Mega Subcontracts Playbook

2025

Mega Subcontracts

CONTENTS

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SECTION 1

Intro and “Why”

SECTION 2

Company Policy

SECTION 3

Risk Mitigation Planning

SECTION 4

RFP and Interviews

SECTION 5

Planning and Startup

SECTION 6

Execution and QC

SECTION 7

Onboarding for PMs

SECTION 8

MEP and Concrete Onboarding for B&G PMs

SECTION 9

Contacts

Introduction and “Why” SECTION 1 In recent years, the number of $100M projects has grown significantly spreading across all market sectors with the most frequent being housed in Commercial, Healthcare, and Mission Critical.

With increased overall project values, the value of subcontracts has grown substantially, with the largest exceeding $200M. Historically, the largest subcontract packages were mechanical scopes in the Healthcare market sector. The largest subcontract packages have now shifted to electrical scopes in the Mission Critical market sector. Mega subcontract trades are typically electrical and mechanical scopes, but sitework, concrete, and steel have also reached the $50M mega subcontract level.

Additionally, we have seen mega subcontracts that include sub-tier contract values up to $15M with their trade partners.

Mega subcontracts bring additional risk that we must manage. While we have been successful in partnering with subcontractors that have the experience to support being awarded $50M+ subcontracts, the pool of these companies is limited.

The reality is that we have, and will continue to, partner with subcontractors on mega subcontracts who are stepping up beyond their typical job size. We must ensure we have a plan to manage these subcontractors in a way that mitigates risk and supports their success on the project.

While any subcontractor default can impact project success, the failure of a mega subcontractor can exponentially increase the risk of financial and reputational losses. The average SDI multiplier across the industry when a subcontractor defaults is 1.66, meaning the cost to complete the contract averages 1.66 times the original contract value.

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Brasfield & Gorrie recently experienced a bonded default that confirmed the accuracy of this multiplier.

See a cost breakdown of the major items contributing to this multiplier. A bonded subcontract’s maximum recovery is the penal sum of the bond (subcontract value plus change orders). An SDI-enrolled subcontract’s recovery is up to the maximum limit of Brasfield & Gorrie’s SDP policy limitations.

The MEGA Subcontract Playbook is intended to provide our teams with recommendations to mitigate risks throughout the entire lifecycle of the subcontracting process—starting with considerations for packaging the scope of work, through the RFP and selection process, planning, start-up, execution, and quality control.

This playbook is designed as a menu of management best practices that follow the lifecycle of a project.

It is not intended as a mandate but as a resource of best-practice options that teams can tailor to fit a project-specific approach to successfully managing the inherent risks associated with a mega subcontract.

This play book is recommended to be utilized for the following subcontract conditions: Subcontracts > $50M High risk subcontracts that meet any or a combination of the following characteristics Sole source subcontracts Owner-directed subcontractors Subcontracts with high-risk profiles/highly technical requirements Subcontractors with no great plan B Subcontractors new to us or to a market

Company Policy SECTION 2 All Subcontracts 50M+ are required to have a risk mitigation plan.

Risk Mitigation Plan Example

All subcontracts $50M or greater are to include the additional requirements below and are to be included in the Schedule A of the Subcontract. Procore has a template for $50M+ Subcontracts that includes these items in the subcontract.

Subcontracts over $50M – Schedule A Supplement In addition to all other terms contained in the Subcontract and the attached Schedules, the following terms shall apply to all Subcontracts with a Subcontract Price over $50 million: If Subcontractor is expected to have between 50 and 99 workers on site at any given time, including workers for lower-tier subcontractors, Subcontractor shall have at least one full-time, on-site safety manager. If Subcontractor is expected to have 100 or more workers on site at any given time, including workers for lower-tier subcontractors, Subcontractor shall have at least two full-time, on-site safety managers.

In preparing the schedule required by Article 6.2(a) prior to mobilization, Subcontractor shall load all planned activities with expected manpower requirements and shall submit a separate manhour plan for each week of the expected duration of its Work.

In the event of any supplementation under Article 27.3 or default and termination under Articles 27.3 and 27.4, Subcontractor understands that the costs of supplementation or default and termination will likely exceed the costs that would have been incurred by Subcontractor for the same work performed and agrees that all such costs caused by Subcontractor’s failure to perform, shall be deemed reasonable and necessary to timely complete the Work.

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If the Subcontract Price, inclusive of Change Orders, is $50 million or more, the Minimum Limits required in Schedule D, Section 4.1 shall be $30,000,000 each Occurrence and Aggregate Limit of Liability. If the Subcontract Price, inclusive of Change Orders, is $100 million or more, Contractor reserves the right to require higher limits.

