Group International), and the
design team.
Marvin will
provide the
Executive
management
oversight for all
Infrastructure,
Transportation
& Mining
projects. And
Executive
oversight of
project
management
teams and
provide overall
outcome
oversight.
Why Marvin?
§ He's the best of
the best.
§ Extensive
experience in
construction,
mining, finance,
operations,
strategic
planning,
transportation,
commercial,
industrial &
housing .
§ Excellent
relationships
with Owners,
Architects and
Project Teams.
§ Extensive
executive
management
expertise.
Over 46 years of
industry
experience

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Spencer E. McGruder, Vice Chairman - Gooch
Companies
The following projects are a few examples of Spencer’s proven abilities in the successful completion of
similar projects over his 30 plus years of industry experience.
Qwest Center Convention Center/Arena
Omaha, Nebraska
Infrastructure and Site Preparation Subcontract Management
$281 Million; 170 Hectare Site
The project included construction of a 45,521 square meter convention center; 41,805
square meter arena and 162 hectares of parking, roadways and infrastructure. Managed
field supervisors, managed heavy equipment supervisors, project adminstration including
estimating; scheduling; work plan development; cost accounting; client management;
subcontractor management and management of company resource allocations.
Platte West Water Treatment Plant
Omaha, Nebraska
Infrastructure and Site Preparation Subcontract Management
$236 Million; 20 Hectare Site
The project included construction of a 58,575 square meter, 394 million liters per day
state-of-the-art below grade water treament facility. Managed field supervisors, managed
heavy equipment supervisors, project adminstration including estimating; scheduling; work
plan development; cost accounting; client management; subcontractor management and
management of company resource allocations.
Bunge Soybean Processing Plant
Pottawattamie County, Iowa
Infrastructure and Site Preparation Subcontract Management
$100 Million; 130 Hectare Site
The project included construction of a 2,325 million liters per year soybean processing
plant with an annual crushing capacity of 1.36 metric ton per year and 32.19 kilometer of
railway infrastructure. Managed field supervisors, managed heavy equipment supervisors,
project adminstration including estimating; scheduling; work plan development; cost
accounting; client management; subcontractor management and management of
company resource
Housing Developments
Douglas County / Sarpy County, Nebraska
Infrastructure and Site Preparation Subcontract Management
Construction Management
$7.8 Billion
Managed all aspects of companies 17,297 acre housing development site prepartion and
infrastructure contracts.
Primary and Secondary Roadway and Railway Reconstruction
Douglas & Sarpy County, Nebraska and Pottawattamie County, Iowa
Infrastructure and Site Preparation Subcontract Management
$400 Million; Aggregate Kilometers Over 500 Kilometers
Managed all aspects of company’s road, rail, reconstruction, site prepartion and
infrastructure contracts.
Spencer will
provide the
Executive
management
oversight for all
Infrastructure,
Housing and
Transportation
projects. And
Executive
oversight of
project
management
teams and
provide overall
outcome
oversight.
Over 30 years of
industry
experience
Why Spencer?
§ Extensive
experience with
fast-tack
infrastructure,
housing and
transportation
projects.
§ Excellent
strategic
planning,
problem
solving,
communication
and team
building skills
§ Extensive site
preparation,
scheduling,
coordination
and decision-
making
Expertise.

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10
Calvin J. McGruder, CFO - Gooch Companies
The following projects are a few examples of Calvin’s proven abilities in the successful completion of
similar projects over his 45 plus years of industry experience.
Qwest Center Convention Center/Arena
Omaha, Nebraska
Financial Subcontract Management
$281 Million; 170 Hectare Site
The project included construction of a 45,521 square meter convention center; 41,805
square meter arena and 162 hectares of parking, roadways and infrastructure.
Managed field supervisors, managed heavy equipment supervisors, project
adminstration including estimating; scheduling; work plan development; cost
accounting; client management; subcontractor management and management of
company resource allocations.
Platte West Water Treatment Plant
Omaha, Nebraska
Financial Subcontract Management
$236 Million; 20 Hectare Site
The project included construction of a 58,575 square meter, 394 million liters per day
state-of-the-art below grade water treament facility. Managed field supervisors,
managed heavy equipment supervisors, project adminstration including estimating;
scheduling; work plan development; cost accounting; client management;
subcontractor management and management of company resource allocations.
Bunge Soybean Processing Plant
Pottawattamie County, Iowa
Financial Subcontract Management
$100 Million; 130 Hectare Site
The project included construction of a 2,325 million liters per year soybean processing
plant with an annual crushing capacity of 1.36 metric ton per year and 32.19 kilometer
of railway infrastructure. Managed field supervisors, managed heavy equipment
supervisors, project adminstration including estimating; scheduling; work plan
development; cost accounting; client management; subcontractor management and
management of company resource allocations.
Housing Developments
Douglas County / Sarpy County, Nebraska
Financial Subcontract Management
$7.8 Billion
Managed all aspects of companies 17,297 acre housing development site prepartion
and infrastructure contracts.
Primary and Secondary Roadway and Railway Reconstruction
Douglas & Sarpy County, Nebraska and Pottawattamie County, Iowa
Financial Subcontract Management
$400 Million; Aggregate Kilometers Over 500 Kilometers
Managed all aspects of company’s road and rail reconstruction site prepartion and
infrastructure contracts.
Calvin will
provide the
Financial
oversight for all
Infrastructure,
Housing and
Transportation
projects.
Over 45 years of
industry
experience
Why Calvin?
Calvin will
provide the day-
to-day program
financial
management for
Infrastructure,
Housing and
Transportation
projects. He will
be the central
point of contact
for all Financial
coordination of
all projects; and
provide overall
financial
outcome
oversight.

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Colin A. Graidage, President - Gooch Companies
The following projects are a few examples of Colin’s proven abilities in the successful completion of similar
projects over his 50 plus years of industry experience.
Mowlem Railworks, UK
Managing Director
An interim appointment with the Group’s Railway Division, the task included restructuring
the Board, writing and implementing a major improvement plan for the business, re-
invigorating a moribund management team, addressing serious safety and quality
problems, repairing relationships with a major national customer and dealing with the
national press. Part of this assignment was the identification of a permanent Managing
Director for the business and a managed handover prior to retirement from the group.
Barclay Mowlem Construction Limited
Taipei, Taiwan
Country Manager, Taiwan
$400 Million
Resposible for all aspects of the companies contracts with Taiwan High Speed Rail
Corporation. Developed and oversaw a successful strategy for completion of the work
and financials with the customer. Managed over $400 million in rail and depot work on
time and under budget. Recovered time lost due to poor initial progress. Repaired
important relationships with customers, joint venture partners and major subcontractors
with excellent results.
Charter Builders, LTD.
Dallas, Texas, USA
President and CEO
Resposible for the performance of the corporation including profit and loss, all commercial
matters and all business development. Developed and implemented a strategic plan that
revived the business. Developed and implemented a successful succession plan. This
ten-year tenure as chief executive of the corporation built a customer focused, ethically
sound, financially stable company that is now the leading construction management firm in
North Texas. Our main segment of business was Educational Buildings and Commercial
Construction.
Mowlem International Limited
United Kingdom
Commercial and Contracts Director
Board member resposible for all commercial aspects of the Company’s operations and for
the effective execution of contracts oversees.
Mowlem Construction Company Limited
East Africa
General Manager
General Manager responsible for rail ops in Kenya, Uganda, Sudan, Ethiopia and Somalia.
Colin will
provide the
Executive
management
oversight over
all
Transportation,
housing and
construction
projects.
Over 50 years of
industry
experience
Why Colin?
§ Executive
experience in
africa.
§ Excellent
leadership
qualities.
§ Outstanding
management
abilities.
§ Excellent
delegation
abilities.
§ Excellent
cash flow
anagement
abilities.
§ Proven
history of
bringing
projects in on
time and
under budget.

