Large Project Management: Organization Norm Schindler Management LTD - CH-6030 Ebikon Elevators & Escalators

This presentation is the intellectual property of Schindler Management Ltd. It may only be used for internal purposes.
It must not
be communicated to third parties.
ORGANIZATION NORM
Schindler Management Ltd.
CH-6030 Ebikon Large Project ON 0-17100
Valid from:
Management 2007-06-01
Elevators & Escalators Version: 2 Page 1 of 14
TABLE OF CONTENTS PAGE
0 PROCESS OWNER ............................................................................................................. 1

1 PURPOSE ............................................................................................................................ 2
2 SCOPE ................................................................................................................................. 2
3 DESCRIPTION ..................................................................................................................... 2
3.1 Principles ......................................................................................................................... 2
3.2 ON Nature and Project Management Overview .............................................................. 2
3.3 Large Project Definition ................................................................................................... 5
3.4 Roles and Responsibilities .............................................................................................. 6
3.5 Key Dimensions............................................................................................................. 10
3.5.1 Legal ....................................................................................................................... 10
3.5.2 Procedural............................................................................................................... 10
3.5.3 Financial.................................................................................................................. 10
3.5.4 People..................................................................................................................... 11
3.6 Project Management Building Blocks ............................................................................ 11
3.7 KG and Zone Implementation Strategy ......................................................................... 12
3.8 Publicity ......................................................................................................................... 13
4 REFERENCES ................................................................................................................... 13
5 MEASUREMENTS ............................................................................................................. 13
6 APPENDICES..................................................................................................................... 14
0 PROCESS OWNER
Group Product Line Manager – NI.
Earlier versions : Version 2 Prepared Reviewed Approved

Release
Version Date 2007-05-07 2007-05-15 2007-06-01
Date
1 2005-12-20
Signature Original signed Original signed Original signed
Name Jürgen Truöl Daniel L. Bühr Jürgen Tinggren
Original signed document, document history and versions are filed by QP
This is a print-out of an on-line document and is for temporary use only. If in doubt, refer to the on-line document!
This presentation is the intellectual property of Schindler Management Ltd. It may only be used for internal purposes. It must not be
communicated to third parties.
ON 0-17100 2 Large Project Management Page 2 of 14
1 PURPOSE
The purpose of this ON is to provide KGs with Large Scale MOD + NI Projects an overview of the steps
and processes required for the professional management of large scale projects.
Many of the principles can and should wherever practical be applied in all NI and MOD work. In addition, it
outlines how change notices should be handled by KGs and provides sample forms, GRAPs and BDPs to
illustrate the issues in practical terms.
2 SCOPE
This ON is applicable to both NI and MOD large scale projects.
3 DESCRIPTION
3.1 Principles
The Group is experiencing an expansion in large job activity outside the traditional large contract cities. In
addition, increasing volatility in commodity prices and high salary inflation in many markets re-enforce the
need to develop tools which address:
1. How to approach and execute large jobs;

2. How to systematically approach contractor's/sub-contractor's (depending on whether we are in
an employer/contractor or contractor/sub-contractor relation) and the resulting claims for time
extension and/or additional payment (“first parachute”), and
3. The use of final accounts which act as a final check (or “second parachute”) to ensure all claim
opportunities are addressed and income maximized.
More specifically, in simple terms the ON seeks to address four key principles:
1. Only sell projects where we have the capacity, capability and products to meet the client's
needs;
2. Have a clear focus on contract and product commitments;
3. Manage changes to contract scope or timing;
4. Maximize margins, variation and other claim opportunities and cash flow.
3.2 ON Nature and Project Management Overview

The ON was developed in a workout group of KG and MAN personnel after reviewing the processes and
tools used by KGs who frequently conduct large projects and draws upon their learnings from such
projects. It does not address the issue of aspects of IT based tools.
The ON provides checklists and sample forms to give practical guidance and support (which have been
based on forms used by UKC and have been adopted to FIDIC Conditions of Contract) and therefore does
not demand the implementation of new IT platforms or tools to be applied.
The ON applies the philosophy that a project cycles through key milestones which can be grouped under 5
main stages:
The ON then expands the five stages into sub stages. While these sub stages are explored in detail later in
the ON, the following diagram aims to provide a high level overview of the stages and sub stages:
NI Process Overview
A. B. C. D. SITE E.
TENDER AWARD PRE-SITE EXECUTION HANDOVER
3.3 Large Project Definition

