Quality Manual

About HERO Construction and Development Corporation

Welcome to HERO Construction and Development Corporation (HCDC), a dynamic and forward-thinking construction company committed to delivering high-quality, cost-effective, and timely infrastructure solutions across the Philippines. Established in 2017 as a sole proprietorship firm and eventually incorporated in 2020, HCDC has built a reputation for excellence through our strong commitment to customer satisfaction, technical expertise, and continuous improvement.

At HCDC, we recognize that quality is not just a requirement—it is a shared responsibility and a core value that drives every part of our business. This Quality Manual outlines how our company aligns with the ISO 9001:2015 standard through a structured Quality Management System (QMS) that promotes consistency, efficiency, and continual improvement in all our processes.

Whether you're a team member, partner, client, or auditor, this manual is intended to provide you with a clear understanding of our approach to quality and our dedication to excellence. We believe that by working together—guided by our policies, procedures, and shared values—we can achieve our mission of building with integrity and delivering results that exceed expectations.

Organizational Chart

View on our website: https://hcdc.com.ph/our-people

Mission Statement

We build with quality and deliver with purpose — through excellent engineering, dependable systems, and strong values.

Vision Statement

To be a trusted leader in the construction industry, driving sustainable growth through innovation, quality excellence, and people empowerment — contributing meaningfully to nation-building and community development.

Tagline

Quality construction, delivered on time.

Ka-HERO Core Values

Determining Our Strategic Direction

HCDC establishes its strategic direction through a structured evaluation of its operations, stakeholders, and external landscape. This approach ensures that the Quality Management System (QMS) aligns with our business goals and adapts to internal and external changes. This process includes:

1. Understanding HCDC’s core services and the full scope of its QMS
2. Identifying and analyzing interested parties (stakeholders) who receive, are impacted by, or have a vested interest in our services. These are documented in SOP-028: Control of Quality Context.
3. Assessing internal and external issues that influence the organization’s ability to achieve intended results. Many of these are derived from risk assessments documented in SOP-021: Risk and Opportunity Management.
4. HCDC evaluates whether climate change is a relevant external issue that may impact the achievement of intended results. Where relevant, these are documented in the Control of Quality Context (SOP-028) and assessed through the Risk and Opportunity Management process (SOP-021). Mitigation and adaptation actions are integrated into project planning, supplier selection, and operational controls.

These factors are reviewed regularly and during Management Review meetings (SOP-025) to ensure decisions are based on up-to-date information and evolving conditions. The outputs of these evaluations guide strategic decision-making and are maintained as documented information within management review records.

Quality Policy

HCDC has established the following Quality Policy to guide our daily operations and overall business direction. This policy reflects our commitment to quality, customer satisfaction, and continual improvement. It is communicated, understood, and applied at all levels of the organization, and is reviewed periodically to ensure its ongoing relevance.

Our Quality Policy is as follows:

HERO Construction and Development Corporation is committed to satisfy the needs and expectations of our customers by understanding their requirements and providing high-quality construction services that meet or exceed all performance expectations, while promoting full employee involvement and continual improvement of the quality management system.

Management System Processes

Process Identification

HCDC adopts a process-based approach to managing its Quality Management System (QMS). This means each top-level process is clearly defined, assigned ownership, and managed independently to ensure proactive quality control. Rather than waiting for issues to arise at the end of a workflow, risks and nonconformities are identified and addressed in real-time, directly within the relevant processes.

Each process is supported by related activities and sub-processes. Monitoring and controlling these top-level processes ensures the effective execution of all operational, support, and management functions.

Every QMS process is documented through a Process Definition, which includes:

1. Defined inputs and outputs
2. Assigned process owner(s)
3. Clear responsibilities and authorities
4. Identified risks and opportunities
5. Required resources (critical and supporting)
6. Control criteria and performance evaluation methods

Applicability of Inputs and Outputs

The inputs and outputs listed in HCDC’s documented procedures represent typical expectations based on common construction projects. Actual inputs and outputs may vary depending on the project’s scope, complexity, and risk level. For small-scale or low-risk projects, streamlined forms such as construction logbooks, daily reports, or summary checklists may be used in place of detailed reports, as long as they provide sufficient evidence of control and compliance. This approach reflects risk-based thinking and supports flexibility in applying controls in proportion to need, in accordance with ISO 9001:2015 Clause 4.3 and 6.1.

