Downloaded 188 times
Annexure A1
- 1. Annexure A1 –Project Profile Refurbishment of the Gouritz Bridge Refurbishment of Gouritz Rail Way Bridge, Sand blasting,steel fixing and repainting 225m bridge 85m in the air. Gouritz South Africa (TCP) Transnet capitalprojects TCP,SGB (Scaffolding Great Brittan) 2010-2011 2011 2010 100% R16 million 90% (TCP) Health and Safety officer Project was successfully completed in time
- 3. Ambatovy project (Madagascar) Civil, Construction, Piping, Buildingof a Nickel refinery Tamatave Madagascar SNC lavalin SGB, KENTZ, Rio Tinto 2006-2012 2011 2012 100% $7 Billion 20% Health and Safety officer Project was successfully completed
- 4. Extensionof phase 2(Tenke fungurume mine) Congo DRC Construction, civil, pipingand structures. Extending of phase 2 to ensure more capacity and copper being produced DRC Congo Katanga province
- 5. FMI Freeport – Mc morran Copper & Gold inc. Reddis, Sarens 2010- 2012 2012 2013 100% $800 Million 80% Senior Health and Safety officer Project was successfully completed
- 6. Nacala corridor railway project “Malawi” Civil, Rail ways. Constructing of a railway track from Mozambiquethrough Malawiand curved back into Mozambiquefor completion. Malawi“Lilongwe”, “Blantyre” and “Balaka” Vale
- 7. SRK Internationalconsultants, Mota Engil 2013 – 2014 2014 2014 100% $2 Billion 70% Senior Health and Safety advisor Project was successfully completed
- 8. Reconstructionand deepening of Maydonwharf berth 1-4 & 13-14 Construction, Marine construction, Demolishing. We are currently breaking down the quay side of Durban harbourand rebuildingthereof after. Durban (TCP) Transnet CapitalProjects Stefanutti Stocks Marine, Atomic demolishers, Nu quip
- 9. 2014- 2016 2016 Current 35% R800 Million 95% Night shift Health and safety officer Project current
- 10. Success achieved onthe Ambatovy project Madagascar Annexure A2: Construction Health and Safety Manager (CHSM) Report one: This report should detailthe successes that were achievedon the project in questionand how these were achieved. The report should demonstrate your technicalcompetence as well as your understandingof Construction Health and Safety Planning,Implementationand Management.The report must incorporate your understandingof the following nine knowledge areas. Our main aim for this specific project was to finish it safely, with in the correct budget set out as well as in the allowed amount of time granted to complete this specific project.
- 11. Our Project wassituated in the “Tamatave” area in the republic of Madagascar, working at extreme heights sometimes exceeding 60 metres in the air. Our function on this project was to supply/providesafe working platforms (Scaffolding) for a certain section of the projects workers. Our scaffolds consists mainlyof 4 metre uprights, 1.5metre hand and knee rails, rotating base jacks at the bottom of scaffold accompaniedby sole platesto rest on for an even and stable surface. We specialised in buildingall different types of scaffold and special scaffolds such as, Towers, Bird cages, hanging scaffolds and 1.5metre cantilever scaffolds. So when looking at this project from a broader aspect, we had very challengingand high risk such as working at extreme heights and manuallytransporting scaffolding material from bottom of structure via a human line(Workers transporting scaffolding upwards with their handsforming a line of work) upwards towards working areas. Project wise, we achievedour goals and targets set out in completing this project on behalf of SGB-Cape scaffolding with in the correct amount of time given to us and within
- 12. Budget but mostof all we achieved this in a very safe manner by having no LTI’s on our sites. 1.Procurement Management Our procurement process was set up from South Africa, head office, based in Johannesburg. For me to source any local goods such as PPE, files, printing papers, payment for local medicalsetc. It was made clearto us by management that in the beginningof the project if we needed to purchase any goods to make use of our petty cash system, taking into considerationthat you had to provide the necessary proof of payment (Slips) This petty cash system was only implemented in the beginning and was managed by our HR manager for time being. As the project went on and more systems came into place, we would start fillingin a requisitionform for whatever goods needed to be purchased, get it approvedby our projects manager and send it off to our head office for further clearance, we started making use of bulk orders as the project expandedand we got more employees on site. We tried our best in getting the best local