Traditionally, many KGs viewed contracts with Top Range equipment as large projects. Recent and at
times costly KG experience suggests a broader view should be applied to the definition of "large projects"
considering factors such as:
1. Equipment complexity (relative to KG experience and competence);

2. Contractual complexity (NI projects with contract value > CHF 5m; ON 0-04415);
3. Site complexity;
4. Ambitious / tight timetables
5. Value.
To illustrate the point, a project involving many units of commodity elevators and escalators in an airport
terminal with complex site constraints, performance bonds and tight installation schedules (timetables) may
still be a large project.
The definition of a large project should be defined at the Zone level considering the NI competency and
experience in the Zone, and the typical NI contract profile.
The default definition for a large project is:
• Project values are equal to or exceed CHF 5m, and/or;

• Volumes exceeds 15 units on one site, and/or;
• The Top Range Center is involved (Schindler 7000 equipment, see ON 0-02891 "TRC Focus
Jobs").
Different definition can be applied within a Zone subject to MKL-FO approval.
KGs should also implement a signing-off process for all phases of large project management considering
the following template (localized where necessary to KG management positions).
Table 1: Sign off responsibilities of Major Projects
Original Tender Project Project Variations Final

Submission/ As- As- Scope/Spec/ Cost/Price Acount
Major Negotiated Sold Time
Resubmissions
Sales Manager ! ! !
Sales
SNA/Technical/ ! !
MDC Manager
Project Manager ! ! ! ! !
PLM NI ! !
Finance Manager
(or Commercial ! ! ! ! !
Manager)
KG Head ! ! !
CLS !
(under article 3.2
of ON 0-04415)
3.4 Roles and Responsibilities