The typical sequence and interaction of all processes is illustrated below.

Process Controls & Objectives

Each process has at least one quality objective that reflects its intended purpose. These objectives are supported by one or more metrics or Key Performance Indicators (KPIs), which are monitored to evaluate process effectiveness and alignment with HCDC’s goals.

Some processes may have multiple objectives and KPIs depending on their impact and associated risks. At HCDC, quality objectives and process measurements are integrated — process performance is judged based on the degree to which these objectives are met.

Process owners and/or department heads track metrics throughout the year. These results are reviewed during Management Review (SOP-025), where data is analyzed to guide strategic adjustments and support continual improvement.

Objectives, metrics, and performance targets are documented in management review records and updated as necessary.

In cases where performance falls short or unexpected issues arise, HCDC activates the Corrective and Preventive Action process (SOP-023). Likewise, improvement opportunities are continuously identified and implemented across applicable processes.

Outsourced Processes

Any process performed by external providers is treated as an outsourced process. These are subject to defined controls based on the type and level of risk involved. The controls are documented in SOP-002 and SOP-029.

The extent of control applied considers:

1. The potential impact of the outsourced process on HCDC’s ability to meet customer requirements
2. The degree to which control is shared between HCDC and the provider
3. The ability to manage and enforce expectations through contractual or purchasing agreements

Documented Information

HCDC manages both documents and records under a unified system described in SOP-014: Control of Documented Information. This SOP ensures the integrity, availability, and proper lifecycle control of all QMS documentation.

While ISO 9001:2015 refers to “documented information,” HCDC maintains clarity by referring separately to:

1. Documents – such as procedures, manuals, instructions, and policies;
2. Records – which provide evidence of compliance, process results, or completed actions.

The development and maintenance of documents and records take into account:

1. The scale and complexity of the organization
2. Interaction and criticality of processes
3. Risks and opportunities associated with documentation
4. The competency of personnel managing the documentation

Controls include:

1. Identification, approval, version control, and access restrictions for documents
2. Identification, storage, retrieval, protection, retention, and disposal for records
3. Defined responsibilities for maintaining both internal and supplier-generated documented information
4. This unified approach ensures that all quality documents and records support the effective functioning of the QMS and demonstrate conformance to applicable requirements.

Management and Leadership

Leadership and Commitment

HCDC’s Top Management demonstrates its leadership and commitment to the Quality Management System (QMS) by actively supporting its implementation, maintenance, and continual improvement. This is achieved by:

a) Taking full accountability for the effectiveness and performance of the QMS;

b) Ensuring that the Quality Policy and measurable quality objectives are established, aligned with the organization’s strategic direction and context;

c) Promoting awareness and consistent application of the Quality Policy across all levels of the organization;

d) Integrating QMS requirements into applicable business operations where relevant (Note: Functions such as accounting, employee benefits, and legal activities are outside the QMS scope);

e) Advocating for the process approach and risk-based thinking in all areas of operation;

f) Ensuring the availability of necessary resources, infrastructure, and personnel to operate and improve the QMS;

g) Communicating the importance of quality assurance and compliance with QMS requirements;

h) Evaluating QMS performance and ensuring the achievement of intended outcomes;

i) Encouraging and supporting employee participation in QMS effectiveness and improvement;

j) Driving a culture of continual improvement throughout the organization;

k) Enabling other leaders and functional heads to exercise accountability and leadership in their respective areas.

Customer Focus

HCDC places the customer at the center of its operations. Top Management ensures that customer needs and expectations are clearly understood, translated into requirements, and consistently fulfilled to enhance customer satisfaction.

This commitment is realized by:

a) Identifying and complying with applicable customer, statutory, and regulatory requirements;

b) Addressing risks and opportunities that could impact service conformity and customer satisfaction;

c) Maintaining a strong organizational focus on enhancing customer satisfaction at every stage of service delivery.

Quality Policy

HCDC’s Quality Policy, reflects the organization’s commitment to quality and continual improvement. It is made accessible, understood, and implemented by all employees.

