NOTHING IS ROUTINE - Environment - lntecc
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Environment Health Safety
EHS journal of L&T Construction
Volume - 7, Issue - 3 July - December 2017
NOTHING
IS ROUTINE
Foreword
construction along with the health and modern technologies that pose has been induced to key positions. We are committed to the Corporate
and safety aspects of these changing challenges to identify risk and the Personal EHS KPIs for leadership (03 Sustainability Roadmap 2021 and
scenarios. It is the need of the time strategy to manage it. To overcome these Nos) have been aligned to the L&T are working proactively in bringing
to think out of the box to keep our challenges, our IC is continually working annual FAIR and promotion processes. Safety is an engine, more and more synchrony with our
workforce safe and sound, protect and to develop skill sets of our employees Business EHS KPIs (Nos 14) are set for Corporate Sustainability Team and
conserve nature and bring smiles to all to make them aware and ready with projects and monitored at Cluster and and we all together stakeholders.
the stakeholders. the competencies and capabilities to HQ levels. EHS audits are conducted by are the key that I assure that I will extend my full support
I
manage risk. This includes, but are cluster EHS Heads and HQ-Compliance
n the construction industry, As HCI IC moves towards a zero harm not limited to, skill based training, auditors as per the schedule, non- starts and keeps it i.e. resources to the all departments
ensuring production and safety vision, it requires a phase shift in our and individuals for successful
of lives and assets are the two attitude and approach towards the way
specific risk management training conformances are addressed for close running. accomplishment of our EHS business
faces of a coin. Any imbalance or and collaboration with technical out within the specified time frame.
we look at safety. As our business is solution providers in the field of In house and external EHS trainings targets. Safety is an engine, and we all
lack of synchrony results in mayhem
growing significantly, the challenges EHS. “If you SEE something, SAY are being organized based on the need together are the key that starts and
which could compromise quality of mid-year and annual rolling trophies
to maintain and further improve the something!! If you SAY something, analysis. keeps it running.
work and safety of the employees. At are being given to selected sites for
EHS standards grow too. The enormous DO something!! – Robert Morgan.”
Heavy Civil Infrastructure IC, we have their EHS performance. Vizag Steel In 2018-19, with rejuvenated zeal
scale of operations, large workforces We encourage our staff and workers to In an era, when our old mobile phone has
adopted a proactive approach making project won the Midyear trophy with and dedication, we will focus on
of more than 50000, diverse fields come forward and point out even the become smart, so should we. The advent
EHS an integral part of our business. the Barapullah Bridge project coming an exhaustive implantation of IMS
of operations have their own sets of slightest of safety gaps they notice. of technology has opened a Pandora’s
Sustainability in our business drives the runners-up. procedures and CEHSS across projects
EHS culture at HCI IC. challenges ranging from the heights of Box for us. It’s on us how we utilize it.
Hydel projects to the sophistication of We do detailed assessments of past Under the guidance of senior leadership to not only meet, but exceed the
We, at HCI IC, do understand that
In our constant pursuit to improve the nuclear projects, the length of special incidents for valuable inputs. Based of L&T, we are committed and dedicated project/Corporate EHS strategic plan
EHS is not only about safety and are
safety culture within HCI IC, we have bridges to the precision of Defence on learning from trend analyses of towards using digitalization to improve expectations. EHS will be of paramount
dedicated to protect our environment
been introducing several initiatives, projects, from the vastness of port past incidents, a major area of concern safety and have taken several digital importance for HCI IC along with
and conserve our natural resources
best available technologies and projects to the dynamic nature of metro identified was the competency level of initiatives like the mobile safety app for operational excellence ensuring ZERO
while doing our business. In line with
embedding awareness through training, projects; and, needless to say, we have crane operators and riggers including pre-start briefing, incident reporting, HARM vision, enhancing employee
our overall commitment, we have a
motivational programs among the our fair share of challenges. To get the sub-contractors working under our EHS inspections, audit reporting, health, improving emergency response
proactive approach to entrench this
workforce, which is so dynamic in our better of these challenges, HCI IC has responsibility. This has prompted us monthly EHS performance reporting, VR capabilities by proactively involving the
ownership of protecting and conserving
industry. “Learning from your mistakes been continuously monitoring and to assess their competency levels to Module training, digitalized induction EHS monitoring programs framed in
our nature into the DNA of the entire
is being smart but learning from the reviewing the current EHS standards meet international standards and training, digital health screening for real 2018-19 business plan.
workforce and to work closely with all
mistakes of others is being wise.”
and implementing new ones according have engaged a third party agency in time monitoring and reporting. HCI IC our stakeholders which includes not
Embedding this philosophy within We at Heavy Civil Infrastructure IC are
to the requirement to achieve the ZERO November '17 to train, assess and certify has also launched BIM for Safety at the only the community where we work
ourselves, we not only learn from our committed towards safety. “Safety is
HARM VISION. crane operators and riggers. Thus far, Chennai Metro UG 02 site. but various interested parties (NGOs,
own shortcomings but continuously like a member of your family. Treat it
51 crane operators and riggers have Civil Societies, Advocacy Groups, our
look at our peers to improve our We have been continually identifying HCI IC has bagged numerous safety with disrespect and it will leave you
been trained, assessed and certified till other suppliers / vendors, etc). To drive
practices and adapt ourselves to the class 1 high risk activities (currently 16 awards for best safety practices exposed to harm. Treat it with respect
December ’18 and we plan to cover the further, we are reviewing, updating
changing business scenarios. activities) throughout our diversified including 7 British Safety Council and nurture it as you go and it will
entire lot by 2020. and implementing our environmental
operations. New projects are being added Awards, 3 National Safety Council remain with you always.” With this
It is always a challenge to keep pace and waste management procedures, motto ingrained in our mind, heart and
with new scopes of work, methodologies The EHS strategy plan, construction awards, 2 ROSPA awards, 2 OSHAI
with the evolving technologies in bringing more environmental experts soul, we are dedicated to leave no stone
EHS standards and IMS Procedures awards, 2 Confederation of Indian
and comprehensive management of unturned to achieve our vision of ZERO
have been developed and implemented Industry (CII) awards and 1 Institution
environmental impacts throughout HARM.
across projects to manage the EHS of Engineers (India) award. But what
our projects. We are the first to create
need of the time. Safety statistics have holds more value than these awards
Learning from your mistakes is being smart also improved i.e. AFR reduced to 33% is our commitment and dedication
an Environmental section within S.V. Desai
the EHS department headed by an EVP & Head-Heavy Civil Infrastructure
but learning from the mistakes of others compared to that in FY 2016-17. towards ensuring a safe workplace.