If selected in Schedule D, Section 5.0 or the Work is within the description in Schedule D, Section 5.2, the Minimum Limits for Professional Liability coverage required in Schedule D, Section 5.1 shall be increased to $5,000,000 each Loss and Annual Aggregate.

In the event Subcontractor plans to utilize any temporary storage facilities, it will notify Contractor prior to storing materials collectively valued at $5,000,000 or more. If Subcontractor fails to do so, it assumes all risk of loss to the extent such materials are not covered by the Project’s builders risk insurance.

Subcontractor shall notify Contractor in writing within five days of: (a) any supplementation(s), default(s), or termination(s) declared on other projects; (b) any insurance claims filed valued at $1,000,000 or more; or (c) any litigation initiated in which Subcontractor is a defendant in which the amount in controversy is $1,000,000 or more.

Subcontracts over $50M – Schedule A Supplement (cont’d) With respect to the information Subcontractor agrees to provide under Article 11.1, Subcontractor shall specifically provide Contractor with the following: (a) no less than quarterly, Subcontractor’s financial statements and work-in-progress report (b) annually, Subcontractor’s CPA-prepared financial statements.

Subcontractor agrees to provide the above information in addition to any other information that Contractor may reasonably request under Article 11.1.

In accordance with Article 3.2, Subcontractor shall obtain interim conditional and final unconditional lien releases from its lower-tier subcontractors and vendors, and Subcontractor agrees to do so as part of each payment application.

This list is only intended to outline the minimum requirements of the Work included in this Subcontract. Exclusion from this list shall not relieve the Subcontractor of their responsibility to perform all work included within their scope in accordance with the Contract Documents.

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Risk Mitigation Planning SECTION 3

Scope Strategy Session

Risk / SDP Review

Teams should start their risk mitigation planning efforts prior to sending out Formal RFPs to the subcontractor market. Following are topics that should be considered.

Subcontractor Solicitation and Prequalification Subcontractor Solicitation Consider meeting with key trades to determine interest and ability to execute project.

Determine if formal prequalification process is needed.

Full SDP analyst review prior to issuing RFPs to market For Prime subs For Major sub-tiers as well Bonding Project Specific Bonding Approval documentation from subs surety Example: Project Specific Surety Letter Sub-tier bonding if the first tier financial review warrants the requirement

Scope Packages Based on above, do we split up the scope to mitigate risk?

Example: Separate Plumbing and HVAC Packages Multiple Subcontractors for a Specific Trade Example: One sub to be awarded the podium and a 2nd subcontractor to be awarded the tower.

Contract Direct with typical major subtiers (e.g., fire alarm, mechanical controls, utilities)

PROS Easier to enroll in SDI or bond Larger labor pool (sometimes) Keeps subs from getting spread too thin across larger projects Competitive environment for their performance Potential supplementation option on site with subcontractor that is familiar with the project 6

Risk / Insurance Review

Precon Effort with RMP Items

CONS Not all scopes are easily split Not all subs are willing to chase a partial scope Union vs Non-Union Labor More subs to manage, QC, etc.

Sub resources spread to other jobs instead?

Subcontract Type Lump Sum or Cost Plus Typically, many of these mega subcontracts are being awarded early in the design phase of the project and the scope. These projects will involve higher degree of uncertainty regarding its scope, materials, or unforeseen challenges that might arise during the project lifecycle, and a Cost Plus subcontract should be considered.

Design-Build Mega Subcontracts Is a third-party review required?

Require Risk Mitigation Plan?

Provide Plan for Contract Administration of each discipline.

Submit PL Insurance in the amount of $5M B&G cannot be an additional insured for professional liability insurance.

Subcontractors need to provide a sample certificate of insurance compliant with Schedule D. Define Scope or Services the designers will have on the project during contract administration.

If cost plus decision is made, the RFP should be structure to define the subcontract type and address the following items: Cost of Work Matrix defining General Conditions General Requirements General Contractor (B&G) Responsibility Permits Nonbillable items Items that are to be included in Fee General Conditions — Will the GCs be Lump Sum or Capped?

Pay Applications — Options that must be considered. % Billing and reconciled at the end of the project Sub to submit back-up quarterly to ensure they are not excessively cash positive Fully backed up monthly PROS Transparency and accountability Open book (ability to audit) Fosters collaboration CONS Increased Owner oversight and administrative burden Added PM time to review monthly pay application back-up

Quality Control - Recommended Requirements for all Mega Subcontracts

Project specific Quality Control Program inclusive of the following: Project Specific QC Plan for each System Dedicated Quality Control Manager from Prime Dedicate Quality Control Manager for each sub-tier over $5M Provide resumes for quality control positions.