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12
Tommy Campbell, Sr. Project Manager
The following projects are a few examples of Tommy’s proven abilities in the successful completion of
similar projects over his 32 plus years of industry experience.
Washington Dulles International Airport
Chantilly, Virginia
Project Engineer
$5 Billion
Performed design-phase oversight and assisted Airport Authority Project Manager during $5
Billion Capital Development Programs. Provided project planning, design/engineering,
construction, safety, public information, and historic/archeological management; and further
assisted Resident Engineer during construction.
McCarran International Airport - Terminal 3
Las Vegas, Nevada
Project Manager
$2 Billion
This Project is a ground up 14 gate new terminals in which McCarran is to be the first US
International Airport to employ the RFID technology.
San Joaquin Hills Transportation Corridor
Irvine, California
Project Manager
$800 Million
Provided project management over the Molton section of the San Joaquin Hills Transportation
Corridor in Irvine, California. This project had over 100 new CIP bridge structures, miles of
driven piles, retaining walls, and storm drain, in addition to over 1 million CY of cut/fill earthwork.
President George Bush Turnpike
Project Manager
$500 Million
Dallas, Texas
Grading, Drainage, Bridges, Paving and Facilities on President George Bush Turnpike for the
North Texas Toll Authority (NTTA) in Dallas, Texas. Construction Management for 50-mile toll-
way system.
Bay Area Rapid Transit (BART) Oakland Airport Connector
Oakland, California
Project Engineer
$492 Million
Project Engineer for the 3.2 mile automated people mover from BART’s Coliseum/Oakland
Airport Station to Oakland International Airport.
Oklahoma Turnpike
Oklahoma City, Oklahoma
Project Manager
$457 Million
Grading, drainage, bridges, paving and facilities on Oklahoma Turnpike expansion.
Responsible charge of construction for existing six turnpikes on system.
Over 32 years of
Industry
experience
Why Tommy?
§ Provides
leadership with
a can do
attitude.
§ Excellent
client
reltionships.
§ Continuous
devotion to
process.
As Senior
Project
Manager, Tommy
will provide
senior level
project
management.
Overall
responsibility
for the
successful
completion of
the project and
complete owner
satisfaction.
Tommy will
provide direction
to the on-site
team, and will
supervise the
contracting,
schedule and
financial aspects
of the Project.
Tommy will be
the point of
contact for
the team
throughout
the project.

14. Nigeria 2012
13
Eugene Walker, Jr., President - Gooch Commercial
The following projects are a few examples of Eugene’s proven abilities in the successful completion of
similar projects
Dallas - Fort Worth (DFW) International Airport, Terminal D
Dallas, Texas
Preconstruction and Estimating
$4.4 Billion
Construction of new International Terminal serving 57,000 passangers daily and 13.2
million enplanements annually. Project scope included passenger terminal, 1.97 million sf
parking garage, 84,000 parking spaces, 23 new departure and arrival gates, 150,000 sf
concession area, and the 300 room Grand Hyatt Hotel.
American Airlines Center
Dallas, Texas
Preconstruction and Estimating
$225 Million
Home to the NBA World Champion Dallas Mavericks and NHL Dallas Stars Hockey Club.
Areana includes 2,500 premium seats, 120 luxury seats, three resturant, a lounge, retail
stores and direct parking.
Dallas Area Rapid Transit (DART)
Blue Line - Rowlett to Garland Expansion
Rowlett, Texas
Preconstruction and Concrete Structures
$188 Million
4.8 miles of light rail expansion of DART's rail line along existing heavy rail right-of-way,
including 5 bridges, 5,470 LF of ballast walls, parking lots, public streets, Ttrain terminal,
new and relocated utilities, track and light rail installations and systems.
City Place Tower
Dallas, Texas
Project Engineer
$194 Million
42-story, 1.3 million sf office tower and 8-story below ground parking garage. Project
includes an underground tunnel for Dart's light rail train system, plaza package above
garage with hardscapes and architectural grounds.
Eugene will
provide the day-
to-day project
management for
Affordable
Housing. He will
be the central
point of contact
for the day- to-
day operations
on site. He will
lead the
coordination
efforts between
the A/E team
and Program
Management.
Why Eugene?
§ Extensive
experience
with power
plants and
alternative
energy
projects.
§ Excellent
relationships
with Owners,
Architects and
Project Team.
§ Extensive
energy and
power
Expertise.
Over 27 years
of industry
experience

15. Nigeria 2012
14
Jimmy Hodnett, President - Gooch Excavation
The following projects are a few examples of Jimmy’s proven abilities in the successful completion of
similar projects.
San Joaquin Hills Transportation Corridor
Irvine, California
Project Manager
$800 Million
Provided project management over the Molton section of the San Joaquin Hills
Transportation Corridor in Irvine, California. This project had over 100 new CIP bridge
structures, miles of driven piles, retaining walls, and storm drain, in addition to over 1
million CY of cut/fill earthwork.
City of San Bruno, California - Huntington-Tanforan Storm Drain Project
San Bruno, California
Project Manager
$600 Million
Design and build of major storm drain and storm drain structures.
President George Bush Turnpike
Dallas, Texas
$500 Million
Grading, Drainage, Bridges, Paving and Facilities on President George Bush Turnpike for
the North Texas Toll Authority (NTTA) in Dallas, Texas. Construction Management for 50-
mile toll-way system.
Oklahoma Turnpike
Oklahoma City, Oklahoma
Project Manager
$457 Million
Grading, drainage, bridges, paving and facilities on Oklahoma Turnpike expansion.
Responsible coordination, schedule and budget management on new construction and
Project Manager in responsible charge of construction for existing six turnpikes on system.
Boston Central Artery Project “The Big Dig”
Boston Massachusetts
Project Manager
$400 Million
This project consisted of a $400 million contract to construct a combination of thousands of
feet of cut-and-cover tunnels, boat sections, viaduct, jacked tunnels underneath active
railroad tracks and roadway lanes. Construction methods included decking systems,
temporary bridges, and the underpinning of the elevated Central Artery viaduct. The team
chose segmental precast concrete as the method of construction for the viaducts.
Jimmy will provide
the day-to-day
project
management for
Roads and
Highways. He will
be the central
point of contact
for the day- to-day
operations on
site. He will lead
the coordination
efforts between
the A/E team and
Program
Management.
Why Jimmy?
§ Extensive
experience
with airports.
§ Excellent
relationships
with Owners,
Architects and
Project Team.
§ Extensive
estimating &
pre-
construction
expertise.
Over 18 years
of industry
experience

16. Nigeria 2012
15
Bill Smythe, President - Gooch Power Resources
The following projects are a few examples of Bill’s proven abilities in the successful completion of similar
projects
1,250 MW Arabian Power Company
Jubail/Yanbu, Saudi Arabia
Project Manager
$4.4 Billion
The construction and erection of five gas turbines and generators associated with five
Boilers and piping, heat recovery steam generator, 2 steam turbine-generators, two
evaporator-desalination with the capacity of 12.5 MIGD, and three power transformers
with the capacity of 500, 400, and 350MW, total capacity of 1250MW, four product water
tanks two demin tanks and two fuel oil tanks with its associated piping.
1,000 MGW Dubai Electricity & Water Authority
Dubai, UAE
Project Manager
$3.5 Billion
Project Management for the construction of the Dubai Electricity & Water Authority power
plant project and the erection of the three gas turbines and generators associated with
diffusers and smoke stacks, three fuel oil tanks and one demin tank, transformers and
switchgear building facilities, with the capacity of 400MW and associated piping
connections for phase 2 and the construction of the same for phase 3 with the capacity of
600MW which are the total of 1000MW.
300 MW Shoaiba Phase 2 Power & Water Desalination Plant (Saline Water
Conversion)
Saline Water Conversion Corporation
Jeddah, Saudi Arabia
Project Manager
$1 Billion
Project Management for Saline Water Conversion Corporation (SWCC) in the
construction, commissioning, and maintenance of a 5x100 MW back pressure steam
turbine power plant with plant configuration on a range system comprising 5 boiler/turbine
units, each turbine associating with two MSF desalination units and associated Also, the
new tanker terminal for receiving and unloading crude oil tankers of 40,000 to 100,000
tons capacity to supply the plant with necessary fuel.
Enersave Mitra Lestari Power Plant
Jakarta, Indonesia
Sr. Project Manager
$250 Million
Project Management for all civil site construction activities. Managed sub-contracts of civil
(3 generator foundations), managed steel structure (main building) disciplines with a work
force of 550+. Implemented company's cost engineering procedures.
Bill will provide
the day-to-day
project
management for
Power Plant
construction
and Engineering.
He will be the
central point of
contact for the
day- to-day
operations on
site. He will lead
the
coordination
efforts between
the A/E team
and Program
Management.
Why Bill?
§ Extensive
experience
with power
plants and
alternative
energy
projects.
§ Excellent
relationships
with Owners,
Architects and
Project Team.
§ Extensive
energy and
power
Expertise.
Over 23 years
of industry
experience