- 13. products availableand upto the required standard, FFP 2 dust masks were made use of and was purchased locally,this product worked brilliantlyin reducing the amount of dust related incidents, we found a dealer ship in town who gave us a very good price on all our dust masks (cause every project must make a profit), concerning he was the only person providing localgoods of that source in this area. This person also made himself availableto us 24/7 if we needed to purchase for emergencies. 2.Cost Management Choosing the role as a part of the Health and Safety team, it has become very clear to me that it was and still is part of my responsibilitiesto not just safe lives from a day to day basis but also take part in the complicationsthere is surrounding a budget. (Projects are cost driven and need to make a profit) Part of my duties was to ensure that we stay withinthe allowedbudget, to enable me to achieve such a statement we had to focus very strongly on our risk assessments and Hazard identification,by conductingthese exercises thoroughly we could identify the possible hidden cost factors that we did not for see or were not so obviousto us but could be greatly in cost if it had to occur, such as an employee losing his/her arm because of an injury due to the fact that he/she got injured but was never thoroughly trained in assembling of an scaffolding structure. Some of these findingswere that proper training needed to be conducted
- 14. on all scaffoldactivities,Erecting and disassembling of scaffolds, the right toolsto be used to do this job, when all relevant information has been gathered and assessed it then got communicated from labourright upwards towards management to give everybody a clearexpected view of what we can and could achieve. Due to the size and nature of the sites being far apart from each other at times we allocatedmini budgets to supervisors on sites and they could use this as long as proof of purchase was provided. 3.Hazardous Identification Management To compile a method statement is one of your core procedures of trying to control the workers way of going about their dailybusiness safely. These type of method statements helpsyou to not only identifywhich tools to be used but also the type of material that is needed to complete the job and fallingin line with the correct sequence of events to successfully erect and disassemble scaffold structures. Whiles assisting with the compilationof the method statements I was also giving advice to Site supervisors concerning all the relevant legal requirements such as OHS act, SANS 10085, Client spec, Sop (safe operating procedures) the main type of MSDS (material safety data sheets) we had
- 15. was for Dieseland Petrol, we as a scaffolding company did not make use of other types of chemicals on site. It is very important to identify your hazards clearly to empower us to mitigate ways to solve these problems, if this is not done clearly then the rest of the system will surely fail. The site hazardousidentificationrisk assessment team was from the bottom structure to top, as a Health and safety rep, Foreman, Site Agent, Supervisors, Safety advisers and the Projects manager. Most of our hazards were (Treated by means of barricading and signage, since we worked at heights it was very important to treat these hazards with the most respect rather than to terminate, tolerate or transfer. 4.Risk Management Before commencement of any type of project you definitely want to identify all the different types of risks associated with the task at hand and try to foresee that any unwanted incidentscan occur on your site. When conducting a risk assessment it is very important that they get classified from hi to low or major to minor with a risk rating example if the combined rating reaches over a certain amount then it gets classified accordingly. If it reaches a severely high rating then
- 16. obviouslya lot ofattention needsto be given to this specific activity althoughrisk assessments should be conducted on each activity as a standard. Because of the nature of this project we were forced to work at very extreme heights thus in the risk assessment we identifiedthat all peopleneed the relevant training to work at heights as well as the correct tools such as a double lanyardwith big hooksfor them to hook up at all times when performing their duties on our safe working plat forms (Scaffolds). To ensure effective communicationof our risk assessment we communicate all our findingsto workers and get their signature for proof and approval that the revised risk assessment was communicated to them and that they understood the changes made, this process goes for the whole company so that we can learn from our previousmistakes. We as the management of that specific project were not fond of transferring risk towards subcontractors but in some extreme cases where this took place we had personnel assigned to do regular check-ups on that specific part of the project.