If subcontractor cannot staff these positions with qualified personnel, include 3rd party quality control staff.

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COST OF WORK MATRIX - EXAMPLE

Owner Contract Risk Mitigation with Subcontractor Bid Packages Consult with Legal & Risk Departments based on the scope and complexity of the project What owner contract provisions do we need to specifically transfer to subcontractors?

Insurance Determine if increased insurance requirements should be priced out 100M+ Subcontractors Specialized Insurance based on Owner Contract Requirements Excess Liability, Professional Liability, OCIP or CCIP

Alternate Strategy Brainstorms (If there is a financial concern) PO for materials, joint checks Cost plus billings (backed up) during project, but allow lump sum billing at project close

RFP and Interviews SECTION 4 Request for Proposals Consider requiring a full RFP response from the bidders similar to a process B&G goes through when we compete to win work.

You can use the RFP Template below to tailor fit an RFP specific to your project.

Example RFPs CHOA MEP RFP sample Piedmont MEP RFP sample

Example Sub Responses CHOA - Mechanical RFP Response - BKI HOA - Electrical RFP Response - ISCE

Establish schedule / defined scope of work during preconstruction phase to ensure buy-in from bidders and properly allocated resources between RFP award and final CD pricing.

It is important to establish the contract type at RFP (i.e., cost plus/lump sum and provide specifics cost of work / general conditions / fee matrix so that bids can be adequately leveled, and terms can be incorporated into the subcontract.

Even if not fully established, a high level project schedule should be established.

Interviews Consider requiring interviews similar to process B&G goes through when we compete for a project See sample agenda for a formal interview process.

Sample Agenda for MEP Sub Interview

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Consider how you are you are going to rate, score, and eventually award the package.

Contractor Scorecard

Final Scope Review Meetings Either a formal interview and scope review meeting is highly recommended Subcontractor Required Attendees: Preconstruction representatives Proposed Lead Project Manager Proposed Lead Supt Proposed Lead Quality Control Manager Key executives Person signing the subcontract Project Executive Key Sub-tiers B&G team: Preconstruction Division Manager Project executive - OM, PD, SPM Lead B&G Supt General Superintendent MEP Department Rep - if applicable Self-Perform Group Rep - if applicable Deliverables required from Subcontractor Project organizational chart, and amount of time dedicated to project Chart to include all sub-tiers and who from the prime will be responsible to manage each sub-tier Resumes of key personnel Prime Major Sub-tiers

List of overlapping significant projects including monthly manpower schedules Monthly Labor / Capacity Plan Schedule Plan Buyout Log Planned lower tier subcontractors Sub-Tier Tracking Log

Vendors Vendor Tracking Log

Sub Tiers Subcontractors Award approval requirements for lower tier subs.

We may be awarding the prime subcontractor early, but sub-tiers later (example - mechanical insulation).

Establish how much input we want to have on sub-tier awards over 5 M Financial review/prequalification, #bidders, contract terms (CP v LS), reconciliation to budget, etc.

Procurement Plan Communicate expectations for sub’s mgt (periodic site visits by upper mgt) Virtual Design & Coordination Plan Quality Control Company Quality Control Manual Sample Project Specific QC Plan Subcontract Legal Review Comments Sample Insurance Certificate for the project Letter from Surety (project specific) if intent is to bond the subcontract.

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Planning and Startup SECTION 5

Internal B&G Planning

Subcontractor Project Staffing Plan

Establish Protocols for your Division: Establish B&G Leads assigned to this subcontract: Project Manager Superintendent Relationship holder with key executive of Subcontractor Who is allowed to sign the subcontract?

Formalize Risk Mitigation Plan (RMP) and schedule appropriate check points Who is involved in the meetings to review the RMP and/or with sub execs?

Senior PM and OM required, DM if available See Example RMP Plan

Submit staffing plan to B&G defining the following: Roles and responsibilities of Prime by System Sub-tiers (PM and superintendent) Submit Resumes of key Sub-tiers Major Vendors Note who from the prime is managing major vendors (PM and superintendent)) Provide Project Directory to B&G including contact info for all prime, sub-tier, and vendors team members.