17. Nigeria 2012
16
Tony Waweru, President - Gooch Industrial
The following projects are a few examples of Tony’s proven abilities in the successful completion of
similar projects.
Bani-Suef Cement Plant
Bani-Suef, Egypt
Project Manager
$318 Million
Construction of 1 million metric ton per year steel mill.
Newmont Gold Company
Carlin Trend, Nevada
Project Manager & Senior Project Engineer
$290 Million
Managed domestic and international Refractory Ore Treatment Projects in Nevada and
Indonesia. Directed engineering and construction for $290 million Refractory Ore
Treatment plant in Nevada. Coordinated major subcontractors and construction force of
3,000 personnel.
Ammonia / Urea Fertilizer Plant Line-II
Ain EL-Sokhna Suez-Egypt
Project Manager
$255 Million
A turnkey construction of a complete second production line for Ammonia / Urea
Fertilizer Plant with capacity of 1200 tons of anhydrous Ammonia per day and 1925 tons
per day of granulated urea.
Dekhela Steel Plant
Dekhela-Egypt
Project Manager
$120 Million
Project Manager for construction of 800,000 tons per year direct reduction iron and steel
plant.
GMAX Aggregates
Dallas, Texas
Project Manager
$70 Million
Manage construction of state of the art $70 million aggregate plant
from primary crushing through product load-out.
AMEC Americas
Phoenix, Arizona
Project Manager
$25 Million
Manage construction and rehabilitation of copper mining plant and processing facility
from primary crusher through concentrate storage, as well as, construction of new filter
plant and concentrate storage building.
Tony will provide
the day-to-day
project
management for
aviation. He will
be the central
point of contact
for the day- to-day
operations on
site. He will lead
the coordination
efforts between
the A/E team and
Program
Management.
Why Tony?
§ Extensive
experience with
infrastructure
development.
§ Excellent
relationships
with Owners,
Architects and
Project Team.
§ Extensive
estimating & pre-
construction
expertise,
Over 14 years of
industry
experience

18. Nigeria 2012
17
Brian Cooper, President - Gooch Water Resources
The following projects are a few examples of Brian’s proven abilities in the successful completion of
similar projects.
Saudi Electric Company EWR or SCECO, Shoaiba Power Plant Stage, Phase &
Turnkey Civil and Marine Works
Saudi Arabia
Project Manager
$840 Million
Designed, managed and executed marine and civil structures required for a complete
operational plant consisting of 1,000 MW steam electric power generating units,
crude/residual oilfired and suitable for future natural gas firing, together with associated
marine fuel oil receiving terminal jetty, desalination facilities and community housing
development.
Olmsted Dam Project
Rochester, Minnesota
Project Manager
$800 Million
Provide leadership and experience to project controls team on the $800 million Olmsted
Dam Project. Managed, integrated, coordinated and reviewed the work of the project
control team. Provided program management and coordination between the client (US
Army Corps of Engineers), the contractor (Washington Group International), and the
design team.
Ballast-Nedam Canal Dredging and Widening
Ballast-Nedam, Germany Canal
Project Manager
$300 Million
Dredging, widening canal and shore bottom protection. Design and placing of Betoniet
mats; pouring ballast stones and finished with underwater concrete.
Dredging by means of hydraulic excavator mounted on a pontoon with spud poles. For the
depth of excavation, DGPS was used, which was the first project of its kind.
Sina Mas Paper Group Water Treatment Plant
Raiu Province, Indonesia
Construction Manager
$240 Million
Constructed Water-Treatment plant for the Sinar Mas paper group Raiu Province.
Berth Extension at Port
Bridgetown, Barbados
Project Manager
$60 Million
Land reclamation and jetty repair, rock protection on the sea bed and two coastal
protection zones.
Brian will
provide the day-
to-day project
management for
Roads and
Highways. He
will be the
central point of
contact for the
day- to-day
operations on
site. He will lead
the
coordination
efforts between
the A/E team
and Program
Management.
Why Brian?
§ Extensive
experience
with water
projects.
§ Excellent
relationships
with Owners,
Architects and
Project Team.
§ Extensive
estimating &
pre-
construction
expertise.
Over 23 years
of industry
experience

19. Nigeria 2012
18
Crencencio Medrano, Safety Director - Gooch
Companies
The following projects are a few examples of Crencencio’s proven abilities in the successful
completion of similar projects.
Gaylord Texas Resort & Convention Center
Grapevine, Texas
Safety Manager
$328 Million
The largest hospitality project in the Dallas/Fort Worth Metroplex, located in Grapevine,
this project represents continued growth and expansion for Gaylord Entertainment. In
addition to the1.3 million sf, 1,500-room hotel, the project will also include a 2 million sf
convention center. A Texas theme is carried throughout the facilities, which also
houses retail space, restaurants, and a 2.5 acre climate controlled atrium topped by a
Texas Lone Star design.
UTSW Medical Center, Research Building, Phase II, North Campus
Dallas, Texas
Safety Manager
$32 Million
This 476,140 sf facility was constructed on a tight site and consisted of a Medical
Research Building, a support building, expansion of the Thermal Energy Plant and
parking garage on the north Campus to conduct medical research for the University of
Texas Southwestern Medical Center.
International Center Phase IV
Dallas, Texas
Safety Manager
$24 Million
This is the fourth project in a row for this client. We performed complete pre-
construction and construction management services, as well as, tenant finishes for this
new 20-story office tower. The 245,000 gross sf building is adjacent to International
Center, Phases II and III. The office tower consists of 9 typical office levels and 3
separate penthouse office levels over 9 parking levels totaling 275,000 sf.
American Airlines Admirals Club & Conference Center
DFW International Airport Texas
Safety Manager
$16 Million
The American Airlines Admirals Club is a 28,000 sf renovation and addition on top of
the existing and operational Terminal “A” at Dallas/Fort Worth International Airport. The
project involved major structural additions and reinforcements to house the Admirals
Club, Arrival Lounge, Flagship Lounge, and the Platinum Service Center.
Crencencio will
provide the
control,
implementation
and supervision of
the OCIP Program
in addition to
developing and
implementing the
countrywide
safety program.
Why
Crencencio?
§ Experience in
various
construction
projects.
§ Extensive
experience
working with
OSHA and in
corporate
safety training
programs.
§ Respected by
peers, clients
and
contractors.
Over 17 years of
industry
experience

20. Nigeria 2012
19
Eric Adidas, President - GMAX, Inc.
The following projects are a few examples of Eric’s proven abilities in the successful completion of
similar projects.
§ Solar Power Plant Design Project, Tamale, Ghana West Africa.
§ Mining Project Evaluation, at Kilembe Mines, Uganda Africa
§ Synthetic Gas Production and Power Generation Design, Alabama.
§ Ethanol Plant Design from Syn Gas – Lurgi- Plant Design
§ Biodiesel Plant Design, Lurgi Process Equipment, Oklahoma.
§ Bioreactor Engineering – Power Plant Design - Lewisville, Texas.
§ Plasma Synthetic Gas (SynGas) Solid Waste Steam Generation Power Plant
Engineering, Louisiana.
§ Landfill Engineering -Methane Gas Power Production Plant, City of Dallas, TX.
§ Landfill Gas Engineering + Electricity Power Generation, City of Lewisville, TX.
§ Caterpillar IC Thermal Electricity Power Plant.
§ Landfill Gas Engineering + Electricity Power Generation, City of Arlington, TX &
City of Fort Worth, TX Sewage Treatment Plant Sledge Methane Gas to Power
Generation Plant – Gas Turbine.
§ Over 25 Landfill Methane Gas to Energy Projects.
§ Geothermal Reservoir Engineering & Power Production Projects: Ethiopia,
Kenya Uganda, Rwanda
§ Mining (Coal & Hard Minerals): Experience in Exploration and Design of Mines
(Coal, Copper, Gold etc). Total work experience. 7 Mines (6 Surface Mines and
1 Deep Mine, Illinois Basin, USA), Gold Mines in Ghana.
§ Copper/Gold Mine: Exploration and Resource Evaluation; Project Engineer
Sudan, Zambia, Africa Copper Projects. Geologic Exploration, Geophysical
Survey Design, Feasibility Study, Preliminary Mine Design.
§ Gold Mine: Exploration and Resource Evaluation; Project Engineer - Ghana
Akrokerri/Obuasi, Bibiani, Kenyase Ghana. Geologic Exploration, Geophysical
Survey Design, Feasibility Study &Preliminary Mine Design.
Eric will provide
the Executive &
Project
Management
oversight for all
Exploration,
Mining, Engineering
and Operations of
all Mining & Metals
Projects & and
provide overall
outcome oversight.
Why eric?
§33 Years of
Environmental
Engineering
Experience.
§ 15 Years of
Geothermal
Reservoir
Engineering
Experience.
§12 Years of
Environmental/
Civil
Engineering,
Ground Water
Drilling
Consulting.
§ 8.5 Years of
Surface Mining &
Deep Mining. Mine
Engineering/Desi
gn, Mine
Planning, Mine
Development &
Operations, Mine
Reclamation &
Remediation.
§ 8 Years of
Geothermal
Resource
Exploration,
Wells Testing,
Modeling &
Reservoir
Resource
Evaluation and
Reservoir
Engineering
Experience.
§ 7 Years of
Geothermal
Resource &
electrical power
generation.