All major projects must have a project manager assigned to the project. The largest projects would involve
a full time assignment whereas a competent project manager could manage 2-3 smaller "Large Projects"
concurrently.
While the project manager would take the lead on the majority of issues, the project management of a
large project is a KG team effort which on some contracts would extend to include TRC/TRT as a project
participant.
At the risk of omission, an overview of the roles and responsibilities of main project participants at each of
the 5 main stages is as follows:
This presentation is the intellectual property of Schindler Management Ltd. It may only be used for internal purposes. It must not be communicated to third parties.
Roles & Responsibilities for Major Projects
NI
Project Role Tender Award Pre Site Site Execution Handover
Project Manager Job responsibilties Tech specification review, oversee legal Review minutes & drawings, technical Project scheduling & sourcing, set up Regular check of plan vs. actual performance, site meeting Prepare/collect/distribute tech.
and authority requirements, review planning, award confirmation, prepare & project team, manage/lead sampling, to ensure clear understanding Schindler's scope of work & documentation, control defects
material/labour/delivery estimates, execute billing plan, define internal & coordinate drawing approvals, set up obligations, internal & external deadline supervision, VO & clearance & open issues, coordinate
support tender preparation external interfaces project cost report, ensure site conditions claims management as per KG procedures, log non- tests & inspections, issue draft of final
are safe for Schindler workers and conformance & lost time reports/site delays (basis for account statement and agree with
equipment, prepare site package, confirm claims), review cost-to-complete with Finance and customer, document & agree handover
internal/external schedule (e.g.contract implement corrective actions to close gaps procedure with the customer &
milestones & installation tasks, material authorities, confirm HO date in writing
ordering, logistics, etc), identify & pursue and ongoing EI contract terms (start of
VOs and claims FM), define & agree post contract
responsibilities between NI & EI
functions, document & feedack project
learnings
Sign-off responsibility Project as-negotiated, Project as-sold Variations affecting Variations affecting scope/spec/time/cost/price Final accounts
scope/spec/time/cost/price
Ongoing responsibilities
Risk management, Quality management, Continuous improvement of skills and knowledge, Customer relationship and satisfaction
Sales Manager Job responsibilties Review contract conditions, Prepare & confirm the as-sold Register VOs involving Register VOs involving addition/omission of unit, Implement corrective actions/
develop sales strategy for bid, package (e.g. LOA, tech.spec., cost, addition/omission of unit, resolve open resolve open issues & feedback to project manager improvement measures based on
satisfy customer queries, comply contract milestones, payment issues & feedback to project manager project feedback
with the LJP approval process, schedule), register the on-award
prepare and sign off the bid as
sales details into the MIS, chair the as-
per KG authority levels, submit
the final offer, clearly document sold meeting with the project team to
the go/no-go decision, negotiate ensure common understanding of the
with limits of authority project scope
Sign-off responsibility Original tender submission and all Project as-negotiated, Project as-sold
major resubmissions
Customer satisfaction
Sales Engineering Job responsibilties Prepare material & labour cost estimates, Register the "as-sold" material & labour cost Estimate materials required to execute contract Estimate materials required to execute contract variations, Implement corrective actions/ improvement
SNA/Technical/MDC provide technical support (product selection, estimates into the MIS variations, register internal changes in as-sold register internal changes in as-sold cost estimate measures based on project feedback
supplier matrix, drawings) to Sales cost estimate
Manager
Sign-off responsibility Original tender submission and all major Project as-sold
resubmissions
Ongoing responsibilities Cost estimates
This presentation is the intellectual property of Schindler Management Ltd. It may only be used for internal purposes. It must not be communicated to third parties.
PLM NI Job responsibilties Identify & involve the project manager early Confirm the project manager and type of Provide technical and manpower support Provide technical and manpower support whenever Organise contract analysis meeting (project
in the tender process, confirm manpower manpower to be utilised (own labour or whenever needed needed closure) to compare pre/post performance
capabilities, provide technical input to go/no-subcon), provide technical input to go/no-go as a learning process tool for future
go decision process decision process improvements
Sign-off responsibility Original tender submission and all major Project as-sold Variations affecting cost/price Variations affecting cost/price Final accounts
resubmissions
Installation performance
Finance Manager or Job responsibilties Confirm forex assumptions & EI Collect the downpayment, ensure Alert the project manager for any Issue progress claims as per billing schedule, Prepare final billing incl. Variations,
Commercial Manager pricing assumptions to facilitate payment terms comply with the KG's payment delays, provide price conduct cost-to-complete review with the project and the late cost provision based on
LJP payback analysis, confirm Receivable Mgmt policies, provide quotations for claims manager outstanding punch list items, review
USD/EURO price lists with key price quotations for claims pre-post gap and feedback learnings
suppliers based on ex-works
Sign-off responsibility Original tender submission and all Project as-negotiated, Project as-sold Final accounts
major resubmissions
C1 management
Legal Advisor Job responsibilities Give support to Sales Manager in Verify contractual Risk Assessment Support handover procedure,
Give guidance during negotiation until Give legal support on special request, follow-up
Contract Review / Setup of overview, give support on specific intellectual property (escrow
LOA is issued of identified "hot spots" (Risk Management)
Deviation List requests in contract fulfillment account), warranty issues.
Sign-off responsibility Give advise / prepare software
Review and approval of contracts, Verify Project overview on contract agreement, settlement of
Standby for case-by-case inquiries Standby for case-by-case inquiries
esp. under Art. 3.2 of ON 0-04415 risks contractual items related to project
handover.
Contractual Risks Management
KG Head Job responsibilties Lead the go/no-go decision process with Lead the go/no-go decision process on Lead decision process on issues that will affect Lead decision process on issues that will affect C1 target, Maintain high-level customer relations
regional perspective, LJP approval contract conditions/riders/amendments C1 target, handle major customer complaints handle major customer complaints
Sign-off responsibility Original tender submission and all major Project as-negotiated, Project as-sold with Variations affecting cost/price with major Variations affecting cost/price with major C1 variance Final Account with major C1 variance
resubmissions outside defined limits major C1 variance C1 variance
Final decision on critical issues
Project Management experience has proven that the KG should clearly define project participants, and who takes
the lead at the different stages of the project.
When forming a "large project" team, the KG should clarify and formally outline participation and leadership roles.
While these need to be adapted to project size, KG structure, and involvement of others such as TRC, the
following matrix is a starting point or template which can be adapted for that purpose.
PROJECT ROLES & RESPONSIBILITIES