Contact George Talley in Risk Department to help establish the RMP Plan

Gaylor Blackwell Manpower Curve

Prime Subcontractor Business Plan (Metrics) Prime to establish a business plan (similar to B&G Metrics) that serves as the base line for the prime to report to B&G the status of their scope on a monthly basis. The plan and monthly updates to be focused on: Schedule Milestone Procurement Financials Labor Safety Quality

Labor Planning Provide manpower plan for Prime and all Subtiers.

Keep updated throughout project.

Agree upon the cadence to update forecast VS actual comparison.

Track Labor Curve and production against plan.

Gayle Blackwell Manpower Curve (example) 10

Discuss how subcontractor forecasts labor to complete.

Is it crew based?

Is it production quantity based?

Understand how they plan for contingency and peaks/valleys.

Set up a meeting rotation to revisit the labor curve, site staffing, and schedule versus plan.

Ensure Sub is meeting defined goals and make appropriate adjustments if necessary.

Understand the ratio of supervision to production workers is established and tracked.

Submit wage rate worksheets (road map to billable rates) and update as union rates change.

Request a break down of fringe rates and what is included (e.g., travel, truck, living allowances, technology charges, etc.) This avoids double billing for these items.

Counterpoint: For large cost-plus contracts an overly-detailed SOV does not provide value equivalent to the effort required to accurately produce, allocate, and track cost throughout the course of the project. A simpler SOV (e.g., material, labor, equipment, and subcontracts) can provide similar insight into GMP progress throughout the billing process without bogging it down.

Sample Subcontractor Pay Applications and SOVs

Project Startup Buyout log to be submitted to B&G weekly until complete, $ can be hidden Obtain Submittal Schedule from Subtiers and Vendors Send B&G overall submittal schedule for subtiers and prime Permit Log - submit updates to B&G monthly Licenses - provide B&G all licenses of subtiers Provide insurance certificates for all subtiers Certificate of insurance compliant with Schedule D Change Order template + standard indirects (i.e. small tools, incidentals, equipment rental, labor inefficiency, warranty, etc.)

Discuss how labor will be charged for changes during construction - regular time vs. OT rates, how many hours (industry standard or subgenerated) Internal Contingency Management - establish and review amount and how it is to be tracked / used

Pay Applications SOV Breakdowns - Prime Subcontractor It is extremely important to have an accurate SOV Breakdown, considerations below: General Conditions Area/Phase Material Labor Sub-tier breakout Values This will help tremendously if there is ever a need for a claim or supplementation.

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EXAMPLE PAY APP

SOV Breakdowns - Sub Tiers We also need detailed SOV's for tiered subcontractors as applicable — not just line item invoices.

Discuss special requests around early payment Stored Material paperwork requirements Projected labor allowance (from actual due date until end of month) Deposits on large equipment/materials Thorough Pay App Reviews Critical to not let the sub get ahead on their billings.

Include field in pay app review process.

Stored Materials Trust but verify!

Ensure we have proper paperwork in place: Site/shop visits or pictures Insurance certificate for stored material Bill of sale transferring ownership of material

Checking cost plus mega subcontractor pay applications is a MAJOR effort and should be treated as such within the project team, ideally performed by a group of team members and not a single employee.

Process includes checking for correct rates, correct allocation of cost between GCs and COW, checking invoices and tax rates, checking subcontractor SOV, checking stored materials backup.

Sub tier Lien Waivers Ensure all are received each month with pay app for prior billing.

Periodically call sub tiers to ensure timely payments are being made.

Joint Checks if required by SDP Monthly Cash flow billing schedule Request at the start of the project.

Request monthly updates with each pay applications.

Permitting Permit Log - Submit updates to Brasfield & Gorrie monthly until all prime and sub-tier permits are obtained.

Permit Tracking Log

Drawing Scrub Plan Drawing scrub plan for prime, vendors, and subtiers Flush out issues and design items that are lacking Drawing Scrubbing

Submittals and Procurement Establish relationships with key sub-tiers and vendors so you can contact them directly when needed.

Each vendor and sub-tier to submit submittal and procurement logs bi-weekly to Prime.

Prime to submit submittal and procurement logs to Brasfield & Gorrie biweekly.

Schedule factory/shop visits as needed to verify critical procurement.

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Schedule Schedule and Production Don't overly detail out the schedule until the right people and partners are onboard.

Include prime and subtier subs and vendors in final detailing of the schedule process. (You will need buy-in from their operations, field staff, and subtier partners to be successful.)

Establish Key Milestones for the project

VDC Plan Budget and track VDC cost by design phase.

The sub's productivity will depend on the productivity of the design team.

Resist the urge to engage them too early, they will waste time and money unnecessarily.