21. Nigeria 2012
20
Al Brunson, President - Brunson Gooch Rail
The following projects are a few examples of Al’s proven abilities in the successful completion of
similar projects.
Green Line Light Rail Extension
Dallas Area Rapid Transit (DART)
Dallas, Texas
Construction Manager / General Contractor
$1.8 Billion
The 28.6 mile (46.0 km) 15 station Green Line serves several regional destinations,
including Deep Ellum, Baylor University Medical Center, Victory Park, the Dallas Market
Center, the UT Southwestern Medical District, Love Field Airport, and the cities of Farmers
Branch and Carrollton.
Valley Metro Light Rail Starter Line
Phoenix, Arizona
Program management Consultant
$2.0 Billion
The 20 mile (32 km) starter line includes 28 at-grade stations serving the cities of Phoenix,
Tempe and Mesa. The vehicles are rated for a maximum speed of 55 mph, and have to
complete the 20 mile route in 65 minutes, including station stops. The system is powered
by an overhead catenary that supplies power at 750V.
Light Rail Starter Line
Houston Metropolitan Transit Authority
Houston, Texas
Manager – Field Operations (QA/QC Inspection, Utility Coordination)
$300 million
Coordinated contractor operations and utility coordination along the corridor. The 7.5 mile
(12.1 km) Main Street line runs from south of Reliant Park to the University of Houston-
Downtown, with 16 station stops. Destinations include: Reliant Park, Texas Medical Center,
Rice University, Hermann Park and the Museum District, Midtown, and Downtown
Houston.
The TEX Rail Commuter Line
Fort Worth Transportation Authority
Fort Worth, Texas
Program Management Consultant
$600 Million
The 37 mile (59.6 km) TEX Rail Commuter Line will follow existing rail lines from
southwest Fort Worth, through downtown Fort Worth, northeast to downtown Grapevine
and then into the north entrance of Dallas-Fort Worth Airport. It will include 15 stations and
will include joint-use track segments shared with the Burlington Northern Santa Fe (BNSF)
and Union Pacific (UP) Railroads.
The United States Army/NATO
Task Force Falcon
Camp Bondsteel, Kosovo
Director of Public Works (DPW)
$3 Billion
Responsible for infrastructure reconstruction and military construction in the war-torn region
of Eastern Europe to include Kosovo, Bulgaria, Romania, Albania and Greece.
Al will provide the
Executive &
Project
Management
oversight for all
Rail Planning,
Engineering and
Operations of all
Projects & and
provide overall
outcome oversight.
Why Al?
§ Extensive
experience with
planning,
design, and
construction
of rail systems.
§ Excellent
relationships
with Owners,
industry
professionals,
and
international
government
representatives
§ Extensive
project
programming
expertise.
Over 35 years of
industry
experience

22. Nigeria 2012
21
Kenney Blankenship, President - Gooch
Residential
The following projects are a few examples of Kenny’s proven abilities in the successful completion
of similar projects
5,000 Unit Single Family Homes
Hopewell Close / Winterthur and Waterside Subdivisions
Dunwoody, GA
Project Manager
$1 Billion
Project Management for the construction of 5,000 mid priced housing units in 3
subdivisions consisting of 3 & 4 bedroom housing units, welcome center, parks,
roadway and community center.
2,600 Unit Single Family Homes
North Point and Springfield Subdivisions
oreno Valley, CA
Project Manager
$650 Million
Project Management for the construction of 2,600 mid-priced housing units in 2
subdivions consisting of 3 & 4 bedroom housing units, parks, roadways &
infrastructure
4,251 Unit Single Family Home Sub Division Development
U.S. Navy - Hawaii Region
Honolulu, HI
Project Manager
$340 Million
Project Management and subdivision development for the construction of 4,251
single family military housing units at the U.S. Navel Base in Honolulu, HI.
2,965 Unit Single & Multi Family Home Sub Division Development
U.S. Navy - Northwest Region
Poulsbo, WA
Project Manager
$237 Million
Project Management and sub division development for the construction of 2,965
single & multi family military housing at the U.S. Navel Base in Poulsbo, WA
consisting of 1, 2, 3 & 4 bedroom housing units, apartments, welcome center, parks,
roadway and community center.
2,000 Unit Single Family Home Subdivision Development
U.S. Marine Corps
Kaneohebay, HI
Sr. Project Manager
$250 Million
Project Management & subdivision development for the construction of 2,000 single
family military housing units at the U.S. Marine Corps Base in Kaneohebay, HI
Kenny will
provide the day-
to-day project
management for
Affordable
Hosuing
Developments.
He will be the
central point of
contact for the
day- to-day
operations on
site. He will also
lead the
coordination
efforts between
the A/E team
and Program
Management.
Why Kenny?
§ Extensive
experience
with
residential,
Military &
Affordable
Housing
Projects.
§ Excellent
relationships
with Owners,
Architects and
Project Teams.
§ Extensive
housing
Expertise.
Over 15 years
of industry
experience

23. Nigeria 2012
22
Victor Pangilinan, Preconstruction Manager
The following projects are a few examples of Victor’s proven abilities in the successful completion of
similar projects.
Gaylord Texas Resort & Convention Center
Grapevine, Texas
Safety Manager
$328 Million
The largest hospitality project in the Dallas/Fort Worth Metroplex, located in
Grapevine, this project represents continued growth and expansion for Gaylord
Entertainment. In addition to the 1.3 million sf, 1,500-room hotel, the project will also
include a 2 million sf convention center. A Texas theme is carried throughout the
facilities, which also houses retail space, restaurants, and a 2.5 acre climate
controlled atrium topped by a Texas Lone Star design.
UTSW Medical Center, Research Building, Phase II, North Campus
Dallas, Texas
Safety Manager
$32 Million
This 476,140 SF facility was constructed on a tight site and consisted of a Medical
Research Building, a support building, Expansion of the Thermal Energy Plant and
parking garage on the north Campus to conduct medical research for the University of
Texas Southwestern Medical Center.
International Center Phase IV
Dallas, Texas
Safety Manager
$24 Million
This is the fourth project in a row for this client. We performed complete pre-
construction and construction management services, as well as, tenant finishes for this
new 20-story office tower. The 245,000 gross sf building is adjacent to International
Center, Phases II and III. The office tower consists of 9 typical office levels and 3
separate penthouse office levels over 9 parking levels totaling 275,000 sf.
American Airlines Admirals Club & Conference Center
DFW International Airport Texas
Safety Manager
$16 Million
The American Airlines Admirals Club is a 28,000 SF renovation and addition on top of
the existing and operational Terminal “A” at Dallas/Fort Worth International Airport. The
project involved major structural additions and reinforcements to house the Admirals
Club, Arrival Lounge, Flagship Lounge, and the Platinum Service Center.
Why Victor?
§ Over $25 billion
in large project
estimating
experience.
§ Knowledge of
historical cost
data.
§ Extensive
experience in
developing
detailed budgets.
Over 34 years of
industry
experience
Victor is
responsible for
estimating, value
engineering, and
bid packaging of
the project. His
knowledge of the
marketplace and
data bank of
construction
costs ensures the
integrity and
accuracy of the
estimate
throughout
preconstruction.
As Estimating Team
Manager, Victor is
responsible for
the management of
the day-to-day
efforts of the
various estimating
and budget
development
functions for your
project.

24. Nigeria 2012
23
John Lott, President - Gooch Power
The following projects are a few examples of John’s proven abilities in the successful
completion of similar projects:
Dallas Independent School District (DISD)
Dallas, Texas
Electrical Subcontractor
$195.5 Million
Responsible for installing building automation systems used to control
Heating/Ventilating/Air Conditioning (HVAC) systems, lighting control, access control,
and surveillance systems in over 256 schools within the DISD Bond Program.
Dallas Semi-Conductor Corporation (DSC)
Dallas, Texas
Electrical Subcontractor
$50 Million
Responsible for installing complete distribution systems, generators, and backup
systems and performed electrical repair services for DSC’s Industrial and Clean
Room facilities. Contract included performing work in DSC Building A; FAB 10 & FAB
10 Pkg-2; and FAB 11 Expansion.
Texas Health Presbyterian Hospital
Dallas, Texas
Electrical Subcontractor
$20 Million
Responsible for installing special systems in Presbyterian’s Medical Imaging Rooms
and performed general electrical and maintenance repair.
Dallas Housing Authorities (DHA)
Dallas, Texas
Electrical Subcontractor
$10 Million
Performed electrical renovations and upgrades for DHA’s following properties: Frazier
Courts, Roseland Courts, and several residential properties. Installed, maintained,
and repaired electrical wiring, equipment, and fixtures.
City of Dallas
Dallas, Texas
Electrical Subcontractor
$1.8 Million
Responsible for installing Direct Digital Controls (DDC) and KW Meter installations for
the City of Dallas 2010 Controls Upgrade Project. Facilities include city-wide Fire
Stations, Libraries, and Recreation Centers.
John will
provide the day-
to-day project
management for
all Commercial,
and residential
electrical
applications.
He will also
lead the
coordination
efforts between
the A/E team
and Program
Management.
Why Johnny?
§ Extensive
electrical,
controls,
HVAC &
installation
expertise.
§ Extensive
experience
with
residential,
Commercial &
Industrial
Projects.
§ Excellent
relationships
with Owners,
Architects and
Project Teams.
Over 34 years of
industry
experience