Environmental Expert to significantly
is being wise. Roles and responsibilities at all levels To encourage workforce and enhance improve our overall environmental
have been revisited and EHS ownership EHS implementation across projects, performance throughout our projects.
2 HELMET, July - December 2017 HELMET, July - December 2017 3
Safety is
everyone’s
responsibility!
- SNS
S
afety has often been regarded as life. Relating to some of the significant President & Chief Executive Officer, L&T
the triumph of teamwork and projects of the past that had set safety Geostructure, administering the safety
collaborative working which was benchmarks, he urged, “Where there pledge saying that he felt an emotional
the essence of Chief Executive Officer is a will, there’s a way and keeping connect with and a sense of ownership
& Managing Director, L&T, Mr. S N your sites and workplaces safe is very towards the Chennai Manapakkam
Subrahmanyan’s message to the 1,000+ much like at your own houses where campus every time he administered
L&T Construction employees gathered safety and cleanliness should be your the safety pledge. Touching upon the
for the inauguration of the Safety top priority. No, safety is not the job perils of not following safety norms,
Month on the morning of 5th January, of the safety managers alone. It is he mentioned that in a small survey
2018. Delivering his keynote address the responsibility of each and every conducted on the campus, a number of
after hoisting the safety flag, SNS said, employee and that is the only way we jay walkers were spotted speaking on
“I am happy with the many initiatives can nurture a safety conscious attitude their mobiles oblivious of the moving
and the stringent measures that have in our effort towards achieving zero traffic. “These are dangerous signs,” he
been taken to improve the standards accident.” warned and urged all to be more aware
of safety within the organization but of their surroundings and more safety
the time has come for action and for The inaugural event that was attended conscious.
the various efforts to start taking effect by the entire senior management
across sites and offices.” He stressed the of L&T Construction, began with The theme for the Safety Month of
importance of making EHS a way of Mr. S Kanappan, Executive Vice ‘Embrace digital for a safe workplace’
4 HELMET, July - December 2017 HELMET, July - December 2017 5
was referred to by Mr. M V Satish, Whole use of virtual reality and the integration and that is beginning to have an adverse
Time Director and Senior Executive of pertinent digital tools to ensure impact on productivity.” He insisted
Vice President, Buildings, Minerals & that safety is a way of life across work that it was vital to focus and ensure
Metals, in his welcome address. “There functions.” that comprehensive safety orientation
are a number of digital initiatives that was given to all new inductees at sites
are being implemented for improving “Initially people did not have too many by making use of the digital tools and
safety across project sites,” he informed, safety equipment to rely on and hence mobile apps available and signed off
making a special mention of ‘BIM for they were far more concerned about by reiterating that safety is collective
Safety’ and the ‘Safety Mobile Apps’ their wellbeing but today with so many responsibility.
as relevant digital tools to enable a safety features, gear and apps available,
safe work culture. “L&T is the only people are taking safety for granted Mr. M. Kamarajan, Head - Environment
construction company in India and one which is not a good thing,” lamented Health & Safety (EHS), B&F IC, shared
among a few international contractors Mr. D K Sen, Whole Time Director the month long events and activities
who are using the BIM platform for & Senior Executive Vice President planned at HQ. Mr. K.P. Ravinath, Head
safety,” he stated confidently. He spoke (Infrastructure). He also spoke about EHS, GeoStructure then proposed the
about the Safety Innovation School at the dangers of the mobile phone at vote of thanks and brought the short but
Kancheepuram which he described as the workplace and in everyday life meaningful event to a close.
“a unique set up where safe working which has become a huge distraction.
methods were being taught with the “It distracts you when you are working
6 HELMET, July - December 2017 HELMET, July - December 2017 7
WALKATHON
ROAD
SAFETY
7
01
WINNERS
ALL!
-2
ers
‘Sword of Honour’
Award from British Safety Council
WIPRO IT SEZ Project, Bengaluru (B&F)
n
Commercial Buildings & Airports SBG - East (B&F)
n
Commercial Buildings & Airports SBG - North (B&F)
i
Five Star grade from British Safety Council
W
Residential Buildings & Factories SBG - West (B&F)
Annual EHS Trophy
y
Airside Works at Kannur International Airport (TI)
h
OPGC MGR Project, Odisha (TI)
Ford GBS Facility Project, Chennai (B&F)
p
Godrej Trees Project, Vikhroli (B&F)
o
Kharkai Barrage Project (WET)
Safe and Smart City Project-Hyderabad & Cyberabad (SWC)
r
RAPDRP Part-B Project, Kozhikode (PT&D)
T
Vizag Vessel Project (HCI)
IOLPL LNG Terminal & Marine Facilities Project, Ennore (Geo)
S
Emirates Global Aluminium Project, Abu Dhabi (MMH)
EH
Giving safety W
IPRO IT SEZ Project – Kodathi,
received a 5-star rating and an
The way we faced
‘Excellent’ safety score of 92.8
and overcame our
a new for the Occupational, Health and Safety
Audit from BSC that covered a wide
challenges were unique.
The ‘Sword of Honour’
definition!
range of areas like Policy & Organisation,
is also a recognition
Strategy & Planning, Implementation &
not only of our safety
Operation, Performance Measurement, T Nandakumar practices but also of the
Evaluation & Review, Leadership and
WIPRO IT SEZ
Project Director
depth of detailing that
Continual Improvement. Thereafter,
we got into.
Project - A ‘Sword of the project qualified for and won the
prestigious ‘Sword of Honour’ award too.
Honour’ Winner!
Quite understandably, T Nandakumar, safety practices but also of the depth of
Head of this project that features an detailing that we got into.”
