Cladding Package Manager

Main Responsibilities:

Contract & Subcontractor Management

Act as contract owner for the cladding package: know its scope, programme obligations and conditions (including any design, submittal and approval responsibilities), and hold the subcontractor to them.

Track design, shop-drawing, sample and material approvals and fabrication and delivery lead times, and chase late items in writing before they affect programme dates.

Identify scope gaps, overlaps or unclear boundaries with adjacent packages early (for example supporting structure, openings, penetrations, roofing, flashings and sealing) and raise them in writing.

Where subcontractor activities slip, issue a formal written query, request a recovery plan and copy commercial and construction leadership.

Direct and performance-manage the Supervisors on the package, and resolve or escalate the issues they raise.

Confirm that subcontractor RAMS, permits and competence submissions are approved before work starts, and that high-risk activities (work at height, MEWP use, lifting of cladding materials, edge protection) have approved plans before they begin.

Programme Control (Weekly Programme Cycle)

Receive the updated subcontractor programme each week and review it against the master programme.

Identify risks and slippage, issue formal written comments, and agree a recovery or mitigation plan.

Track recovery daily using Supervisor reports and morning coordination.

Track any dates by which areas must be made weathertight for following trades, and flag risks to them at the weekly review.

Do not move any date without technical justification, programme analysis and Construction Manager approval.

Scope Completion & Commercial Protection

Confirm scope completion in writing, supported by evidence from Supervisor daily reports and photographs.

Verify progress against evidence (for example installed area by elevation or zone) before supporting any valuation or progress claim.

Flag potential delay events, scope changes and cost exposure early, with contemporaneous records, to the commercial team.

Do not agree instructions that change scope, cost or programme without commercial and Construction Manager approval.

Coordination & Interfaces

Coordinate with other Package Managers on interfaces (structure, civils, building services, mechanical, electrical) and resolve at package level where possible.

Escalate unresolved interface conflicts to the Discipline Manager immediately once they threaten programme, safety, quality or scope.

Route technical approvals, QA and interface sign-off to the Discipline Manager rather than resolving informally.

Cladding is listed as out of scope of the NAECI in SPA 3.2.1. Refer any query on employment terms, grading or labour relations affecting the package to the IR Manager.

I nspection & Handover Readiness

Make sure inspection and test records (including the checks defined in the Inspection and Test Plan), material certification and as-built information for the package are captured progressively, not retrospectively.

Check that records align with the project document system ahead of handover.

Work with the Discipline Manager to confirm the package is ready for inspection and handover.

Evidence & Reporting

Provide commercial and programme reporting on the package (progress, manpower, risks, recovery status and commercial exposure).

Ensure all communication is written, traceable, timely, fact-based, and stored in the project record system, covering the mandatory records for this role: delay notifications, programme comments, scope completion confirmations, technical approvals and coordination agreements.