Roles, Responsibilities, and Authorities

Top Management has clearly assigned and communicated responsibilities and authorities for key roles through the Designation description of each employee's profile and the Organizational Chart previously shown. These roles are integral to ensuring the effective operation of the QMS.

Top Management retains responsibility for:

a) Ensuring compliance of the QMS with applicable ISO 9001:2015 requirements;

b) Monitoring process performance and ensuring that processes achieve intended outputs;

c) Reporting on QMS performance and recommending improvements;

d) Providing opportunities for improvement and supporting their implementation;

e) Promoting a culture of customer focus across all levels of the organization;

f) Maintaining the integrity of the QMS during periods of organizational or process change.

Internal Communication

HCDC ensures that relevant information regarding the QMS is communicated effectively within the organization. Top Management supports open and transparent communication through various formal and informal methods, including:

a) The Corrective and Preventive Action (CAPA) system, used to report nonconformities and improvement suggestions;

b) The use of notification system, dashboards and analytics in the ERP system;

c) Regular meetings—both scheduled and ad hoc—to address QMS matters at various levels;

d) Feedback from internal audits and follow-up actions;

e) General assemblies or company-wide meetings;

f) Internal communication tools such as email, memos, and bulletins;

g) Implementation of an open-door policy that encourages employees to approach management with ideas, concerns, or quality-related issues.

h) Use of instant messaging apps (i.e. Facebook Messenger, Viber, etc.)

Change Management

When changes to the Quality Management System (QMS) or its processes are required, HCDC ensures that these changes are properly planned, evaluated, implemented, and verified for effectiveness. Change management activities are performed in accordance with the documented procedure SOP-018: Change Management.

Changes affecting documents are controlled and implemented in accordance with SOP-014: Control of Documented Information, ensuring that only current and approved information is available for use.

Risk and Opportunity Management

HCDC recognizes that both risks and opportunities can arise from uncertainty. In line with this, the organization defines:

1. Risk as the potential negative effects of uncertainty
2. Opportunity as the potential positive outcomes of uncertainty

HCDC manages risks and opportunities separately, except where there is overlap, and applies a level of assessment, analysis, response, and documentation appropriate to the situation.

Risks and opportunities are considered during:

1. Planning and implementing QMS changes
2. Construction decision-making
3. Strategic planning activities
4. Context analysis and stakeholder assessment

Climate change-related risks and opportunities are monitored as part of the organization’s risk management framework.

These are formally identified during the Context of the Organization Exercise (see SOP-028) and throughout other QMS processes.

Risk and opportunity handling is conducted in accordance with SOP-021: Risk and Opportunity Management, which outlines how risks are evaluated and mitigated, and how opportunities are assessed and leveraged for improvement.

Management Review

HCDC's Top Management conducts periodic management reviews to evaluate the ongoing suitability, adequacy, and effectiveness of the QMS. These reviews are also used to identify opportunities for improvement and determine whether changes to the QMS, Quality Policy, or quality objectives are required. The relevance of climate change and its associated risks/opportunities is reviewed at least annually during Management Review.

The structure and conduct of management review are defined in SOP-025: Management Review. Management review records are maintained as documented evidence of evaluation, decisions, and actions taken.

Resources

Provision of Resources

HCDC ensures that adequate resources are identified, planned, and provided to:

a) Implement and maintain the effectiveness of the Quality Management System (QMS), including continual improvement;

b) Fulfill customer requirements and enhance customer satisfaction.

Resource planning considers the capability and limitations of existing internal resources as well as needs and expectations related to external providers. Resource adequacy and allocation are regularly evaluated during Management Review meetings.

Human Resources

Top Management is responsible for ensuring that HCDC is staffed with competent personnel capable of maintaining the QMS and executing critical processes effectively.

Personnel performing tasks that affect product or service quality are qualified based on appropriate education, training, skills, and experience. These activities are managed in accordance with SOP-017: Competency and Training.

Training and ongoing communication ensure that personnel are aware of:

1. The Quality Policy;
2. Relevant quality objectives;
3. Their roles and contributions to the QMS and its effectiveness;
4. The consequences of not complying with QMS requirements.

Note: The QMS scope excludes other Human Resource functions such as payroll, benefits, labor relations, and disciplinary matters. These are managed separately.