(Note: titles/roles may vary between KG's)
Legal Advisor / Quantity Surveyor

KG TRT ( * ) if applicable
Local branch (if applicable)
Eng. Mgr. (if appliable)
Manufacturing Mgr.
Commercial Mgr.
Installation Mgr.
Finance Mgr.
Service Mgr.
Project Mgr.
Quality Mgr.
Sales Mgr.
PLM NI
TRD
KG Head
Project Identification P P JL L
Decision to Pursue (Target Project) P P P P L
Sales/Bid Team P P P L
"Cost" Estimate Review P JL P P P P P P
"Price" Determination P P L
Contract Review / Risk Assessment P JL P L P P P
"Go / No-Go" P P P L
Negotiation (Pre-award Variations) P P JL P L P P P
Basis of Award (Project "as sold") P P P P L P P P
Installation Plan L P P P
Variation Management (post award) P P L P P P
Final Closeout (Transfer to EI) P P L P P P P
( * ) KG TRT or Local TRD Designee

L Designates lead responsibility
( ) Refer to ON – Authority Limits P Participation in decision
JL Joint lead; overall responsibility remains with KG except for TRD turnkey contracts
Notes: (1) TRD/TRT has a joint lead on the materials issues unless it is a TRC turn key contract.
For TRD focus jobs, the KG and TRD should have 'open books' on margins at the tender stage.
(2) If no Commercial Manager exists, those roles & responsibilities will be performed by the Project Manager.
3.5 Key Dimensions

Although the ON provides event checklists on a stage by stage basis, the key legal, procedural, financial and
personnel dimensions a KG is likely to need to address in large projects are listed here:
3.5.1 Legal
In Large Projects a proper legal examination of contractual documents at an early stage is essential in order to
avoid disputes and mitigate financial risks during project execution and completion.
In this context, the ON 0-4415 "Legal Review of Contracts" must be observed, especially in Article 3.2. In
addition, the checklist in Appendix 3 "Contract Review – Legal Risks" serves as a guideline for legal contract
examination by the responsible persons (e.g. in-house or external legal advisors and quantity surveyors).
3.5.2 Procedural
Identify alternative sales offers which may make Schindler more competitive and then submit together with the
"as requested" bid. Respect KG authority levels (including tender resubmissions) including C1 sold targets and
LJP approval processes. Clearly document the "go/no go" decision.
Observe and comply with any time limitations, especially in rejecting client deviations to our tender submission or
transforming it into a change order. Always prepare a complete "Award" package as the project base line. This
serves as a vital document in the event of any future dispute or legal action.
Conduct a physical inspection of site conditions and never accept sites with inadequate shaft or site conditions
which put schedule, installation costs, equipment or work safety at risk. Also ensure that works by others have
been completed, that the shaft is within tolerance, and that downpayments (if applicable) due have been collected
prior to site acceptance and mobilization.
Ensure any site specific conditions (e.g. safety rules, working hours, etc.) are understood and if not outlined at
tender, any cost implications are determined and addressed in a change notice.
Use a project file which should include all communications, change notices, a site diary, and the project
Milestones and sub task. Review and revise milestone progress and supply chain logistics including site
handover, factory pull(s), shipping, customer's clearance and hoisting at monthly project meetings. Analyze
schedule slippage to identify root causes, corrective actions, and ensure all potential claims are notified to client.
The project manager should be solely responsible for milestone/schedule planning including items such as
specialized resources and works by others, fitter resources requirements, and sub-contractor availability. The
project manager should claim extensions of time where delays are caused by others (i.e. not Schindler or our
subcontractors or suppliers).
Dependant upon contract terms and conditions avoid hand over if progress claim payments are over-due. At the
handover meeting, and subject to contract terms and conditions pass the client the draft final account, including
variation notices agreed and not agreed resulting from change notices which have been previously issued to the
client. Outstanding claims should also be included in the draft Final Account.
3.5.3 Financial