Subtier Subcontractor Management Plan Understand what contractual flowdown is being established with prime sub's agreements with sub-tiers (e.g., schedule delays, damages, etc.)

Set expectations around management and supervision responsibilities, meeting attendance, billing, procurement, schedule, QAQC, etc.

Invite Brasfield & Gorrie to attend the meetings, if necessary.

Define which Prime Sub team members are managing each Subtier (office and field).

Vendor Management Plan Understand what contractual flowdown is being established with prime sub’s PO/ agreements to sub-tiers (e.g., schedule delays, damages, etc.)

Include extended warranties, multiple factory startups, etc. if necessary.

Define which Prime Sub team members are managing each sub-tier (Office and field).

MOP Planning - Shut Down and Tie In Request draft log of all MOPs that will be required on the project.

Determine process flow for all MOPs. Determine where the log will be housed and managed.

MOP Log Template

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Critical Facility Impact Procedure Plan

Sample MOP Plan

Temp Provisions Planning Request detailed plans for any temp provisions (temp generators, temp HVAC, etc.)

Coordinate/Verify any MEP and/or Structural needs for temp provisions.

Delegated Design Potential systems that would be delegated design Seismic Structural Components Fire Protection Fire Alarm Systems Low Voltage Systems Follow guidelines per your project specifications Consult with the Brasfield & Gorrie Design and Engineering group.

Execution and Quality Control SECTION 6

SDP Subcontractor Periodic Reviews SDP to perform checks ins with the subcontractor as required by the RMP Financials Status with other active B&G projects Backlog/WIP Discuss project pursuits with other GCs

Safety Planning Advanced safety program and leadership expected from a mega subcontractor.

Dedicated safety manager for prime, consider need from major subtiers.

Prime to partner with B&G onsite safety manager, help lead overall project safety, be an advocate for overall project safety.

Submit Site Specific Safety Plan for each System/Subtier.

LOTO compliance and execution MOP compliance and execution Conduct bi-weekly safety and focus walks for their trade and subtiers.

Help lead and conduct Committed from the top periodic meetings with Ownership and Subcontractors.

Committed from the Top - Sample Agenda

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Labor Tracking Keep Labor Tracking Log/Curves updated throughout project.

Agree upon the cadence to update forecast VS actual comparison.

Track Labor Curve and production against Plan.

Discuss how subcontractor forecasts labor to complete.

Is it crew based?

Is it production quantity based?

Understand how they plan for contingency and peaks/valleys Set up a meeting rotation to revisit the labor curve, site staffing, and schedule versus plan.

Ensure Sub is meeting defined goals and make appropriate adjustments if necessary.

Understand the ratio of supervision to production workers is established and tracked.

Procurement Prime to submit submittal and procurement logs to Brasfield & Gorrie biweekly.

Schedule factory/shop visits as needed to verify critical procurement.

Scheduling Encourage sub to keep their own schedule with defining all subtier work.

In more detail than the B&G schedule.

Establish baselines and milestones to track against.

Prime to conduct periodic schedule meetings with subtiers and vendors.

Invite B&G to the schedule meetings.

Subtiers to walk job prior to meeting and provide update forms to prime.

Daily Huddles and Weekly Work Plans Prime and major subtiers to attend B&G huddles and meetings.

Encourage Prime to conduct similar huddles and meetings with their Subtiers in advance of the B&G Huddles/Meetings.

Monthly Report (Project Metrics) Establish a Project Metrics (or monthly report) type of reporting that the Prime is to submit to Brasfield & Gorrie to provides a status report of their scope.

Schedule Milestone Procurement Financials Payment status to Subtiers and % complete Labor Safety Quality

Quarterly Leadership Meetings with B&G, Prime, and Major Subtiers Senior Leadership from B&G, Prime, and Subtiers must attend Agenda Procurement Schedule Manpower Financials Subtiers Overall Performance Status (Procurement, Labor, Schedule, QC) Payment Status Team Health: Challenges and successes Open Discussion Site walk if needed

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OAC Meetings Consider including Prime in OAC Meetings as they are integral team members to these projects.

Quality Control Provide resume for dedicated QC Manager for Prime Quality Control Plan for EACH system; define who is responsible Pre-Fab Plan Each subtier to have their own QC plan; define who is responsible from subtier Prime to conduct monthly QC meetings with Subtiers and vendors Meeting to be separate from Schedule meeting Meeting to include a jobsite walk per system Initial Inspections: Prime to establish a program for initial inspections for all work performed with their own and subtier field forces.

Identify areas that need support from B&G MEP group or third party consultants.