Infrastructure

HCDC identifies, provides, and maintains the infrastructure required to ensure that services meet specified requirements. Infrastructure includes:

1. Buildings, facilities, and workspaces;
2. Equipment (machinery, tools, hardware, and software);
3. Supporting services such as logistics and transportation;
4. Information and communication technology systems.

Infrastructure is managed through the following documented procedures:

1. SOP-016: Preventive Maintenance – for ongoing upkeep and functionality;
2. SOP-015: Equipment Calibration – for critical measurement tools used in inspection and testing.

Note: Not all equipment requires calibration. HCDC determines which instruments are subject to calibration or verification based on their function, associated risks, and compliance with applicable specifications or customer requirements.

Organizational Knowledge

HCDC identifies and maintains the organizational knowledge necessary for effective process execution and service conformity. This includes knowledge from:

1. Internal sources such as experience, lessons learned, documented processes, and subject matter experts;
2. External sources including customer or supplier input, industry standards, academic references, and professional networks.

Organizational knowledge is retained and made accessible as needed. In response to changes in business conditions or strategic direction, HCDC assesses its current knowledge base and determines whether new knowledge or skills must be acquired to support ongoing operations.

Operation

Operational Planning and Control

HCDC plans, implements, and controls construction project activities from initiation to turnover. Planning is aligned with customer requirements, applicable regulations, available resources, and the organization’s strategic goals.

Operational planning ensures that:

1. Project deliverables and expectations are clearly defined
2. Criteria for process control and resource deployment are established
3. Project risks and opportunities are evaluated and managed
4. Responsibilities and timelines are assigned
5. Documented information is maintained to ensure transparency and control

All planning and control activities are governed by:

1. SOP-008: Project Initiation
2. SOP-009: Project Planning and Scheduling
3. SOP-010: Construction Execution and Resource Management
4. SOP-011: Project Monitoring and Performance Control
5. SOP-012: Project Closure and Handover

Changes during operations are managed through SOP-018: Change Management to maintain control over cost, time, scope, and quality.

Customer-Related Activities

At the pre-construction stage, HCDC carefully captures and evaluates customer requirements to ensure complete understanding and alignment before proceeding. These include:

a) Scope of work and deliverables, including timeline and after-service requirements

b) Implied or unstated requirements critical to use or function

c) Applicable laws, building codes, and regulatory standards

d) Additional technical or administrative conditions identified by HCDC

A structured review is conducted before contract signing to confirm:

1. Feasibility and completeness of requirements
2. Capability to deliver as promised
3. Risk implications and compliance readiness

These activities are carried out as defined in SOP-013: Quoting and Tendering.

Customer Communication

HCDC maintains effective two-way communication with clients from quoting/bidding to project turnover. This includes:

a) Sharing updates about progress, schedules, and milestones

b) Managing revisions or change orders during construction

c) Gathering client feedback at key stages

d) Managing customer-supplied documents, approvals, or equipment

e) Discussing special instructions or contingency planning where applicable

These are managed in accordance with SOP-027: Customer Feedback and supported by internal coordination mechanisms.

Design and Development (if applicable)

When required by the client or project requirements, HCDC performs or subcontracts design services. These are governed by a structured approach to ensure that requirements are translated into accurate and compliant outputs.

Design activities include:

a) Planning and defining design stages and deliverables

b) Collecting all relevant technical and regulatory inputs

c) Preparing controlled design outputs (plans, drawings, BOQs)

d) Conducting reviews, verifications, and validations

e) Managing and documenting design changes

Design operations are controlled by SOP-030: Design and Development.

Purchasing

HCDC ensures that all purchased products and services meet specified requirements and support the consistent delivery of high-quality construction services. The level of control applied to external providers is based on the potential impact of the purchased item or service on the final project outcome.

Suppliers are selected and evaluated based on their demonstrated ability to meet quality, delivery, and compliance requirements. The criteria for supplier selection, evaluation, and re-evaluation are defined in SOP-004: Supplier Selection and Quotation and SOP-002: Supplier Performance Monitoring.

Purchasing activities are governed by:

1. SOP-003: Purchase Requisition
2. SOP-005: Purchase Order Processing
3. SOP-006: Receiving and Inspection of Goods

All purchases are initiated through formal Purchase Orders or Contracts that clearly define technical and commercial requirements. Upon delivery, received items and services are verified to ensure they conform to specifications.