Make sure our tender pricing is accurate. Especially review the cost of items invoiced in foreign currency; confirm
USD or Euro price lists (as applicable) with key suppliers outlining anticipated ex working dates especially on long
lead time projects; where applicable, confirm the FX assumptions form local currency (e.g. Canadian Dollar for
TOR) to the supplier currency (e.g. TRC in USD).
Subject to local conditions, avoid bid bonds (or performance bonds). When required, and subject again to local
conditions, bonds should ideally not be open dated, due to cost and bond cancellation complications. Open dated
bonds should be approved by Group CFO.
Ensure payment terms are in accordance within the KG's Receivable Management policies and that deviations
are appropriately approved in accordance with the KG's authority limits.
Consider EI fulfillment conditions (e.g. dedicated fitters on site) in determining the EI profitability to facilitate loss
job provision payback analysis and to decide whether we want to bid the contract.
Ensure the ("as sold") estimate at the time of award is defined and agreed/signed off by the cross financial team
which confirms the project award. Also agree frequency/dates for contract cost to complete reviews with the
project manager and finance. Ideally, reviews should take place monthly.
Change notices are good profit opportunities; subject to prevailing contract terms and conditions, remember to
align the proposed change notice selling price to (documented) fully loaded labor cost and KG (NI plus G+A
Struco) and a reasonable MR margin (minimum 15% required, but ideally 20/25% to be PLR positive!). If
necessary, have the external auditors certify the "adder" amounts involved.
Issue progress claims in accordance with the billing plan including all change notice items and a running total or
all progress claims (Appendix 9).
Prepare final billing including variations, claims and the late cost provision based on the outstanding punch list
items. Review pre/post gap to feedback learning.
To ensure all revenue opportunities are addressed and maximized, a NI job should not be regarded as fully
complete until the final account is agreed with the client. A final amount cannot be agreed with the client until all
changes notices and claims are resolved. As such the change notices should be either billed (at a value agreed
with the client or Main Contractor) or killed (where the KG agrees we do not have a valid or strong claim for
further revenue).
3.5.4 People
Identify and involve the project manager (and where applicable the contract team or project controller) and the
legal advisor/quantity surveyor as early as possible in the tender process but no later than the award stage.
Identify the client/developers organizational structure - as far as possible, work with a single individual on client
side in agreeing changes and their valuation. Maintain a professional working relationship with the client without
dropping Schindler’s standards or entitlement for change notice compensation.
Use cross functional teams and make consensus decisions on pricing, schedule, manpower requirements, terms,
and tendering in line with KG authority levels.
Employ sub-contractors on clear terms, and quality control their work at the installation phases prior to approving
and making their progress payments. Clearly record labor "down time" caused by others as basis for change
notices.
Last but not least; ensure the Schindler safety guidelines are communicated to, and followed by, Schindler staff
and sub-contractors.
3.6 Project Management Building Blocks
Conceptually, large project management involves eight key elements: The first five elements are sequential
stages, whereas the last three elements span the entire project life. This can be illustrated graphically as follows:
Major Project Management Overview
Major Project Management
5 Phases
5. Hand over
4. Execution
3. Pre Site
1. Tender
2. Award
3 Spanning Processes
6. Change Management
7. Milestone Management
8. Contract / Commercial Management
It is essential that all theses phases and supporting processes are addressed by proper professional
management of larger projects. The following sections outline the aspects a project team should consider and
address when dealing with the eight elements.
Further details on these phases and supporting processes in outlined in Appendices 17.1 to 17.8.
3.7 KG and Zone Implementation Strategy