IT office space constructed for WIPRO
distributed in 4 towers of 14 floors each “EHS management encapsulates
with a common basement of 3 levels, is the use of end-to-end processes and performance and operational excellence, taking into
account the designing, planning, processes, procedures and
a pleased man. “It will sound clichéd if requirements designed to systematically
achieve continuous improvement implementation of EHS initiatives. In turn, these directives are
A road map to success
I said that the challenges that we faced
at WIPRO were unique,” he smiles, in our EHS performance,” states rooted in an established work methodology designed to achieve Sudhakar lays down the road map that was developed
“but I would say instead that the way R V Sudhakar, Cluster EHS Manager, performance, evaluate results and provide mechanisms for and followed that led the team to a 5 Star rating and
we faced and overcame our challenges sounding almost professorial. “These acting on recommended actions.” It is obvious that these were the ‘Sword of Honour’.
were unique. The ‘Sword of Honour’ processes reflect EHS performance followed to the ‘T’ at the WIPRO SEZ project.
yy Understanding the requirements by the EHS
is also a recognition not only of our in the large scheme of sustainability
team and then doing a gap analysis with respect
Training & awareness to our EHSMS
“Training is key to improve on-the-job safety of workers,” yy Requirements & procedures of FSA not captured
shares Sudhakar. “Seeing is believing so we had interactive in the EHSMS but important for the project were
sessions especially at the entry stage wherein we captured and made and incorporated
presented to work crew work-based unsafe acts and conditions
yy The gap between our EHSMS and their
to make them understand the challenges they would face
requirement was bridged by the EHS team
in real work situations.” Workers were transformed from
unskilled to skilled through sessions at the Construction Skills yy PDCA cycle was made for all elements of FSA
Training Institute (CSTI) within the site during which once requirements and related documents were linked
again site construction activities were simulated and shared. to it
“These simulations had a very positive impact on the workmen
yy Individual functional roles & responsibilities with
by motivating and helping them understand what was
respect to FSA requirements were communicated
expected of them by the management. Daily interactions with
to all stake holders including to all functional
the safety team was about improvisation of work conditions
and the evolution of these conditions led to the commendable heads & departments
occupational health and safety performance of the project!” yy Interacted with all functional personnel involved
in the project about their understanding and
their provision for resources to comply with the
Seeing is believing so we had interactive requirements of BSC were taken on board
sessions especially at the entry stage yy Adequate resources were deployed
wherein we captured and presented to work
yy Mock audits, at times even from HQ, were
crew work-based unsafe acts and conditions
conducted internally based on which the
to make them understand the challenges
they would face in real work situations. short-comings noticed were reviewed and
R V Sudhakar addressed
Head - EHS
10 HELMET, July - December 2017 HELMET, July - December 2017 11
Changing work place system. Method statements were
prepared to define the scope and
excavation for all blocks had to be kept
open for more than a year. “This was
conditions methodology of each and every activity. considered as high risk at the design
Risk assessments were prepared for all stage itself and opinions to address
One important consideration at
activities by taking the inputs from the it were sought from experts like IIT
WIPRO SEZ was that workmen were
method statement, as per procedure, professors and Geologists and their
drawn from all over the country from
which were constantly reviewed and suggestions were then incorporated
different communities, having varied
revised as per the requirements. into our scheme drawings by CMPC
backgrounds and speaking different
and executed safely.”
languages. Hence, it was important “to
Some best practices
A ‘Sword C
have an effective screening process Tower cranes can be a source of incidents BA, East is involved in the
and then communicate the EHS
requirements in a language and form
demonstrated at site if adequate attention is not given. The development of a host of unique
We specially
EHS team ensured safe tower crane projects: convention centres,
concentrated on the
that they understood. Our rating and the
award are recognition that we succeeded
EHS was integrated across functions
including formwork and CMPC.
operation with some well thought of
measures. Solar blinkers on the hook of of Honour’ business hubs, IT Parks, educational
institutions, health care and data centres
5 best practices of
leadership, stakeholder
in our endeavour,” laughs Sudhakar, “In fact,” as Sudhakar reaffirms, “it was
winner from
tower cranes were visible to operators at and mixed use development projects
although one can imagine that the task engagement, risk
involved for heavy erection right from night to ensure safe movement; a wind across West Bengal, Bihar, Odisha,
would have been no laughing matter. management,
the selection of the crane, checking the alarm system fixed on the tower crane Tripura, Meghalaya, Jharkhand, and KRR Chandran organizational health
Risk management &
SBC of soil to safe angle and erection
scheme. While workers working at
alerted the operator when wind speeds
exceeded 45 KMPH while collisions were the east! other states of eastern India. Head - Operations (East),
CBA SBG and safety culture
and continuous
control height could only do so with Height avoided by fixing anti-collision devices All on board improvement
Passes, we reduced work at height on the tower cranes. Blind corner sensors Commercial Buildings &
Risk Management in the construction by introducing the Large Area Table with alarms were also installed to alert After the nominations, the teams from
project context is a comprehensive and Formwork system. We adopted a the driver and pedestrians around both Airports - East all the 5 project sites enhanced the to all, gap analysis conducted at Cluster
systematic way of identifying, analysing work permit system with a tracking corners. management of occupational health and project levels based on which action
and responding to risks to achieve the mechanism and OEMs were mandated and safety. “We specially concentrated
With so many steps implemented plans were devised.
project EHS objectives. To address this, a to inspect all critical equipment once on the 5 best practices of leadership,
Risk Profile of the project was developed every 6 months.” perfectly to ensure a safe work culture, stakeholder engagement, risk management,
and high risk activities listed out. A safe it is hardly surprising that the WIPRO organizational health and safety culture
Competence, capability
One of the major challenges faced by SEZ project walked away with the
work method was developed for all
the team was the task to protect the prestigious ‘Sword of Honour’! Both
and continuous improvement,” shares and structure
site activities right from an established K R R Chandran, the then Operations
technique of risk assessment, which slope from collapsing during adverse Nandakumar and Sudhakar have every "Role specific competency requirements
Head – East, CBA SBG. The audit process
formed a part of the EHS management weather conditions as the deep reason to celebrate. and requirements were communicated of employees at different levels were
12 HELMET, July - December 2017 HELMET, July - December 2017 13
5 projects were nominated for conducting a 5 Star Audit that received a and actual project performance based
on which, the skill and proficiency
5 Star rating and the ‘Sword of Honour’ too! In the case of
requirements for the trainers were
Project Name Project Manager EHS In-charge electricians and
developed along with an evaluation
plumbers, we only
criteria for the trainers.