Daily QC Process: Subcontractor to define process and how it will integrate into B&G Procore Establish the lead responsibility for daily QC the Prime.

Establish process for checks and balances to ensure QC is being perform by running weekly analytics from Procore.

Total open items Items added this week and month Items completed this week and month Performance based specs planning to ensure compliance at start-up Start-up plan for each system

Warranty Execution and Exceptions Extended warranties for early equipment start-up.

Management and maintenance of CEP/CUP/plant systems prior to substantial completion.

Owner Furnished Equipment Responsibilities Receiving/handling/storage responsibilities

Peer Reviews Consider conducting periodic collaboration meetings with other B&G projects of similar size within the market sector. See sample agendas below.

Data Center Peer Group Meeting Agenda

Data Center Peer Group Meeting Notes

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MEP and Concrete Onboarding for B&G Project Managers SECTION 8 Buyout Create a Risk Mitigation Plan with the lead PM, OM, and SDP group.

Include Quarterly Leadership meetings in this plan.

Request a planned billing schedule.

Reserve the right to visit their offsite storage and prefabrication facilities.

Create a log of all their vendors and subcontractors (a more extensive version of their typical Pay Application Vendor Certification).

An example of what I used is attached.

Since some of their sub-tiers are larger than a typical B&G subcontract, check SubDB to ensure there are no red flags for their planned sub-tiers.

Require interim and final lien waivers for all vendors and subcontractors over $(some value) even if they don’t file a Notice to Contractor.

Consider removing some sub-tier work from their scope and manage them directly (e.g., EPMS, Fire Alarm, ERRC, NETA, TAB). The extra coordination requires more B&G personnel but doing so can reduce risk.

Especially for Phased projects, consider having line items for lump sum payouts that will only be paid when Punch and CxAlloy issues are 100% resolved for a given phase. That can help prevent small items from lingering for too long when it means releasing $1M. An alternative is basing retainage release off progress milestones.

Temporary Power: Engage electrician early for temporary power planning, most major contractors will have sophisticated plans already developed that need to be fine-tuned for site specific planning. Work with electrical contractor to help establish power allowances.

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RE: Temporary power, engage county power provider early for renting and setting of any temporary/permanent equipment (xfmrs).

Work to "temp" in major distribution switchboards, permanently feed all panels from main electrical rooms.

Consider including Sub Org Chart Requirements in the "Buyout" section. Refer to notes in "construction" header.

Include in Schedule A design assist scope responsibility.

Share scope of work with EORs, outline expectation clearly.

MEP Equipment Interview and Buyout Process Decide early with MEP subs and EOR if this is possible, include owner in this decision if required.

Ensure MEP group has capacity to lead this effort.

Coordination Recommendations PREFAB Pods Try to minimize sleeves within pod footprint, take advantage of any wall chases adjacent.

Need strong pod sleeving plan / QC Headwalls Consider mockups for pods and headwalls where walls are shared - can create a lot of access concerns Electrical Rooms / Panels / Gutters and Terminal Blocks Underground and OH Racks

VDC COORDINATION Schedule Ensure B&G team buys in to internal BIM schedule and it supports fabrication and install, ensure BIM schedule is updated in same intervals as the OPS and shows BIM schedule variances Electrical Rooms Triple check all equipment and correct clearances are in model (common items missed such as Bus ducts, FCUs) Good practice to always install sprinkler branch above door.

Understand drain pan requirements and coordinate to minimize work.

Design Coordination Try to stack TDR and Electric rooms whenever possible, ensure plumbing penetrations not in rooms; If so 2HR separation required.

B&G Include 6" clearance off rated walls.

AHJ dependent - In FL, AHCA is strict on this clearance to allow inspectors to see head of wall firestopping.

RCP Plans Work with B&G team to print RCP plans for all systems; will save a lot of headache and field coordination for the "low hanging fruit" such as smoke detectors installed within 3' of mech grille.

Specialty Rooms (ORs, Caths, etc.) - Include vendor access requirements, B&G take lead on modeling unistrut (get cad from sub) and vendor boom access requirements, coordinate sub responsibility for access panel procurement.

MRIs Ensure shielding included in model, with correct ceiling elevation. Provide shielding contractor with mechanical waveguide, MEPFP penetration locations.

Coordinate with design team to attend BIM meetings once a week; dedicate first of last 15-30 min of call for design questions and feedback.

Set expectations early - Ensure all parties are aligned and that clash detection is resolved in the model and not left to be resolved in the field.