Nonconforming supplies may trigger corrective action requests as defined in SOP-022: Control of Non-Conforming Products and Services and SOP-023: Corrective and Preventive Action.

Provision of Services

Control of Service Provision

HCDC controls the execution of construction and related services to ensure that all project requirements are consistently met. Control measures are applied across all phases—from mobilization to turnover—and are supported by the organization’s documented procedures.

The following are considered during the provision of services:

a) Availability of documented instructions, plans, or records describing the service to be delivered and the results to be achieved

b) Use of appropriate tools and equipment, including calibrated measuring instruments where required

c) Implementation of in-process monitoring and final inspection activities

d) Use of suitable infrastructure and controlled work environments

e) Assignment of qualified and competent personnel to project tasks

f) Actions to reduce the likelihood of human error

g) Implementation of release, delivery, and post-delivery controls

Service provision is governed by:

1. SOP-010: Construction Execution and Resource Management
2. SOP-011: Project Monitoring and Performance Control
3. SOP-012: Project Closure and Handover
4. SOP-026: Special Processes — covering activities where final results cannot be verified by inspection alone and therefore require process validation

These controls ensure that the organization maintains a consistent approach to quality, safety, and performance throughout project execution.

Identification and Traceability

HCDC ensures that services and key process outputs are properly identified where necessary to support monitoring, inspection, or traceability requirements. This identification may include project codes, inspection tags, or documentation references showing the status of the service.

Unless otherwise marked (e.g., as pending inspection or nonconforming), all outputs are considered conforming and suitable for use.

If unique identification or traceability is contractually required (e.g., in government-funded projects or those with regulatory compliance), HCDC ensures that:

1. Identification requirements are clearly defined and implemented
2. Records of traceability are maintained
3. Identification is linked to inspection or release records

These practices are defined in SOP-020: Identification and Traceability and are implemented throughout the service lifecycle, from procurement to project handover.

Property Belonging to Third Parties

HCDC exercises due care and control over customer or supplier property entrusted to the organization, whether physical items or intellectual property. This includes, but is not limited to:

1. Customer-supplied materials, equipment, or tools
2. Drawings, specifications, and digital files
3. Testing or measuring instruments provided by a third party

Upon receipt or transfer of such property, HCDC ensures that it is properly:

1. Identified and recorded
2. Verified for usability
3. Protected against damage, loss, or misuse
4. Stored or used appropriately throughout its custody

In cases where third-party property is found to be defective, damaged, or lost, HCDC notifies the respective party and retains supporting records.

For intellectual property and customer-furnished documents, applicable controls are also reflected in SOP-014: Control of Documented Information.

Preservation

HCDC ensures the conformity of products, materials, and other process outputs is maintained during internal handling, storage, processing, and delivery. Preservation measures include proper:

1. Identification and labeling
2. Handling and movement
3. Packaging and securing
4. Storage and environmental protection
5. Protection during transport to site or client

Preservation applies not only to finished deliverables but also to constituent parts, components, and in-process materials.

These practices are documented in SOP-019: Preservation.

Post-Delivery Activities

Where applicable, HCDC undertakes post-delivery activities to support customer satisfaction and contractual requirements. These may include:

1. Addressing punch list items or minor defect rectification after project turnover
2. Providing warranty-related support within the contractual period
3. Offering as-built documentation, turnover packages, and technical assistance
4. Collecting customer feedback for continual improvement

Post-delivery activities are conducted in accordance with the Quality Management System and coordinated with procedures such as:

1. SOP-012: Project Closure and Handover
2. SOP-027: Customer Feedback
3. SOP-023: Corrective and Preventive Action, if issues arise after turnover

Process Change Control

HCDC controls changes to operational and support processes to prevent unintended impact on service quality. Both planned changes (e.g., improvement initiatives) and unplanned changes (e.g., site variations or emergency conditions) are reviewed and evaluated before implementation.

Change control ensures:

1. Compliance with applicable requirements
2. Revalidation of processes where needed
3. Communication to affected personnel
4. Updating of documentation as required

These activities are governed by SOP-018: Change Management.