ITC - MXD, Rajarhat Mr. Krishnendu Chakraborty Mr. Manas Ranjan Das picked trainees from
State Convention Centre - All elements of the EHSMS were CSTI that ensured that
Mr. Sudipta Kumar Basu Mr. Tapan Mistri they had the required
WBHIDCO modified into a simple roles,
responsibilities, accountabilities and
Sujit Saha skill training.
Dr. B. C. Roy Hospital, Cluster EHS Manager
Mr. Bibhas Chandra Das Mr. Jyotiranjan Mohapatra
Kharagpur authorities matrix so that everyone
Multistoried Hospital were fully aware of what was expected
Mr. Bikash Bhattacharya Mr. Balasubramaniyan N of them. Communication protocols and
Buildings, Agartala
procedures were made part of the EHS to accept and on arrival at site, a kick-
Medical College and off meeting was conducted with the
Mr. Anil Kumar Singh Mr. Tabish Hussain Plan along with a feedback mechanism.
Hospital Madhepura
Project Manager, EHS Department
and concerned department heads.
identified in the competency matrix were identified and incorporated into
Contractual obligations Any difficulties and suggestions
from the contractor were discussed
and included in the EHS Management
System,” informs Sujit Saha, Cluster
the project EHS Plan.” A system of core
competency to evaluate and monitor
Work only began after the client’s
approval of the EHS Plan and monthly
Workmen committee materials got through to site and all
major equipment and materials were at this meeting and their concerns
EHS Manager. “A training matrix health & safety was developed for the coordination meetings with the client A committee comprising workmen and purchased at the Cluster Office and not addressed. Safety Code of practices
linking competency and capability different stages of construction activities. kept everyone on the same page. In fact, at site. The quality department ensured were also decided at the meeting
supervisors was formed to participate
requirements was introduced at the A feedback mechanism was put in place a ‘Client Satisfaction Certificate’ was that all requirements were fulfilled which the contractor had to agree to
in the risk assessment process, work
initial planning stage and training needs on competency development training signed by the client on a monthly basis. while releasing the purchase order before work.”
place inspection and incident analysis.
Feedback from which was one of the and on arrival at site, the quality of all A contractor’s on job performance
main agenda points during the monthly materials was thoroughly checked and was observed and monitored through
review meetings. This committee was cleared. various feedback mechanisms like
also involved in promoting a positive upward communication, near miss
safety culture at site by participating in Change reporting, Health & Safety inspections
awareness programmes, health camps audits and site tours. Every month a
and site tours. management coordination meeting was organized
Operational Risk Controls arising with the contractors during which
Progress pressure from different changes were captured expectations were discussed and
and documented in a separate format difficulties addressed. A database was
Safety was driven from the top and as part of the Change Management also maintained on good and poor
‘Leadership through action’ was System Procedure. The requirement of performers which was referred to for
followed with no half measures allowed. maintaining a database on the different giving further orders.
Duty hours were monitored through the changes and controls was included in
bio-metric system so that no workman the Project EHS Plan for which a special Trade identification and
worked extended hours although despite format was developed.
planning, there were occasions when skill development
manpower had to be increased due to
work pressure. Even in these cases, no
Contractors Workmen like carpenters, fitters,
welders etc. were evaluated by
workmen were allowed to work at site “Contractors have a major role to play executives to identify their individual
without screening: safety inductions, in maintaining Health and Safety skills through questionnaires and
medical check-ups and height pass Culture at the work place and pre- observations on the basis of which
systems. A robust access control system qualification guidelines were set for a practical trade test was proposed
restricted all unauthorized entries them and only those who qualified before deploying workmen. As Saha
and no work was allowed without the benchmark were allowed to work elaborates, “in the case of electricians
risk assessments, tool box talks and with us,” says Saha. “In fact, the EHS and plumbers, we only picked trainees
START Cards. A quality assessment and requirements were included in the from CSTI that ensured that they had
control system ensured that no inferior work order which the contractor had the required skill training.”
14 HELMET, July - December 2017 HELMET, July - December 2017 15
Issues of workmen Proving yet C
ommercial Buildings & Airports
(North) of the B&F IC won the Four of these projects
turnover and poor Sword of Honour but what is were audited directly
connectivity again that more remarkable is the fact that there
were all of nine projects that were
by experts from BSC
which meant that
safety is a
A major challenge was of workmen being audited and the award is due those projects had to
not staying for more than a month recognition of the great coordination stand up to some really
at any of the projects. “Initially, we between the Project and EHS teams L Ramakrishnan close scrutiny of their
triumph of
Head - Operations
were struggling to maintain safety of these multiple sites. “Each site was (North), CBA SBG safety systems and
culture at workplace due to high quite unique in its nature and the process. That’s why
EHS challenges that they threw up,”
teamwork!
workmen turnover as the wheel had this award is so well
to be reinvented every time,” laments summarizes M Kamarajan, Head – coveted!
Saha. “Another challenge was that EHS, B&F IC, “covering a whole range
of projects that included cyber parks,
of poor connectivity since many of
our projects were located outside the
CB&A (North) - mixed use development projects,
city. For example, the Agartala project A Sword of Honour hospitals, educational institutions,
malls, headquarters for two of India’s
team struggled with a lead time of 25 had to stand up to some really close
days from Kolkata for all machines, winner! leading political parties, the works”. scrutiny of their safety systems and
materials and manpower.” “What’s more, four of these projects process. That’s why this award is so well
were audited directly by experts from coveted!” says L Ramakrishnan (Head -
BSC which meant that those projects Operations) sounding triumphant.
Leadership at Cluster
level
Cluster Specific EHS Objectives were set
and action plans evolved to ensure that
competent resources were provided for
implementation, monthly monitoring of
EHS objectives, monitoring of all action
plans and performance across projects.