- 17. 5.Accident or Incidentinvestigation Management Incident investigationis a very critical step in identifyingyour short comings on all incidentsthat has already occurred on site, this information can also be used to learn from our incidents. The main cause of any investigationis all ways to find out what was the root cause of the incident, when this informationis gathered and assessed we can now start to implement corrective measures by ensuring that we revise our risk assessments, or provide training etc. As we also made use of the Occupational Health and Safetyact 85 of 1993 and the client specifications(Kentz spec). All incidents were communicatedto our head office via the use of an internal SGB-Cape flash report this happenedwithin24 hours but preferably before end of shift this report also goes to the client but gets filled in on their specific Flash report procedure. If a very serious injury occurred like a fatality or an amputationthen we will notify the department of labour in writing. These steps get followed by an investigationof the incidentat large and consisted mainly of the Projects Manager, Safety advisors, Supervisor, site agent, fore man and health and safety representative. All findings of
- 18. Investigationgets completed, finalisedandconveyed to all parties involvedwithin one week of the incident occurring. Part of our monthly statistics which was compiledby myself consisted of LTI (Lost time injury) rates, the weekly and monthly hours achieved by all staff, the amount of incidents that occurred, the total number of labourpresenting our organisationetc. 6.Legislation and Regulations SANS 10085 Nationalstandard for erecting and disassembling of scaffolding structures OccupationalHealthand Safety act 85 of 1993 and regulations COID act Nationalenvironmentalact Constitutionof the republic of South Africa Sectorial determination
- 19. 7.Health, Hygiene andEnvironmental Management A successful project goes hand in hand with the moral of the employees, these morals can also get influencedby their health and the hygiene facilities that they make use of on a dailybasis, these factors (Health and Hygiene), forms a base in Healthyand Safety Managementto boost personnel’s moral and will alwaysbe a part of our duties as Health and safety professionals to ensure that we provide adequate facilities to eat in as well as provide clean and hygienic toilets to be used. The correct area to erect these facilities is also important as you don’t want to eat near a sewage pipe or go to the toilet where you are exposed to excessive noise levels. These facilities gets cleaned dailyand a roster is set up for cleaning staff to follow and sign. Environmentalimpact studies was done from the Clientsside before the project commenced and approvalwas granted as long as we respected the nature and the changes we caused to it by our actions. We were very fortunate to not have found any old asbestos on site as well as no use of silica by means of sand blasting was used seeing this was a brand new plant and no maintenancewere required. Before entering our sites all staff goes for an annualentrance as well as exit medical or when his duties on the specific project is finished, here they will also test for TB and HIV and aidsbut this informationis
- 20. strictly confidentialand getsrespected a lot. In some cases where it was obviousthat people were sick due to their symptoms or they were cooperative from the beginning about their status being positive. We encouraged them to follow a healthy life style by eating correct and keeping fitness levelsup in the gym. Exercise facilities were provided in the form of a gym and soccer fields as well as very healthy and imported nutritionalfoods. 8.Communication Management To be able to communicate properly is a very important tool and should be utilised in the correct manner. We mainly made use of emails and cell phone to communicate on a supervisory level but for the guys that are exposed at ground on site level we issued each of the necessary foreman with two way radios for proper communicationwith each other whiles performing their duties far from each other and exposed to serious working at heights (Radios had slings attached to them, to prevent from falling). We also made use different types of communicationmethods such as a day to day information session before work gets done, (these sessions are Toolboxtalksbefore work commence), Health and Safety committee meetings, safety stand downs, revision and communicationof al revised method statements and risk assessments on a 3 monthly basis or after incidentoccurred.
- 21. Seeing this wasan international projectwe had 72 different cultures present on site. To try and break the language barriers we had local people on site that could interpret informationif needed be (Preferred languages English, French and Portuguese). It took a while for the work force to buildup a good SHEQ culture, but once it was in place through means of constant coaching and monitoring and complying to the my brother’s keeper policy which states that we look out for each other in the working environment we achieveda very positive SHEQ culture which was maintainedthroughoutthe duration of the whole project 9.Emergency preparedness Management Emergency preparednessmanagement takes on a whole new role when you enter the world of an expat worker or set foot on international projects,this current project (Ambatovy project) based in Madagascarposed its own significant risks in the sense that the country came out of a very political unstable back ground with a civil war breaking out in 2009, with these type of risks at hand we had emergency procedures in place such as Emergency evacuationairplanes which could be accessed if needed in case of a serious accident on site, if someone needed to be flown to the
- 22. Republicof South Africato receive the correct treatment or if politicalreasons such as unrest in the local community which can cause a pose a threat to our expat workers. This systems works effectively due to the fact that we did flew out a worker in an emergency situationwhen he got injured whiles being off duty. He was flown successfully to the republic of South Africa where he received the correct treatment. This emergency procedure was also displayedon our “SMI” (Safety Management Information) boards and communicated to all. We did fake drills at relevant intervalsand took notes as well as the time it took for all to respond, we tried to improve this every time by getting our times lower Report two: This report should detail the challenges / frustrationsor failures that you experienced on your project and how you handled these. The report should demonstrate your technical competence as well as your understandingof Construction Health and Safety Planning, Implementation and Management. The report must incorporate your understandingof the following nine knowledge areas.