25. Nigeria 2012
24
Current Staff Assignments
Staff
Anticipated
Project
Completion
date
Tommy Campbell
Sr. Project
Manager
Currently
awaiting new
assignment
(recently
completed the
Oklahoma
Turnpike Project)
N/A N/A
Keith McCoy
Project Manager
Aviation
Currently
awaiting New
Assignment.
(Recently
completed the
Jubail Industrial
City Project)
N/A N/A
Jimmy Hodnett
Project Manager
roads & Highways
Caltrans Big Bear
Lake Highway 18
and Hwy 330
projects
Caltrans
June 2012
Carl Hanks
Project Manager
Railways
Working on the
project design
team with Parsons
Brinkerhoff USA
on the 1,500 km
UAE Union
Railway
United Arab
Emirates 2017
Brian Cooper
Project Manager
Water Structures
The Maderia
River Dam
Project
Governments of
Brazil, Bolivia &
Peru
2014
Current
Assignment
Client
Name
Spencer
McGruder
Project Manager
Mass Excavation
Canal
The Panama
Canal 3rd Lock
Project
Government
of
Panama
2014

26. Nigeria 2012
25
Methodology
Site Coordination and Management
Team Integration Meeting. Gooch, Balfour Beatty, Bechtel, HDR,
BNSF, Fluor and Parsons have successfully performed dozens of
projects designed by HDR and Parsons spanning more than two decades.
Our team knows what HDR and Parsons expects regarding shop
drawings and submittals. Indeed, we almost know how they think based
on our experience on these very similar projects, thus minimizing the
potential for disruptions to the construction process.
Our success begins with a Construction Team Meeting to establish the
project procedure guidelines that we will follow in implementing the
day-to-day activities on site and the flow of communication between
Gooch, Balfour Beatty, Bechtel, Fluor, HDR and Parsons. The benefit to
our team is that we will share resources, share systems and be housed
together in a common complex with a common objective so that the time
consuming and costly paper trail between the Construction Manager
and its subcontractors is also kept to a minimum. We will have weekly
meetings with the HDR and Parsons representatives, as well as, our
subcontractors to address and review the progress of the work,
schedule, submittals, RFI’s, Pay Applications, and other necessary
details or information.
Construction Schedule. Given the aggressive schedule for this
project, we know that an optimum baseline plan, day one, is key to the
success of the project. Planning our work and working our plan is what
will ultimately provide for a smooth and successful project for your
country. Our approach is to review the schedule daily for a way to save
a day in the schedule and weigh the cost, if any, as an opportunity cost.
The schedule will be updated weekly in advance of our weekly meeting so
that any departures from our plan can be quickly corrected. Our
Construction Schedule will include all phases of construction, from
procurement to final cleanup and punch list. We will provide scheduled
time for Parsons’ review and for City, state or Government inspection.
Communication. Our site coordination and management for your
Project(s) ultimately revolves around communication. We also know
that an Internet accessible project management system, such as Prolog,
dramatically reduces the cycle time for all documented project
communication. We have the IT resources and the experience with Prolog
from many of our projects to fully utilize the software’s capabilities
and make the Project more efficient. Moreover, our entire team will be
on a single network for email and storage of information so that
resources are conserved and the steps required to communicate with
subcontractors are minimized.

27. Nigeria 2012
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Open and honest communication is a must for a significant project such
as the Benue’s Infrastructure development projects.
The benefit – an unprecedented, coordinated, and cohesive team
working together to build an achievement for your country.
Site Logistics and Staging
With Safety being our number one priority, our site logistic plan
for every site will begin with the fencing of the entire site to
prepare a safe barrier to any adjacencies including the general
public. To further enhance the safety of the site, we will be
providing security personnel on-site during non-working hours.
Three Separate Flow lines of Work. Our site logistics for rail,
roads, highways, commercial & Industrial projects and social
infrastructure will be to approach the project utilizing three separate
flow lines of work, splitting the site in thirds for optimizing the
scheduling activities.
Based on our phasing strategy and our plan to work the three
individual flow lines concurrently, this will allow for the
early turnover of all projects.
With the multiple flow line approach, we will essentially treat the sites
as multiple projects within the confines of the site.
Heavy Equipment and Mobile Task Cranes. Due to the large project
site, the specific contractor requiring the hoisting will utilize mobile
task cranes throughout the project. We anticipate having a crane for
hoisting the structural and miscellaneous steel for bridge
construction, a separate crane for the concrete operations, and a
crane lighting installation.
On-Site Staff Offices. We plan to establish an office complex on all
construction sites. After the clearing and grubbing operation is
complete we will mobilize the paving operation to construct a portion
of the paving to support the office complexes and parking for office
personnel.
Off-Hours Work. Our projects are scheduled primarily using a five (5)
day work week, with Saturday being used as a make-up day for weather or
lost time on the schedule in case a contractor falls behind, or should
we want to accelerate. Our approach is not to work on Sundays or
holidays so that the work force may enjoy a day of rest each week and
time with their families.

28. Nigeria 2012
27
Construction Safety Team. Safety begins with communication. Our plan
will be to over communicate our safety program to every individual
working on or visiting our job sites. Safety is everyone’s responsibility,
however, we are providing a seasoned safety professional, Crenencio
Medrano, to oversee, manage, and implement the safety program and
Owner’s Controlled Insurance Program (OCIP) for your projects.
Recently, Crenencio managed the safety program and OCIP program on a
$750 million project with only one lost time accident. Crenencio’s
Leadership provides a huge asset to communicating and implementing the
safety for every individual on all Project sites.
Crenencio will work closely with the Program Manager’s and your
country’s Safety Professionals and Insurance Coordinators to insure
total compliance with OCIP requirements throughout the life of the
project. Crenencio will also lead a project safety team developed from
the different trade contractors on site for safe working conditions, and
to assist in the implementation of the job site safety program.
Our goal at GOOCH is to provide a safe work environment so that we may
send every one of our workers home to their families each and every day.
Technology Capability
GOOCH will have the capability to fully utilize Prolog, either as a stand-
alone, fully customizable project management system or as the Meridian
Project Talk System. GOOCH’s in-house Prolog expert, Jeff Pistor, will
assist the project team in full integration of our team’s systems and any
necessary training. The GOOCH team will also share an e-mail system, a
dedicated Hughes satellite voice, phone and data system and a server to
the extent appropriate.

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28
Contractor’s Firm History
GOOCH COMPANIES (GOOCH) oldest predecessor company was founded
in 1966 under the name M&S Grading Services, Inc. After launching
Gooch Heavy Equipment in 1978, Mr. Gooch developed an internal
growth strategy and strategic plan which focused on building a
multifaceted and highly competitive regional site development firm
through strategic acquisitions, which eventually expanded his capacity
nationally. Additionally, Mr. Gooch aquired profit centers in cement
manufacturing, equipment, machinery, mining, engineering, underground
utilities and real estate development. In 2005, GOOCH Companies, LLC
was formed as a holding company bringing all assets and operating
companies under the GOOCH umbrella for shared resources and
management.

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29
Contractor’s Plan For Self Performing
Work
1. Contractor normally performs 80% of the work with its own forces, using the following trades:
§ Program Management § Sanitary Sewers
§ Construction Management § Trucking
§ Project Management § Material Supply
§ Engineering § Pipelines
§ Heavy Earthmoving § Paving
§ Mass Grading § Underground Utilities
§ Mass Excavation § Concrete Structures
§ Grade Staking § Retaining Walls
§ Erosion Control § Bridge Construction
§ Storm Water Control § Equipment Supply
2. Contractor proposes to perform 70% of the work for this project with own forces, using the
following trades:
§ Program Management § Sanitary Sewers
§ Construction Management § Trucking
§ Project Management § Material Supply
§ Engineering § Pipelines
§ Heavy Earthmoving § Paving
§ Mass Grading § Underground Utilities
§ Mass Excavation § Concrete Structures
§ Grade Staking § Retaining Walls
§ Erosion Control § Bridge Construction
§ Storm Water Control § Equipment Supply