Safety walk downs were also conducted
during site visits. To address the risks involved in meetings. An EHS rolling trophy was
working at heights, workers were also introduced for sub-contractors
Driving safety from screened and identified by simulating to motivate them. “We also organized
various work-at-height scenarios to several awareness programs like stress
the top test their competency and medical management, Behavior Based Safety
fitness, preceded and succeeded by training, yoga, mock fire & emergency
“I made it a point to directly address
medical tests for blood pressure, drills by internal & external agencies,
the workforce and share details
vertigo, headaches, etc. by a certified pre-employment medical check-ups,
of near-misses to increase safety
doctor. Only workers who successfully periodic medical check-ups, eye check-
awareness levels,” shares Chandran.
passed these tests were employed to ups, chest x-rays and a lot more. Thanks
“Brain storming and case study based
work at heights. to all this, we have won the ROSPA gold
incident alerts were demonstrated and
and NSC awards every year,” states Saha
institutionalized to enhance their tempo
and zeal towards achieving a positive Rewards and proudly, “the Annual Safety Award
– 2017 and, of course, the Sword of
EHS culture.” To ensure that all potential
hazards were identified and controlled, a
recognition Honour!”
safe to start card system was introduced The Cluster implemented a rolling
while a team of site engineers and EHSO trophy on a quarterly basis to
conducted Hazard Identification and encourage projects to improve their
Risk Assessments to identify the hazards EHS performance and the best site was
and establish suitable control measures. recognized at the Cluster EHS review
16 HELMET, July - December 2017 HELMET, July - December 2017 17
constant problems related to effective
implementation of the requirements
the gaps with the Project and EHS
heads, setting internal targets and
Planning & preparation
after the FSA roll-out. “The extra efforts driving the sites to achieve them. “Till To make things less complicated and
and initiatives we took to address these a couple of days before the audit, we target achievement easier within the
issues turned out to be a source of did not know which project sites would stipulated timeline, the EHS personnel
inspiration for others which was even actually be audited,” says Mohammad were divided into three teams with
appreciated by the auditor.” “so our level of preparation had to each team assigned with a specific set
perfect and uniform across all projects.” of responsibilities. These teams met on
All on the same Safety is a result of teamwork and a bi-monthly basis to review the status
Mohammad is extremely appreciative as per the requirements and addressed
wavelength of all the heads of the various functions gaps. These were then reviewed by
and departments who came together the Operational Head and CPMs to
Each and every employee at all of these adequately guide the Project Managers
sites were made fully aware of the FSA to make this achievement possible.
“We have to acknowledge the excellent to fulfil what was expected of them. With
criteria and guidelines which made EHS safety parameters integrated into the
management easy and manageable strategic planning at the Cluster level
scheme drawings, various potentially
across sites. Head Operations - L which ultimately translated into better
unsafe situations were addressed like
Ramakrishnan and Cluster Project implementation, monitoring and
formwork, scaffolding, etc.
Managers (V Ramesh -Delhi & Col SS review. Criteria like risk management
Sharma - Lucknow) took the lead and and monitoring of occupational, health “It was a big challenge to maintain
were deeply involved throughout the and safety objectives proved to be the a uniform system from Delhi to
process spearheading and reviewing chief reasons for our success!” Lucknow,” admits Mohammad, “Training,
The projects that featured in the audit and the people
who made it happen!
Understanding an
Project Name Project Manager EHS In-charge unknown entity
DLF Cyber Park, Gurugram Mukesh Dahiya S Kannan Being a first of its kind exercise,
there was apprehension all around,
Kendriya Karyalaya BJP Head
Vikas Sharma Singh Manoj Kumar quite understandably so, as to what
Quarter, New Delhi
all was required to achieve the goal.
DLF Mixed Use Development at Mohammad Moizuddin, Head EHS, B&F
P G Hegde R Karthikeyan
Vibhutikhand, Lucknow IC ( North) elaborates: “It was important
Police Bhawan, Lucknow Amit Kumar Jain R Ummat to first thoroughly understand the
requirements of the audit and perhaps the
Indira Gandhi Bhawan, Congress, most crucial aspect was documentation.
S K Jain Gourav Gera
New Delhi Of course, there were other challenges
Indira Gandhi Hospital, New related to behavioural safety, change
A K Kushwaha S P Yadav
Delhi management, implementation of safe
scaffolding and general housekeeping
Faridabad commercial complex A Kannan A K Chauhan
but these were judiciously dealt
Shiv Nadar University, Dadri Prabir Kushary M C S Chauhan with by the Project teams." He cites
the Police Bhawan project, led by
Delhi One, Noida, UP Abhishek Nath Rakesh Varma
Mr. Amit Kr. Jain, which had been facing
18 HELMET, July - December 2017 HELMET, July - December 2017 19LOSE
Edge Protection
ALL
Scenario
When a workman was fixing the L-bracket, ledger
pipe and safety net at the external side, he stepped
on the edge of a H-Beam, slipped and fell down as the
H-beam toppled along with L-bracket. However as
the safety harness was anchored with edge protection
arrangement, it prevented the workman from falling
down.
What was the cause?
on PDCA cycle. All functional heads and The produce from an Organic Waste
EHS coordinators (Ms. Tanvi Kapoor, Rapid Composter was used for 1. Workman engaged in incomplete shuttering
We also adopted a
Amol Swami and G. Baskar) at cluster plantation as part of an environmental 2. Poor supervision
unique cross-checking
level played a very important role to initiative taken at IGB Congress HQ by
strategy amongst the 3. Engineer has directed the workmen without
fulfil the audit requirements. Mr. S K Jain & Mr. Amol Swami.
projects to analyse
checking the location
gaps and bridge them
within time. Some other basic steps Digital interventions 4. Safe to start work card not prepared for that
Mohammad Moizuddin The Mobile Safety App was made
CEHSM, North to ensure a safe work operational at all projects with
activity
culture regular monitoring by the cluster EHS 5. Job not carried out in a step by step sequence
inspections, internal audits were department while a Safety Harness App
EHS inductions and refresher training was used to inspect full body harness
conducted under the able guidance of
were made uniform across projects. EHS at projects. Special full body harnesses What are the precautions to be
M Kamarajan, Head – EHS, B&F IC and
P. Nagarajan EHS Head - Operations. We surveys were periodically conducted were also stitched with unique ID
numbers. Tower crane anti-collision
taken to prevent recurrence?
also adopted a unique cross-checking and the feedback implemented.