Hydronic Mains vs. Structure Scrub general notes in structural set and review with design team early. Look for general notes that all major system mains to be supported from structural beam or joist.

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DRAWING SCRUBS Blubeam Studio is a great tool for drawing scrubs and mark ups. Set up sessions with subcontractors and design team to provide mark ups / ask questions.

Overlay MEP Equipment with Electrical drawings to ensure power to all equipment.

Electric Door Hardware - Overlay security drawings with electrical drawings to ensure power to all devices. Coordinate the furnishing of power transformer devices with Door Hardware schedule.

Ensure Hardware sets also match T sheets if you have security plans.

FA coordination with mag locks and door hold opens. Consider coordination call with DFH / Elec / FA, create responsibility matrix.

Door Access Control Elevations

Shaft Scrubs Coordinate all shafts to ensure that MEP systems can be properly installed and firestopped. This may require reconfiguration or resizing of structural openings or drop down shaftwall framing (bathtubs).

In-Wall Scrubs Coordinate all shafts to ensure that MEP systems can be properly installed and firestopped. This may require reconfiguration or resizing of structural openings or drop down shaftwall framing (bathtubs).

RCP Scrubs Scrub design documents to coordinate ceiling layout in all critical spaces (Example - clinical spaces in hospital). Overlay (with assistance from VDC) reflected ceiling plans, electrical lighting plan, life safety exit lighting plan, HVAC diffuser plan, low voltage systems design and/or shop drawings (nurse call, fire alarm, CCTV, structured cabling/WAP's, DAS, etc.)

Drawing Scrubbing Examples Futureproofing Consider future expansion areas. Provide provisions for future tie-ins to reduce shutdowns.

Example - valves, pull boxes, raceways. Locate outside of critical areas. Consider access below to shell space or future vertical expansion.

Consider future capacity / sizing for source equipment and conveyance.

Future Proofing Checklists Fire Alarm Matrix vs Life Safety Plans vs Mechanical Systems - review fire alarm system and LS smoke compartments to ensure mechanical design aligns, if FA design is a "defend in place" strategy ILO general alarm and only the compartment a smoke or heat is detected shuts down, try to influence design to ensure AHUs follow these compartment walls.

Applicable Building Codes A lot of jurisdictions are starting to adopt 2021 IBC - major change mechanically in this code is clarification around what is a fully ducted system allowing for the elimination of fire dampers in duct penetrations of 1 hour fire barriers, even with the presence of flex duct.

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This is a major VE item / owner maintenance / access coordination Consider engaging your AHJ with proposal to adopt code if not already done so - refer to attached code clarification request submitted and accepted by B&G and design team previously.

Fire Damper Code Clarifications Sealed

SUBMITTALS AND SHOP DRAWINGS Signage Shop Drawings to be coordinated with the Fire Alarm & Controls subs.

For Major Shop Drawings and submittals consider hosting onsite submittal party with subs / manufacturer reps / EORs Generators Paralleling Gear COORDINATION MEETINGS TO CONDUCT Cx Kick-off Equipment Start-up Power Start-up Include electrical rooms beyond main electric room. Sometimes attention is focused on major gear, distribution boards, establish scheduled activities and plan to not lose sight of feeders to branch electrical rooms.

Conditioned Air Planning Flushing plan Controls start up Safeties on AHU LOGS Damper Logs (Link): When possible, engage QC group to help setup Procore templates.

Ensure mech sub buy in and Mech sub responsible for FD labeling and shop drawings with labels.

Damper Log Processes

Permit Tracking Logs Permit Sign-off Tracking Log Hospital IT Coordination and TDR Buildout (need link)

PERSONNEL / LABOR MANAGEMENT Know the sub's level of experience with the product type and the scale of project. Use the reviews from other projects on build and bring the sub in for a buyout meeting to discuss their proposed management and field team.

Request a job-specific Organization Chart, even if some names start as “TBD”. Org chart should list both office and field leadership. Also, it is recommended to request the percentage of time each person will be dedicated to the project.

Office Subcontractor shall include sufficient office staff for change orders, scheduling needs, procurement, safety, BIM coordination etc. Often times, 2-3 PMs aren't enough. It’s recommended that a part-time scheduler be included.

Field Have subcontractors submit a labor management chart including a manpower chart that ties into a P6 schedule. This chart should include field labor as well as supervision (Foreman, General Foreman, Superintendents, Safety, QA/QC) to ensure enough coverage at the top for such a large scope of work.

Request their plan for labor sourcing and the expected ratio of contract labor.

Set up way to track their manpower beyond daily reports (e.g., turnstyle).