31. Nigeria 2012
30
Contractor’s Relevant Experience -
Transportation
Name and
Location of
Project
Project
Description
Contract
Amount
Percent
Complete
Project
Partner
Calrans
Multi Modal Stimulus
Project
Sacramento,
California
Reconstruction of
California’s 55,000 mile
highway system, railway
system, airport’s &
Water infrastructure.
$3.5 Billion 100%
Complete
Granite and
Parsons
UDOT
I-15 Corridor
Reconstruction. Salt
Lake City, Utah
Construction and
maintenance of 16 miles
of freeway through the
heart of the city
$1.4 Billion 100%
Complete
Kiewit, Granite
Washington
Group
CDOT
I-25 T-Rex Project –
Denver, Colorado
Reconstruction of 17
miles of I-25 and I-225
with 19 miles of new
light rail.
$1.3 Billion 100%
Complete
Parsons
Transportation
Group &
Peter Kiewit
TXDOT
I-10 Katy Freeway,
Houston Texas
7 even new lanes to
more than 22 miles of
freeway and three major
interchanges. Four toll
lanes and a traffic
monitoring and mgt
system
$2.8 Billion 100%
Complete
Zachary
Gov’t of Chile
Vespucio Norte
Express
Santiago, Chile
New toll-way
construction of a16 mile
section of the beltway
around Santiago Nigeria
$683 Million 100%
Complete
Hochtief
Concessions
ODOT
Turner Turnpike
Oklahoma City, OK
19 mile reconstruction
project consisting of 11
new bridges
$435 Million 100%
Complete
Cummings

32. Nigeria 2012
31
Contractor’s Relevant Experience Cont’d
Name and
Location of
Project
Project
Description
Contract
Amount
Percent
Complete
Project
Partner
TXDOT
High 5 Interchange
Dallas, Texas
A five-level interchange
involving the
construction of 43
bridges covering 2.3
million square feet, 630
columns and 591,000
square feet of concrete
paving.
$261 Million 100%
Complete Zachary
TXDOT
IH-30 Tom Landry
Freeway.
Dallas, Texas
14.5 miles of Hwy
reconstruction to create
four lanes in each
direction, reconstruction
of 11 bridges, retaining
walls & drainage
enhancements.
$112 Million Kiewit
Western
100%
Complete

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32
Contractor’s Pending Claims
and/or Litigation
Each one of the project management companies has listed their
individual responses in regards to pending claims and/or litigation.
Gooch Companies
There are no pending claims for Gooch Companies.
Balfour Beatty
There are no pending claims for Balfour Beatty.
HDR
There are no pending claims for HDR.
Bechtel
There are no pending claims for Bechtel.
Fluor
There are no pending claims for Fluor.
Parsons Brinkerhoff
There are no pending claims for Parsons Brinkerhoff.
BNSF
There are no pending claims for BNSF.

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33
Contractor’s Safety Program and Record
1. List your organization’s Workers Compensation Experience Modification Rate
(EMR) for the last five years, as obtained from your insurance agent.
2011 .41
2010 .60
2009 .72
2008 .68
2007 .62
2006 .67
2. Complete the matrix for the past five years, as obtained from the OSHA No.
300 Log:
2011 2010 2009 2008 2007
Number of injuries &
illnesses
1 6 4 15 N/A
Number of lost time
accidents
0 0 0 2 N/A
Number of recordable cases 1 0 4 15 N/A
Number of fatalities 0 0 0 0 N/A
Number of employee direct
hire fixed hours worked
(round to 1,000’s)
455,668 465,942 642,290 592,000 N/A
3. Are regular safety meetings held for Field Supervisor(s)? YES
If yes, frequency: ___Weekly ___Bi-Monthly √ Monthly ___As Needed
4. Are project safety inspections conducted? YES
If yes, who performs the function? Safety Professionals or General
Superintendent. In-House Safety Professionals.
How often? Weekly
5. Does organization have a written safety program? YES, See Appendix.
If yes, provide a copy.
6. Does your organization have a safety orientation program for new employees?
YES
For employees promoted to Field Supervisor? N/A

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Contractor’s Safety Program and
Record
If yes, does your Supervisor Safety Program include instructions on the
following?
Yes No
Safety Work Practice X
Tool Box Safety Meetings X
First Aid Procedures X
Accident Investigation X
Fire Protection X
New Worker Orientation X
7. Has your organization participated in an Owner-Controlled Insurance
Program? YES
If so, please provide the name of the client, project date and date of completion
below.
Client Project Completion
Date
Oklahoma DOT Oklahoma Turnpike Sept 2010
City of Vallejo Calif. 5 Miles of Water line
installation November 2010
City of Bridgetown,
Barbados
Berth extension at Port March 2010
8. Complete the matrix for the past five years, as obtained from the OSHA No.
300 Log:
What kind of experience did you have with the Controlled Insurance Program?
We have operated our own contractor controlled Insurance Program (CCIP)
on the following projects:
§ Washington Dulles International Airport, Chantilly, VA
§ United States Army, Fort Bragg, NC
§ McCommas Bluff Landfill, City of Dallas
9. Does your organization have a written Drug and Alcohol policy in place? YES
If so, provide a copy of this policy as an attachment. YES, See Appendix.
All Supervisors are
trained in OSHA 10-
hour as a minimum

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Contractor’s Financial Information
Gooch Companies Financials
Gooch Companies finacials are available upon request.
Gooch Companies Financial Capacity
Gooch Companies has ample financial backing and documentation
from private equity firm, NVC Fund Holding Trust.
Organization: NVC Fund Holding Trust
Agent: Mr. Frank Ekejija
Telephone No: 972-291-4219
Gooch Companies Performance Guarantor
Gooch Companies is backed by an Indepepent performance
guarantor and private equity firm, NVC Fund Holding Trust.
Organization: NVC Fund Holding Trust
Agent: Mr. Frank Ekejija
Telephone No: 972-291-4219
Gooch Companies Bank Reference
Organization: UBS
Agent: Mr. Lionel Claxton
Telephone No: 972-934-3434
Gooch Companies Trade Reference
Organization: Gooch Heavy Equipment, LLC
Agent: Mr. Calvin McGruder
Telephone No: 214-264-1706

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Appendix
Gooch Companies Corporate Safety Policy
Gooch Excavation Safety Policy for Excavation
Gooch Companies Drug & Alcohol Policy

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Corporate Safety Policy
For

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1910, 1926
Safety Policy
The following safety policy is provided only as a guide
to assist employers and employees in complying with
the requirements of 29 CFR 1910 and 1926, as well as
to provide other helpful information. It is not intended
to supersede the requirements of the standards. An
employer should review the standards for particular
requirements, which are applicable to their individual
situation and make adjustments to this program that
are specific to their company. An employer will need
to add information relevant to their particular facility in
order to develop an effective, comprehensive program.

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1910, 1926
Safety Policy
Table of Contents
I. Objective 4
II. Policy 4
III. Applicability 4
IV. Implementation 4
V. Administration 5
VI. Reporting Injuries 5
VII. Notifications 5
VIII. Basic Safety Rules 6
IX. Enforcement of Safety Policy 9
X. Attachments
A. Job Safety Checklist 11
B. Safety Equipment Checklist 16
C. Safety Meeting Report 17
D. Employee Acknowledgment 18

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Corporate Safety Policy
I. OBJECTIVE
The Safety Policy of The Gooch Companies is designed to comply with the Standards of
the Occupational Safety and Health Administration, and to endeavor to maintain a safe
and injury/illness free workplace. A copy of the OSHA Safety and Health Standards 1926
and 1910 are available for all employees’ use and reference. These Standards shall be
available in the home office at all times and will be sent to the jobsite on request.
Compliance with the following Safety Policy and all items contained therein is mandatory
for all employees of the company. The authorization and responsibility for enforcement
has been given primarily to Crencencio Medrano. Ira Murray will also share in this
responsibility as well.
II. POLICY
It is company policy that accident prevention be a prime concern of all employees. This
includes the safety and well being of our employees, subcontractors, and customers, as
well as the prevention of wasteful, inefficient operations, and damage to property and
equipment.
III. APPLICABILITY
This Safety Policy applies to all employees of The Gooch Companies, regardless of
position within the company. The Safety Rules contained herein apply to all
subcontractors and anyone who is on a company project site.
Every employee is expected to comply with the Safety Policy, as well as OSHA Health
and Safety Standards.
IV. IMPLEMENTATION
This Safety Policy supports six fundamental means of maximum employee involvement:
A. Management commitment to safety.
B. Weekly tool box safety meetings at all jobsites.
C. Effective job safety training for all categories of employees.