Safety workshops were held during devices were integrated with the ground 1. Job sequence to be followed and step by step
strategy amongst the projects to analyse
which personal safety products monitoring system. “We had a monthly procedure to be briefed to all concerned before
gaps and bridge them within time.
were demonstrated. For the senior felicitation of the best EHS digital site
Similarly, we had crisis management engaging at site
!
management, legal workshops were held to promote maximum usage of these
W
sessions at the last moment involving the
PHE
digital initiatives,” smiles Mohammad. 2. Spot inspection to be ensured by front line
cluster teams which proved extremely by the Chief Factories Inspector & DCP
as also EHS Leadership programmes for engineer before engaging in such critical works
useful to iron out all shortcomings
among project teams.” CPM & Project heads. Awards & recognition
Hardly surprisingly, the cluster reaped
Since the cluster offices were also Effective fire prevention and protection safety awards for their efforts winning
under the scope of the audit, it was critical systems were installed at the workmen the annual Best EHS Site Trophy for the
to have all the relevant legal compliances quarters with ventilators, extra electrical cluster and the Best EHS and P&M joint
in place, training, emergency systems sockets, competent camp watches and a trophy quarter wise. And, of course, the
and review meetings up to date based mandatory provision for separate kitchens. Sword of Honour to top them all!
20 HELMET, July - December 2017 HELMET, July - December 2017 21Making a W
orking on high rise towers senior management representatives,
is always fraught with risk The team hardly familiarizing with BSC’s 5-Star Audit
therefore the achievement did anything specifications, conducting roll-out
tall, safe of RB&F, Mumbai, B&F IC, to get a
5-Star rating for their safety, health and
extraordinarily
different but what
meetings at each project, briefings on the
objectives of the audit and the benefits of
impression
environmental management excellence they did, they did the audit assessment to the organization.
is a matter of great pride for Kalyan extraordinarily well! “It was like selling a new idea,” is how
Kumar Dey, Head – Residential (West), Sarvesh Soman Hemant puts it. Then there were exclusive
Head - Operations
Sarvesh Soman, Head – Operations, interactions with the functional heads
Residential Buildings Residential (West) and Hemant
Residential (West)
across all the projects and finally status
& Factories - West Kadu, EHS Cluster Manager (West). reviews with gap analysis audits.
“Interestingly,” quips Sarvesh with a
commitment and passion. What’s more, Hemant and his EHS team had a task
laugh, “The team hardly did anything
with time they became our ambassadors on their hands to integrate the working
extraordinarily different but what they
encouraging their team members to across 11 different sites and align their
did, they did extraordinarily well!”.
get involved and demonstrate their working to the audit requirements.
commitment towards our EHS culture.
Teamwork wins the day It was really a case of being driven by a
“Yes, aligning the processes was an
issue but what was more difficult was
common goal which won us the 5-star
“It was through and through a team to first understand and then align our
rating,” shares a visibly delighted Kalyan.
effort,” according to Kalyan, “every systems to international EHS standards
employee, every workman knew Several actions were planned and and requirements across every business
what was expected of them and they conducted in a most orderly manner activity. The P-D-C-A system was
participated in the process with total including roll-out meetings with integrated and then it was all about
urging, encouraging and facilitating our
team members to create and maintain
factual evidence and records which
were crucial for the audit.”
It was through and
through a team effort.
Every employee, every
workman knew what
was expected of them
and they participated
Kalyan Kumar Dey
Head - Residential
in the process with
(West) total commitment
and passion.
A thorough and
measured approach
yy Awareness stage: This was the yy Gap analysis: This was a phase
“We were thorough in our stage of introducing the team to for introspection; re-looking at
understanding and in analysing the the demands of the audit, what was the way EHS had been followed
audit specifications,” assures Hemant, required to win the 5-star OH&S over the years and what needed to
“and once we were on firm ground, Award. Their in-depth understanding be changed or corrected. The gaps
we studied our existing level of of these requirements had a positive were identified and actions were
compliance, identified the gaps and fallout: they actually started to initiated to plug the gaps.
addressed them through a systematic naturally integrate EHS into their
4-stage process.” business activities.
22 HELMET, July - December 2017 HELMET, July - December 2017 23yy Mock audits: Another positive
The projects that were a part of this achievement:
fallout was that those who
underwent the mock audit were
Project Project Manager EHS In-charge
eager to know how they had
Crescent Bay, Parel P Dhananjaya D G Patil performed revealing a sense
of ownership and passion to
Godrej Trees, Vikhroli PTV Bharathan Nitin Pingale succeed. Even after knowing the
results of their ‘performances’,
Omkar - Worli S Somasundaram A V Muruganantham
they displayed a refreshing
eagerness to know what were
Omkar - Malad P S Suresha Ved Mishra
their shortcomings and how
Dheeraj Livsmart, Kurla Neeraj Gupta Akshay Sharma they could overcome them going
forward.
One ICC & Two ICC, Wadala O V Divakaran Wilfy Sabu
yy Final preparations: This was the
Oberoi Sky City, Borivali V V Bhosale Sharad Mutkule final stage of reckoning by which
time the entire team across all 11
Oberoi Splendour,
Nitin Chaple Sharad Mutkule projects had started to sense their
Jogeshwari
knowledge and overall process
Oberoi Eternia, Mulund Niraj Kumar Mishra Ashwin Kohale improvement. This created an
enhanced sense of ‘self-esteem’ Going the extra mile For Hemant and his team, the gains
were even more for all these initiatives
Samriddhi, Bhayander Sunil Dalvi Shahzad Husain which was an extremely positive Of course, in cases
“Once the gaps had been addressed, where people erred, helped to create a much improved and
development in the long run for sustainable positive EHS culture.
