Safety Management has become one of the most essential elements of Risk Management over the years. Failures by companies to develop and implement safe systems of work can result in substantial claims by employees (and former employees) for injuries, and long term diseases, and physical disablement, and in some cases prosecution by the regulatory bodies. The direct costs on a company of such claims — together with the more substantial non-insurable on-costs of business interruption, loss of expertise, and investigating time taken up by senior management — can be phenomenal and far outweigh the costs covered by the insurance policies.
The knowledge base in the Safety Management System above forms the basis for the following additional independent Safety Consultancy services to clients:
Industrial Risk Assessments: Reduce risk, with corresponding reductions in Employer's Liability insurance premiums, and reductions in personal injury and plant/property claims.
Due Diligence Audits: Safeguarding against unknown and costly industrial risks during the acquisition of a company, and any subsequent long term financial liability.
Expert Witness Reports: Accident investigations for personal injury claims and/or plant/property damage, during litigation proceedings.
The overall safety record for the two projects was quite good. However there are quite few near miss cases for Ethane recovery project (12) compared with Qatif project (79). Motor vehicle incidents in Qatif project are two times higher than the Ethan Recovery project. Qatif project had no fire incident; however Ethan Recovery project had 3. In
general, When comparing both the projects’ performance Ethane recovery project (BI – 3150) has a better safety management program. In fact both the project have almost same safety management program as the Saudi ARAMCO is forcing those two contractors for applying those regulations.
Recommendations:
Some of the recommendations that could help in improving the safety program of other contractors or Plant operations are mentioned as follows:
1. Lifting operations over a live or energized pipe racks:
Critical lift plans shall be thoroughly studied and all existing facilities are verified and identified in the sketched/drawings prior to perform the intended lift. The existing facilities shall be legibly reflected in the attached drawing. A method of statement or lifting procedure is to be included, these items will enhance the awareness of plant operation personnel.
2. Plant operation personnel shall have an assigned Rigger so as to countercheck the prepared Critical Lift Plan by the contractor ensuring that all requirements of General Instructions (Crane Lifts) are met.
3. Movable Stairs to be provided through out the plant so that these stairs will help employees to escape quickly whenever emergency is to occur. Whenever any instructions have came up from BGP Supt. Employees are ready to leave and evacuate the affected area.
Contractor shall prepare a checklist of all activities to be performed prior to obtain a work permit. Involvement of Issuer, receiver, Safety officer and Construction supervisor are deemed necessary to ensure that all safety precautionary measures are implemented and provided. This is one requirement that will help the safety program to move smoothly.
5. Training of employees:
A regular training for critical work shall be consistently implemented to enhance safety awareness of individual and remind him about carrying out work safely. It is not only those workers on site who are doing the physical job but also technical support employees such as CTS, ITS,MTS, Operations to acquire a better understanding about the regulations and standards.
1. Roth, R.D. and G.R. Smith, “Safety Program and the construction manager”,
Journal of Construction Engineering and Management, Vol. 117 No. 2 pp 360 – 361.
2. Donald W hine, John Lewko and Joi Blanco, “Alignment to workspace safety
principles: Application to mining”, Journal of Safety research, Vol. 30 No. 3, pp 173 – 185 (1999)
3. Jimme Hinze, and John Gambatese, “ Factors that influence safety performance
of specialty contractors”, Journal of Construction Engineering and management, Vol. 129, No. 2 April 1, 2003
4. Guidance on Safety performance indicators, Organization for Economic Co-
operation and Development, Chemical Plant safety Source:
http://www.oecd.org/department/0,2688,en_2649_34365_1_1_1_1_1,00.html
5. TARCISIO A. SAURIN, CARLOS T. FORMOSO and LIA B. M.
GUIMARS, “Safety and production: an integrated planning and control model”,
Construction Management and Economics (February 2004) 22, 159–169.
6. Industrial safety report at OSHA compliance training
http://www.atc.tec.mn.us/CustomizedTraining/Web%20Pages/safety.htm
7. Department of Industrial Relations Chapter 4. Division of Industrial Safety,
Department of safety California, USA
http://www.dir.ca.gov/Title8/sub7.html
8. Amarjit Singh, Jimme Hinze & Richard J. Coble, “Implementation of safety
and health on construction sites”, Proceeding of Second International Conference
9. Grimaldi and Simonds, “Safety management”, 4th Ed. 1984 – Published by
Richard D. Irwin, Inc. Homewood, Illinois 60430.
10. Industrial Safety and Health Law, Law No. 91 of May 31, 2000 – Industrial
safety in Japan.
http://www.jicosh.gr.jp/english/law/IndustrialSafetyHealth_Law/10.htm#lawA88 -3
11. Kam C.W. & Tang S.L. 1997. “Development an implementation of quality
assurance in public construction works in Singapore and Hong Kong”,
International Journal of Quality & Reliability Management, Vol.14 No.9, 1997, 909-928.
12. K.W.Wong, P.C. Chan & K.K.Lo, ”Factors affecting the safety performance of
contractors and construction sites”, Department of buildings and real estate,
1999, Rotterdam, ISBN 90 5809 0361
13. Enno "Ed" Koehn, P.E., F.ASCE and Nirmal K. Datta, “Quality,
Environmental, and Health and Safety Management Systems for Construction Engineering” - Journal of Construction Engineering and Management --
September/October 2003 -- Volume 129, Issue 5, pp. 562-569.
14. “C174 Prevention of Major Industrial Accidents Convention, 1993”, International
Labor organization.
Source: http://www.ilo.org/public/english/bureau/stat/class/
15. Joe M. Wilson Jr. and Enno ‘‘Ed’’ Koehn,” SAFETY MANAGEMENT:
of Construction Engineering and Management -- January/February 2000 -- Volume 126, Issue 1, pp. 77-79.
16. “Monitoring Hazards to prevent major industrial accidents”, Health and
employment safety Act 1994. Department of Labor safety, Willington New Zealand.
17. ‘‘Moral, ethical obligations an issue for safety design.’’ (1997). Engineering
Times. NSPE, Washington, D.C., 19(8), 16, 23.
18. M. Edwards, “ The Design of an Accident Investigation Procedure”, Applied
Ergonomics, 1981.
19. International Labour Organisation. Prevention of Major Industrial Accidents.
ISBN 92-2-107101-4.
20. Rethinking Construction. 2002. Rethinking Construction: 2002. Rethinking
Construction Ltd. London. (available at www.rethinkingconstruction.org).
21. Construction Industry Development Board. 2002. 2002 Construction Industry
Indicators: First interim report. Pretoria.
22. Harper, R., and Koehn, E. (1998), ‘‘Managing industrial construction safety in
southeast Texas.’’ J. Construction Engg. & Management, 124(6), 35–39.
23. Battikha, M. G., and Russell, A. D. (1988). ‘‘Construction quality management
present and future.’’ Can. Journal Civil Engg., 25(4), 401–411.
24. Hinze, J. (1998). ‘‘Identifying root causes of construction injuries.’’ J. Constr.
Eng. Manage., 124(1), 67–71.