Several KGs have demonstrated their ability to sell and professionally execute large projects in many cases. The
same KGs often host local Top Range teams which are an extension of the Top Range Center. The remaining
KGs seldom complete large projects and will most likely need assistance of others in approaching large projects.
The ON therefore outlines a two tier approach to large project management as follows:
1st tier
• KGs with MKL endorsement to run major projects without external assistance / supervision.
• Prerequisite: „major project expert“ on staff.
2nd tier and agents
• Requires MKL endorsement to bid, with an identified Zone KG or TRT/TRC expert agreed prior to award
to support as required, requested, or instructed by the MKL-FO.
To implement the ON, Zone Management (MKL & PLM-NI) is required to:
• Decide the level of major project expertise required in the Zone.

• Determine the current level of major project expertise existing in the Zone.
• Complete GAP analysis and action plan.
3.8 Publicity
KGs should advise Corporate Communications in Ebikon when major projects are awarded , and in particular
pass on details of any local publicity obtained from the project.
4 REFERENCES
None
5 MEASUREMENTS
None
6 APPENDICES
1 Job Description Project Manager

2 Contracting – GRAPs
3 Checklists
3.1 Checklist 1 – Risk Identification in International Construction Business
3.2 Checklist 2 – Contract Review – Legal and Commercial Risks
4 Warranty – Checklist
5 Change Notice – GRAPs
6 Change Notice – Checklist
7 Default Installation Schedule Milestones
8 Progress & Template
9 Progress Claim Template
10 Forecast to Completion and Cost to Come
11 Confirmation of Verbal Instruction (or Site Delay)
12 Change Order Internal Advice Form
13 Daywork Report
14 Sample Site Diary
15 Final Account Template
16 14 Standard Letters
16.1 Introduction and issue notice to confirm (NIC) delayed commencement
16.2 Delay prior to pull and NTC reminder
16.3 Confirm issue of NTC and forwarding Builders Work Schedule (BWS) or credit control action if
non payment of app. confirmed…
16.4 Delayed commencement after pull & request for storage / delivery instruction
16.5 Delayed commencement after pull, storage instruction not received by Project Manager /
Supervisor.
16.6 Site survey and re-issued BWS
16.7 Site readiness check unable to commence, BWS, storage / delivery options
16.8 Delay upon site commencement
16.9 Confirmed site commencement
16.10 Damage to materials
16.11 Delay and / or disruption during site activity
16.12 Installation completed (prior to test) BWS schedule issued
16.13 Builders work items identified after test
16.14 Handover confirmation
17 Detailed steps involved in the project Management building blocks (17.1 to 17.8)
17.1 Tender steps and elements
17.2 Award steps and elements
17.3 Pre-Site steps and elements
17.4 Site execution steps and elements
17.5 Handover
17.6 Commercial Management steps and elements
17.7 Milestone Management steps and elements
17.8 Change notice Management steps and elements
Appendices 1-7 + Appendix 8.xls Appendix 9.xls Appendix 10.xls Appendix 11.xls Appendix 14.xls
12-13.doc
Appendix 15.xls Appendices

16-17.doc
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Elevators & Escalators Version: 2 Page 1 of 14

TABLE OF CONTENTS PAGE

0 PROCESS OWNER ............................................................................................................. 1

Earlier versions : Version 2 Prepared Reviewed Approved

Name Jürgen Truöl Daniel L. Bühr Jürgen Tinggren

Original signed document, document history and versions are filed by QP

ON 0-17100 2 Large Project Management Page 2 of 14

1. How to approach and execute large jobs;

3.2 ON Nature and Project Management Overview

ON 0-17100 2 Large Project Management Page 3 of 14

ON 0-17100 2 Large Project Management Page 4 of 14

ON 0-17100 2 Large Project Management Page 5 of 14

3.3 Large Project Definition

1. Equipment complexity (relative to KG experience and competence);

The default definition for a large project is:

• Project values are equal to or exceed CHF 5m, and/or;

Different definition can be applied within a Zone subject to MKL-FO approval.

Table 1: Sign off responsibilities of Major Projects

Original Tender Project Project Variations Final

ON 0-17100 2 Large Project Management Page 6 of 14

3.4 Roles and Responsibilities

ON 0-17100 2 Large Project Management Page 7 of 14

Roles & Responsibilities for Major Projects

Ongoing responsibilities Cost estimates

ON 0-17100 2 Large Project Management Page 8 of 14

ON 0-17100 2 Large Project Management Page 9 of 14

PROJECT ROLES & RESPONSIBILITIES

Legal Advisor / Quantity Surveyor

Eng. Mgr. (if appliable)

Decision to Pursue (Target Project) P P P P L

"Cost" Estimate Review P JL P P P P P P

Contract Review / Risk Assessment P JL P L P P P

Negotiation (Pre-award Variations) P P JL P L P P P

Basis of Award (Project "as sold") P P P P L P P P

Variation Management (post award) P P L P P P

Final Closeout (Transfer to EI) P P L P P P P

( * ) KG TRT or Local TRD Designee

ON 0-17100 2 Large Project Management Page 10 of 14

3.5 Key Dimensions

ON 0-17100 2 Large Project Management Page 11 of 14

3.6 Project Management Building Blocks

ON 0-17100 2 Large Project Management Page 12 of 14

Major Project Management Overview

Major Project Management

8. Contract / Commercial Management

3.7 KG and Zone Implementation Strategy

2nd tier and agents

ON 0-17100 2 Large Project Management Page 13 of 14

• Decide the level of major project expertise required in the Zone.

ON 0-17100 2 Large Project Management Page 14 of 14

1 Job Description Project Manager

Appendix 15.xls Appendices

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