Minerva, Mahalaxmi C R Mishra Sanjay Chvhan we are happy that our in-built we did reprimand
the entire Cluster.
systems were more than adequately them and then
and appropriately meeting the audit counselled them to Giving the digital
improve their EHS
Hemant Kadu performance.
edge
Cluster EHS Manager,
Mumbai
EHS-related digital initiatives were
cascaded down the line and to every
business activity and people were
requirements,” nods Hemant, “but not
urged to follow them. “We did win
satisfied with that we introduced some
some extra points because of our
proactive steps which went a long way
digital drive,” laughs Hemant, "because
in us winning the award.” Kick-off
of the use of the EIP dashboard to
meetings and field visits to critically
review compliance status of the Safety
analyse the business EHS risk were
App, the use of the ‘Safety harness’
conducted before the commencement
app and widespread use of Whatsapp
of any new project and thereafter
for quicker communication and better
a specific EHS plan was formulated
EHS compliance all helped us to not
and followed with due diligence. “We
only win the 5-Star Rating from BSC
encouraged the participation of the
but also won us the Annual Safety
project team members in regular joint
Trophy for 2017! Hemant’s satisfied
EHS walk-downs, EHS committee
smile says it all.
meetings and upward communication
on EHS,” shares Hemant who then adds,
“Active participation deserves rewards
and recognition which was duly given.
Of course, in cases where people erred,
we did reprimand them and then
counselled them to improve their EHS
performance.”
24 HELMET, July - December 2017 HELMET, July - December 2017 25LOSE
Slewing the Crane
ALL
Scenario
The tower crane operator slewed the crane for shifting
materials resulting in damage to the main jib of an
adjacent mobile crane boom.
What was the cause?
1. Without instructing the signalman, the tower
crane operator rotated the crane
2. Over confidence of the operator
3. Both the cranes were operating almost along the
same line
4. Specific location and equipment based hazard
communication protocol was not followed when
interchanging the operators and signalmen
What are the precautions to be
Important T
he Airside Works for the Kannur a simple approach landing system (with
taken to prevent recurrence? International Airport was a CAT – 1 provision) on one side and a
prestigious project bagged by TI simple approach landing system on
infrastructure
1. Trained/certified operators and signalmen
IC that is envisaged to meet Kerala’s other side; 2.6 Km of parallel taxiways,
should be deployed
increasing aviation demand. “For the 0.4 Km of rapid exit taxiways and 0.7
built to ensure
2. Instruct the operators to carry out only one construction of this artificial table top Km of link taxiways, 816.5 m X 166.5 m
airport, we had to face a host of unique sized apron, operational and approach
of the operations, when cranes are at the
challenges,” says Project Head, P K roads of 16.9 Km, 177 Km of AGL cables,
same level
‘safe’ take-offs Sreekumar, “like the mammoth amount 49 Km of HT and LT cables, 3.96 Km of
!
of bulk earthwork involved, reinforced external sewerage system, 142.9 Km
PHEW
soil slope filling, the large amount of of drains, 179 culverts, 20 lakh Sq. m.
and landings! blasting in fairly close proximity to
people’s dwellings, the creation of lots
of landscaping and turf, 33.53 Km of
boundary wall and 15,000 trees planted
of dust and noise and, of course quite in a green belt.
Kannur needless to say, we had a very tight
If the challenges were unique from a
International Airport deadline from a demanding client.”
project perspective, the safety challenges
The KIAL project scope included the for Shanmuga Sundaram, EHS Manager,
construction of a 3050 m runway with were equally tough and testing. “Nothing
26 HELMET, July - December 2017 HELMET, July - December 2017 27is ever simple in a project,” he smiles, and we even had dedicated signalmen equipped with
“Which is why each activity was studied, flags, batons and whistles to aid reversing vehicles.” All
examined, discussed from legal and vehicles were pre checked and only vehicles found fit were
technical points of view and the potential authorized for construction activities on site. Sundaram
hazards identified by a dedicated HIRA adds, “All drivers were screened for valid licenses and
team for all activities. The identified underwent a defensive driving training programme as a
hazards were breached and administrative part of administrative control. In fact, we conducted spot
and engineering control measures were vehicle checks, tests to control rash and drunken driving,
adopted without fail,” he asserts. used speed guns at site to control speeds and even did
alcohol breath analyser checks.”
Moving the earth The labour colony was set up on the site premises that could
“We did some 45 million cum of accommodate 1500 workmen. It was well maintained by
earthwork and that was one of my biggest the Administration department with a canteen, a grocery
safety challenges,” points out Sundaram, store, clean RO drinking water, proper sanitation and even a
“because it gave rise to other safety shelter under machinery or parked vehicles which reduced playground for recreation.
issues like the movement of a number chances of incidents to a great extent.” Advance warning
of vehicles in a confined space with poor hooters, hand sirens and wire-less sets eased communication Working at height
visibility because of all the dust flying during the execution phase.
around. We did reinforced soil slope fill of For Sundaram and his EHS team, fall of people or material
about 78 m, a sensitive work, which was All vehicles were fixed with reverse horns, reverse lights; from height was always a major safety consideration.
designed keeping all the safety aspects cranes were equipped with rear cameras and sensors to As a part of engineering control, height work temporary
in mind.” Kerala receives a huge amount detect obstructions. “We installed vibrating rollers with structures were designed with approved drawings, ensuring
of rainfall during the monsoon months safe starter switches at the front and rear; warning posters safe access / egress and adequate working platforms with
which was another issue that had to be and speed limit signboards were put up all across the site hand rails. “Apart from the normal fall protection measures
addressed as the work was progressing on
a slope with heavy machinery deployed.
Ensuring workmen
safety and comfort
Due to the nature of the soil, the kind of
work and almost continuous vehicular
movement, a lot of dust was being raised
which were potential hazards both
for the workmen and for the people
around. Sundaram and his team had
to address this issue. “So the first thing
we did was laying the approach roads
with good, well-compacted red soil,”
Water was frequently sprinkled to settle
the dust while dust masks were made
mandatory at site. “We made wearing of
ear muffs for workmen compulsory at
site and frequent job rotation reduced
their exposure to the dust and noise.”
Wheeled rest shelters were constructed
and deployed at identified locations for
the workmen to rest when it became
unbearably hot during the afternoons.
“It also prevented workmen from taking
28 HELMET, July - December 2017 HELMET, July - December 2017 29KIAL holds the top
position in the effective
implementation of
e-tools, having achieved
100% compliance on
all CAT (Confirmation
S Shanmuga Sundaram
EHS Manager
on Action Taken)
observations at site.
like safety nets, fall arrestors, rigid life
lines, full body harnesses, other PPEs
and the like, we implemented the
Work at Height permit and risk check
lists and adhered to them strictly,”
informs Sundaram, “and everyone
working at height had to pass the
‘Height Test System’.” The areas below
were cordoned off and unauthorized
entry prohibited.