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D. Job hazard analysis provided to all employees.
E. Audio and/or visual safety presentations given at jobsites by Crencencio
Medrano.
F. Various incentive awards for exemplary safety performance.
Crencencio Medrano will meet at least once a month to evaluate all areas of safety and
make recommendations to the company president.
V. ADMINISTRATION
The Safety Policy will be carried out according to guidelines established and published in
this and other related procedures. Crencencio Medrano will provide specific instructions
and assistance as requested. Each supervisor will be responsible for meeting all of the
requirements of the Safety Policy, and for maintaining an effective accident prevention
effort within his or her area of responsibility. Each supervisor must also ensure that all
accidents are thoroughly investigated and reported to Crencencio Medrano on the same
day of the occurrence.
VI. REPORTING OF INJURIES
All employees will be held accountable for filling out a “Notice of Injury Form"
immediately after an injury occurs, even if medical treatment is not required. (Notice
must be made at or near the time of the injury and on the same day of the injury.)
Employees must report the injury to their supervisor/foreman/superintendent/project
manager, etc. A casual mentioning of the injury will not be sufficient. Employees must let
their supervisor know:
A. How they think they hurt themselves.
B. What they were doing at the time.
C. Who they were working with at the time.
D. When and where it happened.
E. Other pertinent information that will aid in the investigation of the incident.
Failure to report an injury immediately (meaning at or near the time of the injury and on
the same day of the injury) is a violation of the Corporate Safety Policy, and they may
result in immediate termination, in accordance with company policy.
VII. NOTIFICATIONS
A. In Case of Serious Injury or Death
After the injured has been taken to the hospital, the
foreman/supervisor/superintendent/project manager shall notify the main office and
Crencencio Medrano as soon as possible. Statements from witnesses shall be
taken. Statements are to be signed by witnesses and should include the time and
date. Photographs of the area where the incident occurred and any other relevant

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items are to be taken. Crencencio Medrano will assist in the investigation. The
completed accident report form will sent to the main office.
B. In Case of Inspection by OSHA Inspector
The supervisor/foreman/superintendent/project manager must notify Crencencio
Medrano that an OSHA Inspector is on the jobsite. It is the responsibility of all
employees to make the inspectors visit on the jobsite as pleasant and timely as
possible.
VIII. BASIC SAFETY RULES
A. Compliance with applicable federal, state, county, city, client, and company
safety rules and regulations is a condition of employment.
B. All injuries, regardless of how minor, must be reported to your supervisor and
the Safety Office immediately. An employee who fails to fill out a "Notice Of
Injury Form" and send it to the Safety Office can be issued a safety violation
notice and may be subject to termination, in accordance with company policy.
In the event of an accident involving personal injury or damage to property, all
persons involved in any way will be required to submit to drug testing.
C. Hard hats will be worn by all employees on the project site at all times. The bill
of the hard hat will be worn in front at all times. Alterations or modifications of
the hat or liner is prohibited. Crane operators, when in an enclosed cab, have
the option of not wearing a hard hat due to the possible obstruction of view.
D. Safety glasses will be worn as the minimum-required eye protection at all
times. Additional eye and face protection such as mono-goggles and face
shields are required for such operations as grinding, jack hammering, utilizing
compressed air or handling chemicals, acids and caustics. Burning goggles for
cutting, burning or brazing and welding hoods for welding, etc., are required.
E. Fall Protection Requirements
1. Full body harnesses and lanyards shall be worn and secured any time there
is a fall hazard of more than six (6) feet.
2. Lifelines shall be erected to provide fall protection where work is required in
areas where permanent protection is not in place. Horizontal lifelines shall
be a minimum of 2-inch diameter wire rope. Vertical lifelines shall be 3/4
inch manila rope or equivalent and shall be used in conjunction with an
approved rope grab.
3. Structural steel erectors are required to "hook up" with full body harness
and lanyard.

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4. Employees using lanyards to access the work or position themselves on a
wall or column, etc., must use an additional safety lanyard for fall protection.
5. Man lifts must be used properly. As soon as an employee enters an
articulating boom lift and before the lift is started, the employee must put on
the harness and attach the lanyard to the lift. Employees are not required
to wear harnesses on scissor lifts.
F. Clothing must provide adequate protection to the body. Shirts must have at
least a tee sleeve. Shirts with sleeves and long pants will be worn at all times.
No shorts are to be worn on projects. All employees, except welders and
burners, must tuck shirttails inside trousers. Burners and welders will not be
permitted to wear polyester or nylon clothing. Sturdy work boots with rigid, slip
resistant soles are required. No clogs, tennis shoes or loafers are permitted.
Steel-toed tennis shoes with the ANSI label are the only alternative to the
leather work boot.
G. All personnel will be required to attend safety meetings as stipulated by project
requirements in order to meet OSHA Safety Standards.
H. Firearms, alcoholic beverages or illegal drugs are not allowed on company
property or in company vehicles at any time. When drugs are prescribed by a
physician, Crencencio Medrano must be informed. The use or possession of
illegal drugs or alcoholic beverages on the jobsite will result in immediate
termination.
I. Housekeeping shall be an integral part of every job.
SupervisorsforemenSuperintendents and employees are responsible for
keeping their work areas clean and hazard-free. Clean up is required when a
job is finished at the end of the day.
J. Burning and cutting equipment shall be checked daily before being used.
Flash back arresters shall be installed at the regulators on both oxygen and LP
bottles. All gas shall be shut off and hoses disconnected from bottles and
manifolds at the end of the workday. Caps shall be replaced on bottles when
gauges are removed. When gauges are removed and caps replaced, the
oxygen and LP bottles shall be separated into storage areas no less than 20
feet apart with a “No Fire or Smoking" sign posted and a fire extinguisher
readily available. Makeshift field repairs will not be allowed.
K. Drinking water containers are to be used for drinking water and ice only.
Tampering with or placing items such as drinks in the water cooler will result
immediate termination. The "common drinking cup" is not allowed. Only
disposable cups will be used.
L. All tools whether company or personal, must be in good working condition.
Defective tools will not be used. Examples of defective tools include chisels

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with mushroomed heads, hammers with loose or split handles, guards missing
on saws or grinders, etc.
M. All extension cords, drop cords, and electrical tools shall be checked, properly
grounded with ground fault interrupters (GFI’s), and color-coded by a
designated competent person each month. This shall be part of the assured
grounding program. Cords and equipment that do not meet requirements shall
be immediately tagged and removed from service until repairs have been
made.
N. Horseplay" on the jobsite is strictly prohibited. Running on the jobsite is
allowed only in extreme emergencies.
O. Glass containers or bottles of any kind are not permitted on jobsites or in
company vehicles.
P. The jobsite speed limit is 10 MPH. No employee is permitted to ride in the bed
of a truck standing up or sit on the outside edges of a truck. Employees must
be sitting down inside the truck or truck bed when the vehicle is in motion.
Riding as a passenger on equipment is prohibited unless the equipment has
the safe capacity for transporting personnel.
Q. Adequate precautions must be taken to protect employees and equipment from
hot work such as welding or burning. Fire extinguishing equipment shall be no
further than 50 feet away from all hot work. Used fire extinguishers must be
returned to Crencencio Medrano to be recharged immediately. Use of welding
blinds is required in high traffic areas.
R. All scaffolding and work platforms must be built and maintained in accordance
with OSHA specifications. All ladders must be in safe condition without broken
rungs or split side rails. Damaged ladders shall be removed from service.
Ladders shall be secured at the top and bottom and extend three (3) feet past
the working surface. Metal ladders around electrical work are prohibited. A
step ladder shall never be used as an extension ladder. A step ladder must
only be used when fully opened with braces locked.
S. Crowfoot connections on air hoses shall be wired to prevent accidental
disconnection. Compressed air shall not be used to dust off hands, face or
clothing.
T. Report all unsafe conditions and near accidents to Crencencio Medrano so
corrective action can be taken.
U. All floor openings or excavations shall be barricaded on all sides to ensure
employees are aware of the hazards. Floor holes shall be covered, with the
covers secured and clearly marked.

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V. Warning signs, barricades, and tags will be used to fullest extent and shall be
obeyed.
W. Scaffold Tag System
1. Green tags are to be placed on 100 percent complete scaffolds with all
braces, locks and hand, mid, and toe rails in place before use.
2. Yellow tags indicate incomplete scaffolds. If scaffold is missing a hand,
mid, or toe board, it must have a yellow tag and employees on it must be
tied off at all times.
3. Red tags indicate scaffolds that are in the process of either being erected
or disassembled. These scaffolds are not to be used at any time.
4. Scaffold tags should be placed in a highly visible location on the scaffolds
for all employees to see.
X. All OSHA Safety Standards will be followed for job processes requiring
respiratory protection. SEE RESPIRATORY PROTECTION PROGRAM.
Y. All OSHA Safety Standards will be followed during excavation. SEE
EXCAVATION PROGRAM.
Z. All OSHA Safety Standards concerning confined space entry will be followed.
SEE CONFINED SPACE PROGRAM.
AA. All OSHA Safety Standards concerning lockout/tagout of energized equipment
will be followed. SEE LOCKOUT/TAGOUT PROGRAM
BB. All OSHA Safety Standards will be followed for job processes requiring fall
protection. SEE FALL PROTECTION PROGRAM.
IX. ENFORCEMENT OF SAFETY POLICY
Crencencio Medrano shall issue safety violation notice(s) to any employee,
subcontractor, or anyone on the jobsite violating the safety rules or regulations.
A. Any violation of safety rules can result in suspension or immediate termination.
B. Any employee receiving three (3) written general violations within a six (6)
month period shall be terminated.
C. Issuance of a safety violation notice for failure to use fall protection or for failure
to report a job injury (at the time of the injury) may result in immediate
termination, in accordance with company policy.
It is understood that The Gooch Company is not restricting itself to the above rules and
regulations. Additional rules and regulations as dictated by the job will be issued and
posted as needed.