Measurement and Release of Services

Before release or delivery, HCDC verifies that all service outputs meet the defined requirements. Acceptance criteria are established in relevant documents such as plans, specifications, checklists, and project records.

Monitoring, inspection, and approval activities are embedded at various project stages and may include:

1. Pre-construction conferences
2. In-progress inspections and quality checks
3. Site acceptance testing or joint inspections
4. Turnover documentation and approvals

The release of services is subject to project-specific controls outlined in:

1. SOP-011: Project Monitoring and Performance Control
2. SOP-012: Project Closure and Handover

Control of Nonconforming Outputs

HCDC ensures that any service, material, or process output that fails to meet requirements is identified, recorded, and controlled to prevent unintended use or delivery. Nonconforming items may be subject to rework, repair, or rejection, depending on severity and context.

These controls are implemented in accordance with:

1. SOP-022: Control of Non-Conforming Products and Services
2. SOP-023: Corrective and Preventive Action, where root cause analysis and further action are required

All nonconformance cases are documented, evaluated, and resolved to prevent recurrence and to protect the integrity of the delivered service.

Improvement

HCDC is committed to continually improving its processes, services, and management system. Improvement activities are intended to:

1. Meet or exceed customer expectations
2. Fulfill relevant legal and regulatory obligations
3. Respond to the needs of interested parties
4. Enhance operational effectiveness and quality performance

Improvement efforts are driven by the collection and analysis of data from various sources across the organization. This data is used to evaluate:

a) Conformity of services to project and regulatory requirements

b) Levels of customer satisfaction

c) Performance and effectiveness of the Quality Management System

d) Success of planning efforts in achieving intended outcomes

e) Effectiveness of actions taken to address identified risks and opportunities

f) Performance of suppliers and subcontractors

g) Opportunities for additional improvements within the QMS

Improvement initiatives may result from audits, inspections, risk analysis, employee suggestions, customer feedback, and management review discussions.

Customer Satisfaction

HCDC considers customer satisfaction a critical measure of the performance and effectiveness of its Quality Management System. The organization actively monitors customer perception to determine whether services have met expectations, contractual obligations, and quality standards.

Customer satisfaction data is gathered through multiple channels, including:

1. Documentation and tracking of customer complaints or concerns
2. Feedback collected during or after project completion
3. Trends in repeat business and client retention
4. Variations in the volume or frequency of awarded contracts
5. Review of project timelines and on-time delivery performance
6. Receipt and analysis of customer-issued performance scorecards (where applicable)
7. Submittal and review of formal customer satisfaction surveys

This information is reviewed periodically by management and evaluated during the Management Review process. Where gaps or deficiencies are identified, HCDC uses its Corrective and Preventive Action system (SOP-023) to:

1. Investigate root causes of dissatisfaction
2. Implement improvement actions
3. Assess the effectiveness of those actions through follow-up monitoring

These efforts support HCDC’s goal of enhancing client relationships, securing repeat business, and ensuring long-term customer satisfaction.

Internal Audit

HCDC conducts internal audits at planned intervals to evaluate whether the Quality Management System:

1. Conforms to applicable ISO 9001 requirements
2. Complies with regulatory and contractual obligations
3. Aligns with HCDC’s internal policies and procedures
4. Is effectively implemented and consistently maintained

Audits are scheduled based on the status and importance of the processes involved, as well as the results of previous audits. Audit findings are documented and reported to relevant management personnel, and follow-up activities are conducted to ensure timely resolution of nonconformities.

The entire audit process—including planning, execution, reporting, and follow-up—is defined in SOP-024: Internal Audit.

Corrective and Preventive Action

HCDC uses a formal system to address nonconformities and potential nonconformities through both corrective and preventive actions.

1. Corrective actions are initiated to eliminate the root causes of identified nonconformities and prevent their recurrence.
2. Preventive actions are taken to address potential nonconformities before they occur, based on risk evaluation and trends.

These activities are managed through the Corrective Action Request (CAR) system, which includes:

1. Identification and documentation of the issue
2. Investigation and root cause analysis
3. Determination and implementation of appropriate actions
4. Evaluation of effectiveness after implementation

The process is detailed in SOP-023: Corrective and Preventive Action, and is closely linked with audit results, customer complaints, performance monitoring, and management review outcomes.