- 23. 1.Procurement Management As inmost cases in the beginning of the project, and especiallythe nature of this project and the geographical locationthere off, we definitelyencountered some hick ups with procurement of articles that we needed on our sites when the stock that we ordered from the republicof South Africa ran out or got used up very quicklylike the FFP 2 dust masks that were issued to the employees on a dailybasis due to the exposure to dust on all the sites. In order for me to gain access to the petty cash or make use of the petty cash system I had to get a hold of the HR Manager who was situated at the main office block of our company on the opposite side of our project, the taxi had to take me to the HR manager and to the town laterto purchase the goods, but this taxi driver was very unreliablein the sense that he had bad time management and was never on time or there when you needed him the most. At first we also just bought whatever we could get or see that looked like it could do the job to protect the workers on site, we made use of this way of doing thingsuntil we met a more reliableprovider which we used from there on with the correct standard of PPE we required.
- 24. 2.Cost Management The choiceI made to become a Health and Safety professional definitelyput me on the spot in getting a very well plannedout budget readilyavailableand withingood reason. These plannedout budgets came with theirown sets of headaches, In order to get a higher budget allowancefrom head office we had to motivate our reasons very strongly by explainingthe risk assessments and Hazard identification findingsin detailso that they could all understand the risks we were exposed to as a company and why it is of high importance that we had enough money in our budget to accommodate whatever we needed to purchase or for the correct training that we required, be it locallyor from the republic of South Africa to ensure we comply with our company standards and up to the clients Health and Safety spec. In order for us to have achievedour goal in getting an higher budget we took our time and did thorough risk assessments that were very time consuming but also challengingin the same breath seeing that at that stage of the project most of the people spoke French on the project and we could not explain to them what we are busy conducting or know what they are busy with, this problem got sorted out with interpreters on sites and as well as changing the clients policyto state that the official language of the project going forward will be English.
- 25. 3.Hazardous Identification Management Inorder for us to ensure that we get a very good, accurate and logic method statement was at times very frustrating as the type of scaffolds we were erecting and disassemblingon a day to day basis on the Ambatovy project was very specialised in their shapes and sizes and a person with expert advice on these scaffolds were hard to find, not even mentioningthe fact that he/she would probablynot be fluent in English as we made use of some localand international members in our company to represent us on this specific project. Keeping this in mind there is always time limitsand due dates on a project and these exercises were time consuming and required a lot of patience. In order for us to compile a very good and accurate method statement we had to get it spot on so that we could get our Hazard identificationmotivatedstrongly and all possible risks identifiedto ensure a hazardous free as possible site at all times, taking in considerationthat some of the local personnel that we made use were not up to standard and intensive training and attentionneeded to be given to these individualsin their home language. Thiswas how we treated this matter successfully.
- 26. 4.Risk Management We asthe Management of the project did and would always have had the same problem with the language barrier (verbal), this would be an ongoing issue right through this project on all different topics. What was also extremely challengingwas to get some of the documentationin the preferred language of the subcontractor (Written), for instance when the local labourthat we made use of to erect scaffolds had to go for training on the safe erecting and dismantlingof a scaffolding structure, they also required them to write a theoreticalexam on the completionof their practical examination (If possible we tried to get papers for them in their preferred language.Believe it or not but at times Google translate was the only and still the best option to overcome these types of barriers. Whenever our risks gets transferred to one of the subcontractors on our sites we made use of our own personnel to do regular check-ups on these subcontractors, this process took a lot of our time and if we found that the subcontractoris not complying to the agreement that was made between us we have to take further steps which prolongs the process even more so. Thus being the reason that we try to terminate, treat or tolerate the findingson site ourselves. In order to revise our documents in time before the task is due to start again we
- 27. had to putin a lot of overtime hours to prepare these documents, submit them and wait for feedback from the client, and if they are satisfied we get the go ahead and they will sometimes do random check-ups to see if we are complying to what we are stating our revised documentation. 5.Accident or Incident investigation Management In order for us as the Management of the project to either Tolerate, Terminate or Treat an incident, we firstly had to identify the short comings by conductinga proper Accident and Incident investigationwhich will give us these answers. Most of the investigationsthat took place had local peoplewith little educationalback ground and this you can imagine was not an easy task to do, they for some specific reason thought that they were going to lose their jobs if they took part in these investigationsand played dumb when it came to theirstatements. Our flash reports that we conducted on incidentsthat took place on our sites were sent electronicallyvia E-mail to our head office in the Republicof South Africa for approvalwithin 24 hours of the incidenttaking place, in order for us to achieve this we needed a very reliableinternet source.