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ATTACHMENT A
JOB SAFETY CHECKLIST
The following Job Safety Checklist has been condensed and edited from the
Occupational Safety and Health Act, Part 1926, Construction Safety and Health
Regulations.
A. Safety Rules
_________ Hard hats and safety glasses worn.
_________ Shirts with sleeves worn.
_________ Work shoes worn.
_________ Subcontractors' personnel hold safety meetings as indicated by project
requirements in accordance with OSHA Safety Standards.
_________ Work areas safe and clean.
_________ Safety mono-goggles/face shields worn when circumstances warrant.
_________ Electrical cords and equipment properly grounded with GFI's in place and
checked by a competent person.
_________ No use of alcoholic beverages or controlled substances.
_________ Subcontractors provide fall protection for their employees in accordance with
OSHA Safety Standards.
_________ All scaffolds built to specifications as established by OSHA.
_________ Excavation/trenches sloped or shored as established by OSHA.
_________ Drug testing of employees involved in accident(s) resulting in personal injury or
property damage.
B. Recordkeeping
_________ OSHA poster "Safety and Health Protection on the Job" posted.
_________ OSHA " 200 Log or Occupational Injuries and Illnesses” posted during the
month of February only.
_________ Hard hat sign posted in a conspicuous manner.
_________ Weekly safety meeting sign-in logs maintained in a folder with a copy forwarded
to the main office weekly.
C. Housekeeping and Sanitation
_________ General neatness.
_________ Regular disposal of trash.
_________ Passageways, driveways, and walkways clear.
_________ Adequate lighting.
_________ Oil and grease removed.
_________ Waste containers provided and used.
_________ Adequate supply of drinking water.
_________ Sanitary facilities adequate and clean.
_________ Adequate ventilation.

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D. First Aid
_________ First aid stations with supplies and equipment. The expiration dates of supplies
checked monthly. Expired supplies discarded.
_________ Trained first aid personnel.
_________ Injuries promptly and properly reported.
E. Personal Protective Equipment
_________ Hard hats.
_________ Hearing protection.
_________ Eye and face protection.
_________ Respiratory protection.
_________ Fall protection.
F. Fire Protection
_________ Fire extinguishers charged and identified.
_________ And “No Smoking” signs posted.
_________ Flammable and combustible material storage area.
_________ Fuel containers labeled.
G. Hand and Power Tools
_________ Tools inspected.
_________ Power tools properly guarded.
_________ Safety guards in place.
H. Welding & Cutting
_________ Compressed gas cylinders secured in vertical position.
_________ Hoses inspected.
_________ Cylinders, caps, valves, couplings, regulators, and hoses free of oil and grease.
_________ Caps on cylinders in storage in place.
_________ Flash back arresters in place.
_________ Welding screens in place.
_________ Fuel and oxygen cylinders separated in storage.
I. Electrical
_________ All portable tools and cords properly grounded [Ground Fault Interrupters
(GFI’s) properly installed].
_________ Daily visual inspection of caps, ends and cords for deformed or missing pins, insulation
damage and internal damage.

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_________ Tests of cords, tools and equipment for continuity and correct attachment of the
equipment grounding connector (GFI) to the proper terminal made every month and:
1. Prior to first use.
2. Prior to return to service after repairs.
3. Prior to return to service after incident that may have caused damage
to cord or equipment.
_________ Cords and equipment not meeting requirements immediately tagged and removed from
service until repairs have been made.
J. Ladders
_________ Inspected at regular intervals.
_________ No broken or missing rungs or steps.
_________ No broken or split side rail.
_________ Extend at least 36 inches above landing and be secured.
_________ Side rails of 2 x 4 up to 16 feet, or 3 x 6 over 16 feet.
K. Scaffolding
_________ Inspected at regular intervals.
_________ Footings are a sound ridge and capable of carrying maximum intended load.
_________ Tied into building vertically and horizontally at 14-foot intervals.
_________ Properly cross-braced.
_________ Proper guardrails and toe boards.
_________ Scaffold planks capable of supporting at least four (4) times the maximum intended load.
_________ No unstable objects such as concrete blocks, boxes, etc., used as scaffold
foundations.
_________ Use of OSHA Scaffold Tagging Program.
L. Guardrails, Handrails and Covers
_________ Guardrails, handrails and covers installed wherever there is danger of
employees or materials falling through floors, roots or wall openings and shall be guarded
on all exposed sides.
_________ Posts at least 2 x 4 stock and spaced no more than eight (8) feet apart.
_________ Top rail 42 inches above the floor and of 1 x 4 stock.
_________ Intermediate rail 21 inches above the floor and of 1 x 4 stock.
_________ Guardrail assemblies around floor openings equipped with toe boards. Toe boards at
least four (4) inches above the floor level with no more than 1/4 inch clearance above
the floor level, when there are employees below or when conditions dictate.
_________ Hole covers permanently attached to the floor or structure and identified with a
hole cover sign stenciled with the word "Danger". Hole covers for holes two (2) inches or
greater in diameter made of at least 3/4 inch plywood or heavier.
M. Material Hoists
_________ Inspected at regular intervals.
_________ Operating rules posted at operators station.

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_________ "No Rider" signs prominently posted at all stations.
_________ All entrances properly protected.
_________ All entrance bars and gates painted with diagonal contrasting stripes.
_________ Experienced operators.
_________ Current crane certification inspection sticker and papers on the rig.
N. Motor Vehicles
_________ Lights, brakes, tires, horn, etc., inspected at regular intervals.
_________ No overloaded vehicles.
_________ Trash trucks have covers.
_________ No riding on the edge of pickup truck beds.
_________ No riding on concrete trucks, loaders, backhoes, etc.
_________ Functioning back-up alarms on loaders, tractors, backhoes, etc.
_________ Fire extinguishers installed and readily available.
_________ Seat belts worn at all times.
O. Material Storage and Handling
_________ Material at least two (2) feet from edge of excavation site.
_________ Proper temperature and moisture levels for safe storage of materials to prevent
deterioration or volatile hazards within the storage area.
_________ Inventory maintained and inspected frequently.
_________ Proper protective gear worn when handling chemicals.
P. Concrete, Concrete Forms and Shoring
_________ Full body harnesses as positioning devices for employees tying rebar greater than six
(6) feet above adjacent working surface have
_________ Automatic shut-off switches on trowel machines.
_________ No riding on concrete buckets or flying forms.
_________ All forms properly shored.
_________ Single post shores braced horizontally.
Q. Use of Cranes and Derricks
_________ Prohibition of the use of cranes or derricks to hoist employees on a personal platform
except in the situation where no safe alternative is possible.

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ATTACHMENT B
SAFETY EQUIPMENT CHECKLIST
The following is a list of Safety Equipment that should be on the job, if required, or
available from Crencencio Medrano at all times. Equipment should be checked at
intervals in accordance with the applicable OSHA Safety Standards by the
Superintendent to ensure that all required equipment is present and in good condition.
_________ Safety goggles, shields, and glasses.
_________ Hearing protection.
_________ Respirators.
_________ Hard hats.
_________ Fire extinguishers (properly charged).
_________ First aid kit (check list inside kit).
_________ Stretcher or stroke litter (tool room).
_________ Welding masks and goggles.
_________ Storage racks for compressed gases.
_________ Guards on all power tools.
_________ Trash barrels.
_________ OSHA forms posted.
_________ Company "Safety Policy" packet posted.
_________ Company "Hazardous Communication Program" packet posted.
_________ Emergency vehicle (vehicle designated to carry injured to hospital).

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ATTACHMENT C
SAFETY MEETING REPORT
A safety meeting report is signed to indicate attendance. The form has room for
employees to sign after attending their weekly safety meeting. This form shall be filled
out for each jobsite safety meeting that is held. After completion of the form, make a
copy to maintain at each jobsite and return the signed original copy to the main office.
Safety Meeting Date:________________________
Topic:___________________________________
Safety Meeting Conducted By:
_____________________________________________________________
Employee Name
(Printed)
Employee Signature Job Title

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ATTACHMENT D
EMPLOYEE ACKNOWLEDGMENT
I state that I have attended the safety orientation, and have read and received a copy of
The Gooch Companies safety rules and regulations.
I further state that I understand these rules and acknowledge that compliance with the
safety rules and regulations is a condition of employment. If I violate the safety rules or
fail to report an injury to my supervisor immediately, I understand that I am subject to
termination, in accordance with company policy.
__________________________________________
EMPLOYEE SIGNATURE
__________________________________________
DATE
__________________________________________
Crencencio Medrano, Corporate Safety Director
__________________________________________
DATE
cc: Supervisor

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