Require monthly on-site presence from a designated 1 or 2 executives that were involved in precon/buyout.

SUBTIER AND VENDOR MANAGEMENT RECOMMENDATIONS Damper Log Processes

Permit Tracking Logs

CONSTRUCTION Receive and review their ‘risk mitigation log’ monthly.

Compare actual manpower with planned manpower curve and inquire about any significant deviations.

Beyond reviewing lien waivers, call major subtiers/vendors occasionally to ensure there are no red flags (financial, lead time, lack of information) on their end.

Visit prefabrication shop and major stored material facilities occasionally.

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Consider hiring a third-party QC company (or a separate trusted sub) to spot check early progress and help identify systemic issues early into installation.

For repetitive scope, add ‘First of kind’ (FOK) durations and inspections into the P6 schedule early on. Document FOK conditions formally.

Document work at least weekly with a 360 camera, such as OpenSpace. When there were 700+ electricians on site, that becomes an incredibly valuable tool for tracking everything from general progress to ticket disputes.

Mandate that there is an individual dedicated to backchecking inventory to ensure they have enough material to complete the job.

Build as much detail in the schedule as is beneficial. Get to know the details of how the MEPs are installed. Include procurement activities for as much as is necessary Understand how the sub is breaking up their field staff? Make the job small by breaking it up into areas (share key plans with subs early) and have leaders for each area that report to one foreman. Getting a firm understanding of how the sub crews are set up can inform our schedule so that we help subs know which areas are critical and when to increase manpower.

It’s good practice to share B&G org chart early, setting the expectation that their field structure should be of similar scale to B&G (i.e., However B&G has divided dedicated AFM, assistant superintendent, and superintendent should match sub lead structure).

Having separate QC guys who at were dedicated to CxAlloy, startup, and Cx support can be very beneficial as it allows the foreman to not pull away from the install.

Get a QC plan up front from the sub and identify the key areas. Make sure you are focusing on each "first of kind" install.

For cost management make sure you get a CO log from the sub each month so they don't have cost that you aren't aware of. A monthly check in helpful depending on how many changes your project has.

It’s recommended to have a monthly financial meeting with the subcontractor to review outstanding change orders, upcoming spends, risks, and challenges to the project.

Temporary Rainwater Management - On greenfield projects, anticipate structure top out ahead of civil utility tie ins at building, and establish some sort of rainwater mitigation plan.

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Temporary Systems to Plan For Temp jobsite water and riser (assume need a booster pump) Temp Power Temp FDC and Riser Temp Water Flow Monitoring - Engage controls contractor to establish plan for temp control valves and monitoring of systems, alarm for flows outside of normal construction hours Domestic water Hydronic Water Fire protection Conditioned air and flushing coordination planning Challenge Mechanical/Plumbing subs (depending on mech room layout) to fab and install CHW risers and loop as early as possible, utilizing open footprint and cranes onsite to drop risers in place.

Bi-Weekly MEP Meeting - onsite meeting (HVAC, Elec, FA, TAB, FP, Plumb) Schedule Constraints Procurement QC Field Coordination Consider setting up an internal MEP check in (recommend weekly) meeting onsite with project leadership (e.g., Senior PMs / Senior Supers). There are a ton of complex items you will be responsible for managing and coordinating, having a 30 minute touch point to keep your leadership up to speed ensures B&G is marching to the same beat.

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Examples Risk Mitigation Plan for Electrician Risk Mitigation Log Manpower Curve from Electrician Quality Control "School" Subcontractor Staffing Plan In-Wall Scrub Example RCP Scrub Example Future Proofing Checklist

Contacts SECTION 9

For questions regarding this document, please reach out to any of the following contacts.

Operations CHRISTIAN PITTS

DAVID HAJJAR

CPitts@BrasfieldGorrie.com

DHajjar@BrasfieldGorrie.com

615.313.2906

678.581.6320

Nashville

Atlanta

KYLE GASTON Kgaston@BrasfieldGorrie.com

GEORGE TALLEY Gtalley@BrasfieldGorrie.com

334.332.2207

205.572.8924

Birmingham

Birmingham

DAVE HAJJAR DHajjar@BrasfieldGorrie.com 678.581.6320 Atlanta

JEFF LYNN Jlynn@BrasfieldGorrie.com

DREW KELLEY Dkelley@BrasfieldGorrie.com

ERIC LYNN Elynn@BrasfieldGorrie.com

770.833.2906

334.614.2587

Atlanta

Nashville

Risk Management

MEP

205.381.0777 Birmingham

Concrete

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