- 28. Unfortunately this wasnot the case and our servers broke down a lot being of for more than a week at some times, the IT Manager had to be flown in to fix this problem (we made use a lot of our smart phones and tablets to convey our messages at our own expense. We tried to make our teams proactive and to focus on prevention or reoccurrence of incidentsby constantly having safety representatives present at site level to monitorif work progresses safely and up to the revised risk assessments. 6.Legislation and Regulations SANS 10085 Nationalstandard for erecting and disassembling of scaffolding structures OccupationalHealthand Safety act 85 of 1993 and regulations COID act Nationalenvironmentalact Constitutionof the republic of South Africa Sectorial determination
- 29. By making useof these regulationsand standards we as the management team had to constantlyprovide legal advice to each other, our workers, fore man, supervisors and the client. We had to refer to regulationsand acts in our daily reports as well as when consulting with the client, this took time as we had to look up some of the information on our different standards and regulationsbeing used. 7.Health, Hygiene and Environmental Management We had variouschallenges in this section as the Management of this specific project. Firstly being our hygiene Management, The local people did not have a very hygienic life style because of two factors, adequatefacilities for them to practice their hygiene such as proper showers and toilets etc. Secondlythere was simply not enough funds/money availablefor them to spend on under arm roll on or other materialsto improve their hygiene status. We then provided them with adequatefacilities to refresh on their respective sites which they made use of on a daily basisto practice and
- 30. lift up theirhygiene status. Upon entering the site (Ambatovy project) for the first time I noticed a lot of natural morasses and they were providingthe necessary Environment to sustain live for the funniest looking fishes and reptiles I have ever came across, it is with much sadness that I dare say they destroyed all of these naturalponds or morasses in the area where they expanded the site, I did not see any Environmentalpeople present, or any Environmentalimpact studies being conducted this was a sight for sore eyes, Not enough attention is being paid to projects Environmentalside in very 3rd world countries such as Madagascar. On top of that we had blistering heat on this project due its geographicallocality being so close to the equator, in the mornings at 6:00 am the expected temperature could be anything in the late twenty’s or early thirty degrees with a dailyexpected humidityof between 60 – 100%. At 13:00 pm the temperatures rose into the late thirty degrees. This was a nightmare to try and keep all the employees adequately hydrated as to prevent serious dehydrationand sunburn in this blistering heat. We providedthem with enough bottled water to drink from every day but was difficult to get these large amounts of sealed bottle water readily availableon site.
- 31. 8.Communication Management In orderfor us to have achieved a good communication system on site and at management level we had to constantly do maintenanceour communicationtoolssuch as Emailingprograms, two way radios and cell phones. We experienced problems from time to time with our emails and the program we used (Micro soft outlook). In order for the two way radios to work effectively the whole day they had to be charged at night and spare batteries also had to be charged in case some of the batteries being used got flat during the day. Because we made use our own smart phones a lot to convey messages we had to take extra good care of it because if it fell and the screen cracked, well then that was it for that phone and the relevant spare parts were not always readily availablewhere we situated at. In order for us to achieve all our different types of communicationmethods we had many issues such as people not showing up on time for important weekly meetings or simply not excusing themselves (They were dealt with in a separate manner, disciplinary).With all the 72 different types of cultures present on site and it being an internationalproject we had to respect each other in the sense that we are all professionals, keeping in mind our cultures differed vastly, we had interpreters for language issues and culture awareness sessions to learn more about each other and why
- 32. we do certainthings the way we do them. In order to get the SHEQ culture right, we had to make the work staff use to the idea of “My brother’s keeper” we had to coach them to understand that the guy in the team next to him is a vital link in the chainto complete this project and they should all look out for each other’s safety. It took the people a while to get this SHEQ culture going but once it started we maintainedit right throughout the project even in the starting time and close down times. 9.Emergency preparedness Management The challenges that we faced concerning our Emergency preparedness was of a very special kind with political unstable out breaks in the country at that time we had to have very accurate drillsconducted as well as availabilityof emergency equipmentsuch as stand by evacuationplanes readily available.To get these drillsdone in a good time we need to practice them at regular intervalsand try to improve on our previousrecordings, if we took longer than the previousexercise, reasons had to be provided so that we could learn from them and try to prevent them from reoccurring in the future. Our SMI boards(Safety Management Information) displayedall our Emergency
- 33. procedures, but wasmainly done in English, the local staff struggled with the understanding there of and we got the Policy converted in French to suit all.