Working at night
Safety hazards multiply during night
time and since night shifts were on
from the beginning of the project, Using digitalization
International
adequate lighting was installed for for safety recognition gave us
smooth execution. “One critical
hazard is electrocution,” warns “KIAL holds the top position in the confidence and the
the effective implementation of motivation to maintain
Sundaram, “and we had several
e-tools,” declares Sundaram, “having a good safety culture
control measures in place for that:
LOTO system, RCCB/ELCB, MCB, Fuse
and earthing were provided as part of
achieved 100% compliance on all
CAT (Confirmation on Action Taken) P K Sreekumar
Project Head
and the recognition
and appreciation we
Laying a path A S Phanendra Kumar, Project Head,
OPGC MGR WP Project in Odisha has
his hands full constructing a Merry-Go-
and Road Under Bridges crossing NH-
49, 66 TKM of P-Way linking, 2 loading
platforms, 5 station buildings, electrical
to safety
observations at site.” An EHS Whatsapp have received from
engineering control. Normal domestic Round (MGR) railway corridor and water and S&T works.
group kept themselves abreast of all various stakeholders
cables were replaced with double transportation pipeline from IB Thermal
EHS activities from all across the site is affirmation that we “The alignment cuts across various
insulated cables. In addition, we had Power Station to Manoharpur Coal
a work permit system, a warning sign while a PTZ CCTV camera, installed at have done our job well! OPGC MGR WP block for the Odisha Power Generation terrains,” sighs Phanendra, “dense
site, kept off time vigilance over the RSS Corporation (OPGC) & American forests, villages, fields; then there are
and frequent training as a part of
administrative control to minimize embankment work and RESA 07 side Project, Odisha Energy Services (AES). The project being high tensions wires and busy railway
cutting areas. recognition gave us the confidence lines to contend with, very testing work
risk.” The effectiveness of the constructed by TI IC on a lump sum,
and the motivation to maintain a good conditions and sometimes extreme
control measures were periodically turnkey basis is spread over a total length
“With such attention to safety it is not safety culture and the recognition weather conditions.” Remarkably,
evaluated with permit audits, job of 49 km involving 1.1 crore cum. of
surprising that we were able to clock and appreciation we have received despite of all these huge challenges,
EHS inspections, reporting, follow- earthwork, which includes 22 lakh cum.
more than 8 million safe man hours, from various stakeholders is Phanendra Kumar, Ramakanta Pasayat,
ups and compliance status updates, of rock ballasting ranging from depths
bag a whole slew of safety awards affirmation that we have done our his able EHS In charge, and team have
the EHS Golden Rule implementation of 8 to 16 meters, embankment filling
including the RoSPA in 2015, the job well!” he sums up with a hugely taken everything in their stride to
status, a green card system, training ranging from heights of 6 to 15 meters
British Council Safety award in 2017 satisfied smile. maintain a clean record of Zero LTI!
man-hours and percentage of and 11 kV & 132 kV EHT lines; 106
and our own Annual Safety award for Ramakanta settles down to share how
effectively reporting near misses and bridges including 18 major ones with PSC
2017!” shares a proud PSK who is all the Project Team has achieved this
ensuring corrective and preventive and steel girders, Rail Over Rail Flyovers
praise for his EHS team. “International praise-worthy feat.
actions. crossing the Mumbai-Howrah Main Line
30 HELMET, July - December 2017 HELMET, July - December 2017 31Going cross country Blasting with care were taken to prevent the hazard of
flying rocks.” The team only employed Falling from height was
Since the project was linear in nature Hard rock had to be excavated by licensed and experienced blaster our main cause of worry
cutting across various terrains, blasting to a maximum depth of 30 m and blasting crews while during so a proper lifting plan
logistics of reaching the site was a which was potentially dangerous for the blasting signalling devices like was submitted and
major hurdle. “We had aggrieved human life, domestic and wild animals megaphones, whistles and flashers approved that complied
land owners protesting as they were in the vicinity and for property. were used. with all EHS procedures
deprived off their lands, miscreants Blasting thus had to be carried out Ramakanta Pasayat and standards.
causing trouble and widespread ROW with extreme care that started with the Staying safe from hot EHS Manager
issues. Planning to address these issues preparation of a method statement and
was vital. To start with, a master traffic HIRA by domain experts which was lines and live train
management plan was prepared for
the entire project clearly demarking
approved by the client. “All statutory
permits and requirements are fulfilled
tracks and permissions procured from the
respective agencies to reroute the lines
entry and exit points; workmen as per explosive act.” Ramakanta Another hazard was from the after complete shutdown.
accommodation and movement was taking no chances, “while the numerous high tension lines that
was meticulously planned for easy locals were always intimated using A part of the project lay adjacent to
were passing through the alignment
mobilization and competent security communication methods suggested a live railway line as the contract
especially during the construction
agencies were hired to protect the by the government about the blasting stipulated merging the new line with
of the 25 m high embankment. As
project team from local disputes and location and timing. Mostly, we did the exiting one. “We had to be extra
part of control measures, all the high
agitations.” controlled blasting and all measures careful to prevent any mishaps so
and low tension lines were identified
proper block permits were taken prior
to the commencement of the job and
all measures were followed as per the
norms of the Indian Railways.” Not
stopping there, Ramakanta and team
conducted training for the crew before
assigning them to the job next to the live
tracks.
Working at height
For the erection of PSC and steel
girders for the major bridges, workmen
had to work at heights of up to 17 m
which necessitated a number of safety
measures. “Falling from height was our
main cause of worry so a proper lifting
plan was submitted and approved that
complied with all EHS procedures and
standards,” informs Ramakanta. Other
potential trouble areas were workmen
tripping while working, injury from
crane machinery, exposure to heat and
vibrations, collapse of the structure or
equipment being used and the ever-
present danger of unskilled manpower
doing the work.
The activities of all contractors were
coordinated and supervised. “We first
certified whether the ground surface
was suitable for plant, equipment
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